1 500 68 https://www.virginiaroom.org/digital/files/original/69/6394/197801.pdf ee0758ef9d3df917fa715712db47daa7 PDF Text Text 11111 miTmnnui NEW HENRICO COUNTY OFFICES �Editorial I want to assure Virginia municipal leaders that I intend to work closely with you over the next four years as we strive on the state and local levels to build a better life for all our people. Many serious challenges will face us in the years ahead. They will demand constructive action by the state and local governments. I intend to approach all such problems in a spirit of cooperation and a creative search for solutions. Among the biggest questions are whether you as the elected representatives of the people are going to be able to retain control over essential services, and whether you are going to have the resources you need to meet the tremendous demand for services. In many states and cities around the country, control over services has been effectively abdicated to labor unions which invoke the ultimate weapon of collective bargaining—the strike. I know you do not want to be placed in the position of being forced into collective bargaining, and I assure you that during my Administration, no local government will be forced into bargaining with unions through permissive state legislation. We recognize the constitutional right of all working persons to unionize but I do not agree that public-sector unions should have the privilege of bargaining collectively. I believe the people spoke on this issue as much as any other in November. If we deny public employees the privilege of collective bargaining, we must take reasonable steps to ensure that their concerns are heard through other channels. I intend to set an example on the state level by making the grievance procedure work as it should, seeing to it that every employee has access to his or her supervisors and striving for adequate compensation for all employees. I have pledged that a reasonable cost-of-living pay raise will be included in each of the biennial budgets which I prepare as Governor, and I urge local governments to take reasonable steps to protect your employees from loss of buying power caused by the rising cost of living. Fair pay and fair play are the best ways to attract and retain talented and productive people in the public sector. Other than the question of collective bargaining, you are faced with the complex question of raising the revenue you need to provide the services the people want. I am well aware that many local government officials feel that the formulas for the distribution of state money are not entirely adequate. I am sure you realize this is a very difficult problem because adjustment of the formulas will result in some localities losing revenue as others gain. A legislative study commission has looked into this problem and I will consider its report very carefully to see if any changes in the aid formulas are warranted by changing circumstances. It will be my policy as Governor to foster a high degree of cooperation between the local and state government. In particular, I will continue the Governor's Council on Local Government to make sure that local elected officials and the directors of your Association and the Virginia Association of Counties have input at the highest levels. In the Dalton Administration, your views will be listened to and your guidance sought. No one has all the answers but rest assured that we will be asking you the questions. I look forward to a fruitful and productive four years. John N. Dalton Governor Commonwealth of Virginia �Virginia &City EDITOR Richard L. DeCair MANAGING EDITOR Charlotte Kingery ASSOCIATE EDITOR Michael S. Deeb ADVERTISING MANAGER 4 THE ECLIPSE OF LOCAL GOVERNMENT 8 LETTER TO GENERAL ASSEMBLY MEMBERS Brenda M. Southworth 9 LEAGUE'S LEGISLATIVE PROGRAM TELEPHONE 12 John S. Ziolkowski, Jr. BUSINESS AND CIRCULATION MANAGER VOLUME 13 • JANUARY, 1978 • NUMBER 1 804/649-8471 A LOOK AT THE CRISIS IN MUNICIPAL INSURANCE DEPARTMENTS 2 Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of VIRGINIA TOWN & CITY or the Virginia Municipal League. Editorial 10 People 11 Marketplace 15 Places 18 Commentary 19 Legal Guidelines 21-23 ON THE COVER: Photograph courtesy of Amir M. Pishdad, Chief photographer, Richmond News Leader. The new Henrico County Administration Building was officially dedicated on November 20, 1977. The $12 million dollar facility houses the offices of finance, personnel, planning, public works and the county manager among others. The administration building is the second of the five-phase program to put the government of Henrico County in one location. Directories VIRGINIA TOWN & CITY is the only official magazine of the Virginia Municipal League (formerly the League of Virginia Municipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. All contents, copyright ® 1977 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $3.00 per year, 50 cents per copy. U o3 o 1< z O > �THE ECLIPSE OF LOCAL GOVERNMENT: A TIME OF CONCERN By MICHAEL S. DEEB Wanted! Candidates to run for city council; must be willing to: • work long and irregular hours • accept very low salary • be available and answerable at all times to community residents on every local problem, real or imagined • provide services on limited and dwindling funds • accept and adopt an increasing number of state and federal laws and regulations • work harmoniously and productively with fellow councilmembers, the mayor and manager • work without your own exclusive research and administrative staff and personal office. No experience necessary, but must have strong sense of concern for the welfare of the community with a dedication to work for the good of the community. Want ads usually are a good means to attract qualified, needed candidates for jobs. However, one can say with great accuracy that if the above ad appeared in a local newspaper, few replies would be received from persons willing to "donate" their time for such an endeavor which is not fully appreciated nor understood. Although there is still a dedicated pool of citizens willing to serve in this capacity, there is an apparent disinclination on the part of a growing number of citizens to step forward for the cause of municipal government. Moreover, growing numbers of officials who serve in municipal government are leaving. Consequently, the number of capable, dedicated individuals, altruistically motivated, who would serve on council, is declining. The ad, which signifies the predicament municipal government in the U.S. finds itself at this time, is also a portent of what lies ahead. Surely, the ad could have been written 50 or 100 years ago, for example, and the same negative situation would exist. What is different today, however, is the increased negativism which exists, and larger, more complex problems which the ad implies. It is this negative, com- ABOUT THE AUTHOR Michael S. Deeb is Deputy Director of the Virginia Municipal League. pounded situation which currently places U.S. municipal government, and many county governments, in a serious situation. Before relating the issues, some background information on municipal government and the people holding the offices of mayor and councilmember would be helpful in understanding the issues presented. Last year, the Virginia Municipal League conducted a study of the offices of mayor and councilmember in Virginia cities and towns, and looked at some aspects of the offices, nationally. The League study found that all 41 Virginia cities operate under the council-manager form of government as do most towns above 3,000 population. In towns below 3,000 population, the majority of them utilize the mayorcouncil form in which the mayor serves as the chief executive officer. The study showed that the city mayor in Virginia is usually not elected directly by the people, but is appointed by council from among its members; this procedure is related to the council-manager form of government which traditionally has preferred the appointed mayor. However, this occurrence does not hold true for towns, where the great majority of mayors are directly elected by the people under both forms of government. It was found that few municipal mayors are engaged in overt political party campaigns and elections in Virginia. Again, in keeping with the traditions of the council-manager plan and the traditions of municipal elections in Virginia, the great majority of municipal elections are held without any political involvement.* Also, few mayors are given the veto power over council-passed ordinances. The League study revealed that the overwhelming majority of mayors are white, are male and are in the middle to upper age brackets. For councilmembers, the League study found that most city councilmembers are elected for four-year, staggered terms, while in towns about a half of them are elected on this basis; the other fifty percent of them are elected for two-year, non-staggered terms. Like mayors, councilmembers are elected usually with no overt political involvement, although subtle, informal, political activities do take place in many instances. Also similar to mayors, white males dominate the office of councilmember in Virginia's cities and towns, despite the fact that there have been notable increases in recent years in the numbers of females and blacks elected to councils. Virginia's municipal elected officials conform fairly closely to national trends in these areas. One glaring, divergence, however, is in the number of females serving as mayors and on council in Virginia's municipalities where the number of females serving is significantly lower than the national figure. * Although State law prohibits political party identification on ballots for mayor and councilmember, candidates can campaign politically, and can be grouped with their fellow party candidates on ballots. Thus, the Democratic or Republican slate, etc. of candidates can be shown as a group, with separations between the party groups listed. �These then are the people who see the issues and problems and who have voiced concern. It is becoming readily discernible that the disenchantment and frustration among members of local governing bodies is increasing and is reaching a point of serious proportions which could severely affect our traditional means of governing ourselves. Recent studies and observations point to such a situation. For example, information gathered and analyzed by the League reveals the following: a growing dissatisfaction by mayors and councilmembers in attempting to raise needed, additional revenues from scarce, local resources, and at the same time, to meet more and more citizen demands for services; there is a feeling of inadequacy in trying to answer and satisfy greater, more vocal demands by citizens on various social and economic issues, such as crime, prisons, housing, and minority recognition; a feeling of inadequacy and unproductiveness prevails in a parttime position that yet is demanding more and more of their time; a feeling of confusion, frustration and even anger pervades when attempting to comprehend and abide by federal and state laws and regulations which have been increasing significantly; the anger results largely because mayors and councilmembers feel that state and federal governments induct mandates on local government without an understanding or concern of the effects on local government. The data compiled by the League disclosed serious deficencies in municipal government that affect its structure and performance. For example, the data show that the turnover rate on city and town councils is increasing, indicating that more and more councilmembers are not seeking reelection, and correspondingly, the length of service on council is diminishing; additionally, as the more experienced members leave office, they are replaced by inexperienced persons, whose edification for the most part consists of on-the-job training, much to the detriment of a locality. Salaries and other compensation for councilmembers, although increasing slightly, are still terribly low; similarly, although localities perceive a need to provide better staff and facilities for councilmembers, there still exists a woefully inadequate situation generally. Training and the need for additional information is another inadequacy, as many members lack both and cannot receive the proper education and information to perform to the best of their abilities. These are examples of such occurrences; more could be cited given the space to recount them. Virginia is well in line with national trends, regarding these problems and concerns of municipal governing bodies. A 1973 survey conducted by the National League of Cities revealed that U.S. mayors and councilmembers are restless, apprehensive and concerned about the future of municipal government at a time when significant changes are occurring in our federal system. Their message, clearly stated, is that they need assistance, understanding and greater appreciation of their roles and functions. (See Table I). In addition, they cited their major problem areas and the most frequent complaints brought by citizens. (See Tables II and III). The problems and com- plaints are not surprising to those familiar with municipal government. Viewed from the positive side, the lists restate the wide array of services and amenities which local governments provide their citizens and the importance of their existence in our federal system of government. Yet, with this important TABLE I THE ELECTED CITY OFFICIAL FRUSTRATION INDEX (The things that irritate mayors and councilmen about their jobs. By percentage of mentions.) Mayors Councilmen Frustration Laci< of staff assistance Long hours required for "part-time" job Lost private business because of conflict of interest legislation Low public salary Late night calls from constituents Expensive election campaign spending Excessive time spent away from family Excessive time spent away from private business Information glut—too much paper to wade through to make decisions Too many meetings to attend Inefficient use of elected officials' time OTHERS* 14.8% 37.8 20.5% 37.1 14.3 27.4 27.4 16.4 42.8 10.2 21.1 15.8 22.5 43.0 30.4 23.6 35.5 26.4 22.9 21.2 31.6 23.6 32.4 27.7 * 259 other "frustrations" were also listed by mayors and city councilmen. Among tfiose most frequently mentioned included: Incompetent, gloryseeking, non-working councilmembers, 40; public apathy, 36; red tape, 19; federal-state mandates, 18; attitude toward elected officials, 17; hassle with news media, 12. Source: "America's Mayors and Councilmen" National League of Cities, 1974. TABLE II RANKING IViAJOR URBAN PROBLEMS Total Mentions* Problems 675 600 573 543 503 490 486 444 420 393 385 380 310 309 309 286 269 260 240 233 228 223 213 191 189 163 160 139 89 Refuse and solid waste Law enforcement Streets and highways Relations wth county Fiscal/tax policies Downtown development Planning and zoning Citizen participation Public transit Use of gen. rev. sharing Parks and recreation Energy shortage Housing Relations with state Upgrading city staff Economic development Water quality Relations with fed. govt. Collective bargaining Manpower development Relations with region City govt, reorganization Health care Education Social services Race relations Fire prevention Air quality Other problems Ranking by Mayors Councilmen 1 3 2 4 5 6 8 7 12 11 10 9 13 15 16 17 14 16 19 18 21 22 20 23 24 26 25 27 28 1 2 8 3 5 6 4 9 7 10 11 12 15 14 13 16 19 20 18 21 17 19 23 23 22 24 25 26 27 * There were 9,703 problems checked by the 1,031 survey respondents for an average of 9.4 problems mentioned by each mayor and councilman. Source; "America's Mayors and Councilmen," National League of Cities, 1974. �"grass roots" need, local government, and especially municipal government, is attempting to cope and progress in an environment that mitigates against its proper functioning. If one examines closely the list of problems and complaints, one can deduce that the common denominator involves municipal relationships—relationships with citizens, other city officials, regional staffs, and federal and state officials— which leads back to the general problem stated earlier of the need for understanding and support. The NLC survey reiterated rather common and previously stated concerns and needs by mayors and councilmembers. For example, they cited the following: the need for more citizen input and participation in city government; the need for better understanding of city government by state and federal officials, as to how local governments are structured and work, in relation to the areas of state and federal assistance programs, and programs mandating local performances; they mentioned the fact that as part-time officials, though actually devoting long and irregular hours, their pay and compensation was pitifully low; they were rightfully concerned about the erosion of power from the city to state and federal governments; they were confused and frustrated with the increasingly complex nature of municipal government, while at the same time not having pertinent, up to date training and information to assist them in making decisions. TABLE III WHAT DO CITIZENS FREQUENTLY COMPLAIN ABOUT? (Percentages of Mentions) Dog and other pet control problems Traffic control (stop signs & lights, parking) Rezoning problems Potholes in streets Tax rates Sewer service Cleanliness of streets, neighborhoods Crime Housing Other* Water service Drugs Health care Fire protection 8 9 10 11 12 13 14 Complaint Rank 1 2 3 4 5 6 7 Mayors Councilmen 19.7 14.5 14.3 15.6 5.9 4.3 2.1 1.4 18.5 17.0 15.4 14.1 10.6 6.2 3.3 2.9 53.5 46.3 32.4 26.0 19.3 40.7 30.1 30.6 22.0 23.1 44.3 60.7 The erosion of power from the local level to state and federal governments, which has occurred during this century, is a principal cause of the predicament and precarious condition of local government. Perhaps the most serious area of erosion has occurred in the taxing powers, as local government fi^nds itself unable to increase significantly already swollen taxes and to broaden its tax base. Despite < ^ TZ Q/ ^ Source: "America's Mayors and Councilmen," National League of Cities, 1974. O * 158 other frequent citizen complaints also were listed by mayors and city councilmen. Among them: Police-community relations, 27; lack of recreation facilities, 23; administrative duties, lack of action, 23; youth activities, 17; overall appearance of city, 12; ecology problems, 12; snow removal, 11. ~ ^ ^ ^ h- 6 some corrective measures on the part of the federal government—such as enactment of federal revenue sharing—much more must be done to assist local government, in terms of both direct assistance, and self-help measures by granting additional powers to local government. Also, states must recognize the erosion problem and provide more assistance than at present. These then are the major problems and concerns of municipal mayors and councilmembers. Of importance and newly established is the thread of urgency and desperation which have been disclosed and which have been building gradually over the years. The same questions keep reappearing. How to cope? How to proceed? How can we progress? Are we losing ground? Are we losing our powers and confidence of our people? Where are the answers and solutions? Where are the officials who can assume the needed responsibilities and assist us? These are hard and difficult questions and the issues they raise relate to problems not easily solved, and in some cases problems which will never be solved fully. Nevertheless, the concerns of local, elected officials are real and must be addressed and answers, (complete or partial), to the problems must be found. In sum, there is urgently needed a greater awareness of the peril local government in the U.S. faces in the diminishment of its role and viable existence in the federal system; corrective measures must be undertaken soon. Local government must continue to function viably and effectively because it is essential to our federal system and democratic form of government. If it is to survive as we know it and want it to, it will take a greater awareness of its structure, role, operations and goals by the citizens and local, state and federal officials, and a greater dedication and willingness for all to work to these ends. Local government must emerge from the shadow cast by brothers state and federal governments into the sunlight as an accepted sibling. Now, this is the hard part. The onus for achieving change and finding solutions to the problems must come with local government initiatives. Acceptance and approval will not be easy and local governments must work hard to make known their presence, problems, needs and importance. However, acceptance and approval will not be achieved by simply stating the issues but will be achieved in combination with demonstrated competence and accomplishments. Consequently, local government officials must assess and take stock of their individual situations and work to improve these conditions. They must convince their citizens and officials in state and federal governments of the great need for local government and demonstrate its importance, and vital place and interrelationship in the federal system. In this endeavor, they will not be alone. They have friends and sympathizers they can call on for assistance, i.e., individuals, other governmental officials, public and private institutions and businesses. But local governments must start to hammer the foot-holding spikes into the mountainside, in the difficult climb to the sun-drenched mountaintop. �• RATTLEY ELECTED 2nd V.P. NLC The Virginia IVIunicipal League is proud to announce the election of Newport News Vice Mayor and the VML First Vice President, Jessie M. Rattley, to the office of Second Vice President of the National League of Cities. Vice Mayor Rattley was elected during NLC's Congress of Cities on December 7 in San Francisco, California. Her election as a national officer is a first in recent years for Virginia. Recognized at the national level of government. Vice Mayor Rattley served on the National League of Cities' Board of Directors. She also serves as the liaison for the Effective Government Committee. As a member of the NLC Revenue Sharing Task Force, she effectively assisted in the reenactment of General Revenue Sharing. In October, 1976, Vice Mayor Rattley was one of the 15 local elected officials chosen to attend the "Conference on Culture and Urban Development" in Munich, Germany. During the 1976 NLC Conference, she was elected President of the National Black Caucus of Local Elected Officials and recently she was elected Vice Chairman of the Black Caucus of the Democratic National Committee. Since her entry into local government, Jessie Rattley has enjoyed a successful record. Elected to the Newport News City Council in 1970, she was the first black and the first woman elected to Council. She became Vice Mayor of the governing body in July, 1976. As VML First Vice President, she also serves on the Executive Committee of the League. She chairs the Legislative Committee and is a member of the Effective Government Committee. A native of Birmingham, Alabama, Vice Mayor Rattley is an honors graduate of Hampton Institute, receiving a B.S. degree in Business Education and Secretarial Science. She established the business department at Huntington High School in Newport News—the first black high school in the City to offer business training. Rattley founded Peninsula Business College in 1952 and since that time she has been the owner-director. She is the wife of Robert L. Rattley and the mother of two daughters. Vice Mayor Rattley's leadership ability have been recognized by a wide array of local, state and national organizations and her proven ability to represent all interest and complexities of concern has led many other groups to look to her for leadership. The Virginia Municipal League feels that Vice Mayor Rattley's capable guidance can effectively promote the goals of Virginia localities as well as being a national spokesman for municipal concerns. U o3 < Z u �January 1, 1978 Dear State Senator or Delegate: Faced with the lack of action by the General Assembly, the Virginia Municipal League, at its 72nd Convention in September, decided that we would not itemize a list of fiscal requests for consideration by the General Assembly in 1978. Instead, we will send representatives to the State Capitol to observe the actions of the General Assembly, to support reasonable solutions initiated by Members of the General Assembly, and to guard against further inroads being made into local government's limited financial powers. ^ For several years the Virginia Municipal League has requested legislation from the General Assembly which would address your local governments' financial needs through a more equitable system of local taxation. We have worked with individual members and committees of both Houses of the General Assembly in attempting to provide factual information about local government's fiscal posture to justify our recurring request for alternative local revenue sources. We have offered objective studies by respected state and national groups to support our arguments for alternatives. VML staff has cooperated in addressing technical issues which have arisen in regard to present state requirements for uniform fiscal reporting. In spite of our earnest efforts at cooperation, local government's requests seem to have fallen on deaf ears. No significant action to address this need has been forthcoming from the General Assembly, in spite of the willingness of a few legislators to introduce legislation which would speak to the issue. In previous years we have discussed an income tax surcharge, increasing the sales tax, state assumption of costs of programs over which local government has little or no control (i.e. welfare, education, tax relief, etc.), and regional gasoline taxes, among others. We have been willing to discuss distribution methods, local option vs. statewide enactment, categorical returns of funds, criteria applied as formulas which would address need and income and other measures of wealth, and shared revenue with state government. We have offered to explore ceilings on certain existing tax sources at the local level, saturation factors and a number of other methods of ensuring equity and fairness in tax burden for the citizens of the Commonwealth. Copies of previous legislative programs are available from the League office. We cannot see that we can do any more to indicate our willingness to cooperate in solving this critical problem. Members of the Virginia Municipal League are creatures of the State and represent a unique "special interest"—the interest of the citizens. Local elected officials and members of the General Assembly share this special interest; we need to work together to effectively serve the citizens of the Commonwealth. This year we are expecting you at the State level to arrive at a solution. We are ready to work with you in any way possible to see the matter of local financial assistance being resolved. Please call on us or any of the League staff to assist you. O ^ Sincerely, Sincerely, R. L. Light, Jr., President Virginia Municipal League Jessie M. Rattley, Chairman Legislative Committee Virginia Municipal League > 8 * The letter was sent by the Virginia Municipal League to members of the Virginia General Assembly prior to the convening of the 1978 Session. �THE LEAGUE'S LEGISLATIVE PROGRAM By Rick Weeks, VML Staff Associate The 1978 General Assembly Session will begin the second Wednesday in January. During the Session the League will monitor General Assembly activities and will keep member localities informed of all actions that may have an impact on them. In addition, the League staff remains closely attuned to the priorities set forth in the Staff Work Program that was adopted at the Business Session during the VML Convention in September. One of the key items of the Program is Legislative Procedure which recommends an amendment to the Constitution of Virginia providing a recess during the General Assembly Session between the time all bills are introduced and when they are considered by the Committees. This is intended to provide an opportunity for Committee members to study the bills. LInder the category of general government, the General Assembly will be requested by the League to amend the Code of Virginia to provide that salaries of councilmembers and members of boards of supervisors be set by local ordinances rather than by charter change or by special laws. The League also recommends legislation which would provide for joint approval of budgets for constitutional officers when these are joint offices between counties and cities of the second class. The League encourages the General Assembly to.appropriate the total amount of funding authorized by law for public libraries. The League will request State approval for localities to levy a hotel tax. The League also recommends that localities be granted the authority to levy a two cent additional gasoline tax to be used to support transit systems. A rehabilitation expenditures income tax rebate is recommended for action by the General Assembly. The League advises the General Assembly to repeal the 1976 amendment to Section 16.1-69-48 of the Code of Virginia, which requires general district court fines to be routed through the Clerk of the Circuit Court where a 5 percent fee is deducted. The League urges the delegates and senators to enact legislation to prohibit collective bargaining for all public employees. The VML opposes any legislation which would inhibit the uniform treatment of all local employees. Further, the League recommends action be taken by the General Assembly to alleviate State mandated salary and fringe benefit inequities. (This item has been added by the Legislative Committee since the League Convention.) The League urges the State to place greater emphasis upon funding its share for the upgrading of the existing correctional facilities and the development of new and needed facilities. The Virginia Municipal League requests the State Legislature to study the laws under which alcoholic bever- ages are licensed and controlled to ensure that local powers and ABC laws are not in conflict. Additionally, local governments recommend that the State reexamine and redesign its allocation of highway funds to localities, including in its study such areas as cost escalator factors, cost of right of way relocation, funds for towns under 3,500 and distribution criteria. The League endorses the concept of uniform speed laws as long as localities are granted power to raise or lower speed limits within their corporate limits. In the area of planning, the League endorses conditional zoning as long as legislation does not impose on localities which presently have additional zoning powers under Section 15.1-491 (a) of the Code of Virginia. The final recommendation of the Staff Work Program is that the General Assembly enact legislation allowing a locality to appoint members of the Local Board of Zoning Appeals, even if such power is not expressly granted to the local governing body. Key items of the Staff Work Program were backed up by large mailings of resolutions. Copies of the resolution on rehabilitation expenditures income tax rabate were sent to the President, the U. S. Congressional delegation from Virginia, the Governor and members of the General Assembly. A resolution was also sent to the Governor and all General Assembly members urging the local option 2 cent additional gasoline tax and a similar resolution was sent to the President and the Virginia representatives in Congress. FIRE PREVENTION CLINIC Offered annually by the State Fire Marshal's office and the State Fire Prevention Association, the Fire Prevention Clinic will be held February 610 at Virginia Polytechnic Institute and State University. The three-part Clinic does not have to be taken in numerical order. The 75 Edition of the BOCA Fire Prevention Code is used as a text and the Clinic will cover approximately one-third of the Code in this year's session. While the Clinic is designed for members of Fire Prevention Bureaus, the material, presented will be of value to anyone interested or having fire safety responsibilities. The Clinic is also assisted by the State Fire Service Training Division, State Department of Education. ORDINANCE CODIFICATION Looseleaf Supplement Service M UNICIPAL CODE CORPORATION p. O. Box 223S TALIAHASSEE, FLORIDA 32304 TtUphen* (904) 576-3171 Full time law editorial staff now serving over 1,425 cities and counties In 45 states, Including Virginia. • Prompt Looseleaf Supplement Service—30-6090-Day Schedule. �People Finnegan Retires JOHN F. FINNEGAN, JR. announced his retirement as Fire Chief of the City of R i c h m o n d . Finnegan has been with the department since 1945 and was promoted to Chief in July, 1972. Chief Finnegan is a member of the State Fire Chiefs Association of Virginia and was a charter member of the fire service section of the National Fire Prevention Association. He was the recipient of the Sherwood Reeder A w a r d , an honor given to the Richmond city employee who exemplifies outstanding service. The son of a former Richmond fire chief (1944-1959), Chief Finnegan's retirement was effective January 7. Managers Appointed GARY BLANDER, Administrative Assistant to Lexington's city manager has been named City Manager of Clifton Forge. Blander, a native of Jamestown, New York, received a bachelor's degree in political science from the State University in Buffalo, New York and a master's degree in urban affairs from VP! & S U . H e served as assistant to the city manager of Jamestown, New York before coming to Lexington. Filling the post vacated by Ken Bradshaw, Elander assumed his new duties December 1 . u Z o z o > 10 JOSEPH E. BAKER, a native of Charlotte, North Carolina, accepted the job of City Manager with the City of Norton. He was formerly town manager in Granite Falls, North Carolina. Baker received a bachelor's degree in political science from the Citadel and is currently working on his master's degree at Apalachian State University. Before becoming town m a n a g e r of G r a n i t e F a l l s , B a k e r worked as an assistant city manager in Reidsville, North Carolina. Baker assumed his duties on November 16. Pearisburg's Town Manager, DANIEL W. HICKEY, III, became Giles County Administrator on December 1. Hickey had been with the T o w n of Pearisburg for six and one half years. Former Mayor Dies ]ESSIE EVERTS, former mayor of Bristol, Virginia died Friday, November 1 1 , 1977. He was the owner of Everidge's Jewelers in Bristol, Tennessee. He was first elected to Bristol City Council in 1957 and was reelected in 1961, w h e n he was elected mayor. Everts resigned during his second term as mayor in 1964 but was reelected to Council in 1971. Everts sought election again in 1976, but was defeated. T h e Virginia Municipal League extends sincere sympathy to Jessie Everts' family and to the City of Bristol. Council Appointments C. EDWARD IOHNSON,IR., has been appointed to fill the vacancy on Bedford's City C o u n c i l . Johnson, a native of Bedford, is president of C E J , Inc. He fills the vacancy created by the August 10 resignation of Lester D e a n . Iron Gate Mayor JAMES L. SHIRES submitted his resignation October 25. Shires, w h o has been Mayor since 1975, explained to Council that his job requires him to be out of town frequently and that it was not fair to the town or the town employees. He is Superintendent of Postal O p e r a tions at the Covington Post Office. The Shenandoah T o w n Council has appointed CLINTON LUCAS, JR. to C o u n c i l , replacing Eddie Vaughan, w h o resigned last month because he is moving. Lucas will serve until May, when Vaughan's term expires and Town elections are held. The Council also appointed D o n n i e Jewell as Vice Mayor. Newby Reappointed T. ASHBY NEWBY, purchasing agent for the Virginia Department of Highways and Transportation, will continue to serve as a member of the Board of Directors of the National Institute of Governmental Purchasing, Inc. Newby was reappointed at the recent Annual Conference of the organization in Miami Beach, Florida. NIGP is a non-profit educational and technical organization of governmental bond agencies. Shawver Honored WILLIS MAXWELL SHAWVER, JR., sports director of radio station W K E Y and a Covington City C o u n c i l m a n , was named recipient of the Covington High School Outstanding A l u m n i A w a r d . Shawver is also a member of the Effective Government Committee of the Virginia Municipal League. Bloomfield Resigns Farmville's Town Manager, T. W. BLOOMFIELD, submitted his resignation effective January 1. Bloomfield attended Virginia Polytechnic Institute and served five years in the Army during World War I I . Returning to Farmville he owned and operated a plumbing and heating business. Before succeeding E. L. Quisenberry, III in J u l y , 1961 as t o w n m a n a g e r , Bloomfield had served fifteen years as councilman. His resignation ends more than 30 years of work with town government. Assistant Town Manager Gerald J . Spates became acting manager on January 1. Bloomfield will continue working for the City fulltime as a consultant until September 30, his retirement date. Town of Cuipeper Appoints L WINFREY BUTLER, retired resident engineer with the Virginia Department of Highways and Transportation, has been appointed T o w n Engineer for Cuipeper. Educated at the University of Virginia, Butler is a certified professional engineer and has also been associated with Burlington Industries. JOSEPH T. DONAHUE has been appointed T o w n Clerk for C u i peper. He will also serve as administrative assistant to the town manager. A graduate of St. Joseph College, Philadelphia, Pennsylvania, he is retired from the U.S. Army after 23 years of service. lACP Elects Duling Howard C . Shook, President of the International Association of Chiefs of Police, Inc. has invited COL. FRANK S. DULING, Chief of Police, R i c h m o n d , to represent the District of C o l u m b i a and the State of Virginia on the International Association of Chiefs of Police Executive Committee. D u l i n g , also President of the Virginia Association of Chiefs of Police, will serve from 1977 to 1979. Cullum Named Virginia Beach City Manager George L. Hanbury announced the appointment of HOWARD M. CULLUM as Director of the City's Mental Health Department. C u l l u m was previously Human Services Coordinator for Fairfax County, Virginia. He holds a B.S. from Miami University ( O x f o r d , Ohio) �and an MPA from American University (Washington D.C.). His appointment was effective December 5,1977. The Mental Health Department employs 75 individuals with a budget in excess of $1 million. Marketplace Miller Honored Falls Church Mayor HAROLD L. MILLER, Chairman of the Washington Council of Governments, recently received the Annual Civil Defense Award from the Society of American Military Engineers. The Award honors Mayor Miller for his successful efforts to increase Federal funds available for local civil preparedness and to include natural and man-made disasters, as well as nuclear disasters, in local civil defense programs. Mayor Miller is a former Chairman of COG's Public Safety Policy Committee. ARLINGTON MANAGER AND NORFOLK HONORED W. Vernon Ford, Arlington County Manager and the City of Norfolk won awards during the International City Management Association Conference in Atlanta, Georgia on October 30November 4. Ford was the recipient of ICMA's Management Innovation Award, an award presented to professional managers who have been responsible for the conceptualization and implementation of significant innovative projects which have improved the delivery of municipal services. Ford was cited for the Madison Geriatric Center, a day care center for elderly and handicapped adults who are not bedridden. The City of Norfolk won top honors in the 1977 City Hall Public Information Awards competition by City Hall Digest. The award was presented by Raymond L. Bancroft, editor-publisher of the Digest, during the ICMA Conference. The contest honors city governments for the excellence of their public information projects, annual reports and periodicals. Norfolk received honors in the annual report category using the newspaper format. ADMINISTRATIVE ASSISTANT Bristol, Virginia. Position for municipal utilities board providing electric, water and wastewater services. Will report to General Manager and assist In all administrative phases of operations. Require B.S. Degree; prefer individual with experience in utility field; strong writing and verbal skills desired. Salary commensurate with experience and abilities. Equal opportunity employer. Send resume to Linda Davis, Bristol Virginia Utilities Board, P. 0. Box 391, Bristol, Virginia 24201. UTILITY LINE SUPERINTENDENT Town of Leesburg, located in Northern Virginia (pop. 8,500). Responsible to Public Works Director for all phases of water and sewer line Division operations. Minimum 4 years progressive experience in water and sewer line construction/maintenance, along with supervisory experience required. Local govt, experience preferred. Appropriate college level training may be substituted for 2 years of required experience. Starting salary $12,050 to $12,650 plus paid retirement, hospitalization, other benefits. Submit resume to Personnel Office, 15 W. Market St., Leesburg, Virginia, 22075, or phone (703) 777-2420 for application by January 30, 1978. ASSISTANT CITY MANAGER City of Newport News, Virginia; population approx. 140,000. Variety of responsibilities relating to the planning, direction control and evaluation of the operations and programs of the city government. Comprehensive knowledge of public management, organization and accepted practices of normal city functions. Graduate degree preferred with a minimum of three years of responsible administrative work experience. Salary $22,000-$28,000 depending upon experience. Send resume including salary history to Director-Personnel, City of Newport News, 2400 Washington Avenue, Newport News, Virginia 23607. An Equal Opportunity Employer. TOWN POLICEMAN The Town of Wakefield, Virginia is presently accepting applications for the position of Police Officer. Salary open. Experience required. Excellent benefits. Send resume and date available to John B. Cafazza, Jr., Town Clerk, P. 0. Box 545, Wakefield, Virginia 23888. When you put the lid on a paracrete®system, >U 03 Chief Gebauer Appointed A 19-year veteran with the Alexandria Fire Department, JOSEPH R. GEBAUER, was named to the newly created post of Director of Fire and Rescue Services for the City of Fairfax. Chief Gebauer began his professional career in 1958 with the East Liverpool, Ohio Fire Department and later became affiliated with the Alexandria Fire Department in 1972. He was promoted several times and served as training officer prior to his appointment with the City of Fairfax. it stays put! CRP CONCRETE PIPE & PRODUaS CO., INC. P.O. BOX 1223, RICHMOND. VA 23209 PHONE (804)-233^71 O h- > 11 �A LOOK AT THE CRISIS IN MUNICIPAL INSURANCE HOWARD B. CAMDEN, C.P.C.U. RICHARD J. HESKIN, C.P.C.U. Reprinted with permission, MICHIGAN MUNICIPAL REVIEW u z § < z u 12 As the property and casualty insurance programs for local governments become the subject of renewal, the management of municipalities are becoming painfully aware that there is truly a crisis in municipal insurance. Although there appears to be no way that premium increases can be avoided, some of the problems of municipalities' insurance programs can be alleviated through good risk management. In fact, a good management program will save the municipality money in the long run. A quick review of some of the problems leading to these premium increases should help management to understand the reasons for these increases and perhaps lead to possible solutions for some of the difficulties. Some of the problems are: 1) Double-digit inflation 2) A claims-conscious public 3) The dramatically rising cost of medical care 4) The public's attitude toward municipalities (Today's citizens believe they can buck City Hall) 5) The erosion of governmental immunity 6) Aggressiveness of plantiffs' attorneys 7) The tendency of courts to give verdicts far in excess of injuries sustained. 8) Municipal insurance has been underpriced for many years. As a result of the above problems and others, insurance premiums are rising at a mind-boggling rate. Insurance companies have suffered underwriting losses in the property and casualty insurance field totaling more than $6 billion during 1974,1975 and 1976. This has led to extreme tightening of insurance availability with much more selective underwriting, large retentions or deductibles required of insureds, and withdrawal from certain lines of insurance, such as medical malpractice, products liability and some liability coverage for municipalities. With the advent of more selective underwriting, insurers have come to the realization that municipalities consist of many departments—each with a unique function. They have taken a stronger attitude toward obtaining higher premiums for certain functions and sometimes insist on excluding coverage for other functions altogether. Fire departments and police departments pose a danger of greater financial loss to a municipality arising from injury to employees and to third parties. This danger is inherent because of the emergency nature of operations. Higher premiums often are the result. Worker's compensation, automobile liability and physical damage and public liability are all affected. In some cases, some exposures, such as the police professional liability, may be excluded from over-all public liability programs and coverage must be sought through specialty insurers at increases in premiums. Many municipalities have facilities that pose special exposures to financial loss although they are taken for granted as part of the service owed to citizens. Skating rinks, athletic fields, parks and places of public assembly are some examples of such facilities. The cost of an accident is generally considered by most people to be the amount paid by the municipality or insurance company to an injured employee, an injured third party or the cost of repair or replacement of damaged equipment. Many years ago a respected safety engineer for a large insurance company determined that the actual cost of an accident is many times greater than the cash outlays which are readily apparent. These are referred to as hidden accident costs and include such items as: 1) The lost time of an injured worker. 2) Lost time of other employees assisting or discussing the accident. 3) Lost time of a supervisor and others investigating, attending hearings, filing reports, etc. 4) Time of a foreman or a key man in training a new employee. 5) Material or product spoilage. 6) Idle equipment. 7) Decreased production by injured worker during readjustment period. 8) Interruption of work at the time of an accident. 9) Incidental cost due to delays. 10) Payment of penalties. 11) Cost of renting emergency equipment. 12) Loss of good will (public or employee). In addition to the financial costs outlined above, there must be an overriding concern for the safety of others from a pure humanitarian standpoint. At one time, it was common practice for municipalities to purchase insurance on a piecemeal basis. Fire insurance, liability insurance, automobile fleet insurance, fidelity and faithful performance bonds, etc. were purchased separately from various companies with numerous insurance agents involved. The normal practice for obtaining each line of insurance was through competitive bidding. These practices sometimes led to gaps in coverage, and, in some cases, to duplication of coverage. They also resulted in confusion as to claims reporting and compliance with varying engineering safety requirements. There then came a time when agents and insurers began to survey a municipality's insurance program to eliminate gaps and duplication of coverage. The result was packaging of many lines of insurance through one company or agency. This way resulted in a lower total premium cost and a much greater understanding by insureds of their insurance programs. Approximately a dozen years ago, the concept of risk management came into vogue in private industry. This concept stresses a number of methods in addition to insurance for handling exposures to financial loss. The four methods commonly used by risk managers are 1) avoidance, 2) prevention and reduction, 3) retention and 4) transfer. Avoidance of an exposure simply means to forego a procedure or program altogether if the chance for financial loss to the municipality may be greater than the expected benefits to be derived. For example, if an auditorium or other place of public assembly has become antiquated, and past experience has shown that the citizens do not make much use of the hall, the alternative may be to raze the structure rather than to expend the funds necessary to remodel or replace the facility. The prevention or reduction of the possibilities of loss may take two forms. One is the correction of physical conditions such as the guarding of machinery, the prompt repairing of pot holes in streets, or a periodic maintenance program for all vehicles. The second type of loss prevention or reduction measure involves the personal or human factor such as the periodic training of personnel in correct procedures. In municipalities where there are paid fire departments, it is customary practice to conduct regular training programs for the fighting of fires. Unfortunately, this is not always the case where volunteers serve the community. It becomes mandatory that volunteer workers in all fields be given adequate and periodic training to perform their tasks properly. The periodic ordering of motor vehicle �records from the State on all drivers, and action taken on those with poor records, is another example of the second form of loss prevention. Retention by insureds for some losses is probably the most economical way to handle those losses. This is certainly the case where the maximum dollar loss is small although it may occur somewhat frequently. An insurance company will charge insureds for the company's handling expenses in addition to the expected payout for such losses. By retaining such losses, municipalities will, therefore, avoid the payment for these additional expenses. Plate glass insurance, inland marine floater coverage on small items of equipment and collision insurance on automobile fleets are examples of lines of insurance that perhaps may best be retained by municipalities altogether. For other lines of insurance, it may be feasible to accept deductibles for the frequently occurring but normally small losses and protect yourself for the possible catastrophe loss by obtaining insurance in excess of the previously determined deductible. The fourth method used by risk managers is transfer of risk and the most common way to transfer risk is to purchase insurance. The most expensive method of risk management, to the municipality is the purchase of insurance. This should, therefore, be the last consideration by a municipality as to the method desired to handling an exposure to loss. It should only be considered when other risk management methods are not considered feasible. The problem in obtaining insurance and the cost of insurance, now create a demand that a risk manager be made a vital office in every municipality. The duties of a risk manager have been enumerated quite thoroughly in Practical Risk Management, a publication by Warren, McVeigh, Griffin and Huntington—Risk Management Consultants. The publication refers to a risk manager's duties as an employee of a company, but the responsibilities apply equally well to a risk manager for a municipality. There will be variations from municipality to municipality, but the over-all theme is appropriate. The duties listed are: 1. RISK IDENTIFICATION AND MEASUREMENT. This is the single most important function and the one most often slighted or paid only lip service. The risk manager must know all the important things happening or about to happen in his company. He should: Physically inspect major properties at least annually. Talk regularly with key staff and operating executives. Study his company's financial reports, and other significant operating and financial material. Review all requests for funds from operating units. Read contracts, leases, bond indentures, and similar documents. Study reports of all insured and selfinsured losses. Read minutes of meetings of his Board or governing body. Establish dollar amounts for direct and indirect loss potentials. Note: In larger municipalities, the risk manager cannot personally inspect all property, read contracts, etc., but should see that properly qualified persons perform the needed functions. 2. DEVELOP RISK MANAGEMENT POLICY. Prepare a statement of policy for consideration and approval by top management. 3. LOSS PREVENTION. Though he cannot be an expert in all phases of loss prevention, the risk manager should have a general knowledge backed by his own loss information. This should enable him to determine the best method of obtaining what loss prevention counsel is needed. The most effective risk manager has direction of the safety function, but even when it is handled in a separate department, the risk manager, with the loss data, can provide useful support. In fire protection, he usually takes a more direct role in seeing that adequate protective measures are employed but that unsuspecting personnel are not beguiled into spending excessive sums by wily fire protection engineers of the insurance companies. Recommendations from inspectors should be analyzed by the risk manager before forwarding to appropriate departments. 4. CHOOSE RISK FINANCE ALTERNATIVES. Thorough knowledge of his company's financial structure and organization, select methods of funding risk and administering losses. 5. NEGOTIATE INSURANCE. We used to say "purchase" insurance, but "negotiate" more aptly describes what should be done. This involves, first of all, knowing what insurance is needed, then going to the marketplace to obtain the best conditions of coverage and cost. In most cases, this involves working with one or more agents. Even with agency writing companies, it may be preferable for the risk manager to talk directly with the underwriter, in conjunction with his agent, on any major personal characteristics of their insureds placement. Underwriters consider the quite important, and face-to-face discussions streamline communications both ways. A part of the insurance function is selection of the agent by the risk manager. In far too many cases, top management reserves this perogative—a deplorable practice because: a. The agent may then be somewhat less responsive to the risk manager. b. The risk manager is more aware of important needs than is management. 6. CLAIMS ADJUSTING. This function of the risk manager is often underestimated in importance. On claims for liability and Workers's Compensation, he must see that reporting procedures are adequate, that claims adjusters are the best available that reserves are frequently checked, etc. Self-insured claims require even more careful attention. Subrogation (recovery) procedures against third parties must be initiated and followed through. Claims expenses (investigations, expert witnesses, legal, etc.) call for exercise of experienced and mature judgment. Property losses are a special field calling for risk management involvement. 7. RECORD KEEPING. The risk manager's basic tool is a complete, well organized set of insured and selfinsured loss records. Other important records he should keep include: Property valuations, broken down fire divisions or locations. Insurance policies (current and important expired). Management decisions on risk. Correspondence. Telephone calls re: coverage and other important actions. Other data pertaining to insurance policies. Technical information. 8. RISK MANAGEMENT M A N UALS. Municipalities with diverse departments need a book of instructions on how to handle claims, how to report values and changes, what to do about inspectors, etc. 9. COMMUNICATIONS. In addition to preparing the risk management manual, a risk manager must communicate up, down, and laterally. He communicates to his superiors by means of regular (at least annual) reports on progress, status, and future plans. He communicates to the field not only through the manual, but through regular written communications and inspections. If he doesn't do this frequently, he will soon be forgotten. He communicates to his departmenthead peers by personal contact, telephone and memos. 10. ACCOUNTING. In many multidivisional organizations, the risk manager must allocate risk and insurance U z O I- < z o 13 �charges equitably among cost centers. Much of this involves informed judgment. 11. ADMINISTER RISK FUNCTIONS. Miscellaneous duties include: supervise contractor's certificates of insurance, aid legal department in developing standards for purchase orders, leases, etc. Bid, performance and permit bonds may also be handled. 12. KEEP PROFESSIONALLY ACTIVE. As in any professional field, continual contact with peers is essential. Membership in the Risk and Insurance Management Society is basic, as is subscription to the major trade publications and attendance at important meetings. The selection of a risk manager is difficult, but perhaps some criteria are uniform. Insurance has historically been handled by a finance director or someone involved in the accounting and finance department or the purchasing department of a municipality as a distasteful adjunct to other timeconsuming duties. This can no longer be the case. The job of a risk manager demands that it not take a back seat to other functions. There are no set criteria for selection, but it is necessary that a risk manager be able to communicate well and get along well with people. He should also have a working knowledge of accounting, finance, insurance, law, loss prevention, and undoubtedly, numerous other skills are used in the job. Obviously, locating a person with skills in all these areas is difficult. Therefore, the risk manager must continually strive to acquire additional knowledge. There are excellent publications available for continuing education. Among these are Municipal Risk Management, a Risk Management and Insurance Handbook, published by the National Underwriter Company, 420 East Fourth Street, Cincinnati, Ohio, 45202; the Executives' Handbook of Business Insurance, by the Research Institute of America, Inc., 589 5th Avenue, N.Y., NY 10017; and Practical Risk Management, a publication of Warren, McVeigh, Griffin & Fluntington—risk management consultants, 680 Beach Street, San Francisco, CA 94104. There are also formal courses sponsored by the Insurance Institute of America taught regularly throughout the United States. These courses are also available as a self-study project. Write to Insurance Institute of America, Providence and Sugartown Roads, Malvern, PA 19355 and ask for their brochure on the Program in Risk Management. Every municipality, regardless of size, needs a risk manager, whether full- or part-time. The rising costs of accidents strongly suggest that such a position be established and that the necessary authority be granted to the risk manager to handle the various duties of this position. If a concientious effort is made to fill the position properly, a reduction in overall costs, over the long run, to the municipality will be the result. MOTS LOCAL GOVERNMENT PROGRAMS SECTION LOCAL GOVERNMENT PROGRAMS LGP exists to provide services to local units of government based on their expressed management development and training and personnel administration needs. Funds for programs are provided primarily through the Intergovernmental Personnel Act of 1970, a Federal grant program administered by the U.S. Civil Service Commission. U Z O I- 14 The new officers of the Virginia Weights and Measures Association who were elected at the 1977 Annual Conference held in Charlottesville, Virginia, July 31, August 1 and 2 are from left to right: J. B. Haun, Executive Committeeman, Inspector, Weights and Measures Section, Virginia Department of Agriculture and Commerce, Staunton; G. W. Diggs, III, First Vice President, Inspector, Weights and Measures Section, Virginia Department of Agriculture and Commerce, Richmond; J. F. Lyies, Executive Committeeman, Supervisor, Weights and Measures Section, Virginia Department of Agriculture and Commerce, Richmond; J. F. Zegan, President, Sealer of Weights and Measures, Virginia Beach; Robert Fl. Britt, Jr., Executive Committeeman, Sealer of Weights and Measures, Norfolk; M. P. Gleason, Second Vice President, Bureau of Weights and Measures, City of Richmond; J. G. Sanders, Executive Committeeman, Inspector, Weights and Measures Section, Virginia Department of Agriculture and Commerce, Richmond. SERVICES AVAILABLE Tailored to meet the specific needs of local government, services include: • Personnel consulting services to smaller jurisdictions and assistance of a more limited duration for medium and larger jurisdictions at no direct cost • Training sessions for county administrators, city and town managers and local personnel officials focusing on individual development • Federal funds at a low matching ratio (4:1) to support management development and training and personnel administration services. ELIGIBILITY Virginia cities, counties, towns and Indian tribal governments may apply directly to LGP for services. Planning district commissions and authorities are also eligible. HOW TO APPLY FOR SERVICES Call or write Local Government Programs, MDTS, Department of Personnel and Training, P. O. Box 654, Richmond, Virginia 23205, 804/786-7406. Apply for and receive services at any time during the year, although local governments are encouraged to participate in the annual statewide needs assessment process that LGP conducts. �Places PETERSBURG—The City's proposal for the use of community development funds in a pedestrian mall downtown has gained approval from the Federal Housing and Urban Development department. W. Robinson Worth, Jr., Planning Director, said City officials are pleased with HUD's release of $430,000 for construction and engineering supervision for the mall. The letter approving the project contained no conditions or stipulations. City Manager William R. Cook said construction should begin this month. ALEXANDRIA—A sophisticated computer system which has cost the City more than $100,000 will be in operation this month. City assessor David Chitlik said, however, some of the computer's more sophisticated programs will not be used primarily because his office has not had staff available to go through program printouts and check them for accuracy. The computer system is designed to free appraisers to spend more time looking at property and less time doing routine paper work. FAIRFAX COUNTY—The Department of Animal Control becomes the nation's first municipal agency to be honored with the Humane Society of the United States' Certificate of Accreditation. The Certificate, which will be accepted by department director Richard F. Amity at the Society's Annual Conference in California, recognizes "the professional standards of operation maintained" by the department. The citation specifically recognizes the department's program of personnel training, which includes a mandatory course for all animal control officers, specialized courses and training in animal care and handling offered on a voluntary basis by area veterinarians. The Fairfax County Board of Supervisors also was cited for having enacted a series of effective, progressive ordinances concerned with animal care and welfare, including a leash law, anti-cruelty laws and a differential license fee as an economic incentive to spay/neuter dogs. Also in Fairfax County, smoking is prohibited in most enclosed public places unless the locations specifically are designated smoking areas. The new ordinance requires that restricted areas be posted with signs that subject an offender up to $25.00. CHESAPEAKE—Chy Council is considering a plan to bring private ambulance companies into the city to provide non-emergency ambulance service. Fire department ambulances provided this service at no cost until August 1,1977, when service was limited by Council action to emergency cases only. Assistant City Manager James Rein presented Council with a permit procedure for private ambulance companies that want to operate in the city. CHATHAM—Town Manager Paul Harold, who has been in contact with Federal authorities, explained to the Council that Chatham is in line to get a $691,000 federal grant for a medical center. Harold told the Council, should the project be granted for the Town, the sponsoring agencies would place two physicians with a guaranteed salary at the Center. There would also be space for dentists and other medical facilities. The first action of the Council requires obtaining land upon which to build the Center. FMPORIA—Jhe City Council should decide on a revised contract proposal for fire protection in Greensville County. The latest proposal is reported to have come from recommendations by a City-County-Fire Department Committee presented to Council. The City and County governing bodies have been at odds for years over the share each should pay for operating and capital costs for the fire department. More recently, the City has been pressing for contractual agreement. RADFORD—The City has filed suit with the Virginia Historic Landmark Commission in an effort to get Indian artifacts returned to the City. The artifacts were sent to the Virginia State Library who turned them over to the Landmarks Commission. Archeologists uncovered about 300 skeletons that were estimated to have existed during the 1500's. Radford charged the Commission is holding the relics unlawfully and they should be returned. HOPfWfi./.—The City's redevelopment officially started when Virginia Mutual Savings and Loan Association broke ground for its new building. The underground work for the parking lot, new storm sewer lines and also the groundlevel work has been underway since August. That work is financed by part of the City's Community Development Block Grant funds and contracted for by the Hopewell Redevelopment and Housing Authority. Two more projects have been planned to refurbish the city. RICHMOND—A facelift may appear in South Richmond. Trees, trashcans and utility poles may be approved for the Hull Street area. The first phase of the program will be financed through federal community development funds if Council approves. VIENNA —Tax relief for the elderly and handicapped residents is on its way. The Town Council passed an emergency ordinance providing exemptions from real estate taxes for town residents 65 or over, and for the permanently and totally disabled. The ordinance, which was passed in time to allow town residents to file by the September 1 deadline, is based on the County tax exemption program passed earlier this year. Town Manager C. Clay Harrell has been unable to determine how much tax money will be lost as a result of the new ordinance. PORTSMOUTH —The City has been named one of the four finalists in the 1977 National Gold Medal Awards competition for parks and recreation programs, given annually by the National Recreation and Parks Association and the Sports Foundation, Incorporated. An all-out effort to obtain outside financial assistance to upgrade the City's recreation facilities was cited by James C. Greiner, Director of the Department, as an important factor in receiving the citation. Since January, 1976, the City has received more than 2.9 million in recreation grants, mostly from the federal government, to supplement recreation planning and activities. ALTAVISTA—The Town announced plans to help a new company, Schneierson and Son, Inc. Mayor Ed Burton said the plans have not been finalized but the Council plans some "means of assistance" to aid the company in its move to AltaVista. Even though the company is presently located outside of the Town limits, Schneierson would keep people employed. The plant, however, will be annexed on January 1, 1978 into the corporate limits. U Z O < a 15 �WYTHEVILLE —Town Council voted to accept the two areas of Wythe County and awarded to the Town by the court. Town Manager Carter Beamer reported to Council that the Town lost two-thirds of the requested area but will have to pay two-thirds of the total bill for improvement costs shown in the total projections. The annexed area is to be developed into an industrial park for the Town. FAIRFAX COUNTY—The County has taken an important step to cut the soaring cost of housing. New streamline procedures have been adopted which will slash some of the red tape involved in home construction. Estimating thatup to nine months can be saved from the overall time involved in rezoning, the cost to the homebuyer should be reduced on the theory that time is money. YORKTOWN/FREDERICKSBURC— These two localities are interested in improving their waterfronts for tourism and recreational purposes. Yorktown hopes to receive a federal grant to provide residents with a beach and other public facilities. Fredericksburg is trying to include a riverfront recreation area in an economic development plan for the area. Complete with bicycle trails and picnic areas, the waterfront would promote tourism and aid the plan for revitalization. u Z u 16 SUFFOLK—Cay Council and landowners on the western edge of the Great Dismal Swamp are fighting a proposal to increase the wildlife refuge in the swamp. The City Council voted Wednesday night to oppose the plan by the U. S. Fish & Wildlife Service to acquire more land on the swamp's western edge. The proposed acquisition covers about 50 parcels of land totaling about 4,000 acres, including parts of some farms that have been cultivated for generations. The Department of the Interior wants to expand the refuge to 123,000_ acres straddling parts of the cities of Suffolk and Chesapeake and parts of northeastern North Carolina. MARTINSVILLE—The City is planning to build a new office building for the City's welfare department but welfare workers will have to "camp out" in the municipal building basement for a short period. The present office, Kolodny Apartment building, will have to be vacated before the new building can be constructed. The new social services department building will be funded with local monies and federal assistance through the Economic Development Administration. Faster Communications—Better Service By John K. Swan, Chief of Police, Lynchburg In the past, law enforcement communications basically consisted of a headquarters telephone (for receipt of a citizen's call for service) and a series of flashing lights or call boxes for relaying the call for service to the officers in the field. Needless to say, the flow of information (from headquarters to the officers in the streets) left much to be desired in terms of expediency. Police efficiency and its effectiveness in the street suffered greatly. Officer safety was in greater jeopardy because they had no means by which to establish immediate contact with headquarters or fellow officers if help was needed quickly. Over the years there have been greater demands by law enforcement for more reliable and faster means of communications. Law enforcement has recognized its need to transfer information quickly, reliably and accurately, knowing that expeditious communications would increase the efficiency of service, officer safety and police effectiveness in the community. Virginia law enforcement agencies are now utilizing modern technology to achieve their goal of faster communication methods. Today the field officer not only has instantaneous contact with headquarters and fellow officers in the field through hand held and mobile radios but virtually has a warehouse of information at his finger tips. Today's technology has carried law enforcement communications into highly complex and sophisticated systems. Satellite receivers and repeater stations are rapidly becoming a part of the police communications picture. Computers entered the picture a few years ago and many agencies have or are developing computer aided dispatching systems to help speed the flow of information to the officer in the field. One of the greatest strides made was the development of the Virginia Criminal Information Network (V.C.I.N.). V.C.I.N. consists of a statewide teletype data communications network incorporating computerized links to other regional and national law enforcement systems. The basic components consist of communication terminals scattered among the various law enforcement agencies throughout the state. Communication lines leading from each terminal are linked in with a computer housed in the Virginia Department of State Police building in Richmond. This equipment provides instant communications between law enforcement agencies and offers equally rapid access to data bases maintained by the Division of Motor Vehicles and the National Crime Information Center in Washington, D.C. V.C.I.N. is also interfaced with the National Law Enforcement Telecommunications System (N.L.E.T.S.) located in Phoenix, Arizona. N.L.E.T.S. provides state to state contact between law enforcement agencies throughout the nation. Message traffic includes free form administrative data from one point to other points. In addition, it includes inquiries into other state data bases supporting both vehicle registration and driver license records. The Virginia Criminal Information Network is a solid part of law enforcement communication centers throughout the Commonwealth. Many Virginia police departments are using civilian personnel as trained communicators to operate one or more radio consoles with multiple frequency capability. Some municipalities have combined their emergency dispatch.operations into one single dispatch center which handles dispatch for fire, police, ambulance and rescue in a single area. Still concerned with even faster emergency services, many areas are looking at the 911 emergency system for improved citizen participation and a reduction in the response time for emergency services. Basically, the 911 telephone system is set up to enable citizens to obtain law enforcement medical, fire, rescue and other emergency services as quickly and efficiently as possible by calling the same number, thus enabling public safety agencies to satisfy their operational and communication needs more efficiently. More important, the engineering of telecommunications to that of the computer industry is giving law enforcement a powerful weapon by enabling them to harness electronic logic and store information so it can be adapted to a wide variety of.applications. Used together, telecommunications and the computer complement each other. Virginia law enforcement agencies have recognized communications as the main and sometimes the only bridge between the citizen who needs help and the agency that can give it; sophistication is demanded and telecommunications and the computer are providing it. �A LOOK AT THE VOLUNTEER DEPARTMENT By H A R R Y T. G L A D D I N G , JR. The volunteer fire department is an essential part of every rural community since many small localities in Virginia depend on the volunteer firemen. Law^yers, merchants and farmers are welded together to form the rural volunteer fire department. Volunteers have to be ready to do a professional job. There are usually two groups of firemen in each volunteer fire department, administrative and firefighting. Administrative details are handled by men who are business oriented. The administrative side, consisting of a president, vice president, secretary, treasurer and a public relations officer, handles the business affairs of the department. The firefighting group is mainly composed of younger men who possess the stamina and perseverance to answer a fire call of unsightly origin. The firefighting side, consisting of a fire chief, assistant fire and captain, is responsible for the suppression of a fire, training firef i g h t e r s a n d m a i n t e n a n c e of equipment. Most fire departments elect the officers by popular vote, which has its advantages and disadvantages in the fire department. Some volunteer fire departments will rotate the fire chief from year to year which is a common problem and is not considered good practice. The officers, especially the fire chief, should have the background and knowledge of good firefighting tactics. They should continue to educate themselves in order to broaden their proficiency in firefighting regime. All volunteer firemen, however, should take advantage of the training facilities, especially the program offered by the Fire Service Training in the Department of Education of the State. Enough emphasis cannot be placed on the importance of fire training. W h e n one is selected as an officer of a fire department, one should put forth all attempts to educate oneself of the office held. Like other departments, the rural fire department has different equipment needs from the large municipal fire departments. The biggest need? The rural fire department faces a shortage of water supply because there are not any fire hydrants in the outer area of a small community. Because most of the water has to be transported to the fire, it creates the need for special equipment such as large tankers. The 1977 Mack Tanker with 1250 gallons per minute pumper is an example of the type of equipment needed (see photo- graph). Although the tanker will carry 2500 gallons of water, it is simple to operate. Seven hundred gallons of water are needed to fight a fire and the tanker can accommodate a water capacity of 1500 to 2500 gallons. In addition to a tanker, the rural fire department should consider the large drameter hose for long relays and the collapsible portable tank. The portable tank can immediately be set up at a fire scene. In order to obtain equipment, most volunteer fire departments have to be financed, usually in one of three ways. The self-supporting organization raises money through carnivals, dances, suppers and other social activities. Other fire departments are supported totally by tax funds. A combination of tax funds and funds raised by the fire department members is the third type of financing in a fire department. Most fire departments are of the third type. The volunteer department can run on a budget of apjroximately $4,000, whereas the arger department may require $40,000 in order to operate. The volunteer fire department provides fire protection for most of the State of Virginia. With the purpose of serving those who need help, the volunteer fireman applies all the perseverance, dedication and proficiency he can summon. A B O U T THE A U T H O R Chief Gladding is currently serving his 13th consecutive term as fire chief of the Tappahannock/Essex Volunteer Fire Department. He is president of Daingerfield Insurance Agency. U Z HELP! If you change your address, please inform the League office. It costs the League 25<t each time the Post Office corrects an address. Your help will be appreciated . . . and your subscription to Virginia Town & City will not be interrupted. O h- < �Commentary THE INTERGOVERNMENTAL PERSONNEL ACT AND LOCAL GOVERNMENTS By John Poarch, Institute of Government, University of Virginia >_ H [j °^ Z ^ Q H^ — ^ O >. 18 The Intergovernmental Personnel Act of 1970, which now provides federal grants on a 50-50 matching ratio for improving the administration of personnel and training programs, has significantly spurred the efforts of state and local governments to strengthen policy and resource management. Partially as a result of this act, great strides have been made in Virginia: the establishment and administration of the Management Development and Training Service (MDTS), designed to provide state and local managers with the opportunity to expand their managerial and administration skills; the development and implementation of the Commonwealth's Affirmative Action Plan for state agencies and local governments; the design of a State Employee Relations Program; classification and pay studies, and myriad test validation efforts; the establishment of a local government training section within the State Department of Personnel and Training; and the current effort to automate all employee records for easy access and data compilation purposes. The impact of IPA has indeed been significant in the improvement of management and staff capacity to cope with the increasing problems of state and local government. The act, however, is not without its implications, some of which are particularly relevant to local government. The first critical area of interest to local jurisdictions is the determination of projects which are to be funded through the grant provisions of the act. Although IPA requires that fully 50 percent of all federal monies be channeled into local governments, potential recipients are first required to present project proposals through the local government section of the State Department of Personnel and Training. There, the IPA staff chooses projects which will provide "the most benefit" through an evaluation based on need, degree of innovation and applicability to other jurisdictions. This provision creates the potential for conflict between state and local officials, and extends the control of the Commonwealth over local government expenditures. In practice, however, the Commonwealth works closely with local governments in surveying needs so that, according to state officials, there has been no significant disagreement on funding decisions. Furthermore, there are avenues for appeal to the U. S. Civil Service Commission available to local governments. The "mobility" provisions of the act, which allow for the exchange of personnel among the federal, state, and local governments and educational institutions, also have implications for local officials. (This provision authorizes contractual agreements among any of these four types of institutions for the purpose of temporary personnel transfers. IPA provides no funds for the exchange, and the allocation of funding responsibilities is worked out among the participating institutions.) Jurisdictions must consider the cost of foregone services of local officials on assignment to the federal or state government. Another feature which might be noted is that federal or state officials assigned to localities bring with them values and beliefs which may be different from local values; the intrusion of other values may be considered educational or disruptive, depending upon one's point of view. On the whole, however, intergovernmental cooperation and understanding has been enhanced by this provision. In addition, IPA has provided training and encouragement for state and local governments to meet national standards in equal employment opportunity, fair labor practices, employee relations and occupational safety and health. The Civil Service Commission and state agencies have the power to monitor local efforts in these areas. The federal government, therefore, is not by any means a passive partner under the IPA system but neither is it a dictator of state and local action. Instead, the Civil Service Commission provides encouragement, information and technical assistance to these jurisdictions in developing programs appropriate to their specific needs. IPA funding can be utilized to acquaint program managers with workable employee relations techniques but efforts in this area may have unanticipated consequences. If the focus is upon improving managerial skills for dealing with employees, the program may be perceived by employee groups as being manipulative. In order to avoid this problem, local governments might try to involve employees in IPA-related programs. Training programs may be established to allow more joint management-employee participation to increase productivity and improve working conditions, but management should recognize that such participation may also increase the proficiency of employee groups in the collective bargaining process. Finally, IPA funding in the context of the Commonwealth's current revenue needs must be addressed. With few funds available to meet federal matching requirements, localities are faced with a difficult tradeoff between improved personnel services and the maintenance of and/or improvement in general community services. Of course, IPA represents one way to channel federal and state funds to localities for personnel programs in order that local funds might be utilized to finance other services, but local jurisdictions should be aware of the "substitutio.i" effect which might result in decreased expenditures for other essential services. On the whole, however, the IPA has been applauded by federal, state and local officials alike. The major reason for its success has been its emphasis on flexibility to meet the needs identified by state and local jurisdictions. The IPA relies on statements of broad national purpose, rather than on specific regulations to mandate federal programs. In short, the act stimulates state and local activity to set priorities and to expend funds in areas of state and local interest. Although not without its problems, IPA offers a viable way for local governments to meet their own needs in the personnel area. ABOUT THE AUTHOR John Poarch is affiliated with the Department of Motor Vehicles, Commonwealth of Virginia and is the 1976-77 Wallerstein Fellow, Institute of Government. �Legal Guidelines INTERIM ZONING ORDINANCES By H O W A R D W. D O B B I N S , General Counsel Localities in Virginia and other states have been faced with emergency situations requiring the adoption of interim zoning ordinances to continue the status quo during the period while a permanent ordinance is b e i n g s t u d i e d , p r e p a r e d a n d adopted. In the absence of statutory guidelines, as in Virginia, localities in the past have had to "fly b l i n d " in drafting and adopting the necessary interim ordinance. The Virginia Supreme Court in a recent case has enunciated a definite standard for interim ordinances—a standard which is applicable to all zoning ordinances— reasonableness. In Matthews v. Board of Zoning Appeals of Greene County, 237 S.E. 2d 128, an interim zoning ordinance w h i c h was adopted on March 2, 1974 zoned the entire unincorporated area of G r e e n e County as one district designated as "rural-residential district" in which one dwelling unit per two acres was permitted. The Board of Z o n i n g A p p e a l s was e s t a b l i s h e d w h i c h was granted specified powers and duties, including that of hearing applications for special use permits. The ordinance required the Board of Zoning Appeals, in deciding whether to approve applications for special use permits, to consider certain factors and to permit special uses only if the use did not change the character and pattern of development of the area; it required the use to be in harmony with uses permitted in a zoning district and specifying that the location and height of buildings must not hinder or discourage the development of adjacent land developments. Provision was also made for special permits in hardship cases. Matthews acquired a tract of 111 acres near Ruckersville in November, 1973, in the dissolution of a corporation in which he owned stock. He proceeded with plans to develop the property as a subdivision and incurred substantial expenses in connection therewith. O n February 4, 1974, he submitted his preliminary plat for approval under the existing county subdivision ordinance but it was rejected because it showed townhouses which did not comply with the applicable setback requirements. O n February 7, 1974, the interim zoning ordinance was advertised and on February 26, 1974, the revised preliminary plat was approved by the county administrator who was also the subdivision agent, building official and zoning administrator for the county. There was evidence that the county administrator informed Matthews at the time the preliminary plat was approved that the proposed zoning ordinance could affect the subdivision and that Matthews was reminded that the final subdivision plat must be submitted within six months after approval of the preliminary plat. Thereafter in April or May, Matthews was informed that he must procure a special exception under the interim ordinance because his lots failed to meet the two-acre requirement. W h e n Matthews submitted his final plat in August, 1974, it was again rejected because it did not comply with the two-acre minimum lot requirement. Matthews then applied for a special use permit which the Board of Z o n i n g A p p e a l s d e n i e d on t h e grounds that " n o hardship financially" had been proved and that the proposed development was not compatible with the proposed county Comprehensive Plan which was actually not adopted until November 16, 1974, after the adverse ruling of the B o a r d of Z o n i n g A p p e a l s . T h e county's permanent zoning ordinance was adopted on February 22, 1975 dividing the area of the county into eight districts, including conservation, agricultural, single family and multi-family residential, general business, highway business, industrial and flood plain. Matthews' proposed development did not comply with the permanent ordinance either and he brought suit to challenge the validity of the rejection of his applications. The Virginia Supreme Court first considered the validity of the interim zoning ordinance. Although there is no specific statutory authorization or requirements for interim zoning, the Court held that all zoning ordinances, however titled, are subject to the same statutory requirements and that the temporary duration of the ordinance is irrelevant. In fact, the Court said "any zoning ordinance may be said to be temporary in the sense that it is always subject to a m e n d m e n t " . The critical question was whether the Board of Zoning Appeals acted arbitrarily and capriciously in enacting the single district ordinance which permitted of right only minimum lot size of two acres throughout the county. In the opinion by Justice C o c h r a n , the Court pointed out that the facial difference between the interim ordinance and the permanent ordinance which was adopted after extensive and careful study, illustrates the arbitrary and capricious nature of the interim ordinance, saying further that the basic characteristics of Greene County did not change appreciably, if at all, during the twelve months that the interim zoning ordinance was in effect and, hence, the conclusion was inescapable and that if eight districts were required in M a r c h , 1975, a single district was not adequate in M a r c h , 1974. The Court then considered the question of whether Matthews would be subject to the provisions of the permanent ordinance which became effective on March 1 , 1975. In distinguishing the facts of this case from that found in the Board of Supervisors of lames City County v. Rowe, 216 Va. 128, 216 S.E. 2d 199 (1975), our Supreme Court said the rule in Rowe which granted the locality time to enact a new ordinance to replace an unconstitutional one was inapplicable because contrary to the facts in Rowe, the G r e e n e County land was unzoned at the time the interim ordinance was enacted so the effect of invalidating the interim ordinance was to leave the land unclassified. It was uncontradicted that Matthews' final plat would have been approved in August or September, 1974 but for the interim ordinance, and hence Matthews' proposed subdivision was not subject to the provisions of the permanent zoning ordinance. The opinion in Matthews is worthy of close scrutiny by any governing body which has the necessity of adopting an interim zoning ordinance to protect the status quo during the preparation of a permanent ordinance for it is plain that the court will not permit arbitrary zoning whether temporary or permanent. U z O I- < u 19 �IS YOUR CITY IMPLEMENTING NEW PUBLIC SAFETY INITIATIVES? u z "Six Bold New Public Safety Ideas in Search of a City" were highlighted in the September issue of Nation's Cities. Offering management breakthrough, the reports (outlined below) presented feasible departures from traditional public safety delivery systems which have resisted change. —Municipal Fire Insurance—as an alternative to private fire indemnity —Public Safety Employees Contractual System—as an alternative to traditional pension programs —Public Safety Inspection Consolidation—as an alternative to divided responsibility for total fire protection —Fire Master Planning—as an alternative to Incremental decision making —Civilians in Public Safety Service—as an alternative to services provided exclusively by sworn or uniformed personnel —Alarm Systems Management—as an alternative to limited or qualified response to false alarms Published by the Institute for Local Self Government, under grant from Lilly Endowment, these alternative ideas were not all originally conceived by ILSG; the study found that some, or parts, of them are already being employed by several localities. Phase II of the project seeks to discover and record, on a national basis, both successes and failures (and the contributing causes) of all jurisdictions implementing any aspect of the proposed alternatives. Results of this monitoring and evaluation will also be given the widest possible dissemination and are expected to further encourage administrators in breaking out of costly, ineffective traditional patterns. Localities (and administrators) engaged in or considering any such innovations are asked to communicate with John C. Houlihan, Executive Director, Institute for Local Self Government, Hotel Claremont Building, Berkeley, California 94705, phone— 415/841-4044. O < Z o 20 SETONCUARD labels for property identification, inventory control, or to label your products and installations. Signs, name plates, badges also available. Free catalog and samples. Seton Name Plate Corp., 2136 Boulevard, New Haven, CT. 06505. Test-riding Fairfax County's new senior citizen transportation program, ASSIST, Inc., Rose Sokol (left), a mennber of the County's Comnnission on Aging, gets a helping hand from driver lack Sipe. ASSIST, Inc., implemented by the County's Area Agency on Aging, offers shared-ride door-to-door transportation Monday through Friday from 9 a.m. to 5 p.m. Rides are available throughout the County on a rotating zone basis at a cost of 25(1 per person. We're Fighting for Your Life Please give generously American Heart Association �pr r Professional Directory (Sine Geological, Soils and Environmental Consultants Ground Water Studies L a n d Disposal of ElTluents and Sludges Solid Wai^te Studies • Foundation Evaluations 11524 Jefferson Avenue, Newport News. Virginia 23601' 804-595-5561 BetZ'Converse-Murdoch Potomac Group, Inc. Consulting Engineers. Planners and BRLDUJin flHD GREGG G R E E L E Y AIMD HARLAND BARTHOLOMEW & ASSOCIATES lANDSCAPB P. O. Box 2125 \'irginia Beach. \. 23452 Phone 804/340-5050 Engineers Planners Surveyors H A N S E N E NGirsiE e « S Studies, Designs And Construction Services For Water. Wastewater And Solid Wastes Consulting Engineers Industrial Wasie Treatment • Highways Drainage* Water 8i Sewerage Svstems • Surveying Environmental Studies • Private Projects H B & A OF VIRGINIA ENOINEERINO HeNMNGSON. DUKHAM A RICHARDSON M C m F C T L H f • HAmmM IMALCOLM PIRNIE [ E N G I N E E R S , INC. CONSULTING ENVIRONMENTAL ENGINEERS 12368 Warwick Boulevard, Newport News, VA 23606 • t n T I M • COOMOMCt 1336 Mwilim* Teowr. h4orfolh , Va. 33$W 5454 Wiaconain Avvnua. Waah.. OC. 30015 BALZER AND PLANNING ASSOCIATES AND DEVEL0PMEN7 CONSULTANTS Comprehensive Planning Redevelopment Zoning Land Planning and Site Development Coinniunity De\elopnient Programming OAK 114 East Carv StrMt • Richmond. Virginia 23219 T.I«phon»: 8CM/6M 9493 CONSULTING 201 Eajt Gary Street Richmond, Va. 23219 Phone 804/649-8627 8411 Arlington Blvd., Fairfax, Virginia (703) 560-1100 113 South Chestnut St., Marion. Virginia (703) 783-7271 1640 Maple Dr., Danville, Virginia (804) 799-9403 1400 Pleasant View, Staunton, Virginia (703) 886-3957 Austin Drockenbrough and Associates PLANNING DEVELOPMENT DEWBERRY, NEALON & DAVIS Environmental and Public Works Engineering Engineering Plans, Studies and Laboratory Services 22? S R . v e r s i i J e P l a z a • C h . c a g o iL 6 0 6 0 6 • 1 3 1 2 1 - 6 4 8 - 1 1 5 5 5 2 0 6 Markei Road . Hicnmond VA 2 3 2 3 0 • 1 8 0 4 1 - 2 8 5 - 9 0 0 9 N e w York 1 0 0 0 7 Philadelphia 1 9 1 0 3 Tampa 3 3 6 0 7 LANGLEY, McDONALD & OVERMAN CONSULTING ENGINEERS Highways, Railroads, Foundations, Waterfront Facilities, Water Supply, Sewage Disposal, Planning Studies • Reports • Design • Consultation P. O. Box 12047 484 Newtown Rd. Norfoll^, Virginia Virginia Beach, Va. ARCHnXCTURE COMMUNITY ENGINEERING • MUNICIPAL PLANNING Architects Vienna, Virginia • Phone; (703) 281-2400 Staunton, Virginia • Phone: (703) 886-8555 620 May Avenue • Norfolk, Va • 23516 Bifcfiwood Off ice Pork • Va Beoch,Vo - 23452 8550 Arlington Blvd • Fairfok, Va, • 22030 CHEWNING-HOGGARD AND ASSOCIATES, INC. GROVE PLAZA ROANOKE, Phone 703/774-4456 VA. RUSSELL & AXON Engineering and Planning Consultants n i l Northshore Drive Knoiville, Tennessee 37919 Telephone: 615/588-6444 1028 Olde Forge Plaza Fredericksburg, Virginia 22401 Telephone: 703/371-8040 Offices In: Florida • Georgio • Tennessee • Missouri Illinois • South Corolino • North Corolina • Virginio THE PITOMETER ASSOCIATES HURT & PROFITT, INC. Engineers - Planners - Surveyors S«n,tary Mun,c,p»l Walet Soil* & Foundaiioni t vnchburg, Virg.ma 24505 Telephone (804) 847-7796 1933 Fori Avenui Engineers Water Waste Surveys Trunk Main Surveys Water Distribution Studies Special Hydraulic Investigations 100 Church St., New York, N. Y. 10007 Chicago Columbia Atlanta New Milford, Ct. >R. STUART & R O Y E R ASSOCIATES CONSULTING ENGINEERS WATER S U P P L Y • REPORTS • SEWERAGE S Y S T E M S DESIGNS • SEWAGE DISPOSAL • APPRAISALS P. O. Box 8687 1514 Willow Lawn Drive Richmond, Virginia 23226 Phone 282-7657 BUCK, SEIFERT& JOST, INCORPORATED Consulting Engineers Water Supply • Sewage • Industrial Waste Treatment • Treatability Studies • 140 Sylvan Avenue, P.O. Box 1218 Englewood Cliffs, N.J. 07632 201 -567-8990 • 405 So. Parliament Drive. Suite 101 Virginia Beach. Va. 23462 804-499-4596 11 FREDERICK G GRIFFIN, INC. t x x j i e , m i l l s , t a y l o r a n d pur-y«w. i n c . ENGINEERS & PLANNERS Communications, 911 Studies, Alarm Systems, Mobile Radio Systems, Telephone, Cable Television, Industrial Engineering Monitor and "-'' Telemetry Systems. 7212 Timberlake Road • Lynchburg, Va. 24502 804/237-2044 r, O N S U L T I N G C en ENGINEERS r e s e a r c h rtd., r S c h i m o n d , v i r s i n t a Z 3 2 3 S D h o m (804) 794-SaS3 U Z O < J. K. TIMMONS & ASSOCIATES, INC. CONSULTING W. ENGINEERS Main St. Telephone SANITARY • R e p o r t s , Plans, • Richmond, Va. 353-66S" MUNICIPAL Stipervision, • WATER Appraisah SOUTHERN ENGINEERING COMPANY OF VIRGINIA CONSULTING ENGINEERS 1000 Crescent Avenue, N.E. Atlanta, Georgia 30309 404-892-7171 z u > 21 �YARGER AND ASSOCIATES, INC. Over 500 Surveys Position Cla.sification and Pay Plans Management and Organizational Studies Test Construction—Fire and Police Studies MARSH & BASGIER, INC. P.C. lM«MMI!IWIim.lHIIJ.IJII.I»lll,IM ENGINEERS — SURVEYORS — PLANNERS WILLIAM 101 N. Plaza Trail — 804-340-2631 Virginia Beach, V a . (23452) 2830 Mary Street, Falls Church, Va. 22042 730/5S0-6900 ROSSER H. PAYNE 6 A S S O C I A T E S pUnoing {j nuDagcmeot coosultams • COMPREHENSIVE PIANNING TOWNS, COUNTIES and CITIES • ZONING, SUPERVISION FOR VIRGINIA'S i r . d ECONOMIC Land S u r v e y i n g G r e e n Drive Phone WHITMAN, REQUARDT AND Engineers-Consultants COMPLETE ENGINEERING SERVICES N. Charles St., Baltimore, Md. 21201 TRANSPORTATION PLANNING & DESIGN R*LEIGh • ENGINEERING PLANNING PLANNING WEST PALM B E A C H JACKSONVILLE • • Environmental Studies, Design"\ NASHVILLE NORFOLK and Construction Management NORFOLK. DR. |i Gilbert/Commonwealth Engineers/Consultants 4 2 0 Cedar Road, Chesapeake, Virginia 2 3 3 2 0 \ ' A . 23509 Sverdrup & Parcel and Associates, Inc. Sverdrup 800 NOFfh 13lh Boulevard SI LOUIS. Missouri 63l0l 314.'436-7600 TWX 9I0-76M085 Cable SPECO SI Louis • Downtown Revitalization/Malls • Community/Economic Development • Traffic/Transportation/Parking • Transit Needs/Operations • Parks/Recreation/Preservation PARKING A N A L Y S I S h F A C I L I T I E S DESIGN C I T Y a. R E G I O N A L 4 B R A D D O C K ROAD URBAN DEVELOPMENT/TRANSPORTATION PLANNING / DESIGN / IMPLEMENTATION DESIGN MASS T R A N S I T P L A N N I N G & D E S I G N STRUCTU(*AL & CIVIL M e c h a n i c s v i i i e . V i r g i n i a 23111 18 0 4 ) 746 - 5 2 8 5 BARTON-ASCHMAN ASSOCIATES, INC. KIMLEY-HORN •"<! ASSOCIATES. INC. C O M M E R C I A L a. R E S I D E N T I A L TiDEW.ATKR B E N G T S O N . D E B E L L & E L K I N . INC. CONSULTING ENGINEERS & SUF7VEYORS C O M P L B T B P U B L I C W O N K S •rslOIMBBHINCI AND LANO SUnvaVINO ••RVICIS W a t e r Supply a n d Purification ' Sewerage and S e w a g e T r e a t m e n t • Streets a n d H i g h w a y s • Investigations a n d R e p o r t s • S u p e r v i s i o n of Construction. 2733 ;irj3| ^J£^ Norfolk, Virginia Development R. K E N N E T O W E E K S ENGINEERS ASSOCIATES T R A F F I C O P E R A T I O N S & HIGHWAY o Land Traffic E n g i n e e r s 59 culptper St. warrcnion . va. (703) 347-3600 nil P L A N N E R S Water 4 W a s t e w a t e r E n g i n e e r s STUDIES ASSOCIATES 5721 Sellger Drive BREIVINER,YOUrjBBLC30D,&KINC3,INC. E N B I N E E n S - S U P VEYC3FIS. C. OVERMAN engineers - surveyors-planners Er-gineers 1730 ' K ' St. NW; Washington, D,C. 20006; (202) 466-8230 Ptannsrs Raymond, Parish, Pine & Plavnick Planning & Community Development Consultants 1010 Vermont Avenue N.W,, Suite 800 Washington, D C 20005 202 783-2924 A 10523 MainSt MUNICIPAL ENGiNKRING L A N D OfVELOt'MSM PLANNING, 1603 Santa Rosa Road Tyler Building-Su 120 Richmond, VA 23288 804-288-4051 EN&INEERING, PURVEYING, C O N S T R U C T I O N M A N A G E M E N T ufieAS PV QNMNG FfASiB'LiT' STUDIES CH 2 M : : H I L L k Patton. Harris. Rust & Guy a profvMwnal c<xporation Enginettra , Surwyori , P(«nn*rs Complete pro^esskxwl servtces for nmtMCpalities and puUtc egencies . F«irf«x.V» 22030 I I • engineers Consultants to Municipalities on Environmental Systems . (703)273-8700 Eastern Regional Office:1930 Isaac Newton Square E. Reston, VA 22090 • Phone (703) 471-9710 ValMy O H c * lOOSMainSt . BridgMMtw.Vk i mm 22812.(703)828-2816 >U o3 WARREN OBRIENSGEnE Consulting CONSULTING ENGINEERS fta MX IIM HMmSONtURO , VMOMIA Engineers PC Box 3855. Charlotte. NC 28203 / 704-374-1822 Syracuse, NY / Pougtikeepsie, NY / Ptiiladelphia. PA/ Dover. DE / Chillicothe. OH L. BRAUN COMMUNICATIONS. CATV - McMANlS ASSOCI.VTES, INC. a MUNICIPAL BOND Washington • San Francisco Specioliili 22 I70SI 4)4-4331 FRANCHISES. SYSTEM DESIGN, EVALUATIONS < Z Management Consultants to City and County Governments Productivity Analysis ° Fiscal and Management Systems Community Development ° CETA/Manpower Services ° Economic Development 1201 Connecticut Avenue, N.W., Washington, D.C. (202) 296-1355 ttMl ACOUSTICS •""""" • 7 2 5 C h u r c h St. • L y n c h b u r g , V a . • 8 0 4 846-2711 W i l l i a m W . W i n f r e e . Jr. • E d w a r d T Pettigrcw, Jr. • D e o l e r j Ond Under^ Financial Advisors for Bond Usues �BOOZ • ALLEN & HAMILTON, INC . . . Provides a full range of consulting local and regional governments. FOR FURTHER INFORMATION • services to FINANCIAL AND MANAGEMENT CONSULTANTS TO MUNICIPALITIES CONTACT: • E R I C S. HANSfrEN DIR. L O C A L GOVT. S E R V I C E S 1 0 2 5 C O N N E C T I C U T A V E . N.W. W A S H I N G T O N , D C . 20036 (202) 2 9 3 - 3 6 0 0 SAN FRANCISCO CHICAGO NEW MUNICIPAL ADVISORS INCORPORATED • A d v i s o r on F i n a n c u i l iind Marketing Matters Relating to I s s u a n ce of M u n i c i p a l Bonds Position C;iassifi(;iiti()n/C'.omp(msati()n P l a n s • Management a n d Orj^aniziition Sludi(!s • WASHINGTON YORK Hx(M;utiv(; S e a r c h iind Scihiction L A W R K N C F B. W A L E S P.O. BOX 45 ROGRR M. S C O T T Virginia Boarh. Va. 2:J458 804/422-1711 CHL^P^ C r e s a p , M c C o m n i c k a n d P a g e t M a n a g e m a n t ^HI^^^wH^^^ 1776 .nc Con«ult«nc« K S T R E E T . N W.. W A S H I N G T O N , O.C. S O O O E • [202)833-8390 • Municipal Organization • Personnel Administration • Education Administration • Police and Fire • Facilities Planning • Operations Review • Public Works • Economic Development • Courts arnl Probation • Financial Management • Data Processing • Transportation Management Wsshinoton . N e wYork . Chicago • S a n Francisco Directory R I C H M O N D . V I R G I N I A POLICE & G U A R D E Q U I P M E N T LEATHER A C C E S S O R I E S APPLIED SCIENCE LABS, INC. JOHN F NEVES, Pres Pollution Control Chemists Bacteriologists Clinical Testing Engineers Product Developmenl Specially Manulacturers 218 N ADAMS S T R E E T RICHMOND,VA 23220 804/649-9520 TEMPLE FOUNDRY, INC. 233 T e l e g r a p h Road (703) V I R G I N I A 22314 960-3220 P L A Y G R O U N D and P A R K E Q U I P M E N T B Y G A M E TIME, I N C . CUNNINGHAM ASSOC. INC. E c x 9554 Lakeside B r . , Ricnmond, V a , 23228 Phone 804./262-2401 Leading CONSTRUCTION C A S T I N G S SINCE 1924 ALEXANDRIA, G e o r g e C u n n i n g h a m , Field Represenlative "imagineered" Korman Signs Lines of Municipal Equipment '0^ jr^ EQUIPMENT COMPANY RICHMOND - SALEM - BLUEFIELD - u o3 NORFOLK COBURN HEADQUARTERS FOR TRAFFIC P R O D U C T S AND S I G N S 3027 LINCOLN A V E . EQUIPMENT LEASING "Reasonable rates for lease or loan financing of machinery, equipment, aircraft, store fixtures, furniture, computers, chattel mortgages, leasebacks, vendor programs, and investment credit transactions. Delta Leasing Co., Richmond, Va. 353-9591" RICHMOND, VA. 23228 O F F I C E 262-6050 Public Research and Management, Inc. MANAGEMENT CONSULTANTS ORDINANCE CODIMIRS 157 Luckiest., N.W. Atlanta, Georgia 30303 Suite 416 U > Wash. Bldg. Washington, D.C. 23 �With J o h n Deere, the c h o i c e i s easy Because John Deere offers a standardized line of backhoe loaders with a full range of work capacities, choosing the right equipment for your operations is easy. You c a n pick a J o h n Deere B a c k h o e L o a d e r w i t h t h e r e a c h , h o r s e p o w e r , lift capacity, and buckets you need, knowing a l l t h e operating f e a t u r e s e s s e n t i a l to high production a r e included. Power steering, wet-disk brakes, on-the-go differential lock, hydraulic direction reversing, 2-lever backhoe controls, single-lever loading, and swing-around seat are just a few of the standard features that help increase efficiency on every JD310-A, JD410, JD500-C, and JD510 Backhoe Loader. Design standardization gives you b o x - w e l d e d f r a m e s , in-line l i n k a g e s , no-stress loader mounts, c o n c e a l e d closed-center hydraulics, inboardmounted brakes and planetaries, and m a s s i v e , o n e - p i e c e front a x l e o n a l l four m o d e l s . Ask your dealer to show you all the ways a John Deere Backhoe Loader is built for production. After that, your choice is easy. John Deere, Moline, Illinois. Roanoke f^ub.ic L i b r a r y ,lotiarson Gtreo^ 70b 24011 Roanake, V i r g i n i a JOHN DEERE on the move � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 13, Number 1 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource January 1978 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197801 https://www.virginiaroom.org/digital/files/original/69/6395/197802.pdf e2bd79c1f952dea5d2f3f5e4d2cbb839 PDF Text Text VOLUME 13 • FEBRUARY 1978 • NUMBER 2 EuxpiTTia iBc3T0Tun:i �Editorial SOCIAL SECURITY LEGISLATION Social security is important to almost every American family. Over the years, Congress has devoted much time and effort to social security financing in order to assure that funds will be available to meet benefit payments as they fall due now and in the future. The 95th Congress has passed legislation aimed to reverse the trend of the last several years when more has been paid out in benefits than has been taken in in contributions, sharply reducing financial reserves. The current financial difficulties stem from a number of factors. The unemployment rate has been high, thus there have been fewer persons in the work force to pay into the system. A trend toward earlier retirement and an increase in average life expectancy have resulted in a growing percentage of older persons in our society and more retired people entitled to draw social security benefits. Furthermore, benefit payments go up automatically with the cost of living and have outstripped increases in contributions. > 2 Generally, the legislation passed by this Congress raises social security taxes for both employers and employees, with the increase divided between the tax rate and the wage base—the amount of wages subject to the tax. This splits the burden between lower income workers, who are more affected by rate increases, and higher income workers, who are more affected by wage base increases. By fully financing the expected costs of the system from social security taxes, the legislation will avoid the kind of deficit financing that is often criticized in other programs paid for from general revenues. Also, the tax money will ultimately go back into the economy in terms of benefits paid to retirees. Another provision of the legislation requires that a plan be developed for coordinating social security and civil service or other federal government retirement systems, and for gathering information on the impact of mandatory social security coverage on state and local government employees. As the studies progress, employees and organizations will have an opportunity to participate in the development of a fair and workable plan to bring government employees into the social security system. Many complicated issues will have to be resolved in the study, for example, the costs to states and localities, adjustments to existing state and local retirement and disability systems, and legal and constitutional barriers to full participation in the federal system. The plan for federal employees must be presented to Congress within two years, and then I would expect Congress to enact it and bring them into the social security system, and perhaps the remaining state and local government employees as well. With few exceptions, Virginia's government employees are covered under social security. Meeting the higher costs that will be required by the new legislation will not be pleasant, but it is necessary if the social security system is to keep its promise of protecting older people after they retire. Joseph L. Fisher 4th District House of Representatives United States Congress �Virginia *City EDITOR Richard L. DeCair MANAGING EDITOR Charlotte Kingery ASSOCIATE EDITOR Michael S. Deeb ADVERTISING MANAGER John S. Ziolkowski, Jr. BUSINESS AND CIRCULATION MANAGER Brenda M. Southworth TELEPHONE 804/649-8471 VOLUME 13 • FEBRUARY 1978 • NUMBER 2 5 THE COMPUTER AS A MANAGEMENT TOOL 6 THE COMPUTER AS A POLICY TOOL 9 UNIFORM FISCAL REPORTING 11 VML AWARDS PROGRAM 18 A-95, AN OPPORTUNITY DEPARTMENTS 2 Editorial 10 People 11 Marketplace 14 Legal Guidelines 14 Ideas 16 Calendar Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of VIRGINIA TOWN & CITY or the Virginia Municipal League. 20 Places 21-23 Directories >U Z ON THE COVER: Sketch and inside photos courtesy of The Service Bureau Company, a data services division of Control Data Corporation. VIRGINIA TOWN & CITY Is the only official magazine of the Virginia Municipal League (formerly the League of Virginia Municipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. All contents, copyright • 1977 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $3.00 per year, 50 cents per copy. O ��THE COMPUTER AS A MANAGEMENT TOOL THE "SECOND" MANAGER By RICHARD E. ZODY Despite the fact that computers were first used as a tool in the public sector dating back to World War II, only in recent years have they begun to gain acceptance as a public sector management tool. Increasingly, public agencies are finding that computers can be a powerful tool for helping to resolve the problems arising out of the growing disparity between public responsibilities and the resources available for the fulfillment of those responsibilities. Yet, many small jurisdictions are victims of their size and cannot afford even the minimal EDP, (electronic data processing), necessary to assist them in managing their scarce resources. In an effort to realize the benefits of computers, some jurisdictions are exploring cooperative relationships with other public agencies. At Virginia Tech, for example, students, staff, faculty and representatives of various jurisdictions are working together to resolve the EDP needs of the jurisdictions and to achieve some economies of scale in the process, it is anticipated that these jurisdictions ultimately will achieve their objectives and that other jurisdictions will benefit from this pioneering, cooperative experience. To a large extent, their underlying motive is to improve the administration efficiency and effectiveness of public jurisdictions in the management functions of planning, organizing, staffing, directing, coordinating, reporting and budgeting. The essence of management planning is to subject Droblems to hard-nosed, rational thinking. If a probem can be represented systematically, then a computer can be of considerable value. Fire station locations, for example, can be precisely located to meet the greatest real need rather than perceived need. In some instances, when tied with a complete analysis using existing hardware (machines) and software (programming aids), the decision may be made to not build a fire station but to utilize other more efficient alternatives. Land management and planning is often a major consumer of the time of elected ABOUT THE AUTHOR Richard E. Zody is Professor and Chairperson of Graduate Urban Affairs in the Division of Environmental and Urban Systems at Virginia Polytechnic Institute and State University. His teaching, research and service interest are in the areas of public management and budgeting. He wishes to express appreciation to Dr. Don Lacy of VPI & SU's Extension Service for his assistance in preparing this article. and appointed officials but with REIS, (Real Estate Information System), officials can electronically ascertain answers to a variety of questions regarding land use and status. A number of modern management techniques such as PERT, (Program Evaluation Review Technique), or CPM, (Critical Path Method), enable the user to determine the best utilization of personnel and other resources. However, these techniques often require computers. Consequently, those jurisdictions which lack EDP usually cannot avail themselves of these useful management techniques. Although most jurisdictions retain a traditional organizational structure, others are exploring newer designs such as the matrix and consociated models. These alternative methods of organizing resources, (personnel and funds), to accomplish public duties and responsibilities are facilitated by the analytical capabilities of computers. Public managers may explore a variety of organizational models on a computer to determine the most appropriate resource mix for a particular problem or set of problems. It is unlikely, for example, that the reorganization potential of a program budget can be realized without the use of a computer. Computers also have been used to explore the organizational implications of different citizen proposals by addressing issues related to representational modes and resource requirements. Perhaps the primary and most common management use of computers considered by public agencies is that of paperwork and records. Although there is a substantial amount of public concern about "paper shuffling" by public employees, it may be a misplaced concern. Much public paperwork is an important, direct result of public demands for accountability and responsibility. As a result, public agencies must keep extensive records. Today, however, many of these records are not on paper but key-punched cards or computer tapes. In addition to space and work-effort savings, such recordkeeping yields faster and more accurate analyses. Another growing use of computers exists in the movement toward automated property tax assessments and recordkeeping. Although this EDP usage has been heavily criticized, most of the criticisms appear to reflect self-interest rather than the public's interest. Automated tax systems are faster, more accurate, less expensive and less subject to abuses than the traditional methods. Auditing and cost-accounting provide additional opportunities for using EDP. With the development of both performance auditing and cost-accounting in the public sector, many jurisdictions find EDP advantageous if not essential in providing performance and accounting information to the public. Moreover, public managers become more aware of potential and/or developing problems in performance and costs. The staffing function of public agencies is another area in which EDP is becoming an essential tool, particularly in larger jurisdictions. The tasks of recruitment, selection, retention and retirement may be handled more skillfully through the use of computers. Test analyses, selection criteria satisfaction, training needs, retention standards and retirement analyses are some of the activities which can be han- �died by computers. One of the more productive uses of EDP in personnel matters is its use in exploring the ramifications of alternative remuneration and fringe benefit packages. Many governments are in, or heading for, fiscal difficulties because of a failure in the past to fully explore the life-cycle costs of various packages. As a result, current and future public problem options are substantially reduced by the fiscal demands arising from personnel packages adopted in the past. Where governmental units face formal public employee unions, such analysis are essential to the preparations for the bargaining table and the dynamics of bargaining. It is unfortunate that all too many units of government must have public employee unions before they begin undertaking these complex analyses with the necessary assistance of EDP. Computers can assist authorities in fulfulling the directing function in both the general and particular sense. Increasingly, the complexities of contemporary decision-making require analyses which exceed the capacities of any individual. Since a major advantage of the computer is its awesome memory, (information storage capacity), the computer is helpful particularly in analyzing the large amount of information required to make decisions in complex problems. In a capital facilities project, for example, a computer can ascertain the best sequence of events from the decision to construct a facility to its occupancy and denote significant decision points for the manager. Once the project is underway the chief administrative officer need only confer with the project manager at the significant decision points or whenever critical problems arise. Thus, in the particular sense, the computer can assist public managers in managing by exception. The use of a computer as a coordination tool requires a clear specification of the processes or activities being coordinated. As a result, computers are useful especially in tasks such as work-flow analysis or in the support of operations such as water, traffic and fire control. The computer also may be used to coordinate personnel and other resource assignments in complex projects. By reducing the time lost due to the lack of personnel or other appropriate resources, EDP reduces overall public costs. EDP is particularly valuable in fiscal and financial management. Regardless of budget format, there are few jurisdictions where EDP will not be of value in virtually every aspect of this critical management area. A jurisdiction which uses "shoe box" fiscal and financial management is doing itself and its citizens a serious disservice. Jurisdictions which are considering the implementation of zero-base or program budgeting will find that EDP is necessary to manage and use the large array of information generated by these budgetary systems to realize their potential. Moreover, if a proposal under consideration by the Commonwealth's Revenue Resources and Economic Commission receives legislative approval, Virginia jurisdictions eventually will be served by an EDP fiscal information system which should assist them in their fiscal and financial management, if they are equipped for this system. In essence then, computers can be used as a "sec- ond manager" to assist the chief administrative officer and others in the traditional public management functions. It is this assistance which can help to reduce the disparity between public needs and public resources by providing more time for public managers to do what a computer cannot do—make judgments about the interpretations of policies, priorities and issues of implementation which affect the human condition. Clearly, these judgments and the data foundation to make them are facilitated when the jurisdiction is using a computer as a management tool rather than as an adding machine or a printer. THE COMPUTER AS A POLICY TOOL By LEONARD J. SIMUTUS The computer has played only a minor role to date as a policy analysis tool for local government. Several sets of changes in the decision-making environment and in technology which point to computers and in the sophisticated analysis techniques which they support show an increasingly important role in policy analysis at the local and regional levels of government. Such forecasts of increased computer use have been heard before from both public officials and equipment manufacturers, but there seems to be good reason to hold a degree of optimism for the long-promised benefits of employing computer techniques. One of the major reasons for optimism is the improved price/performance ratio for computer equipment, which is likely to continue dramatically over the next several years. Powerful computer systems can now be purchased at one tenth the cost of a comparable system ten years ago. Minicomputers have continued to improve in storage capacity and speed, and in terms of cost, are well within the reach of nearly all municipalities. Finally, computers or terminals at remote sites tied to a centrally-located large computer system by telephone lines have put the most sophisticated computer capabilities within easy reach. We are now seeing the concurrent development in the computer industry of significant hardware improvements at both ends of the market, minicomputers and supercomputers, and by the 1980's there will be computers capable of processing billions of operations per second. Many municipalities find themselves today with computer systems purchased during the late 1960's ABOUT THE AUTHOR Leonard ). Simutus is Assistant Dean and Chairman, Environmental and Urban Systems, VP! & SU �and early 1970's which are no longer adequate to meet the workloads, yet have very high costs associated with their operation. Considerable development probably has already been put into computer programs and data files whereby local governments may be reluctant to lose the investment of staff time and equipment, in far too many instances, the prevailing attitude is that the current system may not do much and may cost a lot, but at least it works most of the time, so the temptation is to leave well enough alone. With the current scarcity of skilled personnel interested in working with computer systems in local government settings, there seems to be even more reason to be cautious about undertaking significant system changes. As a consequence of these factors, in most municipalities the computer is used only as a device to automate clerical procedures, such as accounting, billing and records management. The computer systems were probably installed not to do things differently, but to do them faster. As a clerical aid, computers have performed their limited functions quite well in most settings. In this respect, the experience of local government parallels the early stages of computer use in the private sector, with the emphasis on computers as accounting machines to carry out clerical tasks, but with very little attention to doing anything but the most straightforward business tasks. it is only when the computer is thought of as an enhancement to the analytical as well as to the clerical tasks performed by local government that the need for more sophisticated, rather than simply faster, equipment, becomes an important issue. Many municipalities now find themselves in need of far more analytical capability than can be provided by their current computer system. There is an increasing clerical workload which needs to be met, but there is also an increasing need to manage existing government resources more efficiently, to forecast future community needs more accurately and to evaluate current and past government programs more convincingly. All of these tasks need to be carried out today in a political environment of increased visibility and accountability. Many of the new analysis and evaluation procedures either required by law or voluntarily adopted by local governments are highly dependent on access to large amounts of data. More often than not, the data required are different from those normally a part of existing clerical procedures. Thus, new sources of data need to be developed and proce- �dures for storing and updating the information need to be implemented. A common occurrence of this difficulty is in the development of geographic base files for analyzing data on land use, population and service delivery by parcel or street address. In order to analyze these characteristics by localities, x-y coordinates need to be assigned to each parcel and street segment. The time-consuming task of coding data from existing maps and files appears so overwhelming, that most municipalities do not even attempt their development. Yet geographic base files are an essential element in applying sophisticated approaches to spatial analysis of land use and service delivery trends. Local government officials need no convincing that timely, accurate information is essential in their decision-making. W e are coming to find that there are also many policy analysis tasks which do not depend simply on more data but rather on different data used in different ways at key points in the analysis process. There is now increasing emphasis on providing data in formats which allow for significant changes and enhancements to the traditional patterns of analysis—doing things differently, and not just faster. This emphasis views the computer as an aid to decision-making by government officials rather than as a replacement for them by automating the decision-making process. Attempts to enhance the decision-making capabilities of government officials in this way recognizes that one of the most important characteristics of professional experience is the ability to use inference and judgment in the selective interpretation and analysis of a limited amount of data. The attempt, then, is not to analyze all data exhaustively, but to carefully select and interpret only the key data needed, and to rely heavily on the experience and insight of the experienced public official. By emphasizing selective, limited data acquisition, perhaps the trend towards having too many useless numbers to store can be reversed. By emphasizing a heuristic approach, which depends on the judgment skills of experienced professionals, some of the wariness of computers and their role in decision-making can be lessened. For any of these approaches to have significant impact in policy analysis, it will require that c o m puter systems be available to support the analysis and data inquiries, and that government officials be familiar with the advantages and shortcomings of the various analysis approaches. In the current setting this is asking quite a bit, but even in the short run, both the equipment and trained personnel will be available, so local governments should prepare to take advantage of these gains as they consider equipment replacement or initial acquisition. It is not enough to rely on the equipment manufacturer or current computer staff to define equipment configurations which are appropriate for local settings, given advances in technology and analysis. To fully take advantage of the changes in the computer world requires far more than a modest incremental upgrade to the current machine, in most instances, however, substantial improvements in processing capability can be made within reasonab e costs, given the improvements in equipment price/performance ratios. Students being prepared for employment in the jublic sector, particularly at the graduate level, are jeing trained to use the computer as a problemsolving tool without the awe and suspicion which characterized earlier introduction to computers. They are now being trained to see the computer as one of several analytical tools which can help structure a problem and its solution. While they are not being encouraged to expect that the analysis techniques they have learned may be directly applicable in their first position, particularly in local government, they are being encouraged to anticipate the wide availability of computer capability over the next ten to fifteen years. Thus, the use of techniques now being applied are only on an experimental basis. This new generation of students, in contrast to earlier ones, sees the computer not as the answer but as one essential way of analyzing the problem. Because of the expense of data acquisition and the lead time needed to prepare and test computerbased approaches to policy analysis, there are few examples of successful application of the new techniques. W h e r e they have occurred, they have benefited from federal funds for support of data acquisition and computer analysis and probably could not have been carried out had they relied only on local resources. There seems to be good reason to be optimistic over the long term, however, and if we can continue to define and differentiate between those phases of decision-making which are best handled by professional persons and those most appropriate for computer analysis, then the best kind of association between people and machines can be accomplished. The key question when local government officials are determining how to proceed with their use of computers should be what can be done differently, not what can be done faster. The answer to this question moves us out of the world of accounting machines and into the world of decision-aids by computer. HELP! If you change your address, please inform the League office. It costs the League 25^ each time the Post Office corrects an address. Your help will be appreciated . . . and your subscription to Virginia Town & City will not be interrupted. VML Reports Three reports are available at the League office: Water and Sewer Rates, Report # 557; Election Composition of City and Town Councils in Virginia, Report #556; and the Statewide Salary Survey, a special joint report by the League and the Virginia Association of Counties. �UNIFORM FISCAL REPORTING By DR. JOHN L KNAPP and SARAH G. HOPKINS In May, 1977, the Revenue Resources and Economic Commission established a Subcommittee on Local Fiscal Reporting. The need for such a committee had become apparent as legislative committees and commissions and local government organizations, such as the Virginia Municipal League, sought to analyze the financial picture of local governments, both individually and collectively, in an effort to determine the financial needs of Virginia's localities. These groups were hampered by the lack of uniform data currently existing at the state level related to local revenues and expenditures. There are many advantages of having data uniformly reported and some are quite obvious. For example, the data can pinpoint functions of likesized localities where discrepancies in expenditures exist and further analysis should be sought. Uniform reporting will prove valuable in measuring the level of state and federal participation in particular functions, as well as in making comparisons of state and federal funding between local governments. In addition, uniform reporting will aid in developing local fiscal impact statements for proposed legislation at the state level. Without adequate information about the financial affairs of local governments, it is difficult for the state government to know, much less deal effectively with, the financial problems of its political subdivisions. Although a good data base does not assure accurate analyses, it certainly promotes achievement of that goal. The Subcommittee on Local Fiscal Reporting has undertaken to modify and expand the reporting system now used by the Auditor of Public Accounts in its annual comparative costs of city/county governments. In developing concepts and reporting procedures, the Subcommittee has worked closely with the Auditor of Public Accounts, 26 representative local governments, local government organizations, private CPA firms which perform governmental auditing and the Governments Division of the Bureau of the Census. The Subcommittee is greatly appreciative of comments and suggestions it has received from these groups. The success of this project is contingent upon the continuation of their valuable assistance. Although the Subcommittee feels that having statewide information on all local governments—incorporated towns, cities and counties—is very important, it decided that the reporting system should ABOUT THE AUTHORS Dr. John L. Knapp is Research Director, Economic Studies Center, Tayloe Murphy Institute, University of Virginia and Chairman of the Subcommittee on Local Fiscal Reporting. Sarah G. Hopkins is Research Assistant, Revenue Resources and Economic Commission. first be developed for cities and counties. All cities and counties have full service local governments, whereas towns generally have governments with limited functions; in particular, most towns do not finance public education. It was felt that major compromises would have to be made in the reporting format if counties, cities and towns were put on a comparable basis. Furthermore, in terms of dollar amounts, or budgets, town finances are relatively much smaller than those of cities and counties. Of the 189 towns, 176 have populations below 5,000 and nearly 90 percent have populations under 2,500. The small towns with populations under 5,000 account for only 1.8 percent of revenue raised from local sources among the local governments in Virginia. The Subcommittee goes on record as acknowledging the need for developing state statistics on towns but feels that such a system should be handled as a separate project to be pursued at a later time. Uniformity is the key word to a good local fiscal information system. A reporting format must be developed which provides a clear and comprehensive definition of each expenditure function and each revenue classification. Other procedures, such as the accounting basis for reporting, e.g., accrual or cash, must also be prescribed. Achieving uniformity is vital for the success of a local fiscal reporting system and will be dependent upon two factors. First, the responsible state agency, the Auditor of Public Accounts, must provide adequate explanations, training and assistance at the three stages of the process, reporting, collection and compilation. Second, local governments must make concerted efforts to cooperate and supply the required information. The reporting format as proposed by the Subcommittee requires local governments to record all dollars flowing through that particular local government. Careful attention must be taken to ensure that no dollars are counted twice for reporting purposes as they flow from one fund to another within the local fund structure. Expenditures are classified according to the purposes for which the expenditures were made in order that the local government may inform its citizens, as well as its officers, how tax monies are used and the cost of services provided. Thus, expenditures are categorized into twenty-four functions and, to the extent practical, all operating costs of each function are included, e.g., employee benefits, departmental overhead and a I administrative costs connected with the function which can be isolated. Major capital outlay costs, debt service and enterprise activities are reported separately. The expenditures for each function will also be reported according to the sources of revenue used for making the expenditures, i.e., categorical state and federal aid, charges for services. On the revenue side, revenues are reported by source. They are also grouped for summary purposes according to whether they originated at the local, state or federal level. In order to provide a more complete picture of revenues and expenditures relative to particular functions in each locality, the data submitted by each local government will be supplemented with data showing direct expenditures made at the state level on behalf of the locality. For example, the state di- �rectly funds a portion of the cost of retirement for teachers. In order to get a true picture of the cost of education in a particular locality, these retirement costs should be included. Since these dollars do not flow through the local government, they cannot be accounted for in a local report. The local reporting system will be expanded, however, so that this type of information is supplemented at the state level. The Subcommittee is also aware of the several reporting requirements made of local governments. Where possible, an effort will be made to consolidate local reporting and to ensure uniformity. At a minimum, obvious discrepancies between various reports will be clearly footnoted as to the reasons for differences. With this information, the users of the reports will be less likely to make erroneous comparisons of data. The success of the reporting process is also dependent upon a good local accounting system. Data must be reported in such a way that differences which may appear when comparing spending and revenue effort are real differences and not due to variations in accounting and reporting practices. Generally accepted accounting standards for local governments have existed since 1934. Two groups now share jurisdiction over the standards and their publications provide the basis for a comprehensive governmental accounting system. The National Council on Governmental Accounting (NCGA) has issued Governmental Accounting, Auditing, and Financial Reporting (GAAFR). The NCGA's principles of accounting as contained in GAAFR are recognized as establishing the "generally accepted accounting principles" as applied to governmental units. The American Institute of Certified Public Accountants (AlCPA) has published the Audits of State and Local Governmental Units which is also known as the Audit Guide. The body of principles contained in the Audit Guide represents the generally accepted auditing standards (GAAS) as recognized by the accounting profession. Generally, the AlCPA and the Audit Guide recognize the authority of NCGA and GAAFR, although there are differences in emphasis and detail. It should be noted that NCGA is in the process of restating GAAFR which was last revised in 1968. The restatement project constitutes a "modest revision" to update, clarify, amplify and reorder GAAFR with an important objective of incorporating pertinent aspects of the Audit Guide which was first published in 1974. The Revenue Resources and Economic Commission Subcommittee on Local Fiscal Reporting strongly endorses the use of "generally accepted accounting principles" (GAAP) by local governments. GAAP is not a static body of knowledge; the principles are periodically modified and clarified in an effort to update the thinking on the basic principles in accounting. It is to Virginia's advantage to keep in step with GAAP which has widespread acceptance and acknowledgment as the primary source for authoritative principles of public accounting. A manual will be prepared for use by Virginia localities which outlines wnat GAAP is, clarifies any ambiguities and sets forth the recommended principle where different approaches are stated by GAAFR and the Audit Guide. The Subcommittee feels very strongly that all local governments should strive toward adopting "generally accepted accounting principles." While such changes may slightly impair comparisons for a particular locality over a long period, it is felt that major emphasis should be on comparability among localities within one fiscal year. It is also recognized, however, that for some local governments an immediate change which embraces all such principles would be cost y both in the short run for the initial change and in the long run for qualified staff. Although the Subcommittee has acknowledged the problems created for some local governments in making immediate change to an accounting system which totally implements the principles set forth in GAAFR, it assumes that the Auditor of Public Accounts and private audit firms will offer the assistance needed by local governments to move toward acceptance of all "generally accepted accounting principles" (GAAP). Adherence to GAAP is a major tool in achieving uniformity. The timing of the reports, i.e., when they are to be submitted by the localities, as well as when the summary report is available to the public, is also important. Presently, audit reports for all cities and counties are not completed until one year following the fiscal year for which the audit is made. The distribution of the audits falls evenly over this time frame. Although this time frame is thought to be unnecessarily long, the desire for timely reports on local fiscal data must be weighed and balanced with what is feasible for the local governments (consideration of their resources, both time and money) as well as what will allow for collection of good data. At this time, the Subcommittee has recommended that all counties and cities submit their audit report and reporting form to the Auditor of Public Accounts as soon after the close of the fiscal year as possible and no later than November 30. It is hoped that localities and auditing firms will strive for an even shorter time frame. It is recommended that the summary report prepared by the Auditor of Public Accounts should be available to legislators, local governments and the general public by the end of January. Although the summary report of comparative cost is a valuable tool, the Subcommittee feels that this should only be considered as one outgrowth of the reporting by localities. All data submitted by localities will be computerized so that timely retrieval of the more detailed information will be possible. Interested state agencies, academic institutions and local governments and their organizations should have access to the information for purposes of detailed analyses. A detailed discussion of the concepts of a uniform local fiscal reporting system is found in the Subcommittee's report to the Governor and the 1978 General Assembly Session, as well as recommendations on some specific issues that must be addressed, (e.g., the method of accounting, treatment of funds and interfund transfers, capital outlay). The report serves as an interim report. The Subcommittee plans to continue its work and develop the concepts embodied in the report into the specifics of a uniform local fiscal reporting system. �VIRGINIA MUNICIPAL LEAGUE ACHIEVEMENT AWARDS PROGRAM The Award Recognizing that localities in the Commonwealth strive towards improving municipal service, the Virginia Municipal League, through the Achievement Award, wishes to honor these endeavors. The entry for a given award should be innovative and structured to meet specific needs and desires of your locality. Eligibility Any member locality, town, city or urban county, is eligible to enter the VML Achievement Awards Program. Categories Awards will be given in six areas that parallel the VML policy committees. The categories are the following: —Community Development (housing and urban renewal) —Effective Government (finances, management, training programs) —Environmental Quality (water quality, local planning and land use, energy use, solid waste management) —Human Resources (child care programs, health care, alcohol and mental health programs, recreational services, education) —Public Safety (court system, fire and rescue services, emergency preparedness, law enforcement) —Transportation (streets and roads improvement, public transportation systems, bicycle ways, transportation of the handicapped) Criteria for Judging Entries —Maximum six double-spaced typed pages to explain the entry —Use of black and white photographs —Use of camera ready graphs, charts and architects' renditions, etc. —All entries must have four copies of all visual materials —All entries must be signed by the chief elected official (mayor, board chairman) Judging The entries will be judged by a special committee whose members are selected for their expertise in the areas of the awards. U Presentation of Awards Awards will be announced in September and appropriate recognition will be given to each recipient during the VML Convention Opening Session. In addition, the awards will be highlighted in the Convention issue of Virginia Town & City Magazine. How to Enter All entries must be received by the Virginia Municipal League, P. O. Box 753, Richmond, VA 23206, no later than May 1,1978. It is our hope that you will support this program and take this opportunity to be recognized for outstanding municipal service. Z I 11 �People Rasmussen Appointed DAVID L RASMUSSEN was appointed Chief of the Data Analysis Division for Arlington County. Rasmussen was formerly chief of the administration and support branch of the Fairfax County Office of Research and Statistics. He assumed his new position on December 19. He will be in charge of all data processing operations and syst e m s a n a l y s i s f u n c t i o n s for the County, and will coordinate operations with other County departments, local governments and various outside agencies. Rasmussen holds a bachelor's degree in labor management relations from Pennsylvania State University and a master's degree in public administration from A m e r i can University. He has also been affiliated with American University and G r o u p Hospitalization, Inc. Stone Voted by ICMA ^ —• ^ o3 ^ > O i- <(- — £ (J o£ > 12 KATHRYN H. STONE, director of the Program on Human Resources at the Washington Center for Metropolitan Studies, has been voted an honorary member of the International City Management Association. " M s . Stone has a strong record of support for professionalism in local g o v e r n m e n t , " noted I C M A President Jacques Perreault in announcing her selection as honorary member of the 7,000 member association for city managers, county managers and directors of councils of governments. She is coauthor, with her husband and Donald K. Price, of two classic books in the field of local government: City Manager Government in the United States and Case Studies in City Manager Government. Ms. Stone is well known in Virginia as the first woman legislator in modern times, having served twelve years as a member of the G e n eral Assembly. She has also been acfive nationally in the League of W o m e n Voters, serving as an officer from 1944-1950, including service as a vice president from 1948-1950. Haywood Named Fairfax County Executive Leonard Whorton named VERDIA L HAYWOOD of Richmond to be Executive Assistant to the County Executive. He will replace Theodore J . Wessel, former Executive Assistant, w h o was named Director of the Office of C o m prehensive Planning in July. Haywood has been a senior budget analyst in the Richmond City Budget Bureau since September, 1974. He initially was hired by the City of Richmond as a management intern in the city manager's office in August, 1971. He was responsible for analyzing budget requests of major city agencies and for assisting the city manager, director of the budget and agency directors in administration and financial control of adopted fiscal plans. A native of Water Valley, Mississippi, Haywood received a B.S. degree cum laude from Alcorn State University in Lorman, Mississippi, concentrating in political science and economics. In the summer of 1968, he attended the Economic Institute at Tulane University, New Orleans, on a Ford Foundation Grant. He received an M.A. in public administration in 1972 from the U n i versity of Illinois, w h e r e he was honored with an Illinois State Urban Fellowship. Since September, 1974, he has been a part-time instructor in municipal budgeting and finance administration in the Urban Studies Program at Virginia Union University, R i c h m o n d , in addition to his work in the City government. Haywood assumed his new duties on January 3. Frost's career in firefighting began in 1939 when he became a member of the volunteer fire company in Christiansburg, his home t o w n . In 1940, he joined the paid firefighting unit of the Hercules Powder Company, now Radford Ammunition Works. Chief Frost began traveling the state for the Fire Service Training of the State Board of Education in 1958 and in 1961 became Waynesboro's fire chief. Chief Frost is a member of the State Fire Chiefs Association of Virginia. Seldon S. W e e don succeeds Frost as Waynesboro's fire chief. Chase City Vacancies Town Manager BURNLEY TAYLOR resigned his post effective December 31. Taylor had been with the Town since 1973. Councilman L. C. DANIELS also resigned from Council in November. Galloway Appointed The T o w n of Pearisburg appointed ALFRED LEE GALLOWAY Town M a n ager. He holds a B.A. degree in political science from the University of North Carolina. Previous to taking the position in Pearisburg, Galloway was assistant city manager in D u n n , North Carolina. He has been affiliated with the City of Dunn since July, 1973 w h e n he was appointed assistant city clerktax collector. He became city clerk-tax collector in July, 1974 until his appointment to assistant city manager in January, 1977. Galloway is a member of the International City Management Association and the International M u nicipal Clerks Association. He was h o n o r e d as D u n n ' s O u t s t a n d i n g Young Man of 1976 and also Outstanding Young Man of America the same year. Fire Chief Frost Retires Waynesboro Fire Chief K. M. "JACK" FROST retired on December 3 1 . Chief Taylor Named Police Chief JAMES R. TAYLOR, City Manager of Newburgh, New York, was appointed Petersburg Police Chief. A native of Lansing, Michigan, he holds a B.S. degree in police administration from Michigan State University. Except for his 31 months as city manager of Newburgh, Taylor has spent his career in law enforcement. He took over the Newburgh police department as commissioner in February, 1974 and in May, 1975, was asked by the Newburgh City Council to take over the city manager's post. Taylor has also served as director of public safety in Richville, Minnesota and as chief of police in Eaton Rapids and W y o m i n g , Michigan. Taylor succeeds Marion A. Lewis, Jr., w h o resigned March 2 1 . Since that time, Captain Wayne S. Shields has been in command. Taylor's appointment was effective February 1 . �Ferrell Appointed Big Stone Gap Town Council ap- pointed GEORGE F. FERRELL to the post of Town Manager. With an impressive background in municipal finance, Ferrell was formerly director of finance, Roanoke County and has also held the position of treasurer and chief accountant for the City of Salem. He attended the University of Wisconsin, and National Business College and Virginia Western Community College, both in Roanoke. Ferrell, whose post was effective the first week of January, filled the vacancy left by Ayers Shortt, who resigned June 30. Mayor Whitehurst Named MARIAN P. WHITEHURST, Mayor, City of Chesapeake, was named Outstanding Woman of the Year by the Southeastern District of Women in Chambers of Commerce. The announcement came at their Annual District Conference held in Charleston, South Carolina. Twelve southeastern states are included in this district. Mayor Whitehurst, active in local government, was chairman of the employment and income security policy committee of the Virginia Municipal League. Remington Appoints CRAY S. PARKER, a planner for Fauquier County, was the choice of Remington's Town Council to complete the unexpired term of Councilman John F. Groves. Groves relocated and is no longer a town resident. Parker will serve until new councilmembers take office July 1. Manager Appointments BYRON E. HANER was appointed City Manager of Colonial Heights effective January 9. A native of Morlette, Michigan, FHaner retired with the rank of major from the U.S. Air Force in 1967. That same year he was appointed assistant city manager of Roanoke. In 1972, he was appointed city manager of Colonial Heights but returned to Roanoke in 1973 as city manager. H. BERNHARD "BERN" manager of Charlottesville in 1971. In 1976, Ewert was appointed town manager and chief executive of Stratford, Connecticut. He assumed his duties with the City of Roanoke on January 30. Frye Elected D. BART FRYE, JR., Executive Director of the Portsmouth Redevelopment and Housing Authority, has been elected Vice President of the National Association of Housing and Redevelopment Officials. With his election, which occurred at NAHRO's national meeting in Minneapolis in October, he is eligible to succeed to the presidency. Marketplace EWERT suc- ceeds Byron E. Haner as city manager of Roanoke. A native of Kansas City, Missouri, he holds a B.A. degree from the University of Missouri. He entered municipal government as deputy city DIRECTOR OF FINANCE City of Colonial Heights. Salary open, requires bachelor's degree with major In accounting. CPA preferred and extensive accounting experience. Knowledge of EDP and purchasing helpful. Send resume to Robert B. Ellison, City Manager, City of Colonial Heights, 23834. GRIFFIN® Ductile Iron Pipe for water and sewer installations OUCTII.C IRON u 06 < Z CAST IRON SOIL PIPE & FITTINGS C3RIFFIN PIPE P R O D U C T S CO. GLAMORGAN PIPE OIVISIOM BOX 740 • L Y N C H B U R G , VIRGINIA 24505 • 804-845-8021 . rVmsted a > 13 �Legal Guidelines INTERIM ZONING ORDINANCES, PART II By HOWARD W. DOBBINS, General Counsel A case which will be of interest to localities is one in which the Virginia Court considered the grandfather clause for exemption from taxation under the 1971 Constitution of property owned by charitable or benevolent associations. In Manassas Lodge No. 1380, Loyal Order of Moose, Incorporated, et al V. County of Prince William, 237 S.E. 2d 102, the Lodge property clubhouse was erected in 1956 and enlarged in 1964. Prior to 1970, it was not assessed for taxation but in that year the county placed it on the tax rolls and assessed taxes against it for 1970 and each subsequent year. Although the Lodge's charter stated that its purpose was "purely benevolent and exclusively charitable", the trial court ruled that the Lodge failed to carry the bur- den of proving that statement. On appeal, the Virginia Supreme Court held that under the Constitution of 1902 which was in effect when the Lodge was chartered, the Court in prior decisions had applied a rule of liberal construction with respect to tax exemption for property belonging to charitable or benevolent associations and used exclusively for lodge purposes and meeting rooms. The 1971 Constitution brought about a change to this approach to tax exemption problems and provided that such property would be exempted from taxation only by a three-fourths vote of the members of each house of the General Assembly and subject to such restrictions and conditions as may be prescribed by the General Assembly, [Article X, Section 6(a) (6)]. Such article further provides that exemptions from taxation as established or authorized thereby shall be strictly construed. However, Article X, Section 6(f) contains a grandfather clause to the effect that all property exempt from taxation on the effective date thereof shall continue to be exempt. The Supreme Court held that the grandfather clause controlled this case and therefore the Lodge was entitled to the benefit of the liberal rule in the determination of whether it carried its burden of proving its property should be exempt from taxation. Applying that liberal rule, the Court relied on its earlier decisions that "the controlling factor was the dominant purpose in the use of the property", and concluded that the Lodge's evidence showed that charity or benevolence was the dominant purpose in the use of the property and therefore the Lodge is entitled to have the property exempt from taxation. The Court pointed out, however, that each case of this type must be decided on its own particular facts. Ideas Housing U o3 Z O I< z u > 14 PLAINFIELD, NEW JERSEY (46,900), has negotiated with the Federal government to acquire a large number of structurally sound, abandoned dwelling units which are Federal Housing Administration and Veterans Administration foreclosures. Plainfield has hired unemployed local residents with Public Service Employment funds to refurbish some of these homes. The money received from the sale of these homes is put in a revolving fund which provides for further rehabilitation. Other rehabilitation work is done by contract out of the same revolving fund. (Contact: Lawrence Bashe, City Administrator, 515 Watchung Avenue, Plainfield, New Jersey 07061.) Management SANTA ROSA, CALIFORNIA (65,000), has trained several staff members in techniques of assessing productivity levels and identifying improvement opportunities. Measurement studies have been made of the parks and recreation department and the field services division of the public works department. (Contact: Michael Gleason, Assistant to the City Manager, P. O. Box 1678, Santa Rosa, California 95403.) CLEARWATER, FLORIDA (52,000), has enacted an ordinance which requires detailed community impact statements for all projects exceeding $500,000. These statements are designed to guide the city's orderly development by assessing in advance the impact of development on many key services and environmental areas. (Contact: Picot Floyd, City Manager, P. O. Box 4748, Clearwater, Florida 33518.) Personnel WINFIELD, KANSAS (11,000), allows partial payment for unused sick leave. �T h e project has b e e n u n d e r t a k e n to provide an incentive for y o u n g e r e m ployees and a b o n u s for older e m j l o y e e s ; 25 p e r c e n t of city e m p l o y e e s nave q u a l i f i e d f o r t h e p r o g r a m . ( C o n t a c t : R o n D. M u s s o n , C i t y M a n a g e r , B o x 6 4 6 , W i n f i e i d , K a n s a s 67156.) FREMONT, CALIFORNIA (115,000), has e s t a b l i s h e d a r e c r u i t m e n t a n d s e lection reporting system w h i c h foc u s e s o n r e d u c i n g t h e t i m e it t a k e s to fill positions. T h r o u g h t h e use of streamlined procedures, automated test s c o r i n g , c o n t i n u o u s a n d s h a r e d r e c r u i t m e n t , r e d u c t i o n of c l a s s i f i c a tions and an up-to-date position c o n trol r e p o r t , r e c r u i t m e n t t i m e has b e e n r e d u c e d f r o m 4.5 m o n t h s to 2.5 months. (Contact Art Lorenzini, A d ministrative Assistant, or G a r y G o e l i t z , A d m i n i s t r a t i v e A s s i s t a n t , 39700 C i v i c Center Drive, Fremont, California 94538.) Public Safety DURHAM, NORTH CAROLINA (95,400), h a s c r e a t e d a p u b l i c s a f e t y d e p a r t m e n t w h i c h c o m b i n e s fire a n d p o l i c e services. P u b l i c safety stations a r e s t a f f e d by f i v e - m a n c r e w s o n 8 h o u r s h i f t s , w i t h f o u r c r e w s b a s e d at e a c h s t a t i o n . C r e w s c o n s i s t of a s u p e r visor, two patrolmen a n d two fire t r u c k o p e r a t o r s . In t h e e v e n t o f a f i r e , t h e t r u c k a n d patrol cars a r e disp a t c h e d to t h e s c e n e . E a c h p a t r o l c a r c o n t a i n s t h e e q u i p m e n t n e c e s s a r y to h a n d l e t h r e e s m a l l f i r e s o r to j o i n a f i r e f i g h t i n g t e a m . ( C o n t a c t : Esai B e r e n b a u m , P u b l i c S a f e t y D i r e c t o r , P. O . Box 2251, D u r h a m , North Carolina 27701.) BROWN DEER, WISCONSIN (12,000), r e q u i r e s by o r d i n a n c e t h a t all n e w l y e m p l o y e d p o l i c e o f f i c e r s b e t r a i n e d as auxiliary fire fighters. S q u a d cars are e q u i p p e d w i t h fire fighting e q u i p m e n t , e n a b l i n g o f f i c e r s t o r e s p o n d to f i r e s a n d t a k e p r e l i m i n a r y a c t i o n if necessary. (Contact: Gerald S c h w e r m , C i t y M a n a g e r , 4800 W e s t G r e e n B r o o k D r i v e , B r o w n D e e r , W i s c o n s i n 53223.) PLAINFIELD, NEW JERSEY ( 4 6 , 9 0 0 ) , h a s adopted a burglary prevention c o d e t h a t sets m i n i m u m s t a n d a r d s f o r c o m mercial, industrial and multifamily d w e l l i n g s . T h e c o d e is part of t h e c i t y ' s b u i l d i n g c o d e a n d is e n f o r c e d by a t e a m of p o l i c e , f i r e a n d b u i l d i n g i n spection e m p l o y e e s . T h e average cost o f s e c u r i t y i m p r o v e m e n t s to a p r o p e r t y o w n e r a f f e c t e d by t h e c o d e is a p p r o x i m a t e l y $50. ( C o n t a c t : L a w r e n c e B a s h e , C i t y A d m i n i s t r a t o r , 515 W a t c h ung A v e n u e , Plainfield, N e w Jersey 07061.) Snow and Ice Control ANKENY, IOWA (9,000), has d e v i s e d a snowplow curb guard which is mounted on the lower right-hand c o r n e r of t h e s n o w p l o w ( n e x t to c u r b ) . It c o n s i s t s of a n e a s i l y i n s t a l l e d p o l y e t h y l e n e w h e e l m o u n t e d in a r e t r a c t a b l e f r a m e . T h e g u a r d s e r v e s as a g u i d e f o r t h e d r i v e r a n d is e x t r e m e l y e f f e c t i v e in e l i m i n a t i n g c u r b b r e a k s a n d c h i p s . E a c h c u r b g u a r d costs $ 7 0 . (Contact: Dave Dirks, City Manager, 408 S o u t h w e s t 3 r d S t r e e t , A n k e n y , I o w a 50021.) BROWN DEER, WISCONSIN (12,000), h a d r e d u c e d t h e s i z e of its salt s p r e a d i n g c r e w s t h r o u g h m o d i f i c a t i o n s t o its salt s p r e a d e r s . A d e v i c e t o c o n t r o l salt f l o w h a s b e e n i n s t a l l e d a n d its c o n t r o l p a n e l h a s b e e n p l a c e d in a p o s i t i o n accessible to the driver. ( C o n t a c t : G e r a l d S c h w e r m , C i t y M a n a g e r , 4800 Green Brook Drive, Brown Deer, Wisc o n s i n 53223.) Solid Waste DENISON, TEXAS (24,923), is u s i n g p l a s t i c bags a n d o t h e r t i e d , t h r o w a w a y c o n t a i n e r s b e c a u s e t h e y w e i g h less and r e d u c e insect breeding. T h e y h a v e b e e n w e l l r e c e i v e d by c i t i z e n s . (Contact: David Harner, City M a n - a g e r , 108 W e s t M a i n S t r e e t , D e n i s o n , T e x a s 75020.) PORT NECHES, TEXAS (10,894), is u s ing plastic bags for t h e reasons cited immediately above. O n e added feat u r e has b e e n d o c u m e n t e d f r o m t h i s plastic bag p r o g r a m : there have not b e e n a n y b a c k i n j u r i e s in t h e s a n i t a t i o n d e p a r t m e n t in t h e 3 y e a r s o f t h e program. T h e overall accident record has i m p r o v e d 60 p e r c e n t in t h e 3 years. (Contact: Jim Davis, City M a n a g e r , P. O . B o x 7 5 5 , P o r t N e c h e s , T e x a s 77651.) Community Relations BELLINGHAM, WASHINGTON (39,000), h a s a s s i g n e d a p o l i c e o f f i c e r to city s c h o o l s to s e r v e as a n i n f o r m a tion resource for teachers and students. D u r i n g t h e s u m m e r this officer sets u p b o o t h s at v a r i o u s l o c a t i o n s , displaying locks, drug paraphernalia, bicycle registration forms a n d a v a r i ety of p a m p h l e t s . H e o r s h e a l s o t r a v els d o o r - t o - d o o r a d v i s i n g r e s i d e n t s o n s e c u r i t y m e t h o d s . C i t i z e n r e s p o n s e to t h e p r o g r a m has b e e n e n t h u s i a s t i c . ( C o n t a c t : H a r o l d R. R a y m o n d , C h i e f of P o l i c e , P. O . B o x 1 2 7 8 , B e l l i n g h a m , W a s h i n g t o n 98225.) THE LAYMEN'S GUIDE TO VIRGINIA LAW Explains your basic legal rights and obligations, why and when you need an attorney, and what a lawyer can do for you. Now, for the first time, an easy-to-read book is available to every Virginian which gives a bird's eye view of the nature of contracts, real estate transfers, t a x e s , wills, insurance, injuries to workers, civil liberties, federal a s s i s t a n c e and similar subjects. The L a y m a n ' s Guide to Virginia Law was produced by the College of William and Mary Law School's Student Bar Association to help Virginians avoid legal problems by understanding the workings of our legal system and the usefulness of lawyers. It is not a substitute for legal counsel. It will, however, help the reader find his way around in a little understood field and enable him to relate to the lawyer of his choice if trouble develops. Be Prepared...Know How The System Works The increasing number of legal aid societies and lawyer referral services are convincing proof of the need of the public for legal help in this day and age. The L a y m a n ' s Guide to Virginia Law offers help at the very beginning! 373 Pages Copyright 1977 Published 1977 by The Michte Company Suggested Retail Price ^12.50 THE MICHIE COMPANY Charlottesville, Virginia 22906 �Calendar MEETINGS DATES LOCATION Manager's Workshop February 6-9 Master Planning for Fire Protection March 29, April 5, 12,17,19 Ramada I n n , Charlottesville Statewide Police Chiefs In-Service Training Municipal Electric Power Association* Spring April 12-14 To be announced Manassas Va. Section, I C M A * April 26-28 Weights and Measures Association* July30-Aug. 1 Va. Association of Chiefs of Police* August 13-16 Local Government Officials C o n f e r e n c e * Late August New Cavalier, Virginia Beach O m n i Hotel, Norfolk Hotel Roanoke, Roanoke University of Virginia, Charlottesville O m n i Hotel, Norfolk Ramada I n n , Charlottesville Statewide Virginia Municipal League* j September 17-19 Virginia Building Officials Association* October 8-10 V M L Regional Meetings November-December *Annual Conference Virginia Town & City deadline is the 20th of every month, two months prior to publishing (April deadline is February 20). LEAGUE LETTER deadline is the 12th of every month for that particular month (February deadline is February 12th). u Z O I- < 16 Home Construction Workshops the Center for Continuing Education, VPI & S U , Blacksburg 24061. " W o o d in Home C o n s t r u c t i o n " will be offered by Virginia Polytechnic Institute & State University in cooperation with the Virginia Division of Forestry. The one-day seminar is intended for building code officials and inspectors, government housing officia s, builders and architects, among others. Speakers will emphasize how to select the right material for the j o b , how to employ cost-saving and e n ergy-saving techniques and how to protect wood products. Registration fee of $16 per person includes lunch, coffee, notebook and reference literature. Workshops around the state are Richmond (Holiday Inn Airport), February 7; Norfolk (Lake Wright), February 14 and 15; Harrisonburg (Sheraton), February 2 1 ; Salem (Sheraton), February 28; Martinsville (Dutch Inn), March 1 ; and Abingdon (Martha Washington Inn), March 7. Contact Master Planning/Fire Protection "Master Planning for Fire Prot e c t i o n " is a joint program sponsored by VPI & SU and the State Fire Marshal's office. The six hour seminar is directed toward building officials, city and town managers, planners and fire officials. All localities should send one representative to one of the seminars. Tentative dates and locations are: March 29, Northern Virginia; April 5, South H i l l ; April 12, Williamsburg; April 17, M a r i o n ; and April 19, Staunton. For further information, contact the State Fire Marshal's office, 804/ 786-4751. ANIMAL C O N T R O L A handbook entitled " L o w Cost Spay/Neuter Clinics: A Humane A n - swer to the C r u e l Overpopulation of Dogs and C a t s " is available from the Society for Animal Rights, 421 South State Street, Clarks Summit, PA 18411 at $2.50 per copy. The handbook presents detailed information on the clinics operated by the Department of Animal Regulation of the City of Los Angeles, which pioneered the clinic concept to help solve the dog and cat problem, and information on other clinic measures from the Los Angeles program which has reduced the number of animals collected, sheltered and destroyed. A bill pending in the U.S. Senate would provide for Federal loans of up to $200,000 to units of local governments for the purpose of establishing and providing initial operating costs for public, low-cost, nonprofit spay/neuter clinics for dogs and cats. Sponsored by Senator Harrison Williams of New Jersey, the bill, S. 2151, has been referred to the Senate Committee on Human Resources of which Senator Williams is Chairman. �AUTOMATIC BLADE CONTROL John Deere's system works JOHN DEERE on the move Precision hydraulics and dependable electronics a r e t h e b a s i c c o m p o n e n t s needed to make up an automatic blade control system that really works. With John Deere,.you get both. All t h r e e of our m o t o r g r a d e r s c o m e e q u i p p e d w i t h a l l - h y d r a u l i c c o n t r o l of a l l f u n c t i o n s . There are no mechanical controls or linkages. John Deere closedcenter hydraulics provide constant hydraulic power instantly when it's needed. Hydraulic control valves in the system feature special interlocks that prevent hydraulic cylinder drift—a problem that plagued earlier automatic blade control systems. J o h n D e e r e e l e c t r o n i c s a r e of s p a c e - a g e t e c h n o l o g y . They're solid state in design, and durable to hold up under the roughest operating conditions in the field. R e m e m b e r , it t a k e s a g o o d m a c h i n e a n d a g o o d b l a d e c o n t r o l s y s t e m t o m a k e it all w o r k . For all the details about ordering and installation, see your John Deere Construction Equipment dealer, now. John Deere, Moline, Illinois 61265. �A-95, An Opportunity By Benjamin A. Lacy and Roslyn Brewer, Federal Regional Council Federally assisted programs and Drojects require that participants folow certain procedures before funds are granted. Among these procedures is the A-95 Review Process. Issued in 1969 by the Office of Management and Budget (OMB) in the Executive Office of the President of the United States, Circular A-95 is a procedure for coordinating federal and federally-assisted programs and projects with each other and with state, regional and local plans, policies and programs. One value of the review process is that it provides a climate ifor intergovernmental cooperation even though there may be structural obstacles, such as: —At the federal level, programs of assistance to state and local government were developed piecemeal and, taken as a whole, are not coherent as to policy and administration. They are often duplicative and sometimes even in conflict with each other; —At the state level the Governor's ability to manage is not only circumscribed by the State Constitution but administratively frustrated, with respect to federal programs, by functional bureaucracies; —Local government is heavily fragmented both within and among jurisdictions; and —Within individual jurisdictions many federally-assisted programs and projects cannot be planned without reference to programs and projects within other functional or jurisdictional areas. A-95 is an instrument for facilitating the needed cooperation and to the extent that this is achieved, federallyassisted programs and projects are more likely to be better coordinated, resulting in dollar savings, better projects and more value for public investment. u z O > 18 The value to the applicant is that his proposal has a better chance of being funded when it is coordinated with local and state interests. The review process will reveal potential issues or problems which may need to be resolved before his project can be approved. Furthermore, if there are reasons why his project cannot be funded the information will be disclosed at an early stage and he will be spared the trouble and expense of preparing a formal application. Participants in the A-95 process, in addition to the applicant and the federal funding agency, may include: The Areawide Clearinghouse, a comprehensive planning agency that has been recognized by the Office of Management and Budget as the coordinative agency to perform A-95 review functions. The areawide clearinghouse notifies local agencies of applications for federal funding and also reviews and comments itself on project proposals of regional significance. Virginia has 23 areawide clearinghouses. The State Clearinghouse, a coordinating agency of state government designated by the governor to participate directly in the A-95 review process. Similar to the areawide clearinghouses, the state clearinghouse notifies state agencies of pending proposals for federal assistance. ReWew and Comment Agencies, under A-95, all public agencies (state, county, municipal and special districts) are entitled to act as review and comment agencies if the proposed activity in any way affects their area of operation. The following six steps outline procedures in the A-95 review process: 1. When a person formulates a project which he as a potential applicant (POT A) feels justifies federal assistance, he will notify the state and the areawide clearinghouse (CH) serving him with a "Notice of Intent," which provides a summary description of the proposed project. 2. If there is a state or local interest in the project submitted, clearinghouses alert all interested parties about the proposal, soliciting their comments. Parties interested in the proposal could include state and local agencies whose programs might be affected, and agencies concerned with environmental impacts, civil rights goals, or coastal zone management. 3. The potential applicant must give clearinghouses 30 days to respond to the "Notice of Intent," afterwhich he may proceed by sending a completed application, including documentation of his clearing- CAPITAL house notification, to the federal funding agency. If a clearinghouse response is returned within 30 days, it must indicate any difficulties with the proposal. 4. The potential applicant may proceed in one of several ways. If the clearinghouse response indicates that his proposal cannot be recommended for some reason, duplication for example, he can discontinue his quest (a) and he has been spared the trouble and expense of preparing a final application. If no issues have been raised (b) he may prepare and submit his application directly to the federal funding agency (FA). If he decides to continue and there are issues to be resolved, the potential applicant will either (c) negotiate with those who have raised issues until they are resolved or he may (d) submit a completed application for their review. In both cases the clearinghouse (CH) serves as the focal point. The applicant may also simply write a rebuttal to the comments (e) and submit it with his final application to the federal funding agency (FA). 5. If he decides to advance his proposal, the potential applicant becomes an applicant (A) by forwarding all comments from Step 4 with his final application to the funding agency, including documentation that he has considered those comments. 6. The funding agency (FA) then makes a decision on the application and notifies the applicant and the clearinghouses involved in the initial review of the project. Decisions which the funding agency must report are whether the project is funded, deferred, returned for amendment, rejected or withdrawn. If the decision is to fund the project and that decision is incompatible with the recommendations of the clearinghouse, then the federal agency must explain such finding in its notice to the clearinghouses. EQUIPMENT COMPANY, INC. P. 0. BOX MM *002 MOUNTAIN ROAD PHONES: •04-262-7341 RICHMOND, VIRGINIA 23221 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIOHWAY — Chcmicil Spraadwt, Slurry P«v*rt LINK l E L T — Cr>n<t — E«c<vator> FMC/BEAN —Sewer Cleaner l A Y T O N MFO. CO. — Asphalt Pavart MEYEKS-SHEKMAN — "Vaclor Jal Roddar" RICHMOND MFO. C O . — Horizontal Baring Machinal McCLAtN — Containars, Compactors E l O I N - l E A C H — Swaaperi, Refuse Bodies ATHEY MANUFACTURINO CO. — Maintainar Grader SEAMAN COMPANY — Distributors, Pulverizers R O Y E I FOUNDRY — Shredders OIANT-VAC — Leaf Collectors �This discussion has reviewed the Project Notification and Review System, which is Part I of OMB Circular A-95's four parts. Part 11^ Direct Federal Development, requires federal agencies engaging in direct development of federal projects, to consult with those state and local agencies and clearinghouses which might be affected. These activities may be either the planning and construction of federal public works, or the acquisition, use and disposal of federal land and real property. Part III, State Plans and Multisource Programs, is designed to assure that state plans are adequately related to other public activities. It requires that governors be given an opportunity to review and comment on their relationship to other state, regional and local planning activities. It also allows local review and comment, at the governor's discretion. Part IV, Coordination of Planning in Multijurisdictional Areas, encourages federal agencies to utilize existing sub-state district organizations to carry out federally sponsored planning. Otherwise, justification must be sent to OMB through the Federal Regional Council showing why the existing organization is not to be used. Part IV requires an applicant other than the established planning organization to submit a memorandum of agreement covering the means by which the two would coordinate their related planning activities. One of the purposes of Part IV is to eliminate overlap, duplication and competition in state and local planning activities assisted, or required, under federal programs. The opportunities for systematic communication within and among the several layers of government which are created by the A-95 process benefit all participants, particularly the chief elected official of general purpose government. As a reviewer and a manager, he can involve himself in proposals which are his direct concern, such as those affecting his policies or demanding matching funds from his government. This provides him with the best tool found thus far to influence federal decisions on proposed projects that may affect his own plans and programs. Specific information and assistance is available from several sources. The Federal Regional Council provides consultation service on the entire A95 process. Inquiries should be addressed to: Federal Regional Council, Room 4450 Federal Building, 600 Arch Street, Philadelphia, PA 19106, telephone (215) 597-3653. Detailed information on the process is contained in the publication "A- 95: What it Is—How it Works" available for $1.05 from the U.S. Government Printing Office, Stock Number 041-001-00124 dated July 1 , 1976. An- other source is the Federal Register, Volume 41, Number 8, Tuesday, January 13, 1976 "Evaluation, Review and Coordination of Federal and Federally Assisted Programs and Projects." Publications are often available from Clearinghouses which are listed in OMB A-95 Directory for State, Metropolitan and Regional Clearinghouses" published in the Federal Register, Volume 42, Number 6, Monday, January 10, 1977. NEWPORT NEWS USING COMPUTERS TO COMMUNICATE Communicating with businesses affected by Newport News laws, ordinances, resolutions and actions is the objective of a computerized master listing recently initiated by the City's division of commerce. Spearheading the project to compile a complete list of industrial and commercial businesses in Newport News is commerce director Al Schlim, who described the goal and said he believes the program "will enable the City to better communicate with businesses, especially when actions are taken that directly affect them." He outlined the first phase of the project which has involved his staff in compiling an initial list of data found in available records, the city directory, telephone book and field surveys. Information being collected for the computer program listing includes name, address, type of product or service, number of employees and year of establishment of each company. Schlim, who has identified 2,802 businesses to date, said over 300 businesses have started their activities in Newport News with new licenses within the past nine months. "We sent letters and survey forms to each of these businesses in November, with the objective of further purifying the computerized master list," the commerce director said. The return of the survey forms and even those letters returned as "not deliverable" have helped in updating information in the data bank. "We also placed ads in the local newspapers advising businesses of this project with hopes to reach those businessmen who did not receive a letter," Schlim said. Presently, he has received responses from nearly 30 percent of the total number of businesses in the city. He emphasized that the City commerce division will be following up with those businesses who do not reply. Those businesses who have responded with problems to discuss are presently being contacted by personal phone calls. The division is now pursuing solutions to 67 problems presented so far as a result of the project. First Economic Report A new economic report which compares the prime economic indicators between quarters is being undertaken by the planning district commission of Lee, Wise and Scott counties and the City of Norton; it is the first of its kind in the state. According to Bruce Robinette, executive director of the commission, the survey report will be valuable to private businessmen and public officials, as well as others interested in the district's economy. The "Quarterly Index," as it will be called, will establish trends from its comparisons. Economic indicators used were occupancy permits for single family homes, multifamily units and mobile homes, new car registrations, residential power connections, telephone connections, average bank assets and taxable sales. In addition to the quarterly indicators, there will also be two annual indicators provided, population growth and per capita income. All figures are broken down by county and the City of Norton. The first index covers the period from April 1, 1977 to June 30 and the second from June 30 to September 30. By publishing a two quarter report in the beginning, LENOWISCO has established a starting point for trend analysis. Highlights of the first report indicate upward trends with a growth of $5,555,172 from the quarter ending June 30 to the quarter ending September 30. The report also shows that residents of the area are currently purchasing new cars at the rate of over 10 a day. Other significant indicators for the quarter ending September 30 include an overall three-month increase of 390 residential power connections, 70 commercial power connections and 220 telephone connections. Bank assets were also up 4.7 percent over the previous quarter. It is the hope of the LENOWISCO Planning District Commission that the quarterly index will "fill a void which has long been neglected," the commission reported, adding that it will make it easier "getting a handle" on growth in southwest Virginia. ^ °8 ^ > Q "S Z (J >. 19 �u z g < z u 20 Places LYNCHBURG—An engineering firm was recommended to City Council to serve as consultants to develop the Lynchburg Municipal Airport master plan at a cost of $72,200. T h e plan will serve as a guideline to provide ways in which the local airport can curb the decrease in the number of passengers boarding Piedmont Airlines' planes during the last several years. The plan, expected to take approximately 9 months to complete, is intended to include special emphasis on improved air service in Lynchburg. WAKEFIELD—The T o w n Council was asked to consider developers for the Town's 121-acre tract slated for industrial development. The request was made to Council after the governing body had received group proposals for industrial use of 2 to 5 acres. In the past. C o u n c i l has w a i t e d in e x pectation of a large industrial company as opposed to smaller ones. FAIRFAX—For the second c o n secutive year, the City has w o n national honors in the Keep America Beautiful awards program. The City was recognized for its efforts over the past year to improve the appearance of the community through such means as environmental education programs in the City schools, a newspaper pickup and recycling program, a Citywide cleanup effort, tree and shrubbery planting projects and a residential and commercial awards program. The awards spotlight the efforts of the City's public services department and a nine member Council-appointed Community A p pearance Committee. ALEXANDRIA—City Council is being asked to decide whether to limit the number of dogs a homeowner can keep. The City's Board of Zoning Appeals has requested Council to study the matter. If the study is approved by C o u n c i l , the major question the City staff w o u l d h a v e to c o n s i d e r is whether to restrict the definition of kennel to commercial or industrial zones and whether to place a limit on the number of dogs a person can keep in a residential zone. T h e C o u n cil also recently passed an ordinance that prohibits nonhandicapped motorists from parking in spaces on private property reserved for the handicapped. This is a constructive move to provide needed assistance to the handicapped. Police Chief Charles T. Strobel has warned motorists that he plans to crack down on those violating the regulation. Violators will be towed from the parking space. Also in Alexandria, the Landlord-Tenant Relations Board has approved three legislative changes that would aid all tenants living in the City. The changes would clarify the eviction procedure to be used w h e n a tenant has not paid rent, require all landlords to abide by the landlord-tenant law and allow either the City or the Commonwealth's Attorney to intervene in cases w h e r e there is a breakdown in services to tenants. The Board's recommendations will be passed on to the City C o u n c i l , and if approved, to the G e n eral Assembly. RADFORD—President Carter declared Radford eligible for disaster relief assistance. The City does not know exactly how much money will be received from the federal government since the City will have to spend the money first and then be reimbursed. Administrative Assistant Bob Lloyd said it could be anywhere from $40,000 to $120,000. HAVMARKfT—The Town Council may vote to have a public hearing to consider its continuance as an incorporated t o w n . Some councilmembers feel that the town would be best served if they became a part of Prince William County. Other councilmembers believe that giving up the T o w n Charter would prevent the government from remaining close to the people. Haymarket has been incorporated since 1799. WINCHESTER-Jhe master plan for the City's recreation park was unanimously approved by the City C o u n c i l . The Council approved the three phase plan, w h i c h includes $796,000 worth of improvements, but did not identify any specific funding proposals. The master plan is a ten-year plan. RICHMOND—C'My Council approved the plans for Project I, the proposal for building a downtown convention center complex. Project I involves the spending of public and private money; the estimated cost to the City would be $29 million. NEW CASTLE—The Town's request for having a joint planning commission with Craig County has been approved by the county supervisors. The T o w n does not have a planning commission of its own and asked the Board of Supervisors if the Town could be included in a County c o m prehensive plan that the Supervisors expect to draw up soon. T h e Town would be charged only for costs directly relating to naming its representative to the County commission. FAIRFAX COUNTY—The County has been awarded $405,802 by the U.S. Department of Labor to finance a training program for high skill level jobs for long term unemployed and underemployed persons. Awards for the new program, called the Skill Training Improvement Program (STIP), were made on a competitive basis. Fairfax County's was the only proposal from a Virginia jurisdiction to be selected for funding. It involves participation by several local business firms in the Federally financed and County managed program. Under the grant to Fairfax County, training and job placement will take place in the fields of computer technology, electronics and automotive repair. VML Involved in Degree Program The Virginia Municipal League is one of the advisors to Virginia Polytechnic Institute and State University to help develop its advanced degree program in public administration. The group of advisors which includes a banker, a member of the House Appropriations Committee and a member of the State Department of Personnel and Training, discussed how to relate research and public service projects to the program, w h i c h leads to a doctorate or Certificate of A d vanced Graduate Studies. The degree program is for consultants, researchers and managers in public administration jobs. The advisory group decided the best program would be one that will generate the public's confidence in government services and will help create policies to solve government problems at a reasonable cost. �Professional Directory CHEWNING-HOGGARD AND A S S O C I A T E S , I N C . HARLAND BARTHOLOMEW & ASSOCIATES LANDSCAPE ARCHnZCTUftZ Geological, Soils and Environmental Consultants Ground Water Studies Land Disposal of Effluents and Sludges Solid Waste Studies • Foundation Evaluations ENGINEERING 201 East Gary Street Richmond, Va. 23219 Phone 804/649-8627 DEWBERRY, NEALON & DAVIS HENNINGSON. DURHAM A RICHARDSON Environmental and Public Works Engineering Engineering Plans, Studies and Laboratory Sen/ices Consulting Engineers, Planners and Architects Vienna, Virginia • Phone: (703) 281-2400 Staunton, Virginia • Ptione: (703) 886-8555 BRLDUJin ROD GREGG 620 l^ay Avenue • Norfolii, Vo. . 235 16 eirchwood Office Pork - VQ.Beach.Vo,. 23452 8550 Arlington Blvd.- Fuirfox, Vo, • 22030 G R E E L E Y AIMD Gannett Fleming Corddry & Carpenter Engineers and Planners Engineers Planners Surveyors 114 Eist C.rv Strt«t • Richmond, Virgini. 23219 T4l«ptlon<: 804/644 9493 H A N S E N Construction Services For W a t e r , W a s t e w a t e r And Solid W a s t e s CONSULTING ENVIRONMENTAL ENGINEERS 123S8 Warwick Boulevard, Newport Newi, VA 23606 703/534-8716 RUSSELL & AXON Engineering and Planning n i l Northshore Drive Knoxville, Tennessee 37919 Telephone: 615/588-6444 Consultants 1028 Olde Forge Plaza Fredericksburg, Virginia 22401 Telephone: 703/371-8040 Officas In; Florida • Georgia • T o n n o i s e * • Missouri Illinois • South Carolina • North Carolina • Virginia T H E PITOMETER ASSOCIATES McDONALD HURT <• PROFITT, INC. a Professional Corporation Highways, Railroads, Foundations, Waterfront Facilities, Water Supply, Sewage Disposal, Planning Studies • Reports • Design • Consultation 484 N e w t o w n R d . Virginia Beach, V a . Falls Church, V A Norfolk, V A 804/461-0155 I M A L C O L M PIRNIE l E N G l N E E R S , INC. 2 3 9 S Riverside Plaza • Chicago. iL 6 0 5 0 6 • I 3 1 2 ) - 6 4 e - n 5 5 5 2 0 6 Markei Road • Pichmond. VA 2 3 2 3 0 • 1 9 0 4 1 - 2 8 5 - 9 0 0 9 New York 1 0 0 0 7 Philadelphia 19103 . Tamoa 3 3 6 0 7 P. O . B o x 12047 Norfoli<, V i r g i n i a 122« MwlttfM TOTMT, N s r f o l h . V a . 239W 5454 WiMonsIn AvsntM. Waah.. O . C . 20015 &>nsulting Engineers I n d u s t r i a l W a s t e T r e a t m e n t • fHigttwavs Orainage»Water & Sewerage Systems - S u r v e v i n g E n v i r o n m e n t a l Sturjies • P r i v a t e P r o j e c t s Studies. Designs And LANGLEY, MCMTVCTUM •ffLMNWW*• t V i r E M • fOOIWOIIPCt 8411 Arlington Blvd., Fairfax, Virginia (703) 560-1100 113 South Chestnut St., Marion, Virginia (703) 783-7271 1640 Maple Dr., Danville, Virginia (804) 799-9403 1400 Pleasant View, Staunton, Virginia (703) 886-3957 Austin Drockenbrough and Associates E N G I N E E R S CONSULTING H B & A OF VIRGINIA !'. O . Box 2125 Virginia Beach, \. 23432 Phone 004/340-5050 11!24 Jdfenoi, Avenue. Newport ^Jew!. Virginia 23601- 804-595 5561 Betz-Converse-Murdoch Potomac Group, Inc. PLANNING COMMUNITY DEVELOPMENT E N G I N E E R I N G • MUNICIPAL P L A N N I N G Engineers - Planners - Engineers Water Waste Surveys Trunk Main Surveys Water Distribution Studies Special Hydraulic Investigations Surveyors Semtery Mun,c,p«l iftater Soil, a, Foundeiioni L vncr)burg. Vifg.n.a Z4505 Tolepiiooe 18041 847-7796 1933 Fort Avenue 100 Church St., New York, N. Y. 10007 Chicago Columbia Atlanta New Milford, Ct. u R. S T U A R T R O Y E R & ASSOCIATES CONSULTING ENGINEERS WATER S U P P L Y » REPORTS • SEWERAGE S Y S T E M S DESIGNS • SEWAGE DISPOSAL • APPRAISALS P. O . Box 8687 1514 Willow Lawn Drive Richmond, Virginia 23226 Phone 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Con»utttng Engln*«r» Water Supply • S e w a g e • Industrial Waste Treatment • Trealability Studies ! 140 Sylvan Avenue, P.O. Box 1218 Englewood Cliffs, N J . 07632 201 -567-8990 • 405 So. Parliament Drive. Suite 101 Virginia Beach, Va 23462 804-499-4596 FREDERICK 6 . GRIFFIN, INC. b o d i e , m i l l s , %ayiar ENGINEERS k PLANNERS Communications, 911 Studies, Alarm Systems, Mobile Radio Systems, Telephone, Cable Television, Industrial Engineering Monitor and Telemetry Systems. 7212 Timberlake Road • Lynchburg, V a . 24502 804/237-2044 J. K. TIMMONS & ASSOCIATES, INC. CONSULTING ENGINEERS 1314 W. Main St. • Richmond, Telephone 353-6687 SAXITARV Reports, • MUNICIPAL Plans, Supervision, Va. • WATER Appraisals ~ BD CriO N S U L T I N G and pury«ar, i 08 ENGINEERS r e s e a r c h rtJ.,r Dhooe [ S 0 4 1 7 9 4 - S a e 3 SOUTHERN ENGINEERING COMPANY OF VIRGINIA CONSULTING ENGINEERS 1000 Crescent Avenue, N.E. Atlanta, Georgia 30309 404-892-7171 < z a a: 21 �YARGER AND ASSOCIATES, INC. MARSH & BASGIER, INC. P.C. Over 500 Surveys Position Classification and Pay Plans Management and Organizational Studies Test Construction—Fire and Police Studies ENGINEERS — SURVEYORS — PLANNERS 2830 Mary Street, Falls Church, Va. 22042 730/560-6900 Virginia Beach, V a . (23452) ROSSER H. PAYNE 6 ASSOCIATES ptanoing ^ nrufUgcmcDt consultants • COMPREHENStVE PIANNING TOWNS, COUNTIES >nd CITIES • ZONING, SUPERVISION and 101 N. Plaza Trail — 804-340-2631 BREMNER.YOUNGBLOaO.&KINCS.INC. ENGINEERS^ S U R V E Y O R S ° P L A N N E R S FOK V I R G I N I A ' S Land S u r v e y i n g • COMMUNITY DEVELOPMENT PROGRAMS ENVIRONMENTAL ASSESSMENTS Planning and 1151 H a n o v e r G r e e n Drive 59 culpepcr st. warrcnton . va. (703) 347-3600 Engineers-Consultants COMPLETE ENGINEERING SERVICES N. Charles St, Baltimore, Md. 21201 2733 TIDEWATER MASS TRANSIT PLANNING COMMERCIAL & DESIGN • • • • • RALEIGH • ENGINEERING RESIDENTIAL CITY & REGIONAL PLANNING PLANNING WEST PALM B E A C H JACKSONVILLE • a Norfolk, Virginia BENGTSON. D E B E L L f t ELKIN, INC. CONSULTING ENGINEERS & SURVEYORS COMPLBTB PUBLIC W O H K B •NaiNBflHINa AfSID LAND SUnVBVINO SBRVICBS Mechanics' NASHVILLE NORFOLK DR. N O R F O L K . \ ' A . 23509 URBAN DEVELOPMENT/TRANSPORTATION PLANNING / DESIGN / IMPLEMENTATION P L A N N I N G ft D E S I G N S T R U C T U R A L ft C I V I L 5721 Sellger Drive Environmental 1730 Studies, D e s i g n " ^ and C o n s t r u c t i o n Management Gilbert Associates of Virginia, Inc. Engineers/Consultants 4 t 1 Cedar Road, Chesapeake, Virginia 2 3 3 2 0 B A R T O N - A S C H M A N A S S O C I A T E S . INC. DESIGN PARKING ANALYSIS A F A C I L I T I E S DESIGN TRANSPORTATION Traffic E n g i n e e r s Water Supply and Purification ' Sewerage and Sewage Treatment • Streets and Highways • Investigations and Reports • Supervision of Construction. KIMLEY-HORN ^nd ASSOCIATES. INC. & HIGHWAY ASSOCIATES Development R. K E N N E T H W E E K S ENGINEERS ASSOCIATES T R A f PIC OPEHATIONS C. OVERMAN engineers • surveyors- planners Phone ( 8 0 4 ) 7 4 6 - 5 2 8 5 WHITMAN, REQUARDT AND nil ^ Land Water & W a s t e w a t e r E n g i n e e r s ECONOMIC STXiBIES WILLIAM Sverdrup Sverdrup & Parcel and Associates, Inc. aoo North I2ih Boulevard St LOUIE, Missouri 63101 Downtown Revitalization/Malls Community/Economic Development Traffic/Transportation/Parking Transit Needs/Ope rations Parks/Recreation/Preservation 314,436-7600 TWX 910-761-108S Cable SPECO St. Louis St. NW; Washington, D.C. 20006; (202) 466-8230 Raymond, Parish, Pine & Plavnick ENVIHONMENT AL Planning & Community Development Consultants 1010 Vermont Avenue N.W,, Suite 800 Washington, D C . 20005 202 783-2924 A MMO MUNICIPAL CNGiNE EniNG LAND DEVELOPMENT • PLANNING, €NGINtERlN&, SURVEYING, CONSTRUCTION MANAGEMENT URBAN Pi ANNiNG FtASIBiLiTT STUDIES Patton. Harris, Rust & Guy tK>n»\n Engin—ra . Surwyor* . PlaiYWrs CornpiMe prafMsional S W V I C K for municipaliiiM and public tyurc—t OHK* 1 0 5 2 3 hlwnSt . Fairfax. VA 22030 , (703)273-8700 VaiWy O t i c * XK) S. Main St . BridgMMr.Vte 2 2 8 1 2 , ( 7 0 3 ) 8 2 8 - 2 8 1 6 CONSULTANTS-DC SIGNERS 1603 S a n t a R o s a R o a d Tyler B u i l d i n g - S u i t e 120 R i c h m o n d , VA 2 3 2 8 8 804-288-4051 CH2MKHILL i g . Consultants to Municipalities on Environmental Systems Eastern Regional Office: 1930 Isaac Newton Square E Reston, VA 22090 • Phone (703) 471-9710 I S M OBRIENSGERE Consulting Engineers P C Box 3855, Charlotte, NC 28203 / 704-374-1822 Syracuse, NY / Poughkeepsie, NY / Philadelphia, PA / Dover, D E / Chillicothe, OH Virginia'j Only McMANlS ASS0CI.4TES, INC. Washington • San Francisco Management Consultants to City and County Governments Productivity Analysis " Fiscal and fvtanagement Systems Community Developnwnt o CETA/fVlanpower Services o Economic Development 1201 Connecticut Avenue, N.W., Wasfiington, D.C. (202)296-1355 MUNICIPAL BOND Specie 7 2 5 C h u r c h Sf • • - l y n c h b u r g , V o , * 804 846.2711 Williom W. Wmfree, Jr Edward T. Ptttigrtw. it. . Dealer! and Underwriteri . Financiol A d v i i o r i for B o n d l i j u e j �BOOZ • A L L E N & HAMILTON, INC. . . Provides a full range of consulting local and regional governments. FOR services MUNICIPAL ADVISORS INCORPORATED to F I N A N C I A L AND M A N A G E M E N T CONSULTANTS TO MUNICIPALITIES F U R T H E R INFORMATION CONTACT: • Advisor cm Finiinciiil and Markeling MeitUirs Rrliiting lo Issuiincc; of Municipal Bonds • Posilion CUissificalion/Ciompcnsalion Plans • Manaj^cmfml and Orjjanization Studios • Exnculivf; Search and S('l(u;tion E R I C S. HANSS£N DIR. L O C A L GOVT. S E R V I C E S 1 0 2 5 C O N N E C T I C U T A V E . N.W. W A S H I N G T O N , D.C. 20036 (202) 2 9 3 - 3 6 0 0 SAN F R A N C I S C O fTL^PJ ^ • ^ ^ ™ B ^ ^ 1776 • • • • CHICAGO WASHINGTON NEW Y O R K Cresap, McComnick and F^get LAWRENCE B. WALES ROGER M. SCOTT P.O. BOX 45 Virginia Beach, Va. 23458 804/422-1711 mc Managamanc ConsultanCB K STPEET. N W. WASHINQTON. Municipal Organization Police and Fire Public Works Financial Management • • • • D C SOOOB Personnel Administration Facilities Planning Economic Development Data Processing • • • • • 18081833-0390 Education Administration Operations Review Courts and Probation Tran$port«ion Management WBShinoton • N « w York . Chicago • B a n F r a n c i a c o Directory R I C H M O N D . V I R G I N I A POLICE & G U A R D E Q U I P M E N T LEATHER A C C E S S O R I E S TEMPLE FOUNDRY, INC. CONSTRUCTION CASTINGS S I N C E 1924 233 Telegraph Road ALEXANDRIA, V I R G I N I A 22314 (703) 960-3220 APPLIED SCIENCE LABS, INC. JOHN F N E V E S Pres Pol lutiOfi Control Chemists Bacteriologists Clinical Testing G e o r g e C u n n i n g h a m , Field Representative "imagineered" P L A Y G R O U N D and PARK E Q U I P M E N T Engineers Product Development Specialty Manufacturers 218 N ADAMS S T R E E T RICHMOND VA 23220 804/649-9620 CCO^ Korman Signs / ) HEADQUARTERS FOR TRAFFIC GAME TIME, C U N N I N G H A M A S S O C . INC. B=x 9554 L a k e s i d e Br., R i c h m o n d , V a . 23228 Phone 8 0 4 / 2 6 2 - 2 4 0 1 Leading Leading ^ Line of Municipal Lines EQUIPMENT COMPANY Equipment quipmeni ih RICHMOND - S A L E M - NORFOLK B L U E F I E L D - COBURN P R O D U C T S AND S I G N S 3027 LINCOLN A V E . EQUIPMENT LEASING "Reasonable rates for lease or ban financing of machinery, equipment, aircraft, store fixtures, furniture, computers, chattel mortgages, leasebacks, vendor programs, and Investment credit transactions. Delta Leasing Co., Richmond, Va 353-9591" RICHMOND, VA. 23228 O F F I C E 262-6050 BY INC. mm L > _ ^ Public Research and Management, Inc. MANAGEMENT CONSULTANTS ORDINANCE CODIFIERS 1S7 Luckie St., N.W. Suite 416 Atlanta, Georgia Wash. Bldg. 30303 Waihinjton.D.C. �Aren't these the two things you want most from a landfill compactor ... pack down the refuse and hold down costs? Cat Steel Wheel Compactors do b o t h . . . to give you a higher return on your land and machine investment. Here's why. The Cat 816 and 826B run on unique steel-bladed chopper wheels. Their chopping action cuts, crushes, flattens and compacts landfill materials more efficiently than other landfill compactors. They get extra traction and stability even on 3:1 slopes. And Cat Compactors can cover daily cells with enough top soil to keep your landfill up to specs. That's w h y . . . if your job is landfill... your compactor should be a Caterpillar... available now from your Caterpillar dealer. Cat 816...up to 250 tons daily ^a^26^^iiot^hai^0^on^a^ You get more from a Caterpillar product. Because more goes into it. CATERPILLAR Your Caterpillar Dealer C a t e r p i l l a r Cat a n d f f l J t o JrP c o n a . Illinois 6 1 6 2 9 U S A CARTER MACHINERY COMPANY, INC. Salem, Norton, Virginia • Bluefield, West Virginia / VIRGINIA TRACTOR CO., INC. Richmond, Chesapeake, Fisherville, Haymarket, Virginia * 1% • it k i of C i i f r pili.it Trji � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 13, Number 2 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource February 1978 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197802 https://www.virginiaroom.org/digital/files/original/69/6396/197803.pdf 3c6db1e9cbe11065a8fc5c6d0c6e9685 PDF Text Text �Editorial UNIFORM SENTENCING PROCEDURES Holding statewide office is quite a contrast to service in the General Assembly. The legislative process is one of negotiation and compromise, where 140 men and women become the voices of their constituents in considering legislation. When a proposal is considered, each legislator has but one vote among many. In the executive branch, both the Governor and Attorney General are responsible to all the people of our diverse Commonwealth and each has the ultimate responsibility to mold and execute policy. There is no "collective" responsibility for a decision; it all rests, in the end, with one person. I feel that my years in the House and Senate of Virginia have prepared me for working with the diverse interests represented in Virginia. My constituency included towns, three growing cities and urbanizing and rural counties so I have become well aware of the problems facing municipalities. As you know, my primary responsibility is to provide legal services and advice to the Commonwealth, but my office also works with local government. While the primary source of legal advice to local government is its county, city or town attorney, my office will be available to assist you in any manner possible to resolve legal issues. It is my intent to expedite responses to your questions and to reduce any delays you may have experienced in receiving formal or informal advice. o One problem which affects all of us, but especially municipalities is crime. One of my priorities is to promote reform in our criminal justice system, and I wish to acquaint you with a proposal that I have made to reform our criminal sentencing procedure. It has become apparent that what we are doing now is not working because there are no uniform guidelines. A defendant's sentence is determined, more often than not, by who he is, where he lives, or which judge is presiding. If two men rob a convenience store, it is possible that one may receive a suspended sentence, while the other may serve ten years in jail. This is hardly equal justice under the law. In addition to punishment, another hoped-for effect of prison is deterrence; but that benefit is lost when there is no certainty in sentencing. Criminals are gamblers, and they know that the odds are they can beat the system even if they are convicted. That same system is deceptive and frustrating to the people. If our citizens are satisfied that 10 years in prison is appropriate punishment for an offense, they may be dismayed to learn that the offender can be paroled after serving only two and a half years. Clearly, it is time for a change. If an offense deserves five years imprisonment, the criminal should serve five years and not one year or ten years. If a person knew he would serve five years for the offense, he might be less inclined to commit it. I have prepared draft legislation for uniform sentencing procedures, which I will recommend to the General Assembly in my capacity as chief legal officer of the Commonwealth. My former colleague. Senator Wiley Mitchell, has introduced the measure in the Senate. The intent of this legislation is to establish a specific "presumptive" sentence for every crime in the Commonwealth. Under the law, a presiding judge would be expected to give the presumptive sentence which fit the circumstances, unless he explained in writing his reasons for deviating from it. The effect would be that most sentences for a given crime under similar circumstances would be the same. Once a sentence has been given and the appeal procedure completed, the full sentence would be served, less time off for good behavior. The parole system would be abolished, since a criminal would be expected to serve a full sentence. The people and the criminal would know that a tenyear sentence is a ten-year sentence, and the only hope for being released sooner lies in being a model prisoner. This proposal is comprehensive and may seem to be a dramatic departure from our current practice. But we should be reminded, as the Constitution of this Commonwealth instructs, that "no free government, nor the blessings of liberty, can be preserved to any people but by firm adherence to justice [and] moderation." Criminal sentencing is the major area in which the State seeks to draw the delicate balance between the rights of society and individual rights. We must subject this process to our goal of equal justice under law—to bring justice and moaeration to criminal sentencing. Seeking justice seems to me the most fitting way to begin my tenure as Attorney General. I hope you will join in that effort. < z a > 2 Marshall Coleman Attorney General Commonwealth of Virginia �Virginia *City EDITOR Richard L, DeCair M A N A G I N G EDITOR Charlotte Kingery ASSOCIATE EDITOR M i c h a e l S. Deeb ADVERTISING MANAGER John S. Ziolkowski, Jr. BUSINESS A N D C I R C U L A T I O N MANAGER Brenda M . Southworth TELEPHONE 804/649-8471 MARCH, 1978 VOLUME 13 NUMBER 3 5 COMMUNITY DEVELOPMENT 8 REFLECTIONS OF A MAYOR'S WIFE 12 MUNICIPAL INFORMATION PROGRAMS 15 LOCAL GOVERNMENT AND THE ARTS 16 THE WELL-PAID PUBLIC EMPLOYEE DEPARTMENTS Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia M u n i c i p a l League. 2 Editorial 7 Commentary 10 People 13 Legal Guidelines 14 Places 18 Ideas 19 Marketplace 21-23 >• Directories u o3 ON THE COVER: Photograph courtesy of Virginia State Library. VIRGINIA TOWN & CITY is the only official magazine of the Virginia M u n i c i p a l League (formerly the League of Virginia Municipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, R i c h m o n d , Virginia 23219. All contents, copyright ® 1977 O h- < by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. Second-class postage paid at R i c h m o n d , Virginia. Subscription rates: $7.00 per year, $1.50 per copy. > �dllii^feir cheapo; Wherever in the world you want to go a station-to-station call is the cheapest way toget there. u Z France Italy Germai^ lapan Australia Philippines United Kingdom station-to-station Person-to-person $6/5 $12.00 $9^0 $1Z00 $5,40 $9,60 ^'^ > Station rates are available to most countries of the world. "^'^^ S-mmute And to some countries you save even more when you call station-to-station on nights or Sunday For instance, if you call the United Kingdom nights or Sunday it's only $4.05. Collect calls are usually accepted only at the person-to-person rate. Telephone Company credit cards are honored for calls from the U.S. to all countries. So, when you want to be in another country on business or pleasure, a station-to-station call is the cheapest way to get there. d a y t i m e rates a n d d o not i n c l u d e tax. @ OD T I U K l6i©pnOn© �COMMUNITY DEVELOPMENT BLOCK GRANT & VIRGINIA LOCALITIES By CARROLL A. MASON The Housing and Community Development Act of 1974, Public Law 93-383, was signed on August 22, 1974. The Act marked a new era in relations between the Federal Government and units of general local government. Title I of the Act, the Community Development Block Grant Program (CDBG), consolidated seven existing categorical grants-in-aid programs administered by the Department of Housing and Urban Development. The oldest of these programs had been in force for 25 years. The new program simplified local application and Federal review requirements to avoid funding delays and uncertainties. Local elected officials, rather than special-purpose agencies, are now responsible for determining community development needs, establishing priorities and allocating resources. In addition, entitlement grants are made to smaller "hold harmless" cities on the basis of their prior program experience in the categorical grant programs. Other units of general local government may receive discretionary grants from several funds established in the legislation. Local elected officials are now responsible for determining needs Community development activities that may be carried out using community development block grant funds include all activities eligible for funding through the categorical grant programs and certain new activities within the spectrum of community development. Block grant funds may be used anywhere within the local governments' jurisdictions to serve principally the needs of low- or moderateincome people, to aid in the prevention or elimination of slums and blight, or to meet other urgent community needs. Programs consolidated into the community development block grant are Urban Renewal, which includes Neighborhood Development Program (NDP), Model Cities, Water and Sewer, Open Space Land, Neighborhood facilities. Rehabilitation Loans and Public Facilities Loans. Units of general local government having direct entitlement to block grants are arranged by state, along with applicable discretionABOUT THE AUTHOR Carroll A. Mason is the Richmond Area Director, Department of Housing and Urban Development. ary funds which have been allocated among the Standard Metropolitan Statistical Areas (SMSA's) and state governments. Under Title I of the Act, major cities and many large counties are entitled to receive a community development block grant, the amount of which is based upon an objective needs formula. Such units of government, accustomed to receiving community development funds from HUD at a level higher than their entitlement using the formula, have continued to receive their prior program level over the first few years of the Act and are commonly known as hold harmless. The "hold harmless" provision which allows for this, is also extended to certain smaller communities which, while not qualifying for a formula entitlement, have participated in specified categorical programs which are superseded by the block grant program. The requirements for direct entitlement are set forth in Federal Regulations, Part 570. Discretionary Balance Funds are those funds remaining from those appropriated each year, after providing funds to units of government having a direct entitlement to block grants, and are allocated among metropolitan areas (SMSA's) and, in the case of non-metropolitan areas, on a state by state basis. These funds are used for making grants to states and units of general local government based on comjetition among those located in the geographic joundaries for which the funds are allocated. Other discretionary funds are also available under the Act for special purposes (urgent needs and secretary's funds). A key distinction between categorical grants-inaid and the block grant program is that all funds in the new program are distributed to units of general local government. Unlike earlier programs, special purpose agencies (redevelopment authorities, local public agencies, local housing authorities, school or park districts) are not eligible applicants or direct recipients of funds. The Community Development Block Grant Program years are 1975, 1976 and 1977. The total dollar volume for all CDBG programs under the jurisdiction of the Richmond Area Office in the Commonwealth of Virginia (as of January 11, 1978) amounts to over $180,000,000 of which $84,000,000 has been dispersed to units of general local government. Of this amount, $140,000,000 has been approved for entitlement cities with $72,000,000 being dispersed. Discretionary applications have been approved for an amount in excess of $29,000,000 in grant funds with $10,000,000 being dispersed. During this three-year period, Virginia communities have been approved for $14,000,000 in urgent needs funds with approximately $1,000,000 being dispersed. Approximately $800,000 has been obtained from the Appalachian Regional Commission and the Economic Development Administration (EDA) with HUD providing the local share. Approximately 100 Virginia communities with geographical representation covering the entire State have received Community Development Block Grant funds. This disbursement represents 21 entitlement communities and 80 discretionary communities. While these figures in total dollars and in the number of participat- �ing urisdictions seem impressive, the demand for funds far outstrips available resources. A large number of entitlement localities have used their CDBG funds for continuation and completion of urban renewal projects. Localities using entitlement funds for continuation and completion of urban renewal activities include Chesapeake, Hopewell, Lynchburg, Newport News, Norfolk, Norton, Petersburg, Richmond, Roanoke, Saint Paul, Hampton and Williamsburg. Rehabilitation of existing housing is a popular activity of entitlement cities. Cities participating in this type of program are Norfolk, Portsmouth, Richmond, Suffolk, Newport News, Hampton and Chesapeake. At the present time, additional entitlement cities are in the process of considering this program. Far and away the most popular activity of discretionary communities is water and sewer systems. Many of these communities have been declared by the State Health Department to have an extreme emergency due to the quality of water furnished its citizens. Three Virginia communities are participating in urgent needs funding, one of which is completing a neighborhood facility while the two others are involved in urban renewal projects. Chief benefit—allows localities to change funding priorities In helping to meet the needs of communities applying for assistance, HUD has simplified its requirements under the CDBG Program. CDBG regulations have been reduced substantially when compared to those for categorical grant programs. Under the CDBG program, one application per locality is required each year compared to an average of five per year previously. CDBG legislation requires that entitlement applications be approved automatically if HUD does not act within 75 days. One of the chief benefits which localities have derived from the CDBG program is an opportunity to change their funding priorities. Our experience indicates that in excess of 90 percent of localities with prior HUD Categorical Program involvement have made some change in their highest funding priorities. Of particular significance under the CDBG Program has been an increase in the number of small cities funded with less than 25,000 population. There are many reasons why government is interested in housing and its associated benefits. Philosophically, the interest is in the quality of living associated with good housing. Practically, it is a matter of economics. Slums require higher public expenditures than other areas for police and fire protection, public health work and welfare. Government is directly related to housing in many ways, through regulations in building codes in both private enterprise and in public expense houses or apartments which are sold or rented. All levels of government are directly involved local, state and national. It behooves each community to provide the best housing, and its associated by-products, possible for the betterment of all citizens. Each of us will, in the long run, gain from the eradication of problem areas, in housing. �Commentary VIRGINIA CREATES A DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT by Marcia S. Mashaw Institute of Government, University of Virginia On July 1,1978, the Commonwealth of Virginia will consolidate activities from several state agencies to create a Department of Housing and Community Development. The change was authorized by the 1977 General Assembly in response to recommendations from the Commission on State Governmental Management (the Hopkins Commission). The Commission felt that fragmentation of responsibilities had prevented effective state programs in the areas of housing and community development. This move is important to local officials because it will change patterns of state-local interaction in affected service areas and because it will heighten the visibility and, possibly, the political importance of a group of programs which are important to local government. As stated in a task force report submitted to Governor Mills E. Godwin in December, 1977, the mission of the Department of Housing and Community Development will be "to enhance the quality of individual and community life by promoting suitable housing and safe, healthy and economically viable communities." The new department, which will be responsible to the Secretary of Commerce and Resources, will combine into one agency the existing Office of Housing, the State Fire Marshal's Office, the divisions of Local and Regional Planning and Special Programs (presently in the Department of Intergovernmental Affairs), and the local technical assistance activities of the Office of Human Resources (all now housed in the Department of Intergovernmental Affairs). In addition, the Virginia Housing Development Authority will be included within the department in order to maintain liaison in the develop- ment of state housing policy. Responsibilities transferred from the Department of Intergovernmental Affairs to the new department include: • collecting information on planning and development activities in Virginia's governmental subdivisions and gathering data related to city or county boundary alterations, changes in form or status of government, intergovernmental agreements and arrangements and such other information as it may deem necessary • assisting planning agencies, planning district commissions, service districts and governmental subdivisions in the preparation of development plans and programs, service district plans or consolidation agreements • assisting the Governor in reviewing budgets submitted by planning district commissions in accordance with §15.1-1412 of the Code of Virginia • administering federal grant assistance programs related to economic and community development; i.e., from the Appalachian Regional Commission, the Economic Development Administration and similar federal agencies; and • administering the provisions of the Urban Assistance Incentive Fund Act. Housing activities will be an expansion of those presently performed by the Office of Housing. These include: • developing state housing and community development policies, goals, plans and programs for the consideration of the Governor and the General Assembly • determining housing requirements of the state and designing programs to coordinate the elements of housing production, with an attempt to assure the availability of housing where and when needed • coordinating the various state housing programs and cooperating with state agencies which engage in housing-related activities and • establishing and promoting various public informational and educational programs relating to housing, including programs on the availability of housing assistance from different levels of government, programs designed to prepare families for home ownership, programs to assist sponsors in the development of low and moderate income housing and programs designed to lessen the problems of rental housing management. In order to promote coordination of housing programs and policies, the new law requires that the Housing and Development Authority submit reports to the Director of the Department of Housing and Community Development on the Authority's policies, objectives, priorities, operations and programs. In addition, the department will administer the provisions of the Industrialized Building Unit and Mobile Safety Law and the Virginia Fire Safety Law (both of which are presently administered by the State Corporation Commission) and the provisions of the Uniform Statewide Building Code (presently administered by the Office of Housing). A nine-member Board of Housing and Community Development will be appointed by the Governor, subject to confirmation by the General Assembly. The Board's duties will include monitoring the policies and activities of the department; advising the Governor, the Secretary of Commerce and Resources, and the director of the department on housing and community development matters; providing a means of citizen access to the department; publicizing the policies and programs of the department; and making rules and regulations which may be necessary to carry out its responsibilities. The reorganization follows a national trend to consolidate housing and community development programs into one agency. Although the law provides for no major new activities, the creation of a department indicates an awareness that housing and community development has come of age as a distinct and important service area. Furthermore, the consolidation of existing programs may provide the administrative structure and concentrate political support for expanded efforts in the future. ^ |— (j Z ^ Q |— ^ — ^ [J > 7 �REFLECTIONS OF A MAYOR'S WIFE By RUTH MILLER The City of Falls Church is a very unique place to live because it consists of only two square miles in the midst of the sprawling urban counties of Fairfax and Arlington in Northern Virginia. It has managed to maintain a community atmosphere and residential character but not without the efforts of the citizens. Because of its size, every event that takes place in Falls Church affects the entire community. The cooperation and support of the citizens of Falls Church make it an enjoyable task to be mayor to someone who believes that city government is for the people. My husband, Hal Miller, does just that— he enjoys being the mayor of Falls Church. As a result of encouragement from many people, in 1971 Hal decided to run for City Council. Although he had never had any particular interest in politics, other than helping in political campaigns, Hal had been involved in civic activities such as youth groups, mental health and drug abuse programs, among others. We entered the campaign with two commitments: first, to help others and second, to support what he was doing. Campaigning was exciting as well as challenging and winning was exhilarating. Since, we have experienced another general election and we were reminded of the unusual quality of the people in Falls Church. They unite and work hard for the goals they find important in keeping this a city for the people. What started out for us as a commitment to help others has grown into a love for the City of Falls Church and a desire to serve. All of the excitement and sense of accomplishment does not come about without the many hours of time spent away from the family. I would like to reflect on how public service has made a difference in our lives. Ha is a wholesale lumber-broker and I assist him in his business, operated out of our home. Our five daughters Maureen (21), Sharon (18), Kellie (13), Melissa (9) and Patrica (3), complete our family. Even though I had given Hal my support in becoming involved in public office, there was a time when I fe t that I needed to compete with him to have a sense of fulfillment in my own life. I failed to realize how important it is to put the needs of others first. We were trying to serve the wants of the citizens ABOUT THE AUTHOR Ruth Miller is the wife of the Honorable Harold L. Miller, Mayor of Falls Church. and, in turn, were receiving much support from them. As I began to put away my selfish and jealous ambitions and give Hal the support he needed, he in turn recognized my desires and was supportive of my own endeavors. Instead of going our separate ways, we began to enrich the lives of each other. We have found it important to make a commitment to spend time together, even if it is once a week. To have time for one another is vital to any couple. There are times that we go out together for an occasional lunch date or a walk in the evening following an early family dinner. We have set aside a special time to be with our children, an hour on Friday afternoons, and everything stops while we come together. Each person takes a turn planning an activity for that family hour. Our children seem to understand the importance of the time their father has to spend away from them; however, there is an occasional expression from one of them about wanting him at home more often. Melissa would like to have him home every night, simply because he is the only one who is willing to play cards with her every night. Since our business is at home, Hal is here in the morning with the activity that accompanies getting everyone off to school, which is an advantage. On the other hand, having the mayor's business at home produces other results. Sharon recalls the morning she answered the Dhone and had to listen patiently to someone read a ong letter because they thought she was the secretary answering the phone. Sometimes the phone call is from a reporter wanting to tape on-the-spot comments to be aired on the radio during the day. An occasional call will come during the day from a citizen who has a complaint and just needs someone to listen and to be courteous to them. There have been a few annoying calls but they are rare. When the three older children have gone to school and Patricia is settled down with her activities, Hal and I spend what we consider the most important part of our day; we turn to God in prayer for the city and any particular problems that may be facing us. We are thankful that it is possible to be in public service. Availability is a must for a public servant. Hal has made it possible for citizens to offer suggestions, get explanations or ask questions about the city by being �at City Hall on Monday evenings from 5:00-7:00. it has been a valuable way to keep the door open to all citizens. Once an irate citizen brought a tape recording of the noise in his neighborhood to one of the Monday evening sessions for Hal to listen to for a half-hour. He was so concerned for the citizen that one Sunday afternoon we went with him to this particular neighborhood to hear the noise the citizen had complained about. We left our driveway amid the noise of a neighbor mowing a lawn, another using a power saw on a tree, a teenager working on his car with the radio full blast, a skate board roaring down the hill and wondering what kind of noise we would be facing elsewhere. We drove down the street of Mr. X and it was very quiet; we were the only ones in sight. One of our children spoke up and said, "They must have told all the children that the mayor was coming to their street." This past year brought even more change to our lives since Hal was elected Chairman of the Board for the Council of Governments. The major problem facing the metropolitan Washington area was water supply, bringing a response from many organizations as well as radio and television coverage. We became very serious about conserving water in our own Calendar home and installed water saving devices on the shower and toilet. When a television station wanted to film our bathroom, my first reaction was, no way; I have to maintain some privacy and this is too much. After some thought, however, I realized these water saving devices are beneficial and could help to educate others about their advantages as well as how to install them. I moved out the dog's water dish and the diaper pail, and let the cameras in. It was filmed so that it was extremely helpful to others and in very good taste. We have a special time to be with our children. What we have received from being a part of the history of Falls Church will remain with all of us. Maureen will be getting married this year and has chosen the historical Cherry Hill Farm to be the site of her wedding reception. The parks in the City are a delight to Patricia, and the bicycle trail, tennis courts and square dancing at block parties are all fond memories of Sharon, Kellie and Melissa. There are many things our family has encountered during these years of public service. We can all say, however, that it is only in giving that we truly receive. When you put the lid on a paracrete^system, NLC Congressional Cities Conference, March 5-7, Washington, D.C. Mayors/Councllmembers Shirtsleeve Session, March 16-17, Ramada Inn, Petersburg Master Planning/Fire Protection, March 29, April 5, 12, 17, 19, Statewide U Managing In a Tight Economy, April 57, National Training and Development Service, Washington, D.C. z Municipal Electric Power Association of Virginia, April 12-14, Ramada Inn, Manassas Zero-Base Budgeting In Local Government Regional Seminar, (MFOA), April 13-14, Atlanta, Georgia Virginia Section, ICMA Annual Conference, April 26-28, New Cavalier, Virginia Beach it stays put! CRP CX>NCRETE PIPE & PRODUaS CO.. INC. P.O. BOX 1223. RICHMOND, VA. 23209 PHONE (804)-233^71 O < > �People Rattley Invited Newport News Vice Mayor and Second Vice President of the National League of Cities, yf5S/f M. RATTLEY, was invited by the Secretary of State, Cyrus R. Vance, to be a member of the Presidential delegation to Budapest, Hungary on January 5. The purpose of the trip was for Secretary Vance to return the Crown of St. Stephen to the Hungarian people. The Crown of jewels, a symbol of Christianity and independence to Hungarians, was entrusted to the U.S. soldiers at the end of World War II and locked in a vault in Fort Knox, Kentucky until Its return. Vice Mayor Rattley traveled with congressmen, ambassadors and other selected guests. New Henrico Manager FRANK A. FAISON, city manager of Pensacola, Florida, was named manager of Henrico County. A native of Richmond, he is a graduate of VPI&SU and attended graduate school at the University of Chicago. Faison had been city manager of La Grange Park, Illinois and Danville prior to his position in Pensacola. Larew Dies W I L L I A M P. LAREW, Gloucester County administrator, died January 22. Before taking the Gloucester job, Larew was county administrator in nearby York County. A native of Beckley, W. Va., he had been a resident of the Tidewater area for the last 15 years. Larew received a B.S. degree from West Virginia Institute of Technology. u 06 z I I< z o 10 Kilgore Invited Hampton Mayor ANN H. KILGORE was one of 28 mayors across the nation invited to attend the White House Conference on Balanced Growth on January 29-February 2 in Washington, D.C. President Carter addressed the Conference and received reports on the final day of the five-day meeting, which was designed to develop national guidelines for growth. Mayor Kilgore is the Immediate Past President of the VML and serves on the VML Executive Committee. First Woman City Manager WILDA M. FERGUSON was appointed City Manager of Manassas Park, making her the first woman city manager in the state. Ms. Ferguson received her undergraduate degree from Meredith College, North Carolina and received graduate degrees from Virginia Commonwealth University and Nova University, Florida concentrating on social work and public administration. She has been affiliated with the social services department in Lynchburg and Richmond, and was employed by the United Virginia Methodist Children's Home. In July, 1976, she was named director of social services of Manassas Park. Ms. Ferguson became acting city manager on August 3, 1977 and was named city manager effective January 3,1978. She is a member of the American Society for Public Administration and the National Association of Social Workers. Smiley Appoints Staff Newport News City Manager Frank Smiley appointed JOHN L. WARE and RANDY W. HILDEBRANDT as Assistant City Managers and appointed HAL H. HOLKER as Development Director. Ware has been with the City of New Rochelle, New York since 1974 and has served in various capacities including affirmative action director and management liaison for New Rochelle's community development program. Hildebrandt served as budget director for the City of Syracuse, New York and had the responsibility of a $60 million municipal budget and the development of a six-year capital investment program. Both Ware and Hildebrandt hold graduate degrees from Syracuse University in public administration. Holker, who served for the past seven years as executive director of the Los Angeles Central City Development Corporation, was educated at the University of Southern California and the University of Chicago and received a graduate degree from the University of Wisconsin. Prior to his position with the development corporation, he was executive vice president of the Greater Camden Movement, Camden, New Jersey, and was executive vice president of the Greater Trenton Council, Trenton, New Jersey. Shands Named Fairfax County Board of Supervisors named MRS. NANCY LAMB SHANDS of Falls Church to be a member of the Fairfax County Water Authority. She fills the unexpired term of Thomas C. Roeing, who served as a member of the Authority during the past five years and recently resigned because of increasing business obligations. Mrs. Shands is presently employed as the Community Development Director of the Arena Living Stage and has been active in civic affairs in Fairfax County and in California. Councilmanic Changes ROBERT I. TRAISTER was appointed by the Front Royal Town Council to fill the unexpired term of Vice Mayor Jack H. Albert. Councilman Kermit Nichols was voted to serve as Vice Mayor. Boyce Town Councilman CARL POPE resigned from his position as councilman and JULIAN OVERLY was appointed to fill his unexpired term. Overly will serve on Council until the next general election on July 1, 1978. Chase City Town Council appointed HUNTER E. GURLEY to fill the vacancy created by the resignation of L. C. DANIELS. Gurley, a local businessman, has been a member of the Chase City Volunteer Fire Department and served as chief from 1969 to 1977. He is also a state fire instructor for fire service training. Lundberg, Former Manager, Dies ALBERT LUNDBERG, former Arlington County Manager and a long time Arlington resident, died January 16, 1978. A native of Pittsville, Massachusetts, he served as manager from 1947 until his retirement in 1962. Lundberg was known during his tenure for his balanced budgets and efficient government operation. A graduate of Ohio Northern University, he was the chief engineer of the water department and served as director of public services for Arlington County prior to becoming county manager. The Virginia Municipal League extends sympathy to the family of Albert Lundberg and the County of Arlington. �78 V4 of the exhibit booths are gone! This year is unlike other years, the cornpclilion is stronger, tho location IS better, the sale started sooner. & the response is coming from across tho nation quickly. This is the one time of the year w h e n 1400 local government decision makers are in one place. Make more contacts in 3 days than in 2 months Local government is being laced with now challencjos each day. Once a year the Virginia Municipal League meets to exchange ideas on mooting this challenge, to listen to ttie ideas of national figures, to make plans for having the best local leadership of any state. Will you be tlioro? Will vour input bo available to help'-' Local government in Virginia, the League needs you. losorve your exhibit space NOW. Space is limited—but access is great to those who participate in the 73rd annual convention. Call or whte today. Boost your sales effort! Help local government with the products & services you offer! Norfolk offers a Spouses' Program while you are meriting. Exhibitors offer new products & services valuable to serving the needs of your locality. The Annual Convention is a pleasant [)lace to join with Virginia's local g o v e r n m e n t officials and work h a i d on giving the people the best government possible. U Z SEND • EXHIBIT DATA • REGISTRATION FORM Name_ < Locality/Firm _ z o Address Phone Virginia Municipal League, P.O. Box 753 Richmond, VA 23200/(804) 649-8471 ZIP. 11 �MUNICIPAL PUBLIC INFORMATION PROGRAMS—A MUST By R a y m o n d L. B a n c r o f t U Z a > 12 Local officials realize that a leash law must be adopted and why it needs to be obeyed. But citizen X and his family do not want to put a leash on Fido. How do you make citizen X realize the importance? You must inform him. Public information has been neglected too long; it can make managing local government easier. Municipal public information programs throughout the nation are gaining acceptance as legitimate local government management functions. City officials, both appointed and elected, understand the growing importance of improving communication. It cannot be a lot of hot air. M u nicipal public information programs must be based on a foundation of solid city government accomplishment. Tom Killeen, former public information officer for the City of Detroit, said it best years ago, " W e don't operate in a vacuum. W e have to move in two directions—better information to the public and better c o m munication by municipal performance." Killeen noted, for example, that if 10 city employees mishandle citizens in their daily contacts with t h e m , most of the efforts of the public relations staff just goes down the drain. M u n i c ipalities have to perform before they can blow their own horns. Part of the public's credibility gap in municipal government comes from the lack of attention to these public relations details. You cannot put the whole burden of public understanding on the news media's back. City governments must share some responsibility. How can local governments share the responsibility? Localities must learn how to use other means of public c o m m u nications in conjunction with the established news media, i.e., radio, television and newspaper. There are many channels open to local officials. O n e of the most important channels is the municipal employee. H o w well do city and town managers and elected officials communicate policies and program goals to the average city employee? If city employees understand these, managers and elected officials have gained valuable additional help in communicating with the gen- eral public. A number of techniques is being used by cities to inform e m ployees of municipal programs. Meetings with employees, employee publications, notes in pay envelopes and employee recognition programs are a few of the methods being used. A second channel is direct communication with city residents. O p e n houses, meetings with neighborhood groups, trouble-shooting ombudsman services, telephone information and complaint centers and mailing periodicals or letters directly to residents' homes have been successful in reaching citizens. Many cities add an extra dimension to the established media by supplying regular columns to newspapers or program material to radio and television stations along with regular news reports. Cable television also offers city halls a potential way to c o m m u n i cate via a special municipal government channel. For example, many people are watching with interest a new two-way cable television system in C o l u m b u s , O h i o , where the viewer can "talk b a c k " to the station by pushing buttons on the set. A form of two-way communications in which a city hall public information office often is called upon to implement is citizen attitude surveys. Many cities regularly use a sample of their polling of residents to monitor taxpayer attitudes about city government services, proposed public improvement programs and questions regarding city hall priorities. O v e r a number of years, these surveys can be a real benefit to municipal officials wrestling with tough decisions. Conscious use of local citizen organizations as "information n e t w o r k s " can also amplify broad mass media information campaigns and produce support for municipal goals from respected sources outside city hall. This type of information technique requires cultivation of these citizen groups but can pay off in solid backing for such essential projects as bond issues. Since a public information program is really a public education program, some loca ities are beginning to see the benefits of working closely with their school systems to make sure their future voters and taxpayers have a good understanding of city government. Kettering, O h i o recently undertook a cooperative venture with its school system to provide intensive workshops for junior and senior high school teachers w h o wanted to expand their curriculum on municipal government. This is an exciting concept which could have widespread impact on public understanding, public participation and even provide a source for future employees in city government. In many localities, m u nicipal public information programs are coming of age and it is encouraging to see these recent developments: • more cities are formalizing and beefing up previously anemic public information programs into professional offices with a respected position on the city hall organization chart • a national clearinghouse of public information ideas has been established by the International City M a n agement Association. It is an informal national network of municipal public information officars w h o will swap experiences througn a newsletter and by attending seminars and I C M A ' s national annual conference • I C M A ' s Institute for Training in Municipal Administration has prepared a Public Relations in Local Government in-service training program as part of its extensive correspondence school system • California, Oklahoma and Texas have associations of municipal public information officers which provide a forum for the exchange of information and advice between members • city government information programs now have a national contest which recognizes outstanding achievement in various types of public information activity. Sponsored by O'ty Hall Digest, the City Public Information Awards Competition began last year and will become an annual event. Norfolk was a winning entry in the 1977 awards program. City governments must be prepared to employ a well-trained and wellpaid staff for this new area of city hallcitizen relations. It will no longer be enough to give the public information job to the intern in the manager's office or hire away the city hall reporter from the local newspaper or radio station. Only a professional can get the sophisticated communications job done. The formula of solid municipal accomplishment plus a well-rounded public information program equals better citizen cooperation with the support of city ha I. It is a formula more localities are recognizing as an essential ingredient in modern m u nicipal management. A B O U T THE A U T H O R Raymond L. Bancroft is Editor-Publistier of City Hall Digest, the municipal government newsletter. H e is a former managing editor of Nation's Cities magazine and a former city hall reporter for the Virginian-Pilot in Norfolk. �Legal Guidelines LOCALITIES STRIKE OUT IN VIRGINIA SUPREME COURT By Howard W. Dobbins, General Counsel The batting average of Virginia localities was very poor in two recent sessions of the Virginia Supreme Court. A city, a town and a county each struck out in cases which were unrelated but which may have serious impact on the financial resources of other Virginia jurisdictions. In an opinion handed down in November, 1977, the Court held in fdgefield Apartments and Churchland Square Apartments v. City of Portsmouth, 238 S.E. 2d 838, that under the City's utilities service tax ordinance, an apartment complex with a master gas and electricity meter was classified as a single purchaser of such services and hence the tax could not be imposed by calculating the tax on each separate residential unit as contended by the City. The City argued that it had classified purchasers of gas and electricity in three categories: owners of apartment complexes consisting of a n u m ber of single-family residential units served by one meter ($1.80 for gas, $3.40 for electricity, a month, multiplied by the number of units); owners and tenants of private residential property and units); owners and t e n ants of private residential property and tenants of apartments served by separate meters (20 percent of the charge for gas and electricity but not exceeding $1.80 and $3.40 per month, respectively) and all other purchasers of any utility service (20 percent on the first $1,000 charged or a maximum of $200 a month). The Court determined that the ordinance was not written as Portsmouth contended and that the tax was assessable against each "purchaser", that is, the complex as a w h o l e , and hence, the taxpayers fell into the third category with a maximum $200 tax. In January, 1978 the Court handed down its opinion in Town of Farmville V. C.C.C. Beverages, in which the Town's license tax on coin-operated vending machines was held to be inapplicable to the owner of a number of vending machines located within the T o w n . The taxpayer was a soft drink m a n u facturer and distributor. It owns n u merous machines which it rents or furnishes to its customers for retailing soft drinks bottled by it. The case involved an analysis of Articles 11 and 12 of Chapter 7 of the State Tax C o d e (Code §58-399 through 58-361, and §58-362 through 58-368) and boiled down to the question of whether the T o w n had authority pursuant to §58-361 (of Article 11) to impose a local tax upon each of the taxpayer's vending machines if a taxpayer, whose business activities fall under §58-362 of Article 12, has paid the State license tax provided by § 58-362 as a retail merchant. The taxpayer contended that the General Assembly in § 58-362 had classified as a taxable subject the vending machine operations of soft drink bottlers and had determined that such operations should be taxed by the State and localities as retail merchants if the bottler paid State taxes as a retail merchant. The Town contended that the General Assembly had created two classifications and not a single classification binding on localities. The T o w n argued that to permit the taxpayer to pre-empt the Town's taxing authority by the taxpayer's unilateral election to pay as a retail merchant at the State level was contrary to the legislative intent. The Court disagreed with the T o w n and in a complicated opinion answered the " n a r r o w question" in favor of the taxpayer. Fortunately, Articles 11 and 12 have been amended and new provisions respecting this type of tax became effective on January 1 , 1978. The third case {Burns v. Board of Supervisors of Fairfax County, 238 S.E. 2d 823 decided in November, 1977) dealt with an action which was brought by landowners for damages to their property as the result of the discharge of great quantities of water on their land by a storm sewer system. The plaintiffs alleged that an adjoining landowner built a storm sewer system in connection with a subdivision and dedicated the system to the Board of Supervisors (which adopted it) and that the Board was responsible for the use and maintenance of the system; they alleged that their property was damaged by the system in violation of Article 1 , Section 11 of the Virginia Constitution which prohibits the G e n eral Assembly from passing any law whereby private property shall be taken or damaged for special uses without just compensation. The Board demurred to the action on the ground that it was immune from tort actions and that the motion for judgment failed to allege sufficient facts to support the theory of implied contract between the parties. The demurrer was sustained by the trial court and the Supreme Court was called upon on appeal to determine whether the motion for judgment was facially sufficient at law on the implied contract theory. The Supreme Court determined that the General Assembly, in C o d e § 15. 1-283, authorized the governing bodies of every county, city and town to "provide for adequate drainage" and to "install and maintain drainage systems" and to acquire property for that purpose by "gift, purchase, lease, condemnation or otherwise", to appropriate money therefor" and to exercise the power of eminent domain "to the extent necessary to effect such acquisition." The Court said that this was an express declaration by the General Assembly that establishing adequate drainage is a public purpose and that the use of property for that purpose is a public use and " w h i l e such a declaration is not conclusive and is subject to judicial review, it is presumed to be right." Therefore, said the Court, the allegations of the motion stated a good cause of action on implied contract and the demurrer should have been overruled. The case was remanded for a determination of whether the Board's use of the dedicated property is, in fact, a public use; the burden of proof would rest on the plaintiffs. So, what seems to be an action sounding in tort may in fact be based on implied contract w h e n it is asserted against a governmental body and the governmental entity may be prevented from relying on its traditional tort immunity shield. U < u > 13 �Places RO/4NOKE—City Council will be urged to allow the new municipal parking garage to participate in the 30(t token "park and s h o p " program proposed by D o w n t o w n Roanoke, Inc. The firm hired to manage the parking garage supports the proposed token program and favors the garage's participation. Under the syst e m , shoppers buying something worth $5.00 or more will be given a 30(t token, which they could use for parking, a taxi or a bus. GALAX—Glenn Pless, chairman of the Galax Museum committee, presented Council with proposals for a new m u seum to serve the city. Council had previously set aside a fund some years ago and each year added funds for a new museum to be constructed. Pless said actual construction will not start until the spring, w h e n definite bids can be obtained. SALTVILLE—Town officials have won approval of a $144,500 Virginia C o m mission on Outdoor Recreation grant to develop a 97-acre recreation park. The grant received State approval following a presentation by a delegation of Saltville and Mount Rogers Planning District Commission officials led by Saltville Mayor Frank Lewis. The total cost of the project was estimated at $289,000 with half of that amount coming from the grant and the remaining half of labor, materials and cash provided by the Saltville Town Council. >- u Z O < 14 W/NCHfSrfR—The City has begun operating the Winchester Municipal Airport in an effort to keep the airport open since the current operators have terminated their lease. City Manager Wendell Seldon said that direct operation of the airport by the City is expected to be temporary since the City will advertise for bids soon. The process, however, could take several months. N O R F O L K — M a y o r Vincent J . Thomas and other Norfolk officials were successful in their presentation to the Monitor Research and Recovery Foundation to m a k e ' the Monitor headquarters in Norfolk. It is not certain if the Monitor, which sank twenty miles south of Cape Hatteras in 1862, can be raised. City officials offered the Foundation office space and reserved a site in the city for the display of the Monitor. P O R T S M O U T H — C i t y Council and the Portsmouth Redevelopment and Housing Authority Commission approved a plan to ';eek $2.9 million in federal aid for a $11.4 million privately developed waterfront apartment complex. The two groups also endorsed a companion plan that would enable the City to borrow against future community development entitlements for preparation of an industrial waterfront site. The proposal calls for a three-way agreement between the City, the housing authority and the developer for the sale of land and the construction of the two apartment towers. CHESAPEAKE/VIRGINIA BEACH— Both cities marked their 15th birthday on January 1,1978. The City of Virginia Beach was created by the merger of Princess Ann County and O l d Virginia Beach while the City of Chesapeake was created by the merger of O l d Norfolk County and South Norfolk. FAIRFAX COUNTY—The County's new adult detention facility was dedicated January 10. O n e of the most modern buildings in the United States, the facility cost approximately $5.3 million, including almost $1.2 million in federal aid. All cells in the new facility are individual units and a women's confinement section is in a segregated area. ARLINGTON COUNTY—Dedicated February 26, the County's new multiuse facility will house the relocated Aurora Hills Branch Library and Fire Station No. 5. The structure also houses a new community recreation center, an air pollution monitoring station and a visitors information center. D/ANV/LLf—City C o u n c i l , meeting as a committee of the whole, agreed to give Danville's Public Library $14,298 for new books. Library employees contend that purchasing has suffered as a result of cuts in their annual budget. Council also made a recommendation to spend this quarter's federal antirecession money for street paving as well as library books. FAIRFAX COUNTY—The County may consider relocating its seat of government in the Reston area due to the cramped governmental center in Fairfax City. Because of its location, the County not only has had to rent office space but also has lost tax revenue from a variety of County governmentrelated commercial developments. The Massey Building, the present County seat, opened in 1970. BUENA VISTA—The City Council voted to purchase the office building of a local physician, who plans to retire in 1978. Purchase of the building, however, is only temporary in order to provide the benefit of municipal financing to in-coming doctors for a period of two years. The City's Doctor-Search Committee hopes that the building will be used and eventually purchased by two family practice physicians. ORDINANCE CODIFICATION Looseleaf Supplement Service M UNICIPAL CODE CORPORATION p. O. Box 2235 TALLAHASSEE, FLORIDA 32304 TtUphon* (904) 576.^171 Full time law editorial staff now serving over 1,425 cities and counties In 45 states, Including Virginia. Prompt Looseleaf Supplement Servlce-30-6090-Day Schedule. �LOCAL GOVERNMENT AND THE ARTS By BETTE TREADWELL In speaking of cities which have outstanding arts and cultural resources, one can cite the cities of Seattle, New York City, Minneapolis, Atlanta, San Antonio and San Francisco. For cities of smaller populations, it can also be intimidating and discouraging as well as an easy-out to justify the lack of comparable resources. But this need not be so. The Arts can be an exciting experience for a city of any size. There are cities with as little as 800 in population that have taken an interest in the arts and have marshaled the resources to make the arts and cultural activities an important and significant part of community life. There are several common threads that tie together cities with ongoing arts programs similar to the experiences in San Francisco, Seattle, Atlanta, Minneapolis, New York City and San Antonio. Specifically, they have discovered that the arts and cultural resources of a city are as vital a service to the citizens as housing and jobs. Cities need and must have the amenities and services to go along with the housing, jobs, health care and the like. The arts are not only good business but are big business. In other words, there is a definite positive economic impact for a city that invests some of its public and private resources in the arts. The arts and cultural activities of a city are the cornerstone in improving and protecting the quality of life of the inhabitants of the city. People want to feel good about where they live. They want to live in an environment that not only responds to their physical needs, but also is responsive to their "spiritual" needs—their sense of well-being and fulfillment as human beings. All of the above combines to create a new constituency for the elected official to be aware of and serve. This consists of the artist themselves, those employed in support and spin-off jobs and occupations, as well as those who attend and participate in these activities, not to mention the elite who are patrons of the arts. It has been shown that one of the components studied by big business in selecting a city as a site for a new office or plant is the cultural environment of the city. What does that city have to offer its employees during their non-working hours and the spouses who do not work outside the home? The answer to this question can be just as important as the answers to economic questions. These amenities can often be the factor that tips the "decision scale". Although New York City is a unique case in point, nonetheless it is an exciting example of the economic impact the arts can have on a city. New York City contributes 25 million dollars a year to its cultural activities even at a time when it is being criticized for doing so when on the verge of bankruptcy. But in return for that invest- ment the city receives a 3 billion dollar industry, 50,000 jobs and 102 million dollars a year in city taxes. There is only one New York City—the art mecca of the world. But there are thousands of medium and small localities that, if resources were properly invested in the cultural environment, could show proportionate returns as well. Ashland, Oregon holds a Shakespeare Festival for two months in the summer. Ashland's population is 12,432 people. During the festival motels in the area have a 97 percent occupancy rate, seven days a week, enough to sustain these businesses during off season. The festival also impacts on the restuarant business of the city as well as small retail stores. Arts and cultural activities are no longer just for the elite. The advent of television has played a significant role in bringing the cultural resources of our country to the masses. It has educated and developed a high level of awareness in people to those aspects of living that help us to maintain the human perspective and give us the chance to raise our expectations about the quality of our lives and the total environment in which we live. A sense of ownership in the access to these cultural resources goes hand in hand with the quality of life concerns. Local government, and in particular, local elected officials have a stake in the arts and the cultural environment of their localities. There is a trend taking hold that indicates that local government is getting involved, and in some cases, more involved in the arts and cultural activities. More and more, cities are jumping on the bandwagon. As expectations rise within the citizens of a community, so must the leadership role of the local elected official. This is not to say that he or she must become intimately involved in the detail planning of cultural affairs; the local official must be the leader. Elected officials must take the lead and provide political and policy support in which the cultural environment can grow and flourish. The idea is new to the municipal dialogue and agenda. The National League of Cities and several of the state leagues have also put the arts on their agenda. The League of California Cities held a two day cultural arts seminar in early November, 1977 entitled "You, The Arts, and Your City". The Pennsylvania League of Cities held a workshop on cultural affairs at their annual meeting last year as did the Tennessee Municipal League. In the far northeast, the New England Municipal Center has started a multistate demonstration project designed to "increase the awareness of municipal government officials about the arts and the cultural environment of their community, and to assist municipal government officials to take positive actions to support the arts. Its long-range objective is to improve the quality of life and the enjoyment of the arts and cultural activities by residents in smaller and medium-sized communities." Last year, then NLC President Phyllis Lamphere, Councilmember from Seattle, appointed a National League of Cities' Arts Task Force with Frank Logue, Mayor of New FHaven, Connecticut as chairman and Joel Wachs, Councilmember, Los Angeles as vicechairman. Under their leadership, the Task Force received a small grant from the National Endowment for the Arts to help support its activities and staff. Working jointly with the American Council for the Arts (ACA) (formerly known as the Associated Council of the Arts), they developed a questionnaire on the arts that was sent to 407 local governments throughout the country. The results will be produced in a handbook on the arts for local elected officials entitled Local Government and the Arts that should be available in late March or early April. The Task Force has also sponsored with ACA a pre-Congress of Cities meeting in San Francisco for local elected officials on "Arts and the Liveable City", conducted a mock city council with an arts agenda at the San Francisco Congress of Cities, and proposed amendments on the arts to the National Municipal Policy Statement for 1978. The policy amendments were approved by the delegates at the Congress of Cities and can be found in the chapters on Environmental Quality, Community Development, Employment and Income Security, Transportation and Public Safety. An entire section on cultural resources development was added to the Human Resources chapter. During the coming year, several of the state leagues plan to take a more active and aggressive role in cultural arts or add it to their 1978 agenda. The Virginia Municial League in particular has made such a commitment. Such a commitment from the Virginia Municipal League is quite significant and encouraging. In the latest survey made by ACA of state arts agency appropriations for fiscal years 1977 and 1978, Virginia ranked 48th among the states on a per capital basis with a decrease in appropriations of 7 percent. Needless to say, Virginia can only go in one direction, and this is up! Perhaps with a state image that has a commitment to cultural arts, working in concert with its cities, Virginia will come into its own as a state that cares about the quality of life of its citizens. ABOUT THE AUTHOR Bette Treadwell is Special Assistant to the Executive Director, National League of Cities. u z O < 15 �THE WELL-PAID PUBLIC EMPLOYEE By STEPHEN K. BLUMBERG and MIKE MILLER u z O 16 Do you sometimes feel you're almost constantly involved in labor negotiations? Whether you represent management or one of the city's employee groups, you know that salary negotiations frequently are a stressful experience. The employee representatives say they need more (of everything?) in order to keep up with inflation; management tries to "hold the line", in an attempt to respond to citizens' concern over increasing taxes. The element of conflict is there. One of the most viable arguments that public employees make in their attempt to secure pay raises is that they are not as well paid as people who do comparable work in the private sector. This argument appears to strengthen the employees' position and is one that is hard for management to ignore. But we now have information that may cause us to look at this argument differently. A recent study found that public employees (at least in California) are now paid more than their privately employed counterparts. This study, done through the Center for Public Policy and Administration at California State University, Long Beach, shows that public employees are enjoying a 10 percent advantage in salary over private sector employees. Public employee salaries used in the study represented workers at all levels of government and were taken from the Governmental Salary Survey, October, 1976, a publication of the California State Personnel Board. The data for the privately employed workers was compiled from five California area wage surveys published by the United States Department of Labor's Bureau of Labor Statistics Bulletins. The five areas were Anaheim, Fresno, Sacramento, San Francisco and San lose, and all the figures were from 1976. Eighteen comparable job titles were found in both publications. These occupation categories include professional, clerical and blue-collar positions. The dollar amounts represent wages only and are based on a working month of equal hours for both groups. As the data show (see chart), the average monthly salary for public employees in these 18 job classifications is about $1,188. People with comparable jobs in the private sector earn an average of $1,074 per month, a difference of about 10 percent. Furthermore, heavy truck drivers are the only private workers in these 18 categories who earn more than their public counterparts; and that difference is just $4 per month. It IS important to keep in mind that the figures compiled in this study refer to wages only; they do not include any fringe benefits for the employees. If the employee benefits for private workers exceed those for public employees, then, of course, some of this salary differential will be decreased. However, it is frequently conceded that fringe benefits for public employees are typically superior to those for private workers. Thus, the data tend to support the conclusion that public employees really are "better off" than privately employed workers. The study recognizes that there may be some disagreements about judgmental decisions in matching occupational categories but points out that maximum effort was made to achieve similarity in job titles. The study further recognizes that the nature of averages may distort particular cases and therefore it should not be assumed that all public employees in these categories earn more than all of their private counterparts. Also, it should be noted again that the data compiled for this study refer to wages in California. Although other states undoubtedly would reveal different wage scales, there is no reason to suspect that this pattern of increased pay for public employees would be significantly different in other states. This study was partially confirmed recently when a nationwide survey by the United States Bureau of Labor Sta- tistics found that cities generally pay clerical workers better than industry does. That survey also concluded that this wage differential, coupled with better job security, made working for government more attractive than private employment. Individual readers can contemplate the implications of higher wages for public employees and speculate as to what remedies there might be. However, it seems fair to indicate that the growth of public employee associations and unions is the major cause of this escalation in public wages. Another factor that has led to this situation may be the inability or refusal of many elected officials to assume a leadership role in withstanding the sometimes excessive public employee association demands. It is no secret that the citizenry is "fed up" with taxes and the high costs of government. If people working for government are paid more than privately employed people, then surely public confidence in government may be eroded. This situation may be another factor leading to resentment and distrust of government at all levels. Alleviation of these pay inequities may be necessary to improve citizen confidence and trust. ABOUT THE AUTHORS Stephen Blumberg is an assistant professor at the Center for Public Policy and Administration, California State University at Long Beach. He also is a councilntiember and former mayor of Manhattan Beach, California. Mike Miller is a graduate student at the Center for Public Policy and Administration. AVERAGE MONTHLY SALARIES Job Titles Government Workers/Private Workers Computer Systems Analyst/Computer Systems Analyst Computer Programmer/Computer Programmer Electrician/Maintenance Electrician Stationary Engineer/Stationary Engineer Carpenter/Maintenance Carpenter Machinist/Maintenance Machinst Heavy Equipment Mechanic/Maintenance Mechanic Painter/Maintenance Painter Truck Driver (heavy)/Truck Driver (heavy) Registered Nurse/Registered Industrial Nurse Engineer Draftsman/Drafter Truck Driver (liRht)/Truck Driver (light) Computer Operator/Computer Operator Intermediate Steno/General Steno Janitor/Janitor, Porter Intermediate ClerkAypist Key Punch Operator/Key Punch Operator Junior Clerk/File Clerk Govt. Workers Private Workers $1,708 1,636 1,443 1,411 1,396 1,371 1,364 1,334 1,251 1,242 1,231 1,112 1,023 846 814 796 768 652 $1,606 1,413 1.288 1,252 1,218 1,258 1,183 1,156 1,255 1,091 1,225 1,075 955 731 711 588 726 602 �VIRGINIA MUNICIPAL LEAGUE ACHIEVEMENT AWARDS PROGRAM The Award Recognizing that localities in the Commonwealth strive towards improving municipal service, the Virginia Municipal League, through the Achievement Award, wishes to honor these endeavors. The entry tor a given award should be innovative and structured to meet specific needs and desires of your locality. Eligibility Any member locality, town, city or urban county, is eligible to enter the VML Achievement Awards Program. Categories Awards will be given in six areas that parallel the VML policy committees. The categories are the following: —Community Development (housing and urban renewal) —Effective Government (finances, management, training programs) —Environmental Quality (water quality, local planning and land use, energy use, solid waste management) —Human Resources (child care programs, health care, alcohol and mental health programs, recreational services, education) —Public Safety (court system, fire and rescue services, emergency preparedness, law enforcement) —Transportation (streets and roads improvement, public transportation systems, bicycle ways, transportation of the handicapped) Criteria for Judging Entries —Maximum six double-spaced typed pages to explain the entry —Use of black and white photographs —Use of camera ready graphs, charts and architects' renditions, etc. —All entries must have four copies of all visual materials —All entries must be signed by the chief elected official (mayor, board chairman) Judging The entries will be judged by a special committee whose members are selected for their expertise in the areas of the awards. Presentation of Awards Awards will be announced in September and appropriate recognition will be given to each recipient during the VML Convention Opening Session. In addition, the awards will be highlighted in the Convention issue of Virginia Town & City Magazine. How to Enter All entries must be received by the Virginia Municipal League, P. O. Box 753, Richmond, VA 23206, no later than May 1,1978. It is our hope that you will support this program and take this opportunity to be recognized for outstanding municipal service. �Ideas Money-Savers PORT" ROYAL, SOUTH CAROLINA, estimates that it saved over $9,500 and boosted morale by painting their garbage trucks without resorting to professional painters. Following the purchase of a paint sprayer and the selection of colors, town employees painted their own trucks and other vehicles. (Contact: Town Manager Paul Paskoff, Municipal Building, Port Royal.) INGLEWOOD, CALIFORNIA, asked local citizens' groups to tend to 87 downtown flower pots. The Parks Department checks for uniformity in the flower pots and provides bedding, plants and water. If the plants are not getting adequate attention, the department reassigns the pot. The proc e d u r e saves the C i t y t i m e a n d money. GARLAND, TEXAS (118,000), saves 10 percent on its insurance by requiring employees to attend defensive driving classes. It costs the employees $1.00. ROCKVILLE, MARYLAND (41,564), uses individuals w h o have committed minor offenses to clean City parks or to do needed volunteer work. The offenders range in age from 16 to 24 and are of no cost to the City. (Contact: Office of the City Manager, City Hall, Rockville 20850). Public Safety U < z a > 18 WILLIAMSBURG, VIRGINIA (10,000), was confronted with a number of antique thefts so Police Chief Larry Vardell organized a crime prevention program that has curbed those burglaries. The City has many private and public collections and the usual prevention of engraving identifying n u m bers on the valuables was impractical. Chief Vardell organized a police camera crewe which photographed valuables free of charge and furnished copies to the owners, insurance companies and the police department. (Contact: Police Chief Larry Vardell, City Hall, 412 North Boundary Street, Williamsburg 23185.) GLENDALE, ARIZONA (36,000), has established a Citizen Participation and Support Project, a comprehensive program of services to victims and witnesses of crime. Services provided include crisis intervention with victims, information on case status and criminal justice procedures, referral to other community agencies, victimwitness advocacy, financial assistance, emergency security services and community presentations. (Contact: S. F. Van de Putte, City Manager, P. O . Box 1556, Glendale 85311.) apprehended in an entire day by a single vehicle. (Contact: Jorge Varela, Assistant to the City Manager, City Hall, Chino 91710.) Sidewalks STANTON, CALIFORNIA (23,264). repairs sidewalks damaged by tree roots as follows: repair crews saw and remove a section of the sidewalk, remove the roots, level the ground and replace the sidewalk. This method has yielded net savings of 50 percent. (Contact: Clarence A. Motz, City A d ministrator, 7800 Katella A v e n u e , Stanton, California 90680.) CALIFORNIA, six cities participated in an exchange program for police officers in middle management. Officers were assigned to their host departments for six months. Cities ranged in population from 100,869 (Freemont) to 26,734 (Menio Park). (Contact: Police Foundation, 1909 K Street, N.W., Washington, D.C., 20036.) AMES, IOWA (40,000), has implemented a one-man sidewalk staking system to replace three- to four-man crews. The method involves using the existing curb elevation, property pins and a level line to establish the grades in relation to the established curb. No expensive instruments are required. (Contact: Robert Lawrence, Engineering Aide Supervisor, City Hall, Ames, Iowa 50010.) Animals ALEXANDRIA, VIRGINIA (108,500), is sponsoring a clinic to provide animal owners an opportunity to get their dogs necessary rabies innoculation and City license tags. Also, animals can be spayed through the animal shelter's low cost clinic. (Contact: A n imal Shelter Division, City Hall, P. O . Box 178, Alexandria 22313.) SETONCUARD labels for property identification, inventory control, or to label your products and installations. Signs, name plates, badges also available. Free catalog and samples. Seton Name Plate Corp., 2136 Boulevard, New Haven, CT. 06505. CHINO, CALIFORNIA (27,500), has contracted with the Humane Society for the use of several dog-catching vehicles and officers. Contract costs are paid from license and pound fees. M o r e stray dogs are apprehended with patrols concentrated in selected areas in the early morning then are CAPITAL EQUIPMENT COMPANY, INC. p. O. BOX MOt PHONES: •04-2S2-7341 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 2322* COMPUTE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENn H I G H W A Y — C h m i M i S p r M d a r i , Slurry LINK K I T — Cr<n>t — P»«ri McClAIN — Connineri. F M C / B E A N — S e w e r Cleoner ATHEY lAYTON SEAMAN MFO. CO. — MEYEKS-SHEIIMAN — RICHMOND A.ph.11 P.veri "Victor Jil CompMtori E l O I N - l E A C H — Sweepers, Refuse Bodies E«civ>tori ROYER Rodder" M K > . C O . — H o r i z o n K i Boring MKhims MANUFACTURINO C O . — Maintiiner Grader C O M P A N Y — Distributors, Pulverizers FOUNDRY — OIANT-VAC — Shredders Leef Collectors �NEW FUNDING SOURCES ADDED T O C D PROGRAM The Department of Housing and Urban Development has added two new funding components to the Community Development Program. These components, the Action Grant Program and Small Cities Program, should be of interest to Virginia localities as potential funding sources for physical development activities. The Action Grant Program offers funds to cities and urban counties which meet the following requirements: • minimum standards for physical and economic distress • prior results in providing housing for low and moderate income persons and • prior results in providing equal opportunity in housing and employment for low and moderate income persons and members of minority groups. A major thrust of the Action Grant Program is to fund economic development projects which are already planned and can be implemented without delay. The projects must also have financial participation by the private sector. H U D estimates over $100 million will be available nationally with at least 25 percent of these funds set aside for small communities (under 50,000). Competition for Action Grant Funds is expected to be severe, with Washington making the final distribution decisions. The second funding component is the Small Cities Program which has two sub-programs. Single Purpose Grants and the Comprehensive Program. A single Purpose Grant is for undertaking a single activity or a number of activities which address a particular community need, such as substandard housing. This type of grant is designed to aid small non-SMSA localities in solving a specific c o m m u nity problem. The Comprehensive Program is a broader based funding source. Projects funded under this program should take ho more than three years to complete and address multiple community development needs such as neighborhood revitalization. The projects should be in accord with a plan or program which responds to a substantial portion of the total physical development needs of an area. To qualify for this program, a locality must have a population of at least 2,500 (waivers to this requirement can be made in certain cases), serve as a regional center for an area and have carried out a community development program with block grant funds. Virginia's allocation under the Small Cities Program has yet to be determined. The complete regulations for the Action Grant and Small Cities Program were finalized in December. For more information on these programs contact John LeVey, Director, C o m munity Planning and Development Division, Richmond Area H U D O f f i c e , 701 East Franklin Street, R i c h m o n d , Virginia 23219, (804) 782-2624. The H U D office will be conducting workshops on the new regulations in the near future. SMALL LOCALITIES ASSISTED The National League of Cities, the International City Management Association and state municipal leagues continue to offer their assistance to small localities, in continuance of its Small Cities Advisory C o u n c i l , NLC held a meeting during the Annual Congress of Cities in December. Two NLC grant projects that were reported are aimed at small city audiences. First, the Community Technology Initiatives Program (CTIP), is a joint effort with Public Technology, Inc. designed to develop technological solutions to problems identified by the participating jurisdictions. Second, the Elected Officials Handbook Project, is a set of handbooks which provide useful upto-date information for use by local elected officials and top appointed officials in their role as decision-makers. The set includes books on streamlining governing body business, goal setting by the governing body, time management and evaluating the chief administrator. Available for purchase, the handbooks are a joint project of NLC, I C M A and the National Association of Counties. Representing Virginia on the NLC Small Cities Advisory Council are Harrisonburg Mayor Roy H. Erickson and Staunton Councilman Richard A. Farrier. I C M A will offer a small cities management training workshop in conjunction with the Virginia Section, I C M A Annual Conference in April in Virginia Beach. The workshop will introduce the training program which is designed for managers w h o wish to coordinate the training for their staffs without hiring outside consultants. The six-month program uses prepared texts and tapes as training aids. Brochures on the program have been sent to all Virginia Section members. The Virginia Section, I C M A Interchange Workshop continues to thrive. The workshop is designed for city, town and county managers with localities under 50,000. The workshop gives managers an opportunity to air their problems and relate their accomplishments with their colleagues in an informal setting. The V M L Shirtsleeve Session offers the same type of program for mayors and councilmembers with localities under 35,000. The next Shirtsleeve Session will be held at the Ramada Inn, Petersburg on March 16-17. M c K e n n e y Mayor William E. McElveen will be the host. Interested officials may contact the V M L office. The Department of Housing and Urban Development has proposed rules to govern the small cities program, the program that provides grants to states and units of local government to undertake community development activities. Interested cities may contact their area H U D office. Marketplace FIRE MARSHALL City of Manassas. Salary, Range, $13,333$15,434. High school graduate or equivalent with formal fire training in fire prevention methods and techniques and extensive experience in fire suppression and fire prevention work required. Send resume to C. M. Moyer, Jr., City Manager, P. O . Box 512, Manassas, 22110. Marvin Metric Says u Weights and Measures officials across Virginia are celebrating M a r c h 1-7 as National Weights and Measures W e e k . T h e theme selected for this year is " A c c u r a t e Weight O r Measure W h e n P u r c h a s e d . " T h e same week will introduce Marvin Metric to the citizens of the State. Marvin Metric will be used by the Weights and Measures Section of the Virginia Department of Agriculture to explain the metric system. Marvin says that he is looking forward to seeing all Virginia Weights and Measures officials at their annual Association meeting which will be held at the O m n i International, Norfolk on July 30-31, August 1. o3 O < 19 �ANTI-LITTER FUNDS AVAILABLE Litter, how big a problem is it? What can w e do about it? National surveys have ranked litter and the general problem of solid waste disposal as major concerns of local officials. With the substantial increase in convenience packaging over the last twenty years, litter has become a growing problem everywhere. In Virginia, the pickup of carelessly disposed trash costs taxpayers and consumers millions of dollars. T h e State Department of Highways and Transportation spends about $1.5 million a year and the City of Richmond spends nearly o n e thousand dollars dally on litter pickup. Not only is litter a needless financial burden, but it is also an obvious threat to the safety and health of citizens. A chronic litter problem In a community can be pervasive; the "don't c a r e " syndrome might encourage further environmental deterioration. In 1976, Virginia's General Assembly decided to attack the litter problem in our state. A litter control act was passed, applying a comprehensive approach to the state's litter problem and establishing the Division of Litter Control as a central coordination/information agency for antl-lltter activity. It became operational o n October 1, 1977. Major division activities i n clude utilizing news, information and public service advertising to discourage littering, developing antl-lltter educational materials for schools across the state, aiding with revision of local litter ordinances and general enhancement of effective law e n forcement and providing grants to Virginia cities and counties for local anti-lltter activity. One-half of the division's total funding of $564,000 will be returned to localities. Formal application must be made by city and county governing Plan Cuts Parking and Promotes Public Transit h^ ^ Z ^ Q ^ ^ — 2 (J > 20 T h e City of Evanston, Illinois, has joined with the Chicago Transit A u thority (CTA) and the American Hospital Supply Corporation (AHSC) to present an innovative and unique approach to encourage the use of public transportation. T h e A H S C , in its efforts to encourage fewer cars on downtown streets and in parking spaces, has provided an incentive to its employees to use public transit by not providing free parking facilities. Instead, a pay adjustment for all headquarters employees will be given which will, after taxes, be equivalent to the annual cost of leasing a parking space. Those e m - bodies, but they may funnel the funds to a quasi-governmental or private antl-lltter organization if they desire. Because the individual grants are relatively small, some localities have chosen to pool their funds and work jointly on litter control projects. Towns are not eligible for grants, but can work with a county in a joint venture. Some localities are using the grants to help implement a "clean c o m m u nity system" approach to the litter problem. A model for community action, " C C S " , is based on behavioral change. It was developed by Keep America Beautiful and has been successful in more than o n e hundred cities across the nation. The spring of 1978 will see antl-lltter projects booming in many localities. Clearly, these community leaders have decided that It is time to start caring. For further Information, contact the Division of Litter C o n t r o l , 1215 State Office Building, R i c h m o n d , 23219. DON'T YOUTHIM rrsiTME WESWIED CARING VIRGINIA DIVISION OF UTTER CONTROL ployees w h o elect to continue driving to work will be able to lease a space on a payroll deduction basis. For e m ployees w h o elect to walk, take public transportation, and so o n , the pay adjustment will amount to an increase in spendable income. This plan makes it possible for employees themselves to choose how they will spend the money. A H S C feels its employees will elect to leave their cars at home. To further the incentive to use public transportation, A H S C will purchase monthly passes from the Chicago Transit Authority and provide them to their employees at a 25 percent discount. T h e third phase of the plan will be to provide discounts with other public transit companies such as the Chicago and North Western Railway. Coons Appointed LARRY R. COONS, former City M a n ager of Richland, Washington, was appointed by Fairfax County to be the Director of Environmental Management. Coons, a native of Oregon received a bachelors degree In political science and has studied general engineering at Oregon State University. He was city manager of Richland from 1972 to 1977. His 18 years of local government experience include positions as assistant city manager, community development director and assistant director of a renewal agency. He is a past president of the Washington State Chapter of the International City Management Association and has also been a guest lecturer in Urban Affairs at Washington State University. Coons replaces John Yaremchuk, w h o retired December 3 1 , 1976. VBOA TOPICS By Edward J . W e l d , Building Official, County of Culpeper The Virginia Building Officials Association will have a drive this year for Associate membership, and the goal is for each active member to bring In at least one Associate member. Associate membership is open to persons, firms or corporations engaged In building construction or the manufacture, sale or use of building material. The V B O A increased Its Active membership in 1977 by 67 percent but recruited only 20 new Associate members. W e need more Associate members In order to further the purposes of the Association of maintaining proper professional levels of performance and active participation in the Association's undertakings. The V B O A is an organization to promote, through Investigation, discussion and cooperative effort, the interest and welfare of the building, plumbing, electrical and other related Inspection departments, and to e n courage all Inspections pertaining to building and structures In the c o u n ties, cities and towns of Virginia. A d d i tionally, the V B O A provides c o m m u nication among those engaged In the profession of inspections of building a n d s t r u c t u r e s In a l l c a p a c i t i e s throughout Virginia. If you know of a prospective Active or Associate member, please invite t h e m to j o i n V B O A . T h e i n p u t throughout the state is needed and urged so that the Association's goals can be realized. You may write to Edward j . W e l d , Membership Chairman, 135 West Cameron Street, Culpeper, Virginia 22701. �Professional Directory HARLAND KARTHOI.OMEW CHEWNING-HOGGARD AND A S S O C I A T E S , I N C . Geological, Soils and Environmental Gjnsultants Ground Water Studies Land Disposal of EfTluents and Sludges Solid Waste Studies • Foundation Evaluations & ASSOCIATES LANDSCAPE COMMUNITY ENGINEERING • MUNICIPAL PLANNING P . O . B o x 2123 \'irginia Beach. Consulting Engineers, BflLDUJin nriD GREGG 620 May Avenue • Norfolk, Va, - 235 16 Birchwood Office Park - Vo Beach,Vo - 23452 8550 Arlingfon Blvd • Fairfok, Vo. • 22030 Q R E E L E Y A N D DEWBERRY, NEALON & DAVIS Environmental and Public Works Engineering Engineering Plans, Studies and Laboratory Services RICHARDSON Aitcumcnm«KMtmm Engineers and Planners ENGINEERS WATER S U P P L Y . REPORTS . SEWERAGE SYSTEMS DESIGNS • SEWAGE DISPOSAL • APPRAISALS P. O . B o x 8687 1514 W i l l o w L a w n D r i v e R i c h m o n d , V i r g i n i a 23226 P h o n e 282-7657 BUCK, S E I F E R T * JOST, INCORPORATED Coniulting Engineers Water Supply • Sewage • Industrial Waste Treatment • Treatability Studies • 1 4 0 S y l v a n A v e n u e . P . O . B o x 1218 E n g l e w o o d C l i f f s , N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t Drive. S u i t e 101 Virginia Beach, Va 23462 804-499-4596 Falls Church, V A 703/534-8716 Norfolk, V A 804/461-0155 114 East C a r v S t f M t • R i c h m o n d . Virginia 2 3 2 1 9 Talcphona: 804/644 9493 A L C O L M P I R N I RUSSELL E & AXON i Engineering and Planning Consultants I E N CONSULTING G I N E E R S , ENVIRONMENTAL I N C . ENGINEERS 12368 Warwick Boulevard, Newport News, VA 23606 n i l Northshore Dri« Knoxville, Tennessee 37919 Telephone: 615/588-6444 1028 Olde Forge Plaza Fredericksburg, Virginia 22401 Telephone: 703/371-8040 Offices In: Florida • Georgia • T«nn»«s«e • Missouri Illinois • South Carolina • North Carolina • Virginia THE PITOMETER ASSOCIATES LANGLEY AND McDONALD ENGINEERS—PLANNERS—SURVEYORS Highv^ays, Railroads, Foundations, Waterfront Facilities, Water Supply, Sewage Disposal, Planning Studies • Reports • Design • Consultation R. S l U A R T R O Y E R & ASSOCIATES * tconome* Gannett Fleming Corddry & Carpenter H A N S E N 484 N e w t o w n Rd. Virginia Beach, V a . • trtrtm 123« Maritime Tow«r. Nerfalh. V«. 23910 S4S4 W i K O n i i n AvcniM.WMh.. D C . 3 0 0 I S Indusifial Waste Treatment • Highwavs Drainage-Water &Sewerage S y s t e m s • Surveying Environmental Studies • Private P'oiects 2 2 3 S Riverside Plaza - Chicago IL 5 0 6 0 6 • 13121-648-1155 5 2 0 6 Markei Road . Hicnmond VA 9 3 2 3 0 • 1 8 0 4 1 - 2 8 5 - 9 0 0 9 New York 1 0 0 0 7 Philadelphia 191Q3 Tamoa 3 3 6 0 7 CONSULTING HENMNGSON. and Associates Consulting Engineers Studies Designs And Const^ruction Services For Water, W a s t e w a t e r And Solid W a s t e s V a . 23219 DURHAM A 8411 Arlington Blvd., Fairfax, Virginia (703) 560-1100 113 South Chestnut St., Marion, Virginia (703) 783-7271 1640 Maple Dr., Danville, Virginia (804) 799-9403 1400 Pleasant View, Staunton, Virginia (703) 885-3957 I M P. O . Box 12047 Norfolk, Virginia East Gary Street Richmond, Phone 804/649-8627 Austin Drockenbrough Engineers Planners Surveyors CONSULTING ENOINEERINO 301 Phone 804/340-3030 Planners and Architects Vienna, Virginia • Phone: (703) 281-2400 Staunton, Virginia • Phone: (703) 886-8555 PLANNING DEVELOPMENT H B & A OF VIRGINIA 23432 11524 Jefferson Avenue. Newpon News, Virginia 2 J601- 804-595 5561 BetZ'Converse-Murdoch Potomac Group, Inc. ARCHITECTURE H U R T & P R O F I T T , INC. Engineers - Planners - Surveyors S«rtt«ry Munie.pal Watet SotU & f our>daT>oni I ynchburg, Virg.nia 24505 Telephone (804) 847-7796 1933 Fort Avenye ^^^^^X // • lla n too Church St., New York, N. Y. 10007 Chicago Columbia Atlanta New Milford, Ct. FREDERICK G. GRIFFIN, INC. b o c i i a , m i l l * , t a y l o r a n d p u r y w a r , inc.- ENGINEERS & PLANNERS Communications, 911 Studies, A l a r m Systf^ms, M o b i l e R a d i o Systems, T e l e p h o n e , Cable Television, Industrial Engineering Monitor and T e l e m e t r y Systems. : T i m b e r l a k e R o a d • L y n c h b u r g , V a . 24502 804/237-2044 J. K. TIMMONS & ASSOCIATES, INC, CONf;ULTl.\G 1314 W. Main ENGINEERS SI. Teleyhone S.\xiTARV Reports, • nichvwnd. Vi,. 353-66S~ • MUNICIPAL Plans, Supervision, • WATER Appraisals Engineers v\s JM Trunk Main Surveys Water Distribution Studies Special Hydraulic Investigations ~ CriO N S U L T I N G ENGINEERS d, V i r g i n i a 2 3 8 3 5 9 C 8 C M 1 794-SaS3 SOUTHERN COMPANY ENGINEERING O F VIRGINIA CONSULTING ENGINEERS 1000 Crescent Avenue, N.E. Atlanta, Georgia SO.'SO? 404-892-7171 �YARGER AND ASSOCIATES, INC. Over 500 Surveys MARSH & BASGIER, INC. P.C. ENGINEERS — SURVEYORS — PLANNERS Position Classification and Pay Piano Management and Organizational Studies Test Construction-—Fire and Police Studies 101 N, Plaza Trail — 804-340-2631 HOSSER H . P A Y N E 6 A S S O C I A T E S planning ( , manjgemcnt coosultants SUPERVISION >nd ECONOMIC B R E M I M E R , V a u N G B L O O D , & K I N G , I I M C . Planning tnd 1151 H a n o v e r G r e e n Drive Phone ( 8 0 4 ) COMPLETE ENGINEERING SERVICES n i l N. Charles St, Baltimore, Md. 21201 K I M L E Y - HORN . " i A S S O C I A T E S . INC T H A F F I C O P E R A T I O N S & HIGHWAY DESIGN HALEIGh • JACKSONVILLE • • • • • PLANNING • NASHVILLE NORFOLK planning & Community Development Consultants 1010 Vermont Avenue N.W., Suite 800 Washington, D.C. 20005 202 783-2924 MMH NORFOLK. \ ' A . 23509 Environmental Studies, D e s i g n ^ and Construction Management J Gilbert/Common wealth Engineers/Consultants 4 2 0 Cedar Road, Chesapeake. Virginia 2 3 3 2 0 B04-547.29S5 ^ I Sverdrup & Parcel SworOMIp and A s s o c i a t e s , i n c . BOO North 121h Boulevard St LOUIS. Missouri 63101 314.'436-7600 TWX 910-761-1085 Cable SPECO SI Louis Downtown Revitalization/Malls Community/Economic Development Traffic/Transportation/Parking Transit Needs/Ope rations Parks/Recreation/Preservation 1730 'K' St. NW; Washington, D.C. 20006; (202) 466-8230 Raymond, Parish, Pine & Plavnick X 23111 BARTON-ASCHMAN A S S O C I A T E S , INC. URBAN DEVELOPMENT/TRANSPORTATION PLANNING / DESIGN / IMPLEMENTATION ENGINEERING • fiflechanicsville, Virginia •NoiNaantfsia BanvicB* 746-5285 b PLANNING WEST PALM B E A C H TiHEWATER DR. 2733 TRANSPORTATION PLANNING & DESIGN C I T Y & WEGiONAL coMPi-BTa PUBLIC w o M K a ANO LAND BunvaviNo Water Supply and Purification • Sewerage and Sewage Treatment • Streets and Highways • Investigations and Reports • Supervision of Construction. PARKING ANALYSIS K F A C I L I T I E S DESIGN S T R U C T U I 4 A L S. C I V I L B E N G T S O N , D E B E L L a IE L K I N , I N C . CONSULTING E N G I N E E R S ft S U R V E Y O R S Development Traffic E n g i n e e r s R. K E N N E T O W E l - K S ENGINEERS MASS T R A N S I T P L A N N I N G A D E S I G N COMMERCIAL & RESIDENTIAL ;irl3l SSSJ Norfolk, Virginia CKNTNCVILLE. V WHITMAN, REQUARDT AND ASSOCIATES Engineers-Consultants a Land Water & W a s t e w a t e r E n g i n e e r s SlUOm 59 culpeper st, warrentoii , va. (703) 347-3600 5721 Sellger Drive ENCIIMeERS°SIJRVEYanS ° P L A N N E R S and Surveying • ZONING, • COMMUNITY DEVELOPMENT PROGRAMS ENVIRONMENTAL ASSESSMENTS engineers- surveyors>planners Virginia Beach, V a . (23452) 2830 M a r y Street, F a l l s C h u r c h , V a . 22042 730/560-6900 WILLIAM C. OVERMAN ASSOCIATES la lUbotCAxnciate^.ltd FNVIBONMENTALV 1603 S a n t a R o s a R o a d Tyler Building—Suite 120 R i c h m o n d , VA 23288 804-288-4051 MUNICIPAL ENGINEERING LAND DEVELOPMENT - PLANNING, ENGINEERING, SUHVEUNG, CONSTRUCTION MANAGEMENT URBAN PL ANNING FEASIBILITY STUDIES Patton, Harris, Rust & Guy a pro>«Mional corporal ion Enginaar* , Survayort , Ptwwwrs Compitte professional aarvtces for mmcipaliiies and public agancws Offic* 10523 Main St . Fairtax.Va 22030 , (703)273-8700 Valley Otic* X n S . M a i n S t . BridaawaMr.Vk 22812 . (703)828-2616 . y CONSUL TANTS-OESIGNEPS CH2M::HILL Consultants to Municipalities on Environmental Systems Eastern Regional Office:1930 Isaac Newton Square E Reston, VA 22090 • Phone (703) 471-9710 • BRIENCGERE Consulting Engineers P C Box 3855, Clnarlotte. NO 28203 / 704-374-1822 S y r a c u s e , NY / Pougtii^eepsie, NY / Philadelphia. P A / Dover. D E / Chillicothe, O H Virginio'l Hnjjfl MUNICIPAL Only BOND McMANIS A S S O C I A T E S , INC. • i C •• Washington, D. C Management Consultants to City and County Governments Productivity Analysis "Fiscal and Managennent Systems Community Development " CETA/Manpower Services "Economic Development 1201 Connecticut Avenue, N,W., Washington, D.C. (202) 296-1355 7 2 5 C h u r c h St -lynchburg, V a , • 804 W i l l i a m W . W i n f r e e , Jr. • E d w o r d T, P e i t i g r e w , Jr. • 846-2711 Deoleri and Underwriter! Finonciol A d v i i o r i for B o n d liiuei �BOOZ • A L L E N & HAMILTON, INC. . . . Provides a full range of consulting services to local and regional governments. FOR FURTHER INFORMATION CONTACT: MUNICIPAL ADVISORS INCORPORATED FINANCIAL AND MANAGEMENT CONSULTANTS TO MUNICIPALITIES • E R I C S. HANSSEN DIR. L O C A L GOVT. S E R V I C E S 1 0 2 5 C O N N E C T I C U T A V E . N.W. W A S H I N G T O N , D.C. 20036 (202) 293-3600 SAN FRANCISCO CHICAGO • A d v i s o r o n Fintinciii! a n d MnrkiMing Miiltnrs Rrlatinfj to I s s u i i n u ' of M u n i c i p a l Bonds Position Classifi(:f>tion/C;omp('nsHtion Plans • ManaHomonl a n d O r g a n i z a t i o n Studins • WASHINGTON NEW YORK K x i M ; u l i v e Sf^arch and Sol(H:tion LAWRFNCt: B. W A L E S P.O. B O X 45 R O G R R M. S C O T T Virginia Beach, V a . 234S8 804/422-1711 C r e s a p , M c C o m n i c k a n d P a g e t mc Managamanc 1778 Conauttanca K STREET, NW., WASMINtSTON. • Municipal Organization • Police and Fire •Public Works • Financial Management D C . 8 0 0 0 6 • Personnel Administration • Facilities Planning • Economic Development • Data Processing Washington . N«w . 1808) 8 3 3 - B 3 S 0 • Education Administration • Operations Review • Courts arnJ Probation • Transportation Management Y o r k . C h i c a g o • Ban Francieco Directory APPLIED SCIENCE LABS, INC. JOHN F NEVES. Pres Pollution Control Ctierrnsts Bacteriologists Clinical Testing •-•qineers i'uct (development Sp^-cialty IVlanuiacturers 218 N, ADAMS S T R E E T RICHIVIOND, VA 23220 804/649-9520 George Cunningham, Field Representative "imagineered" P L A Y G R O U N D and P A R K E Q U I P M E N T B Y G A M E TIME, I N C . CUNNINGHAM ASSOC. INC. Box 9554 Lakeside Br., Richmond, Va. 23228 Phone 804/262-2401 TEMPLE FOUNDRY, INC. CONSTRUCTION CASTINGS SINCE U 1924 233 Telegraph Road ALEXANDRIA, VIRGINIA 22314 (703) 960-3220 Korman Signs z HEADQUARTERS FOR TRAFFIC PRODUCTS AND SIGNS O 3027 L I N C O L N A V E . EQUIPMENT LEASING "Reasonable rates for lease or loan financing of macfiinery, equipment, aircraft, store fixtures, furniture, computers, chattel mortgages, leasebacks, vendor programs, and investment credit transactions. Delta Leasing Co., Richmond, Va. 353-9591" R I C H M O N D , VA. 23228 O F F I C E 262-6050 Public Research and Management, Inc. a MANAGEMENT CONSULTANTS ORDINANCE CODIFIERS 157 L u c k i e S t . , N.W. A t l a n t a , Georgia 30303 Suite 4 1 6 > Wash. Bldg. Washington, D . C . 23 �COMPARE JQ444 gives you two hydraulic systems JOHN DEERE on the move T w o h y d r a u l i c s y s t e m s — e a c h i n d e p e n d e n t of t h e o t h e r — c o m e a s s t a n d a r d e q u i p m e n t on t h e J D 4 4 4 L o a d e r . One handles all loader functions, the other takes care of steering and brakes. Neither depends on the other. R e s u l t s ? Y o u get fast loader hydraulics, and more b u c k e t breakout force than m o s t other l o a d e r s t h e s a m e s i z e . Steering is smooth and responsive—like your automobile. Brakes are positive and nonfading. And, in case of engine stall, a built-in accumulator in the system gives you steering and braking capabilities. C o m p a r e t h e J D 4 4 4 w i t h o t h e r l o a d e r s in t h e 8 0 n e t hp c l a s s . You'll find a list of more than 20 production features that come a s standard equipment. See your John Deere construction equipment dealer now. He's listed in the Yellow Pages. John Deere, Moline, Illinois 61265. H i 3 3 Mancy ai-aos Li-:rary Director � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 13, Number 3 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource March 1978 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197803 https://www.virginiaroom.org/digital/files/original/69/6397/197804.pdf b6f31543f64f45be4688af846fe15a31 PDF Text Text �Editorial COOPERATION President Light has titled this year in Virginia as "The Year of Cooperation." He made his commitment to that concept in September of 1977 and continued this theme through regional meetings last fall and during the 1978 legislative session. His willingness to commit the League to working with the State Legislature and other groups, especially the Virginia Association of Counties, has borne some fruit. Example: The joint task force of VML and VACo which worked toward resolution of the age-old annexation issue. Example: Consultation with several legislators regarding legislation which would assist local governments such as Senator Mitchell's circuit breaker income tax refund for property tax relief programs. Delegate Manning's bill to provide funding for administrative costs of local welfare programs, Senator Colgan's joint electricity generation bill and Delegate Michie's financial offset measures, among others. Example: An increased dialogue between VML and State legislators, between VML and the Governor's office and between VML and other significant public interest groups. Results: Two views can be held: that this is nothing but rhetoric and we are back at ground zero with much lost, or that the groundwork has been laid for a resurgence of local government's ability to achieve assistance and flexibility in dealing with local issues. We believe the latter is more correct. While success on key issues was so close (yet so far), a new spirit of cooperation does seem to prevail with the General Assembly, with our county counterparts and with other significant forces which affect local government. Misinformation, bad planning or timing and poor participation by some led to the deferral of action on financial offsets in the annexation package to a much greater degree than did the lack of willingness to respond. We must do a better job of planning and preparing ourselves to address the various issues which will be raised by the Legislature next year. Now that President Light has laid a foundation for cooperation, we must build trust and mutual respect between State and local officials if we expect to have local concerns addressed. We must walk arm in arm with our State representatives, seat ourselves at each other's tables, talk mutual concerns and plan mutual strategies if we are to fulfill our end of the cooperation bargain. If these few short months of talking cooperation are followed by innumerable occasions of buck-passing and blame-laying the previous alienation will be intensified. Your President has begun the process; it now falls on your shoulders to follow through at home and on the League's shoulders to work effectively with our State officials to make 1978 truly "The Year of Cooperation." >H U o25 Z O I- z > 2 • ,• . . R. L. DeCair Executive Director �Virginia &City EDITOR Richard L. DeCair MANAGING ASSOCIATE EDITOR EDITOR ADVERTISING BUSINESS A N D MANAGER MANAGER CIRCULATION Charlotte Kingery Michael S. Deeb V O L U M E 13 TELEPHONE 804/649-8471 NUMBER 4 4 A PUBLIC M A N A G E M E N T C A R E E R : N O REGRETS 6 CONSULTING John S. Z i o l k o w s k i , Jr. Brenda M . Southworth APRIL, 1978 ENGINEERS: BUILDING BETTER COMMUNITIES 8 L O C A L G O V E R N M E N T OFFICIALS DAY 12 VML EQUIPMENT SURVEY 13 A M O R E COST/EFFECTIVE VEHICLE 16 HUMAN RESOURCES: NEW PARTNERS/NEW ROLES 18 STATES AS CITY SAVERS DEPARTMENTS Editorial 14 10 People 21-23 11 Calendar 2 Places Directories Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. U VIRGINIA TOWN & CITY is the only official magazine of the Virginia Municipal League (formerly the League of Virginia M u n i O N THE C O V E R : Cover photograph of a waterfall in Frederick County is courtesy of the Virginia State Library. cipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, R i c h m o n d , Virginia 23219. All contents, copyright ® 1977 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. Second-class postage paid at R i c h m o n d , Virginia. Subscription rates: $7.00 per year, $1.50 per copy. O 1— < z u > �A PUBLIC MANAGEMENT CAREER: NO REGRETS had to miss no more than 10 meetings during my tenure, plus at least 50 called meetings. Yet, those meetings have been as identical as fingerprints. W h e n I think 1 have seen or heard it all, or have experienced my allotment of satisfying, embarrassing or chastised moments, a novel situation occurs. Yet, that exemplification of unpredictable variety is, at least in part, one of the stronger factors which draw people to the profession or attempts at " p u b l i c management," as we have come to know it. By T H O M A S B . N O L A N D I have had my share of highs and lows. O n c e , when a newly appointed department head reported for work and asked for instructions, I gave a simple instruction—go to his office and answer the phone. This approach was possible because I knew his background and his capabilities. Later he told me that he wondered about such cryptic instructions, but within a few hours he was heavily involved, and continued to be so. This incident is used to explain my view of municipal administration. We must try to plan projects and priorities, always ready to revise and review, in order to carry out the primary goal of responding to legitimate citizen concerns and requests, or provide a logical explanation when a negative response is in order. The municipal balance sheet shows only a monetary expression for meeting reasonable public needs at the lowest possible cost. Perhaps a summary of my own professional background will set the stage for at least a small amount of subjectivity. I feel that I am fortunate since my first municipal experience, after a college summer of survey work for a city engineer, involved reading water meters and attempting to collect delinquent accounts. This experience gave me insight as to how the householder feels, reacts and sometimes devises devious ways to "beat the system." I remember one dog bite and several occasions of having been " r o c k e d " by children when I began cutting off water. I cannot forget an incident which occurred at the first council meeting I attended in that era. At the end of the meeting the proverbial man in the rear stood to complain about potholes on his street, whereupon there was recited to him the liturgy about weather damage to streets, a lack of funds and a hope to do better in the next budget. T h e n , his question, " H o w come you always put our street at the end of the budget?" That was in 1942, and I am still trying to adequately answer variations of that profound question. I am never sure, but the challenge is to try. As a town and city manager, which I have been since January 1 , 1947, I have attended not less than 700 regularly scheduled council meetings, having A B O U T THE A U T H O R Thomas B. Noland is the City Manager of Martinsville and a past president of the Virginia Section, International City Management Association. In 1975, he donated a collection of his private papers, a record of his World War II experiences in Costa Rica and the South Pacific, to the University of Virginia Library. Putting it another way, I have had my share of highs and lows. I have had citizens leave my office or my phone, sad, mad, exalted, disgusted, satisfied and sullen. I have had fellow employees hate, tolerate and appreciate me and councilmen have wondered about me, supported and protected me, and when I needed it, they have pinned my ears back. When I want to be smug, I tell myself that I have been good therapy for councilmen. In all my years, no councilman has yet died in office, and only one has seen fit to resign; his profession required him to relocate. A total of 10 mayors have headed the councils involved in my tenure. No w o m a n , except my wife, has yet been one of my bosses. In two localities where I have served the mayor was chosen by popular vote and in the other two, by council. Over the years, I have developed some concepts, and some things which sustain me. I have long since accepted the idea that, in my limited sphere, 1 am a public figure and must compensate therefor, and my wife has learned to live in her corner of the fishbowl. A city manager must maintain a varying low profile, and must understand and protect the prerogatives of council, above all. A n d , like all or most managers, I no longer try to clearly define the line between the manager's leadership role and that of following and supporting council's leadership. O n e example of high profile was when I confided in only a f e w people, whose help I needed, that I was nominating Martinsville for an All-American City Award. Council then let me plan for and make the presentation which resulted in the coveted designation. This was a great joy and privilege. O n c e I would have liked for my profile to have been below the bottom line, a time when I was unsuccessfully sued in Federal Court because of a decision I had made concerning personnel administration. It would have taken me a few years to have paid off the requested award of a million dollars. Local political activity is the most important " n o n o . " M y philosophy is that we in local government have an obligation to serve to the best of our ability those whom the voters elect. Therefore, we cannot publically express our preferences nor work behind the scenes for any local candidate. O n the local level, we are just too close to the action for it to be otherwise, and 1 believe the philosophy to be sound even in localities where candidates run without primaries or party labels, and even under the at-large system. By extension of this philosophy, the manager must manage to stay out of intra-council political or idea- �logical conflicts which is not an easy task because the manager is too close to the individuals concerned not to develop concepts. 1 have been lucky enough that councilmen have always been cognizant of this philosophy and have thus avoided potential embarrassment. Good insurance is to respond as thoroughly as possible to all requests for information and to supply information to all on an equal basis. Other considerations include keeping council informed— finding the fine line between adequacy of background data and so much data that the desired goal is rendered less effective. O n the "policy or not" question, I share what I suppose to be the common view, that the manager should have no part in initiating consideration of whether to go from at-large to ward elections, or any other aspect of the purely political realm. But, I have no hesitancy about initiating thought about physical things, such as public works projects. I have never had any problems in deciding whether to step into or stay out of various potential issues. The agenda is all important and there is not always a clear distinction between what is purely administrative and what requires council action. I have been embarrassed many times by misreading council's reaction, as well as by having failed to adequately inform, or have a staff person available to furnish specific data. Adequately preparing for council meetings is all important. Some general situations include decisions about community and civic activities, family time and off the job relationships with council and staff. (Is the manager ever off the job?) Different people and varying situations require flexibility, as long as there can be a hedge against favoritism, cronyism and "the appearance of e v i l . " Early in my career I was active in a civic club, but in recent years I have felt that I should not belong to any, so that I can attempt to cooperate with all civic clubs. Not all, but some fellow managers share that view. In short, 1 am not a joiner, nor have I ever been the structured individual who feels the advantages of a rigid schedule of staff meetings. Rather, I prefer to be immediately available to as many as possible. /GRUENDLER\ "LEAF-EATER" WHEN LEAVES ARE DOWN YOU DON'T NEED TO B E ! USE A LEAF SHREDDING SYSTEM BY GRUENDLER • FAST---SHREDS LEAVES INTO MULCH IN MINUTES • LEAF HANDLING COSTS--- REDUCED. SEE WEBSTER GROVES STORY. • STREET CLUTTER REMOVED - - RESIDENTS HAPPY, CITY BEAUTIFIED • BONUS, PRODUCT COMPOSTABLE - - FOR CITY PARKS, RESIDENTS, ETC. O R D E R S IN B Y MAY 1 DELIVERED FOR FALL SEASON Local political activity is a "no-no". I am an open-door person who likes to be available to citizens, and long ago I learned to be a good listener. It fascinates me how a citizen on the phone begins mad and abusive, but after he talks it out he frequently ends up apologizing for the time he consumed and classifying the problem as a minor one. Obviously, there are times when the citizen is fully correct, and action is in order. The most transparent call involves the citizen's effort to have his neighbor take the rap for him. For a manager to keep his perspective, and preserve his marriage, he must have utmost consideration for his wife, who is forced into the role of confidante, advisor and answering service. Think of all the meetings a wife attends because the manager's image suffers if she does not. 1 think that in our State the present policy of involving the wives in our professional conferences is supportive of them STATIONARY LEAF-TO-MULCH C E N T E R , OR PORTABLE Ask for Bulletin IVlL-160 u o3 O GRUENDLER CRUSHER & PULVERIZER CO. 2915 North Market Street St. Louis, Missouri 63106 Phone: (314) 531-1220 Telex: 4 4 - 7 4 1 5 SINCE 1BBS < �in an unsung but vital role. Many things are best forgotten, but some are rich memories. In anticipation of extending sewer service to a previously unserved area, one man who had already installed his bath came to wonder about service date, and said, " I never take a bath, but you should see my 'ol woman trying to take a bath in a wash p a n . " The imagery was clear to me for I knew she weighed at least 200 pounds. And at another time and place, another sewer line was being e x tended. After he had heard the excuses about delays, a home owner gave me one for the book when he said, " I hope it'll be soon, 'cause my 'exceptional' tank's broke d o w n . " In search of the answer to a question posed by a reporter, I had to go to the first minute book of the Pulaski Town Council, and the search evolved into a series of about twenty-six weekly guest columns in the Southwest Times of Pulaski. Careful reading of those records, at first handwritten, embellished by what I had learned about the community, by conversations with an elderly second generation department head, and with two elderly men who were participants in the Town's first development, resulted in a history of Pulaski's first sixty years. It was fascinating to identify and piece together the i n cidents which gradually became sequential weekly columns. Putting together that history, spent mostly CONSULTING ENGINEERS: BUILDING BETTER COMMUNITIES By H A R R Y W. K I N C A I D Consulting engineers are somewhat like the well known Genie in the lamp. W h e n one needs a possible or actual transformation of the physical and natural environment, he or she simply rubs the lamp, and, in this case, out pops a man with all his data, charts, graphs, calculator and all other essential gear, ready to oblige. Little there is in our everyday surroundings that has not been influenced to some degree by consulting engineers. Consulting engineers and their firms test and develop new designs and products; help governments cope with today and plan for tomorrow; help generate and conserve energy; help span rivers, or tunnel beneath t h e m ; design plant layouts and the heating, air conditioning and mechanical systems within A B O U T THE A U T H O R Harry W. Kincaid is the Executive Director of the Consulting Engineers Council of Virginia. in evening hours, was the most enjoyable project I have ever had. Probably there are few professions where a change of pace is more important. Because of so much public exposure and job pressure, the manager needs an outlet involving outdoor physical a c tivity, as well as a hobby which can be shared or demonstrated to others. A n d , most importantly, there should be some community or church activity which involves behind the scenes service to people who have unmet needs or problems, because such giving is receiving. For perhaps 20 years now I have been sustained by an incident which I recounted to some of my fellow professionals. O n a particular day things were going especially bad—irate phone calls and all the rest. I decided that I had to get out for a while. No more than a block from the office I was walking slowly, deeply distressed, oblivious. Then 1 realized that a man had fallen in step beside me, and he began speaking. He called me by name and told me I was doing a good job, that I must remember that I would never please everybody. I was dumbfounded because the man drifted away before I could fully realize what had happened, and moreover, I did not even know him. W h e n I returned immediately to my office, the problems were not there. them; test and analyze soils; illuminate our cities and the world; and help control environments and stop pollution. Consulting engineers are professionals, public servants and businessmen. As professionals, they have the qualifications of education, technical knowledge and legal registration to practice one or more branches of engineering. They have a creativity born of diverse experience and modern engineering application. They have no commercial affiliations, thus assuring u n biased and independent engineering. As public servants and good citizens, they serve clients and the public interest honestly and with i n tegrity, impartiality and ingenuity. Their clients i n clude both the private and public sectors; all receive the most modern in professional engineering services. As businessmen, they operate independent, private engineering practices by offering engineering feasibility studies and analyses, preplanning, design and construction coordination. Their goals are to provide sound engineering at a reasonable investment. Included among consulting engineers' clients are individuals, owners or managers, contractors, manufacturers or fabricators, architects and even other engineers and professionals. Boards of directors, e n gineering departments in industry, and federal, state and local governments seek the assistance of c o n sulting engineers. W h e n serving their clients, consulting engineers carefully attempt to insure that their services, and the expected results, are thoroughly understood and �satisfactory to all. They attempt to communicate with clients via discussions and written reports which clearly describe the magnitude and progress of a project and the consequences of future planning and action. Consulting engineers try to remain aware of current community feelings and the level of understanding of the particular client. It should be emphasized, however, that consulting engineers are not, and should not be, considered "employees" of their clients. They are retained for special continuing consultation; thus, they should be relied upon for advice. Engaging A Consulting Engineer firms may be chosen by a review of their statements of qualification by studying their brochures, or upon the recommendation of others who have engaged them. The client sends the project definition to each of these firms and requests an expression of interest and additional information about their qualifications and experience. The client then reviews this information and selects at least three, but usually not more than six, firms who appear to be the best qualified. Interviews The client arranges personal interviews with a principal, or principals, of each firm, preferably in the engineer's office to assure mutual understanding and to enable the client to obtain additional information and details related to the firm's capabilities. The client also may visit one or more projects completed by each firm and/or contact recent clients of each. To aid in ranking the firms and determining their relative merit, the following information should be obtained during the interviews: • general experience and history of the firm's performance • technical education and expertise of the firm's personnel • availability of adequate personnel, equipment and facilities with which to do the job • general approach to the job • current workload • record of professional accomplishments • request to visit some projects on which the firm is working, and • size and financial responsibility of the firm. Ranking of firms Following the interviews, the client selects the three most qualified firms in order of preference. Negotiations The client then notifies the first firm on the list, arranges a second interview and invites the firm to submit any additional data it deems appropriate. The firm also can be expected to come to the interview prepared to negotiate the compensation or fee for the engineering services. If an arrangement is reached, the client and consultant draw up a contract. If the parties do not reach an agreement, negotiations are terminated and the client repeats the process with the second firm on his list (being sure to tell the second firm that negotiations with the first have been terminated). Depending on location and nature of the project, engineering fees may be based on per diem, cost times a factor, lump sum or the percentage of the cost of the project. Basically, the procedure for engaging a consulting engineer consists of five steps: project definition, evaluation, interviews, ranking of firms and negotiation. Project definition The client prepares a description of the proposed project, its purpose and location and other pertinent facts for those consulting engineers who are interested in doing the project. If a preliminary budget has been established, it should be included. Evaluation The client selects a limited number of firms considered to be qualified for the project. The Persons who are involved in and/or responsible for engaging and working with consulting engineers, may want to order the following helpful publications: 1977-1978 Consulting Engineers Council of Virginia Membership Roster, available free by writing to the Council at 6924 Lakeside Avenue, Richmond, Virginia 23228, or calling (804) 264-0051. The American Consulting Engineers Council "Manual of Practice." This excellent, helpful manual is available from the Council at 1155 15th Street, N. W., Washington, D. C. 20005. The price is $50.00. Competition for Services Competition between engineering firms that results in improvements in design and service is beneficial to both the client and the public and is in keeping with the philosophy of private enterprise. In the opinion, however, of most of those who are responsible for procuring the services of consulting engineers, and in the consultants' opinion and experience, this competition should be based on competence and qualifications, not price! Competitive price bidding between engineering firms usually results in the selection of the "low bidder" with little regard for quality. Since the overall cost of the project will depend in large part on the competence of the engineering firm in planning, conducting and completing a project, the firm's fee which is a fraction of the total cost, should be a secondary consideration. In addition, unnecessary risks or hazardous conditions often occur where attempts have been made to reduce the total cost of an engineering project by reducing the cost of the engineering. In the true experiences of many engineers, competition on the basis of price often results in inadequate compensation to the engineer and severely limits his ability to provide the proper ingenuity and creative talent so important to a successfully designed project. Finally, and perhaps most important, competitive bids are based on the client's description or scope of the project which, for various reasons, usually is not sufficiently detailed and informative to permit figuring an accurate price for the total project. In fact, the complete scope seldom is realized until the client and the consulting engineer begin to negotiate a fee for the project. �LOCAL GOV'T OFFICIALS DAY ••>: Governor John N. Dalton Senator Adelard Brault By Bradley K. Harmes The Virginia Municipal L e a g u e h e l d its m i d w i n t e r c o n f e r e n c e on J a n u a r y 27, 1978 at the John Marshall H o t e l , R i c h m o n d . The League's Local G o v e r n m e n t O f f i c i a l s D a y afforded local leaders an opportunity to meet with m e m b e r s of t h e G e n e r a l A s s e m b l y to d i s cuss items of l o c a l a n d state i n terests. S e v e r a l officials a r r i v e d o n t h e e v e n i n g of J a n u a r y 26 to m e e t w i t h t h e i r legislators i n d i vidually over dinner. Presiding over the conference was Virginia M u n i c i p a l League Presid e n t a n d B r i s t o l M a y o r R. L . L i g h t , Jr. O v e r 80 officials w e r e i r e s e n t at t h e J o h n M a r s h a l l to lear Governor John Dalton and Senate Majority Leader A d e l a r d B r a u l t discuss p o l i c y a n d f i n a n c i a l matters a f f e c t i n g local government. O n e topic of great i n t e r e s t w a s t h e restor a t i o n of State f u n d s to c o v e r t e a c h e r r e t i r e m e n t costs w h i c h w e r e s c h e d u l e d to b e s e v e r e l y r e d u c e d i n t h e s e c o n d y e a r of the b i e n n i u m . VML President R. L. Light, jr. U r b a n , City and T o w n Sections also m e t f o l l o w i n g t h e m o r n i n g session a n d there w e r e lively d i s c u s s i o n s of u p c o m i n g legislative matters s u c h as a n n e x a t i o n a n d c e i l i n g s o n gross r e c e i p t t a x e s . >u O I- < z u > 8 Local Officials listen VML Executive Director R. L. DeCair �Price-tag buying can only add to tiie problems you're called upon to solve today Strengthen and support your purchasing decisions with TOTAL COST Purchasing equipment for a governmental unit is a complex problem. You're confronted with rising costs, shrinking budgets, and a critical examination of all expenditures. Understandably, the first reaction is to base your choice on the initial price of the machine—accepting the lowest bid as the one and only factor to consider. But this doesn't hold up. There are too many additional factors. And usually they make a "total cost" buying decision best for you. That's because you are including the key factors of operating and maintenance costs, repair and downtime costs, and the resale value you will realize. When combined with initial price these factors add up to the "total cost" of machine ownership. This is bottom-line figuring. Decisive. Predictable. Documented. CATERPILLAR Caterpillar, Cat and E are Trademarks of Caterpillar Tractor Co., Peoria, IL 61629 CARTER MACHINERY COMPANY, INC. Salem, Norton, Virginia • Bluefield, West Virginia u o < VIRGINIA TRACTOR CO., INC. Richmond, Chesapeake, Fisherville, Haymarket, Virginia > �People Lee To Take Leave Bristol Fire Chief JACK LEE has taken a six month leave of absence effective March 1 because of ill health. Chief Lee joined the Bristol Fire Department in 1941 as a volunteer and became a paid firefighter in 1945. He was appointed captain in 1957, chief in 1970 and has served on the executive committee of the State Fire Chiefs Association of Virginia. Mobley Honored Virginia Beach Police Patrolman IIMMY W. MOBLEY received third place in the Virginia Jaycee's Most Outstanding Young Law Officers Award for 1978. Affiliated with the Virginia Beach police department since 1967, Patrolman Mobley is currently completing his bachelor's degree in criminal justice from Old Dominion University. Bowen Appointed Former Bluefield Town Manager MAX E. BOWEN was appointed Town M a n ager of Strasburg. Before coming to Bluefield, he served as city manager of Louisville, O h i o and had spent a short term as manager of Pikeville, Kentucky. A graduate of Miami University in O x f o r d , O h i o , Bowen is a member of the Virginia Section, international City Management Association. His appointment was effective February 20. New Library Director u GRAHAM H. SADLER is the new Director of the Henrico County Public Library. He has been affiliated with the Denver Public Library in Colorado, the Fort Lewis College Library, Durango, Colorado and the Kinderhook Regional Library in Lebanon, Missouri. Sadler holds a bachelor's degree from Southeast Missouri State and a graduate degree trom Emory University. Fenton Named < z a > 10 GEORGE F. FENTON, SR. was appointed Administrative Assistant of the City of Lexington on January 3. He began his career as an area engineer for the Bureau of Public Roads in 1950 and rose to chief of land acquisition division for the Federal Highway A d ministration in Washington, D.C. by October, 1963. He has received many awards for his work and won the Federal Highway Administrators Award for superior service in 1969. Gross Appointed GEORGE GROSS, Staff Director of the House Budget Committee, has been appointed to head the National League of Cities' Office of Federal Relations. Gross has worked in top congressional staff positions for nine years and has held his previous position since 1974. A native of Hungary, he attended the University of C o n necticut and holds a law degree from Boston University School of Law. Graves Resigns Martinsville City Welfare Superintendent HARRIETT M. GRAVES has announced plans to resign as of June 30, 1978. Formerly a social worker in the department for 10 years. Graves became superintendent in 1975. She plans to return to her native State of Rhode island. Hope Will Not Seek Suffolk Mayor JAMES F. HOPE announced plans not to seek another term on City C o u n c i l . Serving in public office since 1963, Hope was a member of the old Suffolk City Council and became mayor of the new City following consolidation. He presently serves on the Virginia Municipal League's Executive Committee as chairman of the Urban Section. Chase City Hires The T o w n Council hired FRED A. DARDEN to the position of Town Manager and RICKY REESE to the post of Town Treasurer. Darden, a native of California, has 30 years of military service and holds a graduate degree in public administration from Central Michigan University. A native of Chase City, Reese holds degrees from Danville Community College and Averett College. Reese assumed his new job the first of February while Darden's post became effective on March 6. Councilmanic Changes The Mineral T o w n Council appointed THOMAS ABERCROMBIE to fill the unexpired term of Dabney Falls. Falls resigned as a councilmember when he was elected to the post of Commissioner of Revenue in the November election. Chincoteague's Town Mayor WHEATLEY WATSON resigned his post as Mayor on February 28. Terrell E. Boothe, Vice Mayor, will serve as mayor until Town Council appoints a replacement. Griffith Appointed FRED P. GRIFFITH, JR., Assistant Engineer/Director of the Fairfax Water Authority, has been awarded the American Water Works Association 1978 "Publications A w a r d " for his paper on the Authorities Economic and Conservation-Oriented Rate Structure. Griffith has held his post with the Authority since 1959. A member of A W W A since 1972, he holds a degree from Virginia Polytechnic Institute and State University. Sjolund Appointed DR. GEORGE C. SJOLUND was appointed Director of the Virginia Beach Health Department. He received his medical degree from the University of Maryland and has attended Tufts University, Gonzago University and the University of California. His most recent position was with the State Health Department's Peninsula Health Center in Newport News. His appointment was effective March 1 . Norfolk Fire Chief Named THOMAS E. GARDNER became the Fire Chief of the City of Norfolk on March 1. A n Arkansas native, he has been with the Charlotte, North Carolina Fire Department for 19 years. Gardner has an associate degree from Central Piedmont Community C o l lege and has completed courses at the University of North Carolina's Institute of Government at Chapel Hill. Purchasing Officers Elected The Virginia Association of G o v e r n ment Purchasing elected its officers for 1977-78. They include CURTIS L WALSH, County of Henrico, M M f S L SHOTTS, VPI & S U , AMOS C. COCHRAN, City of Portsmouth, MICKY POOLE, County of Loudoun and BUEFORD B. THOMPSON, City of Roanoke. �Annual Institutional and Municipal Parking Congress W o r k s h o p , June 11-14, New Orleans, Louisiana Calendar Traning Session for Mayors and C o u n cilmen, June 14-16, VPI & SU and June 21-23, University of Virginia First National Conference of Local Energy Officials, April 10-12, Stouffer's National Center, Arlington U. S. Conference of Mayors, June 1721, Peachtree Center Hotel, Atlanta, Georgia Municipal Electric Power Association of Virginia, April 12-14, Ramada Inn, Manassas Zero-Base Budgeting in Local G o v e r n ment, Regional Seminar, ( M F O A ) , April 13-14, Atlanta, Georgia Virginia Section, International City Management Association, April 2628, New Cavalier, Virginia Beach Virginia Citizens Planning Association and Virginia Chapter, American Institute Planners, May 14-16, Mariner Resort I n n , Virginia Beach Local Government Attorneys of Virginia C o n f e r e n c e , "Local G o v e r n ment Personnel Problems: The Law in Virginia", May 18-20, Sheraton Inn, Fredericksburg MEPAV T O MEET The Municipal Electric Power Association will meet on April 12-14, Ramada Inn, Manassas for their Annual C o n ference. Scheduled events include a tour of the Manassas Electric Distribution System, reports on the Randolph Hydroelectric Complex and legislation of interest to the Association. Some of the speakers will be Charles C. Jones, Jr., Virginia Association of Electric Cooperatives; Frederick Ritts, Northcuth Ely; and a representative from the U.S. Department of Energy. Robert C o r e k i n , Electric Utility Director, Martinsville and President of MEPAV, will preside over the Conference. ( I ^^C^> \c:0^^^ VIRGINIA SECTION, ICMA The Virginia Section, International City Management Association will hold its Annual Conference on April 26-28 a at the New Cavalier in Virginia Beach. President Wendell L. Seldon, City Manager, Winchester, will preside over the Conference. In conjunction with the Conference this year will be the I C M A Small Cities Management Training Program on Wednesday, April 26. The Conference will officially begin on Wednesday evening with an O p e n i n g Dinner. The program format and registration costs have been mailed to all members. In addition to President Seldon, the following comprise the Executive C o m mittee: Bristol City Manager Hugh G. Cooper, Manassas City Manager C. M. Moyer, Jr., Williamsburg City Manager Frank Force, Salem City Manager William J . Paxton, Jr., Roanoke Assistant City Manager Sam H. M c G h e e III and South Boston City Manager, J. Aubrey Houghton (immediate past president). VML ANNUAL CONVENTION September 17-19 GRIFFIN Ductile Iron Pipe "^^^ for water and sewer installations tJ.IIJJIU D U C T I L E IRON u Z O < CAST IRON SOIL PIPE & FITTINGS GRIFFIN PIPE PRODUCTS CO. . /Xmsted BOX 740 • L Y N C H B U R G , VIRGINIA 24505 • 804-845-8021 11 �of the determination of replacement need is made on a combination of factors. Age is the largest single factor (13.75 percent). Central purchasing (33.34 percent) makes the largest group of purchase decisions with the remainder of the decisions being divided among departments, councils and individuals. Most of the buying is done by persons whose primary function is not purchasing. While only 6.25 percent of the respondents do not use competitive bidding, over half (50.44 percent) do allow exceptions. VEHICLES: First results indicate that most trucks owned are under two tons and most cars owned are full size. The same profile for determination of need as equipment applies to vehicles. Average age for vehicles reported is 4.18 years. More vehicles (50.0 percent) are purchased by central offices though the remainder are still bought by persons whose primary function is not buying. MAINTENANCE: Most maintenance is done by a combination of government shop and outside shop, large localities having in-house capabilities and smaller localities having none. According to the responses, location of vehicles is evenly divided among central motor pools, departments and individually assigned units. The majority of responses indicated that costs of maintenance and insurance are not included in purchase considerations. COMMENTS: In equipment, a manufacturer's representative noted that localities keep equipment beyond the efficiency periods determined in private enterprise. Also differing from industry practices was the lack of maintenance factoring for purchase considerations and the vague character of responding to the questions on fuel and operating costs. For vehicles, an area for savings appears in the two majority sub categories: light trucks and full sized cars. Federal results show that full sized autos consume the most petroleum and smaller trucks have not had the more economical diesel options. A shift to smaller autos and minitrucks and new light diesels can save money. VML EQUIPMENT VEHICLE SURVEY By John S. Ziolkowski, Jr. The Virginia Municipal League conducted a survey in January of this year to determine the practices of local governments regarding the purchasing and maintenance of equipment and vehicles. This is a summary of the results of that survey. As of February 15,1978, the responses were in from 77.5 percent of the cities, 45.3 percent of the towns and 47.8 percent of the counties. The number of large localities responding leads us to believe that the results may give a good overview of equipment and vehicle ownership and maintenance. EQUIPMENT: The majority (46.32 percent) of the equipment by percentages falls in the medium category: backhoe 10.08 percent, tractor 24.71 percent, trenching 2.81 percent and sweeps 8.72 percent. The heavy (27.23 percent) and light (26.45 percent) categories are approximately equal. Lifespan reports indicated that 64.37 percent of the equipment is either kept 6-10 years, pr over 10 years. Most EQUIPMENT MAKES: PRELIMINARY REPORT (By Category) MAKE Cat. Deere Inter. Ford Clark Fiat Buc/Er Terex Case Other HEAVY (%) MEDIUM (%) LIGHT (%) OVERALL (»/o) 20.00 3.78 9.45 5.67 .81 .81 1.08 .27 2.70 55.40 7.27 18.18 11.21 23.34 1.81 1.36 .60 1.7 8.5 24.7 11.4 2.8 .8 5.90 30.30 7.50 42.50 6.98 9.54 11.88 12.74 1.60 .85 .42 .05 4.74 51.17 — — — >• H U Mercedes American Other .1 % .1 % 10.2 % .0 % 3.7 % .9 % Mini-truck offers equal payloads to standard ligfit trucks �A More Cost/Effective Vehicle for Energy and Tax Dollar Savings ENERGY CONSERVATION is foremost in the minds of Ohio city and county administrators and planners, and with good reason. Having just experienced the most severe winter in the State's history, and having soberly listened to President Carter's energy message to the American people, municipal officials statewide are again earnestly seeking new approaches to old energy conservation problems. An individual who has found just such a new approach is city councilman Richard Hagerty—a 20-year veteran of the political life of the Toledo suburb of Sylvania (pop. 20,000). His program has resulted in savings of thousands of dollars annually for Sylvania taxpayers through purchase of more economical compact police vehicles, rather than the more costly full or intermediate-size units. "My interest in compact-sized police vehicles was triggered by an article in the August issue of MOTOR TREND magazine in 1974," recalled Hagerty. "The country was in the process of recovering from the initial shock of the 1973-74 oil embargo. In the MOTOR TREND article, John Christy, the magazine's executive editor wrote:'. . . if the some 220,000 marked and unmarked police vehicles in the United States could suddenly be changed from full and intermediatesize units to compact vehicles, gasoline savings to the country would amount to annual estimated savings of from $320 million to $663 million depending on the statistical figures used in the calculation. . .' " And, Hagerty emphasized, "those calculations were made when gasoline was retailing in the range of 30 to 40 cents per gallon." At the same time, Hagerty recalled that the Law Enforcement Assistance Administration (LEAA) in Washington released figures stating that the nation's 220,000 police vehicles burn about one billion gallons of gasoline annually, and that the typical police vehicle in 1974 was averaging only eight miles per gallon. The study noted that if the fuel average could be increased by just one mile, to nine miles per gallon, ". . . it would represent savings of some 100-million gallons of gasoline annually . . ." "Since our full-size Sylvania police cars in 1974 were getting less than the national average in fuel consumption—just six miles per gallon—the next logical question was what to do about it," Hagerty said. The same MOTOR TREND article was again very helpful in setting Hagerty on the right track. "It outlined the excellent showing of the Chevrolet Nova compact police unit in the annual Los Angeles County Sheriff's Department (LASD) police vehicle test program at Pomona Fairgrounds near Los Angeles," Hagerty recalled. "The Nova finished the performance tests with a score just a fraction of a percentage point behind the only foreign entry—a Volvo 164. At the same time the Nova scored the highest of all five domestic makes evaluated," he said. To convince police officers and city councilmen that the compact police vehicle would be a superior vehicle to full and intermediate-size vehicles, often takes more than bare "lifecycle" figures by themselves. "One of the best 'convincers' that I know," said Hagerty, "is a well prepared demonstrator vehicle." Harry Hammond, Detroit-based Chevrolet project engineer on the Nova police car and currently a Chevrolet national fleet account executive, was very helpful in providing a demonstrator unit for use by Sylvania police officers and city councilmen. "I found that one demonstration ride was worth a thousand words," Hagerty said. Over the two week period we had the demo, every officer on the Sylvania force and several city councilmen drove the car. "Frankly, they were surprised," said Hagerty. "They didn't expect it to handle as well as it did, and they didn't expect it to be as roomy as it was. "Following completion of all demonstration drives, we wrote detailed specifications for all interested bidders. "We eventually purchased two 1975 police Novas and later two additional 1976 units. By November, 1976 we were able to put together our first set of comparison operating cost figures for the cars, as compared to in service intermediate and full size competitive police units. "Quite honestly, we were tremendously pleased with the outcome. The compact Novas outperformed their intermediate and full sized competition in every cost category." The four Novas were equipped with the Chevrolet 9C1 Police Package, a 350 cubic-inch four-barrel engine, automatic transmission, air conditioning, power steering, 14 inch radial tires and used unleaded gasoline. The four 1976 competitive intermediate police cars were equipped with the manufacturer's Police Package, a 360 cubic-inch two-barrel engine, automatic transmission, air conditioning, power steering, 15 inch radial tires and also used unleaded fuel. Total mileage of the competitive intermediate car was 80,700 for an average mileage of 20,175 per car. Based on a useful life of 40,000 miles and a fleet of eight police cars, the Novas produced a savings of $4,924.80 over the competitive intermediatesize police vehicles. This is equivalent to the cost of one new police cruiser. "In other words," Hagerty said "when compared to the intermediate, a fleet of eight Novas would save enough in operating expenses to pay the cost of the eighth car or permit the addition of a ninth fleet car at no capital cost." Hagerty said that when comparing the Nova compact police cars to competitive full-size police units, the savings are even more dramatic. Based upon a 40,000 mile life and a fleet of eight cruisers, the Novas will produce a total savings of $12,480.00 over the competitive full-size police cars or approximately equivalent to the cost of two-and-one-half new Nova police cars. "To put it another way," said Hagerty, "each Nova operates for approximately $52.00 a month less than its competitive intermediate counterpart and $133.00 a month less than its competitive full-size police counterpart. Additionally, our experience to date has shown that the Nova has an average 11 percent better resale value than its competitive intermediate counterpart." More important, according to Hagerty, is the fact that reduced operating costs are by no means the only things the Nova police cars have going for them. "They are also vastly more efficient in handling and performance than the older style larger cars. They corner securely, precisely and quickly. Their response to steering input is quick and easy, allowing them to slip through traffic in a way the larger cars never could. Their quick acceleration tends to allow them to end most pursuits before they get started—and I think you'll agree that when pursuit is necessary, the best pursuit is a short pursuit," he said. Arthur Cole, Sylvania chief of police, couldn't agree more. "When it comes to pursuit work it all boils down to the safety of my (Continued on page 77, col. 2) — ^ oQ ^ > O 1— — _ O ^ > 13 �Places CH£S/APM/C£—City manager Durwood S. Curling reported in his fiveyear capital budget message that the approval of $7.4 million in bonds will be required in a referendum in 1980. The bonds will provide funds for two new schools and four school addition projects. CULPEPER—Town Council voted to join the Rappahannock-Rapidan Planning District Comission (PDC 9). Membership dues to the planning district commission will be $1,376 per year. The PDC membership allows the appointment of two delegates to the commission from the Council upon the PDC's acceptance of the Town's application. ALEXANDRIA—A new City report concludes the City's water system cannot meet minimum standards for fire fighting in seven areas. Approximately $10 million will be needed to make the necessary improvements. City Manager Douglas Harman said this will cost residents at least 16 extra cents for every 1,000 gallons of water they consume or $12.80 per year for the average household. NORFOLK—No housing is included in the renewal project under a plan being developed by the Norfolk Redevelopment and Housing Authority. O n e of the most blighted sections in the city will be planned for commerce and light industry of which approximately 80 percent is already commercial. u z O h- < 14 VIRGINIA BEACH—C\ty Council and the school board were presented plans for the proposed Virginia Beach Museum of Marine Sciences in a recent joint meeting. T w o sites are being reviewed to house the largest science museum in the State. The master plan would either implement Sea Shore State Park or the D o m e . ARLINGTON COUNTY—Member delegates of the Arlington County Civic Federation voted to recommend to the Arlington County Board that a citizen's commission be appointed to review the possibilities of Arlington becoming a city. Arlington Board Chairman John Purdy expressed the Board's interest at looking into the advantages and costs associated with the county to city conversion. ROANOKE VALLEY—A new attempt has been made to resolve a long standing disagreement over sharing the costs of a major sewer interceptor line that will serve the northeast part of Roanoke County and the southern part of Botetourt County. The four localities represented, Roanoke, Vinton, Roanoke County and Botetourt County, will jointly share the costs. Under the formu'a used in the Roanoke Valley for sharing costs on joint interceptors, Botetourt County would have to contribute a major part of the expenditures. lAMES CITY C O U N T Y — B a l l Metal Container G r o u p announced that it will spend $19 million to enlarge its assembly plant in the County. County administrator James B. Oliver, Jr. greeted the announcement with surprise and gratitude, since it will mean about 150 new jobs and increased revenues for the County. WINCHESTER—Mayor Stewart Bell, Jr. reiterated his favorable stand on the proposed joint City-Frederick County governmental facility study. Calling the lack of governmental office space the biggest problem that confronts Winchester as a c o m m u nity. Bell said the study should be a project done comparatively with the County. Mayor Bell said the operational savings realized with the joint venture would help offset increased costs of maintaining present court services. VIENNA—A recent audit revealed the Town has accumulated a 1976-77 bud- CAPITAL get surplus of nearly $1 million. Charles Johnson, deputy director of the Town's finance department, said it was the largest surplus the Town has had. Officials have not made plans on how to spend the bulk of the surplus. Your children can see a Smithsonian exhibition... at school. Every year, school children travel thousands of miles to the Smithsonian Institution in Washington, D . C But the Smithsonian Institution Traveling Exhibition Service (SITES) can send exciting, informative exhibitions right to your own schools. SITES exhibitions are drawn from the vast resources of the Smithsonian Institution and collections throughout the world. It's just another way the Smithsonian is helping Americans to know their world better. Write to SITES, Department PS, Washington, D.C. 20560. SITES is a professional service of the Smithsonian Institution. EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD • P. 0. BOX 9609 RICHMOND, VIRGINIA 23228 PHONES: 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY—C/iem/ca/ Spreaders, Slurry Pavers LINK BELT — Cranes — Excavators FMC/BEAB — Sewer Cleaner LAYTON MFG. CO. — Asphalt Pavers MEYERS-SHERMAN — "Vactor Jet Rodder" RICHMOND MFG. CO. — Horizontal Boring Macflines ELGIN-LEACH — Sweepers, Refuse Bodies ATHEY MANUFACTURING CO.-Maintainer Grader ROYER FOUNDRY — Shredders GIANT-VAC — Leaf Coilectors DAVEY — Air Compressors MASSEY-FERGUSON - Backhoe Loaders �CONNECTORS New economy in connecting corrugated steel pipe T H E C H A N N E L C O N N E C T O R is simply a rolled U-shaped channel section proportioned to positively engage the flanges on reformed ends of pipe sections. There's no need to align corrugations. The connectors are furnished in two halves for easy installation under adverse conditions. One bolt per connector half is required. The reduced area of contact means the connector halves pull up quickly and easily without binding. With the channel connector, you can be sure of structurally sound joints with no possibility of disjointing or backfill infiltration because of misaligned corrugations. T H E WING C H A N N E L C O N N E C T O R is an extension CHANNEL CONNECTOR of the channel connector to a full 12 in. width for use in extreme conditions or larger structures. The wmg channel connector includes two full corrugations on either side of the channel to engage reformed annular corrugations on the ends of pipe sections, while the center channel section engages the integrally formed flanges. Tests show the wmg channel connector to be superior to any of the presently furnished bands in tension, shear, and bending. Hydrostatic tests of up to 30 feet of head have been conducted on gasketed wing channel connectors with no indication of leakage. L A N E ' S C H A N N E L C O N N E C T O R S Y S T E M is the most advanced concept for connecting corrugated steel pipe products. The system consists of reforming the ends of helical pipe to annular corrugations with flanged ends, making it possible to join any pipe section of similar or dissimilar corrugations. For full details, call our nearest sales office today. Lane manufactures a complete line of corrugated steel pipe and pipe arch products . . . underdram end sections, structural plate pipe, and fittings and accessories. u New York Ballston Spa (518) 885-4385 Bath (607) 776-3366 Pennsylvania WING C H A N N E L C O N N E C T O R Bedford (814) 623-1191 K i n g of Prussia (215) 272-4531 Pulaski (412) 652-7747 Virginia Z O h- < Bealeton (703) 439-3201 Dublin (703) 674-4645 15 �HUMAN RESOURCES: NEW PARTNERS/NEW ROLES By Dr. Jean L. Harris, M.D. > tl U Z ^ O I— ^ — Our advanced technological state has produced not only increasingly rapid and far-reaching changes, but has also reduced individual capacity for self-sufficiency. In the former days of our agrarian society, families provided for themselves. Families in need could look to their neighbors for sustenance and support through periods of unpredictable crisis. Today, families have become displaced in time and space away from neighbors, friends and relatives who have provided traditional supports. Furthermore, much that was previously done by hand is now done by machine and the computer, a product of our modern technology, is replacing not only hands, but brains. In today's society, work consists increasingly of services and a person's worth is measured by a new and different criteria, the quality and quantity of the services he provides rather than the material products of his labor. With decreasing ability of individuals and families to provide for themselves, federal, state and local governments have assumed increasing primacy in the provision of services for all citizens, an increasing role in the advocacy for those in need, and an increasing role in the redistribution of material goods and the nation's wealth. The state has assumed these roles in addition to its policing and regulatory powers. In its new role as policeman, provider, distributor and protector of the weak, the State makes decisions as to the appropriate distribution of goods and monies through the legislative process and the subsequent delegation of responsibilities to State agencies. The State agencies, as extensions of legislative interest and directives, develop and implement programs to benefit the Commonwealth. In the area of human resources, these activities are carried out through the Departments of Health, Mental Health and Mental Retardation, Welfare, Vocational Rehabilitation, The Office on Aging, the Virginia Employment Commission, the Commission of the Visually Handicapped, the Virginia Council for the Deaf, the Developmental Disabilities Planning and Advisory Council and the Developmental Disabilities Pro- U Dii ^ Ib A B O U T THE A U T H O R Dr. Jean L. Harris, M . D . , is the Secretary of H u m a n Resources, C o m m o n w e a l t h of Virginia. This article is Dr. Harris' remarks to the C o m m u nity Exchange P r o g r a m , delivered February 16, 1978. tection and Advocacy Office. Neither the State Legislature nor the State agencies are all wise. In order to make programs responsive to local needs, there must be local input. The development of services, therefore, must become a partnership between State and local governments; and perhaps more important, between State, local governments and the community as represented by the citizens boards of local and regional planning units, i.e., the chapter 10 boards, the area manpower planning councils and health systems agencies. The role and responsibilities of the respective partners differ depending upon the program. In some instances, decisions regarding the distribution of funds have been securely seated with local units. In other instances, the local unit plans, evaluates and advises the State as to the program's utility, desirability, design, criteria and quality control. The outgrowth of our joint effort has been a tailoring of programs to needs defined at the local level. Since different communities define and prioritize their needs differently, there has been some disparity in program placement and design between and within some of our communities. Such differences have led to instances of recipients "falling between the cracks" as they change residence, thereby creating issues of access and equity. Equally important are barriers to access created by different eligibility criteria in some of our programs and the belated recognition and identification of individuals who, although eligible and in need of services provided by the State, do not fit neatly into prior definitions of eligibility. An example of this is the current attention given to the emotionally disturbed child with behavioral problems who in the past has been constrained in the juvenile justice system. Children who are behavioral problems and who have not committed felonious crimes or assaults against society, clearly deserve other alternatives. In November, 1976, an interagency agreement between the Department of Mental Health and Mental Retardation and the Department of Corrections, Division of Youth Services, established a process by which such children are referred to an interdisciplinary prescription or case plan for the child's care and treatment, expedites disposition and provides follow-up to the child's progress. With great, but limited resources, it is incumbent upon all of us in the human resource area to integrate and coordinate programs so as to effect maximum benefit for our clientele. Future activities in the Office of the Secretary of Human Resources will relate to strengthening interagency cooperation at the State level and strengthening of the partnership with local governments and citizen boards for the purposes of identifying and planning for removal of program barriers to consumer access. The prescription team just described is but one illustration of the steps to be taken and the future direction. The present Administration has an avowed goal to contain the size and scope of State government. Reorganization is in the air as the present General Assembly wrestles with the problems of streamlining State government while maintaining functional integrity. With reversal of the trend to centralize program functions and responsibilities, we must find ways to maintain our existing effort while fostering future program development at the local level. In short, expansion of the community service network through support of local efforts, both public and private. As an example of our future direction, there is a general consensus that not all people committed to mental health institutions in the past should have been placed there. For several years we have witnessed a massive push to deinstitutionalize those individuals who could be returned to communities. Deinstitutionalization is in the best interest of the patient, as is avoidance of unnecessary institutionalization. However, in many instances, there are little or no support services for the mentally disturbed in the community to which they are returned. Consequently, communities have become afraid of, and less than enthusiastic about, accepting such individuals back into their midst. The value and viability of a comprehensive community approach to mental health services delivery has been proven. Commitment to deinstitutionalization, pressures for treatment in the less restricted environment of the community and identified needs of the deinstitutionalized population call for a range of supportive community services. The present commitment to maintenance and rehabilitation of individuals in their current environment will be reflected in a new initiative directed toward improvement and expansion of commu- �nity-based psychological and rehabilitative services. The new program effort should assist localities to bridge the gap between what they currently are capable of doing and what is required for a comprehensive c o m m u nity support system. It is not possible to predict where the process of reaching out to new partners and new roles will lead us. Only one thing is certain and that is building cooperative, rather than competitive or adversary relationships, can only result in stronger human service programs for all. VBOA TOPICS By George H. Williams, Fairfax County I would like to take this opportunity on behalf of the V I R G I N I A P L U M B ING INSPECTORS ASSOCIATION (V.P.I.A.) to extend to everyone a cordial welcome to attend our 15th A n nual School and C o n f e r e n c e , which will be held May 5-6, Stouffer's National Center Hotel, 2399 South Jefferson Davis Highway, Arlington, Virginia. The school, which is a two-day affair in the spring, is held each year in a different area of the State. It will be held on Friday (9:00 a.m.-4:00 p.m.) and Saturday (9:00 a.m.-2:30 p.m.) The program this year includes the following: •Proper installation of an individual private water system •Treatment of the domestic water supply •Saving of water and energy •Proper use and installation of nonmetalic materials for shower pans and membrane applications •State health requirements for restaurants and food services •Effect of aerosol sprays and gas appliances •Proper installation of water heater •Proper installation of heating & air conditioning equipment •Fuel fired equipment—ventallation & combustion •Corrosion control of underground gas piping •Installation of fire systems, and •Films—"Barrier Free W a s h r o o m s " and " O n e Step A h e a d . " A representative from the state housing board will give an address on Code Enforcement. Although the program does not have a code class scheduled, I am sure the membership will be more than willing to help you resolve it. You will find many manufacturers, or their representatives, displaying their products. The main purpose for having exhibits is to give the inspector a better technical understanding of the products, expecially their function and installation requirements. W e will have our "Early Bird Oyster Roast" on Thursday at 6:00 p.m. and on Friday night at 7:30 p.m., we have planned a Champagne Tour of Washington D.C. The Tour will cost $13.00 per person and you must sign up by April 8,1978. Saturday night is our A n nual Banquet beginning with the social hour at 6:30 p.m., dinner at 7:30 and the dance at 9:00-12:00 p.m. In addition to the men's program, our ladies' auxiliary has planned a program for the wives, so why not bring them with you? W e organized approximately 15 years ago, with a membership of seventeen and now there are over 400 members. W e have three membership meetings a year. The early spring meeting, which is the two day school and conference, emphasizes training. The second meeting, held during the summer, is a family outing, and the third gathering is our Christmas party. W e look forward to seeing you in Arlington on May 6-7 for our Annual School and Conference. VEHICLES, Con't thousand words in selling them on the desirability of obtaining the unit. 5) Write your specifications for the car you would like to have, and let these specs out to several competitive dealers in your area. 6) W h e n ordering the unit you and your chief of police select, keep the initial order small'(one, two, or three units) and put them in full patrol service. 7) Set up a meticulous record and cost analysis of the units. 8) Increase your order for new units only when you are satisfied that they are contributing effective cost savings in all important cost categories including fuel, tires, maintenance, and later o n , resale of the used unit. Reprinted with permission of O h i o Cities Villages magazine. and from 13 m e n , " Cole said. "That was my very first consideration when councilman Hagerty came to me with the proposal of switching from full and intermediate-size cars to compact vehicles. The first question that popped into my mind was—'are these cars safe?' In the Nova we found that its sturdiness and structural integrity were beyond question. Its handling and acceleration were twice as good as that of the larger police vehicles. Hagerty offers these eight steps to any municipal or law enforcement officer interested in reducing costs by purchasing compact police vehicles: 1) Prepare a detailed cost analysis of present police vehicles. 2) Contact police departments w h o already own compact police vehicles and ask for cost data on the cars from them for comparison purposes. 3) Obtain a well prepared compact police car demonstrator unit from a dealer or preferably through the area fleet sales representative of the manufacturer. 4) Schedule a number of test drives over a period of several weeks for key municipal budget, police administrator and patrol officer personnel. O n e test drive by these key individuals in a well prepared unit will be worth a BRENDA M. SOUTHWORTH RESIGNS Brenda M. Southworth, administrative assistant for the Virginia M u n i c i pal League, resigned March 15. Ms. Southworth became affiliated with the League in 1970 as a secretary and was appointed administrative assistant in 1975. Among her many duties, she compiled and coordinated the Directory of Virginia Governmental Officials and coordinated seminars with the State Department of Personnel. Additionally, Ms. Southworth was business and circulation manager of Virginia Town & City magazine, the official publication of the Virginia Municipal League, and assisted in compiling government information in League reports and surveys for League members. The League appreciates the work of Brenda and her many contributions to the V M L and wishes her every success. �States as City Savers by Neal R. Peirce While the Carter administration gropes for an urban policy to channel jobs and new life into the nation's cities, Massachusetts has one in place—and it's working. Michigan, looking for ways to reinvigorate Detroit and its other imperiled industrial cities, has begun to implement an urban strategy almost as effective as the Bay State's. And California, now a global symbol of sprawl development that robs center cities and older town centers of their lifeblood, may have a sweeping urban strategy in place by the start of 1978—if Gov. Edmund G. Brown, Jr., Democrat, has the political courage to implement the blueprint for city and town survival developed by his own Department of Planning and Research. Traditional Neglect u o3 O < z o > 18 Mindful of the gross negligence with which state governments have traditionally treated cities, many mayors and minorities' spokesmen assume the only hope for urban America lies with massive infusions of federal aid. But wise heads have long said the states could become the cities' most valuable allies if they would only shift their immense powers—over taxes, roads, land use, government job location, and federal aid programs they administer—from the detriment to the help of urban areas. In Massachussetts and Michigan, that's precisely what's happeningthanks to two strong governors, Michael S. Dukakis, Democrat from Massachusetts, and William G. Milliken, Republican from Michigan. Long before he became governor, Dukakis says, he decided there was something "radically wrong" with policies in Massachusetts—repeated nationwide—that fostered "scatterization" of development and jobs: "We were being engulfed by spread city while the people who needed jobs the most were left in declining urban neighborhoods." His solution didn't lie in massive appropriations for cities or "vast" landuse planning efforts, but rather in turning all the state's existing regulatory powers and public investment programs, in a single-minded fashion, to one goal; reinforcement of existing city and town centers. Frank Keefe, a 28-year-old, "actionoriented" planner who had already done much to revive the old mill city of Lowell, became Dukakis' state planning director and chairman of a seven-member economic development cabinet charged with making the urban reinvestment strategy a reality. The development cabinet "hunkered down" with leaders in each of the state's old urban centers. Each city was urged to identify what made it distinctive—interesting old buildings or squares, ethnic enclaves, special natural settings. Even such supposed liabilities as deserted mill buildings Or decaying waterfronts, it was suggested, could be recycled for housing, industry, shops, restaurants and recreation as part of an overall strategy for downtown and neighborhood revitalization. Cities were offered "one-stop shopping" for needed State assistance, from clearing state building code obstacles to commitment of funds—virtually unprecedented in the nation—for State parks in downtown areas. The state targeted its own facilities to downtowns, shifted sewer assistance programs to favor densely settled areas, and diverted State and federal highway funds from new projects in the open countryside to bricking sidewalks and improving city roads. After a heated battle with the education bureaucracy, state school building assistance policy was shifted to favor rehabilitation of schools in center cities rather than abandoning the old structures and forcing cities to build afresh in green acres on their outskirts. The word went out to industries and developers, says Keefe: "We'll bust our backsides to help you develop in a city industrial park, to rehabilitate an old mill building, to engage in a downtown recycling project. But it's counterproductive for use to spend money extending a sewer line or highway to your development out in the middle of nowhere." Massachusetts now boasts a moderate flow of industries selecting in-city locations over the suburban sites so favored in recent years. The prospects for industries in cities are the brightest since World War II, Dukakis claims, citing the energy crisis, labor availability in cities, utility lines and roads already in place that won't mean increasing property taxes, and the enhanced image of such cities as Lowell and New Bedford. Under Milliken, Michigan has sharply increased state revenue sharing for cities; made a state "equity" payment—almost $30 million this year—for services Detroit provides its suburbs and the state; enacted a 12year tax benefit for factory improvement or new construction; and approved a job development authority. Milliken has asked the legislature to approve sharing of property taxes on new construction in the Detroit area, akin to Minnesota's pioneering program for the Twin Cities region. Though State police are traditionally out-country, nonurban law enforcers, Milliken threw them into Detroit to help an undermanned city police force stop a wave of felonies on city expressways. Now, despite legislative opposition, he wants to expand the program to other large cities, including Grand Rapids and Flint. Milliken acknowledges his pro-city policy is less than popular with some fellow Republicans from suburbs and rural areas. But unattended, he told me, city problems will inevitably infect suburbs; abandoned cities would not only mean forsaking the billions already invested here, "but would mean we're abandoning the whole city." California Follows Massachusetts Model California's proposed plan borrows heavily from the Massachusetts model, decrying spread development. The 4 to 8 million additional population California expects by 2000, the plan says, can easily be accommodated in underdeveloped land in existing cities. California is currently gobbling up open spaces and farm lands at an alarming rate, notes Chief State Planner Bill Press. The process, he says, is incredibly wasteful of land, energy, tax dollars, underutilized buildings, streets and schools in already settled areas, and the human energy of Californians obliged to commute to work over long distances. Streets like Spring and Flower in Los Angeles are like a "Ghost town," he says, as developing areas of Orange County lure an industry a day away from the city. If Brown adopts the plan, all state agencies would be obliged to tailor their policies toward urban conservation—a radical break with past practice. Brown would encounter opDosition from localities forced to yield and-use decisions to regional authorities, from affluent communities obliged to share taxes with poorer communities on a regional basis, and real estate and construction interests whose exploitative development tactics would be curbed. Yet if the most populous state does opt for urban conservation, the idea of states as city savers could gain such momentum that it would become the rule, rather than the rare exception, in years to come.0^1977 Neal R. Peirce Mr. Peirce writes a syndicated column on the problems and prospects of cities and states which appears nationally in more than 100 publications. �VIRGINIA MUNICIPAL LEAGUE ACHIEVEMENT AWARDS PROGRAM The Award Recognizing that localities in the Commonwealth strive towards improvmg municipal service, the Virginia Municipal League, through the Achievement Award, wishes to honor these endeavors. The entry tor a given award should be innovative and structured to meet specific needs and desires of your locality. Eligibility Any member locality, town, city or urban county, is eligible to enter the VML Achievement Awards Program. Categories Awards will be given in six areas that parallel the VML policy committees. The categories are the following: —Community Development (housing and urban renewal) —Effective Government (finances, management, training programs) —Environmental Quality (water quality, local planning and land use, energy use, solid waste management) —Human Resources (child care programs, health care, alcohol and mental health programs, recreational services, education) —Public Safety (court system, fire and rescue services, emergency preparedness, law enforcement) —Transportation (streets and roads improvement, public transportation systems, bicycle ways, transportation of the handicapped) Criteria for Judging Entries —Maximum six double-spaced typed pages to explain the entry —Use of black and white photographs —Use of camera ready graphs, charts and architects' renditions, etc. —All entries must have four copies of all visual materials —All entries must be signed by the chief elected official (mayor, board chairman) Judging The entries will be judged by a special committee whose members are selected for their expertise in the areas of the awards. Presentation of Awards Awards will be announced in September and appropriate recognition will be given to each recipient during the VML Convention Opening Session. In addition, the awards will be highlighted in the Convention issue of Virginia Town & City Magazine. How to Enter All entries must be received by the Virginia Municipal League, P. O. Box 753, Richmond, VA 23206, no later than May 1,1978. It is our hope that you will support this program and take this opportunity to be recognized for outstanding municipal service. �1/4 of the exhibit booths are g w i e ! This year i? unJike o.ther years, the compeiyjoo mi0on§^, tion i ^ ^ ^ ^ B d t e e the loca- ^^started soor from across w h e n 140C , ... ,j .orrynent deci- sion are in makers Make more contacts in 3 days than overnment is being nges each d ^Virginia Municipal... exchange id^^J hg t | ^ h a l l e n g e , to H s t ^ ^ to tWe ideas ^ n a t i o n a l f i g u r e s . ^ T ^ m a k e .p.la,^ for having the best local f l ^ d ' ^ h i p of any state. Will you be there? Will your input be available to help? Local government in Virginia, the League neei you. in 2 , ^ o n t h s — r e s e r v e your exhibit spacmLOW: Space is l ^ | | d — t ^ H t , access is great to those partfGi^;ate in ition. the 73rd annual Bool Call or write today, ur sales effort! Help local govern with the products & services you Norfolk offers a Spouses' ProgranT while you are meeting. Exhibitors offer new products & services valuable to serving the needs of your locality. The Annual Convention is a pleasant place to join with Virginia's S j k j c a l g o v e r n m e n l O h f i l M a t s and ws^k hard on givinc, . , best*^vernment po^l U z SEND O Name < z Locality/Firm _ Address > Phone 20 • EXHIBIT DATA , A offer! >- J'a, • REGISTRATION FORM Virginia Municipal League, P.O. Box 753 Richmond, VA 23200/(804) 649-8471 ZIP. �Professioiial Directory CHEWNING-HOGGARD AND A S S O C I A T E S , I N C . Geological, Soils and Environmental Consultants Ground Waler Studies Land Disposal of Effluents and Sludges Solid Waste Studies • Foundation Evaluations HARLAND BARTHOLOMEW & ASSOCIATES LANDSCAPE ARCHITECTURE ENGINEERING • MUNICIPAL PLANNING H B & A OF VIRGINIA \'irginia Beach. \ 1'. o Box 2125 Thone 804/340-5050 ENOINEERINO 201 East Gary Street Richmond, V a . 23219 Phone 804/649-8627 11324 Jefferson Avcnix-. Newpon \ e w s . Virginia 2^«)1-804^93 3361 Betz-Converse-Murdoch Potomac Group, Inc. PLANNING COMMUNITY DEVELOPMENT CONSULTING DEWBERRY, NEALON & DAVIS HENNINGSON. DURHAM & RICHARDSON Environmental and Public Works Engineering Engineering Plans, Studies and Laboratory Services Consulting Engineers, Planners and Architects Vienna, Virginia • Phone; (703} 281-2400 Staunton, Virginia • Phone: (703) 886-8555 BniDUJin nriD GREGG 620 May Avenje • Norfolk, Va - 2 3 5 16 Birchwood Office Pork • Vo.Beach.Vo.- 2 3 4 5 2 8550 Arlington Blvd • Fairfax, Vo. • 22030 Q R E E L E Y AND 8411 Arlington Blvd., Fairfax, Virginia (703) 560-1100 113 South Ctiestnut St., Marion, Virginia (703) 783-7271 Austin Drockenbrough and Associates Engineers Planners Surveyors C O N S U L T I N G E N G I N E E R S P. O. Box 8687 1514 Willow L a w n Drive Richmond, Virginia 23226 Phone 282-7657 BUCK, SEIFEHT& JOST, INCORPORATED Consulting Enginacrs Waler Supply • Sewage • Industrial Waste T r e a t m e n t • T r e a t a b i l i t y S t u d i e s • 140 Sylvan Avenue, P.O. Box 1218 Englewooid Cliffs, N J . 07632 201 -567-8990 • 405 So. Parliament Drive. Suite 101 Virginia Beach, Va 23462 804-499-4596 EnKincerinf^ and Planning Consultants n i l Northshoie Drive Knoiville, Tennessee 37919 Telephone: 615/588-6444 1028 Olde Forge Plaza Fredericksburg, l/irginia 22401 Telephone: 703/371-8040 Offices In: Florido • Georgia • Tennessee • AAissouri Illinois • South Carolina • North Carolina • Virginia HURT & PROFITT, INC. Engineers - Planners - Engineers Water Waste Surveys Trunk Main Surveys Water Distribution Studies Special Hydraulic Investigations Surveyors Saniiary Munrcpal Waier Soiii A Foundatiofii l y n c h b i j . g , Virg.ma 24505 Telephone 1804) 847 7796 1933 Fort Avenue R O Y E R WATER S U P P L Y • REPORTS • SEWERAGE S Y S T E M S DESIGNS • SEWAGE DISPOSAL • APPRAISALS ENGINEERS RUSSELL & A X O N THE PrrOMETER ASSOCIATES LANGLEY AND McDONALD ASSOCIATES ENVIRONMENTAL 12368 Warwick Boulevard, Newport News. VA 23606 2 2 2 S R . v e r s i d e Pla^a • C h . c a g o iL 6 0 6 0 6 • l 3 1 2 ) - 6 4 8 - n 5 b b ? G 6 rviarkei R o d d • Hicfimonc) V A 2 3 2 3 0 . 1 8 0 4 ) - 2 8 5 - 9 0 0 9 NeiA Vork 1 0 0 0 7 PhiidOeiDhia 1 9 1 0 3 Tan^Da 3 3 6 0 7 STUART 804/644 9493 I M A L C O L M PIRNIE l E N G l N E E R S , INC. CONSULTING Falls Church, V A 703/534-8716 Norfolk, VA 804/461-0155 E n v i r o n m e n t a l S l u d i e s • Pr ivate P r o i e c t s Telephone t Engineers and Planners Highways 1 1 4 E a s l C a r y S W M t • R i c h m o n d . V i r g i n i a 23219 W a s t e w a t e r And Solid W a s t e s ENGINEERS—PLANNERS—SURVEYORS Highways, Railroads, Foundations, Waterfront Facilities, Water Supply, Sewage Disposal, Planning Studies ' Reports • Design • Consultation P. O. Box 12047 484 N e w t o w n R Norfolk, V i r g i n i a V i r g i n i a Beach, V • Dfainage* Waier & Sewerage Systems • Survey HANSEN Construction Services For Water, & Gannett Fleming I Cofddry & Carpenter Consulfing Engineers i n d u s t r i a l Wa^ie T r e a i m e n i Studies, Designs And R. 1326 IVtorittm* Itmmr. Norfolk. Va. 2 3 5 K 5454 W i K o n t i n A*«nu«. WMh.. D C 20015 1640 Maple Dr.. Danville, Virginia (804) 799-9403 1400 Pleasant Viev», Staunton, Virginia (703) 886-3957 100 Church St., New York, N. Y. 10007 Chicago Columbia Atlanta New Milford, Ct. U FREDERICK G. GRIFFIN, INC. ENGINEERS J. K. TIMMONS & ASSOCIATES, INC CO.SSULl i:^l4 ISC, E.\CI.\EERS W. Main St. • Richvwnd. relephoiie 353-66S7 S.vN'ir.MiY bodio, milla, t a y l o r a n d p u r y o a r , ioc. & PL.^NNERS Communications, 911 Studies, Alarm Systems, Mobile Radio Systems, Telephone, Cable Television, Industrial Engineering Monitor and Telemetry Systems. 7212 Timberiake Road • Lynchburg, V a . 24502 804/237-2044 • MUNICIPAL Pxcports, Plans, Supervision, • Va. WATEH Appraisals ~ CriO N S U L T I N G E N G I N E E R S ;h» rxt.. r i c h m o T K j , V i r g i n i a 2 3 2 3 5 Dhono [ S 0 4 ) SOUTHERN COMPANY 734-8823 ENGINEERING OF VIRGINtA CONSULTING ENGINEERS 1000 Crescent Avenue, N.E. Atlanta, Georgia 30309 404-892-7171 z O < z u > 21 �YARGER AND A S S O C I A T E S , INC. Over 500 Surveys Position Classification and P a y Plans ManaKement and OrKanizational Studies Test Construction—Fire and Police Studies MARSH & BASGIER, I N C . P.C. ENGINEERS — 2830 Mary Street, Falls Church, Va. 22042 7:!()/5()0-6900 ROSSER H . PAYNE pUoniog 6 ASSOCIATES manageriKnt consultants • COMPREHENSIVE PLANNING TOWNS, COUNTIES . n d CITIES ' ZONING, SUPERVISION 59 culpcpcr St. WILLIAM Land Surveying Engineers Planning Engineers 1151 H a n o v e r G r e e n Drive Phone (8 0 41 ; t f JSI ;±l£J Norfolk, Virginia B E N G T S O N , D E B E L L & ELKIN, CONSULTING ENGINEERS & I N C SURVEYORS DevelopnT Water & Wastewater Traffic ASSOCIATES 5721 Sellger Drive . P L A N N E R S o Land C. OVERMAN engineers- surveyors-planners B R E M NE R,Y O U N G B L O O D , K K i r J G , INC. E N G I N E E R S °S U R V E Y O R S STUDIES warrcnton . v a . PLANNERS V i r g i n i a Beach, V a . (23452) FOR VIRGINIA'S . n d ECONOMIC SURVEYORS — 101 N. Plaza Trail — 804-340-2631 Mechanicsville, Virginia C O M P L B T B ANO PUB1.IC LAND •IMOINaantNO W O R K B SUnvBYINO • • n V I O S 2 3111 746 - 5 2 8 5 (703) 347-3600 WHITMAN, REQUARDT AND R. ASSOCIATES Engineers-Consultants COMPLETE ENGINEERING SERVICES 1111 N. Charles S t , Baltimore, Md. 2 1 2 0 1 Environmental Studies, KENNLTH WEEKS ENGINEERS and C o n s t r u c t i o n W a t e r Supply a n d Purification • Sewerage a n d S e w a g e T r e a t m e n t • Streets a n d H i g h w a y s • Investigations a n d Reports • Snj)ei-visIon of C'onstnictioii. 2733 TiDEW.XTKR Uu. NORFOLK. Design Management Gilbert Associates of Virginia, Inc. X^A. 2 3 5 0 9 Engineers/Consultants 4 1 1 Cedar Road. Chesapeake, Virginia 2 3 3 2 0 804-547-2955 B A R T O N - A S C H M A N ASSOCIATES, I N C . P U R D U M and JESCHKE C O N S U L T I N G ENGINEERS A N D L A N D SURVEYORS 1023 N. Calvert St, Baltimore, M d , 301 837-0194 Development Studies Water Reports Sewerage Design Drainage Surveys URBAN DEVELOPMENT/TRANSPORTATION P L A N N I N G / DESIGN / I M P L E M E N T A T I O N • • • • • Highways Inspection 1730 Planning & Community Development Consultants 1010 Vermont Avenue N.W , Suite 800 Washington. D C 20005 202 783-2924 ' K ' St. N W : Washington, Sverdrup & Parcel and Associates, Inc. BOONonn iaih Boulevara SI LOUIS. Missouri 63101 314'436-7600 TWX 910-761-1085 Cable SPECO SI Louis D.C. 2 0 0 0 6 ; ( 2 0 2 ) 4 6 6 - 8 2 3 0 TalbotCAzrociatei.ttd 1603 S a n t a R o s a Road Tyler B u i l d i n g - S u i t e 120 LANO O f - t l O t - M t M PLANNING, ENGINEEOiNG, ^U«VEriN&, CONStBUCTiON MANAGEMENT JRHA*! fl ANMNG FEAbiBiL.TY STUDIES R i c h m o n d , VA 23288 804-288-4051 CH2M:SHLI Patron. Harris, Rust & Guy > pfot«M<ort«l cOfpOfation En^inMrs . Surwyors . P l w w r i CompletB pnifessionsi serv>c«s far rrxncipalrties and public agencm 10523 M « n St . Fiirtax. V« 22030 Sverdrup Downtown Revitalization/Malls Community/Economic Development Traffic/Transportation/Parking Transit Needs/Operations Parks/Recreation/Preservation £3 Raymond, Parish, Pine & Plavnick X _ cngint'crs i^=t s(jt>ntists Consultants to Municipalities on Environmental Systems . (703)273-8700 Vall«y OtfiC* Eastern R e g i o n a l O f f i r e : 1 9 3 0 Isaac N e w t o n Square E, K)OS Main St . BridovMtM^.Vk 22812 . (703)828-2618 Reston, VA 22090 •aUiMhi u I " iiihi'i - • • P h o n e ( 7 0 3 ) 471-9710 iiiihtii^ • BniENGGEnE Z O I- < z o > 22 Consulting Engineers PC Box 3855, Charlotte, NC 28203 / 704-374-1822 Syracuse, NY / Poughkeepsie. NY / Philadelphia, PA / Dover, DE / Chillicothe, O H V„g,ma-, O n l , i f l f l l McMANIS A S S O C I A T E S , I N C . • •^ ^' Washington, D. C Management Consultants to City and County Governments Productivity Analysis ° F iscal and Management Systems MUNICIPAL BOND HORNER. BARK SiSilStiiMi 725 Church St • L y n c h b u r g , V o , • 8 0 4 8 4 6 - 2 7 1 1 C o m m u n i t y Development ° CETA/Manpower Services ° Economic Development W i l l i a m W W i n f r e e , Jr 1201 Connecticut Avenue, N.W., Washington, D.C. (202) 296-1355 E d w a r d T P e t t i g r e w , Jr ind I Under- Finandol Adv for Bond hiui �BOOZ • A L L E N & H A M I L T O N , I N C . . . Provides a full range of consulting local and regional governments. FOR FURTHER services to F I N A N C I A L AND FRANCISCO CHICAGO MANACEMKNT CONSULTANTS TO MUNICIPALITIES INFORMATION CONTACT: • A d v i s o r on F m j m c i i i l iin(i M.irkfjlinf^ Malt(;rs RfdalinfJ 1(1 Issuanci: of M u n i c i p a l Bonds • Posilion C:lassifi(;alii)n/(:()mp(;nsalion Plans • ManaHomont and Organization Stuilii's • l-lKccutivi! S(;ar(;h anil SclfK:tion E R I C S. H A N S S E N DIR. L O C A L GOVT. S E R V I C E S 1 0 2 5 C O N N E C T I C U T A V E . N.W. W A S H I N G T O N , D C . 20036 (2021 2 9 3 - 3 6 0 0 SAN MUNICIPAL ADVISORS INCORPORATED WASHINGTON NEW Y O R K I . A W R K N C l i K. W A L E S HOX K O t i L K M, SCOIT V i r s i n i a U e a c h , V a . 2:t458 4ri 804I4Z2-1711 CM3 1-77B Cnesap, McConnnick Managemenc and Paget Consultanc* K S T R E E T , N W., W A S H I N G T O N , D . C . S O 0 O 6 . (208)833-8330 • Municipal Organization • Personnel Administration • Education Administration • Police and Fire • Facilities Planning • Operations Review • P u b l i c Works • Economic Development • Courts and Probation • • Data Processing • Transportsftion Management Financial Management Washington • New York George C u n n i n g h a m , Field Representative "imaglneered" P L A Y G R O U N D and P A R K E Q U I P M E N T BY GAME TIME, I N C . CUNNINGHAM ASSOC. INC. Phone 804,/262-2401 • Chicago • S s n Franciaco if Public Research and Management, Inc. MANAGEMENT ORDINANCE 157 L u c k i e St., N.W. R O A N O K E , VA. (703) 992-4650 RICHMOND, VA. (804) 798-8313 Atlanta, Georgia 30303 CONSULTANTS CODIFIERS S u i t e 416 Wash. BIdg. W a s h i n g t o n , D.C. EQUIPMENT COMPANY, INC. Directory Korman Signs HEADQUARTERS FOR TRAFFIC P R O D U C T S AND S I G N S 3027 LINCOLN A V E . RICHMOND, VA. 23228 O F F I C E 262-6050 WATER TANK Maintenance Painting and Repairing Utility Service Box 88 Madison, NC 919-427-0216 �New Marlboro Lights m Lighter in taste. Lower in tar. And still offers up the same quality that has made Marlboro famous. Marlboro MarLm Roanokc p u b l i c L i b r a r y Roaaoke, V i r g i n i a 24011 LIGHTS lOO's LIGHTS OWEREDTAR & NICOTINE The spirit of Marlboro in a low tar cigarette. Warning: The Surgeon General Has Determined That Cigarette Smoking Is Dangerous to Your Health. Kings: 12 mg "tar!' 0.7 mg nicotine av. per cigarette, FTC Report Aug!77 100's: 12 mg "tar," 0.8 mg nicotine av. per cigarette by FTC IVIethod. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 13, Number 4 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource April 1978 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197804 https://www.virginiaroom.org/digital/files/original/69/6398/197805.pdf 20eb93f148f7d4e949168d95d1ab0fe2 PDF Text Text Virginia VOLUME 13 • MAY 1978 • NUMBER 5 ORDINANCE " N o dog, cat, hog, sheep, mule, horse, pony, donkey or other like animal shall be kept on any premises or allowed to go at large within the limits of the Town. Any person violating this section shall be guilty of a misdemeanor.'' �Editorial PET PROBLEMS-A SOLUTION? Animals do bite. They bite your pocketbooks, your limbs and your well being. Nationwide, the destruction of 13 million pets from municipal pounds costs taxpayers up to $500 million. The general upkeep of animal shelters—from staff to animal food to spaying clinics—cost another $500 million a year. The 1,000,000 citizens bitten annually cost another $50 to $75 per bite in hospital costs. Where does the financial strain end? It doesn't end with animal shelters, animal destruction or animal bites. It doesn't end with the 40 diseases that pets can transmit to humans, either. In Houston, Texas, for example, 85 percent of the pets were infected with hookworm; a cost of a couple of dollars to the pet owner to eliminate. Attempting to deal with the health problem, some localities impose fines against the animal owner who fails to clean up any excrement deposited in a public place. The health of our families is not the only direct cost of the animal problem that we are aware of. U z The safety of citizens is critical when dogs run in packs or just alone. Recently, a locality in Virginia had a pack of dogs running loose and radio announcements encouraged parents to keep their children inside until the pack could be apprehended. Children are not the only victims of unfriendly dogs. Several years ago I was riding my bike when a large angry dog charged out of some bushes. I immediately put my bike between the dog and myself with my back up against a tree trunk. Before I took any action, the apparent owner called the dog away. I have since wondered if he learned a lesson and has kept his pet enclosed or on a leash. I seriously doubt it. Joggers face a still more perplexing problem. What do they put between themselves and a charging dog? Many people claim that pet owners bear a large portion of the cost. This is true, in that the Council on Pet Education estimates that it cost $154 a year to own a dog. This is true, when owners are fined $200 for not cleaning up after their dogs in public places. This is true, when veterinarians charge $25 for an office visit, not including vaccinations or operations. This is true, where license fees are required by localities to keep a dog. But who really pays the full cost, including intangible costs? The citizens alias the taxpayers. Is there a solution? This month, Virginia Town & City addresses the pet problem. Fairfax County Animal Control Director Richard F. Amity says that animal regulation is everyone's burden and animal control is the solution. Robert S. Montjoy, of the University of Virginia, agrees. In the article by Dr. Donna M. Dickman and Edward P. Gorski, Metropolitan Council of Governments, the aspect of animal noise control is explored, among others. VML President, R. L. Light, Jr., suggested that the Virginia Municipal League focus on this problem and this issue puts into light the many aspects of this problem. O I- < z o > Charlotte Kingery, Managing Editor �Virginia *City Richard L. DeCair EDITOR MANAGING ASSOCIATE EDITOR EDITOR ADVERTISING MANAGER Charlotte Kingery M i c h a e l S. D e e b John S. Z i o l k o w s k i , Jr. TELEPHONE VOLUME 13 MAY, 1978 NUMBER 5 4 ANIMAL CONTROL—EVERYBODY'S BURDEN 6 THE QUEST FOR QUIET 10 GENERAL ASSEMBLY PERSPECTIVE REVIEW: THE 14 VANDALISM: THE COST TO TAXPAYERS 15 VML SERVICES 18 WHAT IS ANY GIVEN JOB WORTH? LOCAL 804/649-8471 DEPARTMENTS Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. 2 Editorial 8 People 12 Commentary 16 Places 17 Legal Guidelines 19 Marketplace 20 Ideas VIRGINIA >u TOWN & CITY is the only official magazine of the Virginia M u n i c i p a l League (formerly the League of Virginia M u n i cipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, R i c h m o n d , Virginia 23219. All contents, copyright ® 1977 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. Second-class postage paid at R i c h m o n d , Virginia. Subscription rates: $7.00 per year, $1.50 per copy. < Z o > �ANIMAL CONTROLEVERYBODY'S BURDEN By R I C H A R D F. A M I T Y Animal control in the United States costs taxpayers in excess of a half billion dollars annually, according to estimates of national humane organizations. Whether you are a pet owner or not, part of your tax dollar is used to defray these costs. During 1973, the National League of Cities conducted an extensive study of city mayors and c o u n ciimen on matters about which citizens complain most frequently. Dog and other pet control problems are number one. Fairfax County established a separate Department of Animal Control in 1973, with a staff of 39 and an FY-1978 budget of $574,000. There is general agreement among animal control experts, that to be effective, an animal control program should include: • adequate ordinances and laws; • an effective enforcement program; • a humane education program; • a humanely operated animal shelter; • a differential dog license fee structure for neutered and fertile pets; and • a spay/neuter program. Ordinances and Laws Both the Commonwealth of Virginia and Fairfax County, during the past several years, have made improvements in legislation dealing with animals. State laws provide counties and municipalities with the lega authority to pass ordinances needed to help solve animal control problems. The more urbanized counties face problems somewhat different than those of rural counties. Because of its increasing urban character, Fairfax County, during the past few years, has developed ordinances dealing with k e n nels, riding and boarding stables, animal housing, training and commercial use of guard and sentry dogs, keeping of wild or exotic animals as pets and cruelty to animals. The County also has enacted a leash law and a differential license fee structure for fertile and neutered dogs. Enforcement A n effective enforcement program is essential in controlling animals. While we deal with perhaps ABOUT THE AUTHOR Richard F. Amity is the Director of the Department of Animal Control, Fairfax County. 15,000 animals during the course of a year, about ten times that number of people are involved. Since the relationship of people and their pets is often a close, personal one, animal wardens face emotional situations on a daily basis. Wardens are in a kind of " n o w i n " situation as they try to resolve the complaint of a non-pet owner against a person whose pet is involved. O u r wardens are trained and instructed to take action against the animal owner rather than impound an animal. Nothing is gained by impoundment unless it is to safeguard the animal, the public or property from damage. With our citation system which attempts to penalize owners rather than pets, an animal warden may chase an at large animal toward its home or capture the animal and attempt to identify the owner by identification on the dog or by questioning residents of the area. The animal control summons or warning ticket system is similar to that used by most police departments in dealing with traffic violations. In the C o m monwealth of Virginia, violations of animal control laws or ordinances are handled in criminal court. In the vast majority of cases where animal control ordinances are violated, there is no criminal intent on the part of the animal owner. Fairfax County, once consisting of many half-section farms, now has many areas of quarter-acre lots. Even so, pet owners still feel that they have a God-given right to let their pets run at large and resent restrictions being placed upon them or their pets. The Fairfax County Animal Control Program was the subject of a July 26,1976, Washington Post article entitled, "Dog Cases Overburden Court in Virginia." The Post quoted a district judge as stating that animal control citations had combined with an increase in the dockets for criminal and traffic cases to overburden the local courts. Hopefully, animal control violations except those of the most serious type, may eventually be decriminalized. Recently Virginia adopted a revised traffic citation system under which minor violations can be dealt with by mail payment of predesignated fines. Such a system for certain animal control violations may eventually be legal and feasible. This would relieve much of the burden on the criminal court system and would also relieve the pet owner of the embarrassment of being the subject of a criminal court case. Humane Education In September, 1977, the Fairfax County Board of Supervisors, acting on a recommendation by the County Executive, approved the implementation of a Humane Education Project by the Department of Animal Control. Funds for the project were obtained from a Federal grant under provisions of Title VI of the Comprehensive Employment and Training Act (CETA). The objectives of the program are two-fold: the development of a formalized set of presentations suitable for use with all age groups dealing with animal control laws, humane treatment of animals, people-animal relationships, problems caused by uncontrolled pets, the "pet population explosion" and related topics; a second objective is to provide knowledgeable speakers to interested organizations �and civic groups for the purpose of addressing citizen concerns about animal-related problems. Animal control officials, humane organizations and researchers agree that the importance of an effective humane education program must be stressed as an essential element of animal control. Pet owners must be made aware of their responsibilities both to their animals and to their neighbors, who may not own pets. There still exists a vast amount of ignorance about animals which must be dispelled before the problem can be alleviated. Uncontrolled breeding of cats and dogs leads to such cruelties as abandonment and mistreatment, as well as flooding shelters and pounds with unwanted animals that must be temporarily housed, fed and perhaps ultimately destroyed—all at great expense to the taxpayers. Yet, many persons cling to the misconception that a cat or dog should have "at least one litter" before being spayed, despite the absence of any justification in veterinary literature to support such a belief. Owners of unaltered male dogs refuse to have them neutered in the mistaken belief that the dog will automatically become "fat and lazy" or will no longer be useful for hunting or as a watchdog. Many dog o w n ers ignore leash laws arguing that it is " n a t u r a l " for a dog to run and that confining it would be unfair to the animal or would warp its "personality." It has been said that we do not actually have an "animal p r o b l e m " in the United States, but rather a " p e o p l e problem involving animals" and this appears to be an accurate assessment. Only through well conceived and effectively operated humane education programs can pet-owners be persuaded to assume a more responsible attitude toward their pets and their fellow citizens. The County Board of Supervisors, during 1977, considered a citizen petition which asked for a subsidized Spay/Neuter Program for pets. After a lengthy study of the proposed program, the Board opted instead to implement our Humane Education Program. There were many factors considered, such as cost, citizen use of such a clinic, position of County veterinarians regarding a subsidized clinic and the status of research into birth control measures for dogs and cats. The Board's decision was made in the hope that public education w o u l d , in the long run, be more cost effective. Animal Shelters In cooperation with local humane organizations, veterinarians and a national expert on animal shelter design, Fairfax County planned and constructed a new animal shelter (see photo) which was completed and occupied in December, 1975. It has contributed greatly to an improved public image for our animal control program. Approximately 45,000 people a year visit the shelter to redeem pets, adopt animals or to release animals. It is projected that 13,500 animals will be impounded during FY-1978. Of these, approximately 2,700 will be redeemed by owners, 3,200 will be adopted and the balance euthanized. It is important to understand that approximately 6,000 of the impounded animals will be released by o w n ers and another 700 will be dead on arrival, most victims of auto accidents. The animal shelter includes a classroom with modern visual aid equipment and is used extensively for humane education classes, dog training classes, as a meeting room for humane organizations and other groups concerned about animals. Animal wardens and caretakers also receive training in this classroom. A citizen's perception of any animal shelter or pound is influenced by the visual impact created by the structure, its maintenance and sanitation, the manner in which animals are housed and treated, and the way that they are received and served by employees. Unfortunately, many people have an image of shelters or pounds as prisons or slaughterhouses. They frequently ask, how long do you keep dogs before you gas them? W e don't " g a s " any animals since our euthanasia is performed by injection of a barbiturate, which is used by many veterinarians as an anesthetic. We painlessly put the animals to death by giving them an overdose of this drug. We also respond by saying that State law and a County ordinance require that stray dogs be held for five days. It also is pointed out to people who ask this question that they must give specific information about each animal—How old is it? It is fair to place a ten year old dog in a strange home? What is its health? (We don't intentionally place sick animals for adoption.) What is the animal's disposition? Does it bite people? A final question, does the animal have appeal? Most people seeking to adopt a pet want something young, cute and cuddly, but unfortunately, not all animals have the necessary appeal. There is a Catch 22 character to this question about putting animals to death. W h o are the bad guys, the ones who painlessly give them the gift of death, (to paraphrase Hemingway), or those w h o bring them into this world by letting their pets breed indiscriminately? I shudder every time I see a news ad or perhaps a hand-printed sign that says " F r e e Kittens." Actua ly, they are not free because the taxpayer ultimately pays for animal control costs, much of it due to the overpopulation of dogs and cats. Many times, the single largest source of animals in our shelter is owners who bring them in and unconditionally release them. In many cases, there are valid reasons for the release, such as terminal illness but, all too often we hear, "1 thought we had homes for all of them, but these are left o v e r . " W h o are the bad guys? Differential License Fees U o3 Z O < z o > The Commonwealth passed enabling legislation in 1977 increasing the maximum charge for dog li- f �censes from $5.00 to $10.00. The same year Fairfax County passed an ordinance under which dog owners can license neutered or infertile dogs for $5.00 while licenses for fertile dogs, male or female, cost $10.00. The intent of this law is to attack one of the basic problems—an overpopulation of dogs. The differential fee schedule provides an economic incentive for dog owners to have their pets neutered. Conclusion In October, 1977, the Fairfax County Department of Animal Control became the first municipal animal control organization in the country to be accredited by the Humane Society of the United States. This honor can be attributed to the dedication of our employees, wardens, caretakers, clerks and education specialists. They not only met the rigid qualifications required for accreditation by HSUS but have also demonstrated a truly humane approach in their dealings with all animals. THE QUEST FOR QUIET IN NORTHERN VIRGINIA By DONNA M. DICKMAN and EDWARD P. GORSKI Have you "listened" to your environment lately? If so, perhaps you've noticed the complex array of sounds, wanted and unwanted, which daily confront us. Living closer together, increased use of transportation sources, construction activities and a myriad of other factors contribute to the cacophony which surrounds us. The noise around us subtly contributes to annoyances and stresses which affect the quality of life, in the Annua/ Housing Survey, conducted by the Department of Commerce and the U. S. Department of Housing and Urban Development, community noise was the most frequently cited undesirable neighborhood characteristic. ABOUT THE AUTHORS Donna McCord Dickman, Ph.D., is the project manager for the Metropolitan Washington Council of Governments' Areawide Environmental Noise Study. Edward P. Gorski is an environmental planner with the same study. Attempts to regulate environmental noise are being made presently by most of the major jurisdictions within the metropolitan Washington area. Three such jurisdictions with comprehensive noise control ordinances are the City of Alexandria, Arlington County and Fairfax County. These community noise ordinances contain nuisance and performance sections. The nuisance provisions typically considered in violation of the standards include: • animals causing frequent or continued noise shall be considered disturbing to the comfort or repose of any person in the jurisdiction. (Noisy animals, specifically barking dogs, accounted for 65 percent of the complaints received by the Arlington County noise staff, 10 percent of the complaints received by the City of Alexandria noise staff and 80 percent of the complaints received by the Fairfax County noise staff.) • sounding of any horns or other signalling devices unless in case of emergencies, • radio, phonograph or other sound-producing devices operated in such a manner as to disturb the peace, quiet and comfort of the neighboring inhabitants, • construction or repairing of buildings during nighttime hours, except in cases of urgent necessity or under permit, • street vendors who may disturb the peace and quiet of the neighborhood for the purposes of directing attention to his wares, trade or calling, and • vehicles which are overloaded, have any defect, or, are not equipped with a proper muffler so as to cause unnecessary noise. In addition, institutional land uses often are specified as quiet zones. Upon the posting of designated quiet zones, no persons shall be allowed to make any unnecessary noise in the vicinity of schools, hospitals and churches while occupied. The performance provision sets specific acoustical criteria. The most common approach to a performance standard is through zoning, where specified sound levels in decibels are set for each zoning district, such as residential, commercial or business, manufacturing or industrial. The three ordinances in Northern Virginia have set day/night differentials as well. Any noise, regardless of the source, which exceeds these limits is considered in violation unless specifically exempted or temporarily allowed as a variance. These noise ordinances also contain provisions for the assessment of noise emitted by a pile driver or jack hammer. One of the major problems related to effective community noise control is budgetary constraint; enforcement of a noise ordinance costs money. The U. S. Environmental Protection Agency has estimated the minimum cost for effective enforcement is between ten and fifteen cents per capita. Presently, the approximate per capita expenditures for enforcement of the North Virginia ordinances are: City of Alexandria, 14 cents, Arlington County, 14.5 cents and Fairfax County, 4 cents. Another problem related to effectiveness is ade- �quate staffing for enforcement, in each of the above jurisdictions, only one individual has been assigned the responsibility for the noise program. When you consider that the combined population of these three jurisdictions is approximately 843,000, these extremely small staffs are to be commended for their efforts to provide a pleasing acoustical environment in Northern Virginia. In each jurisdiction, the police force is involved also in the enforcement of the ordinance during the nighttime hours. The metropolitan Washington Council of G o v e r n ments' Areaw/ide Environmental Noise Program was established in 1974 to assist the noise control programs in each of the area jurisdictions. A Noise T e c h nical Committee was established which includes representatives involved in noise control from local. State and federal agencies in the region. The C o m mittee serves as a forum for planning and implementing regional control strategies. Presently, the C O G noise program is working under a contract with the U. S. Environmental Protection Agency. The goal is to develop control strategies for off-road motorbikes, refuse vehicles, graindryers and air conditioning units. T h e Northern Virginia jurisdictions are cooperating with the C O G and EPA in the development of two educational modules on noise. In addition to EPA's efforts to control noise through legislation and technical assistance, several other federal agencies are attempting to come to grips with the noise problem. The Federal Aviation Administration has numerous proposed and existing regulations aimed at noise created by airports and aircrafts. T h e Federal Highway Administration has established acceptable levels of noise for federally funded highways, while the U. S. Department of Housing and Urban Development has standards of acceptable noise exposure for federally funded housing. Finally, industrial noise is regulated by the Occupational Safety and Health Administration of the Labor Department. With the noise levels in several urban areas increasing about one decibel per year, the implementation and enforcement of an effective noise program in Northern Virginia is vitally important. Citizen awareness of "quiet rights" and participation in the control process contribute to successful noise control. For an informational brochure about noise as an environmental pollutant, write or call C O G ' s Information Center for "Quiet, please." The brochure provides helpful hints to quieting your environment. WHAT C O N D I T I O N IS Y O U R F I R E A P P A R A T U S IN? has what the doctor ordered At P i e r c e o u r n e w 1 2 . 0 0 0 s q u a r e foot s e r v i c e " c l i n i c " lias t h e c u r e for your ailing fire a p p a r a t u s . SYMPTOMS DIAGNOSIS Floor wetting VJorn pump or v a l v e s e a l s . Impotent at the hydrant Worn pump i m p e l l e r s . C h r o n i c gastritis F a u l t y fuel or ignition s y s tem, probably a g g r a v a t e d by cylinder wear. L i s t l e s s , a l w a y s tired a n d u n a b l e to c o p e with p r e s e n t traffic condi ti ons . T y p i c a l s y m p t o m s of old a g e or o v e r w o r k , requiring short period of a b s o l u t e rest and a n e w d i e s e l transplant. O u r fire a p p a r a t u s p e r s o n n e l a r e e x p e r i e n c e d , s y m p a thetic, u n d e r s t a n d i n g and c a n d i a g n o s e a n d repair a n y problem . . . from body rebuilding a n d repainting . . . to e n g i n e o v e r h a u l . . . to rebuilding drive l i n e s and pumps . F o r a fraction of the c o s t of a n e w v e h i c l e w e c a n m a k e your old unit look and o p e r a t e like n e w . . . r e g a r d l e s s of make: Pierce, American L a F r a n c e , S e a g r a v e , Pirsch, Ward L a F r a n c e , M a c k , H o w e , a n d other m o d e l s . Z0tCC ^ Since M A N U F A C T U R I N G INC. 1917 HAL RICHMAN, Sales Representative Route 2, Box 85A - Mt. Jackson, Va. 22842 Telephone: 703/477-3360 or call WINCHESTER SERVICE CENTER ED LAWRENCE, Service Manager Telephone: 703/667-6999 U z O < z u > �u z O < Z o 8 People Gretna Mayor Dies Mayor W. B. N/\/./.S, Gretna, died January 29. Nails, who moved to Gretna in 1972 after retiring from the U.S. Navy Department, was first elected to the mayor's post in 1974. He had recently decided not to seek reelection because of his health. He was instrumental in bringing the new Pannill Knitting Company to the Town and had been working to improve the water sewer plants. The Town praised Nails as being Gretna's most effective mayor. The Virginia Municipal League expresses sincere sympathy to Mayor Nails' family and the Town of Gretna. Councilmanic Changes R. S. "SAM" DAMERON was elected to replace Fred Shuey on the Buena Vista Town Council. Dameron is a retired bus driver and a twenty-year resident of Buena Vista. Stanardsville Vice Mayor GEORGE R. HANEY, JR., has been appointed to the mayor's seat succeeding J. R. Breeden. Haney is a former member of the Green County Planning Commission and is president and manager of Haney Motor Company. New VML Staff Selected for new League positions are: VERNON BANKS, library assistant; jONI TERRY, secretary; and INGRID MORMAN, clerk. The League recently obtained funding for the three temporary CETA positions from the Richmond Area Manpower Planning Service. The project, funded through September 30, 1978, will focus on the League's research service. The Virginia Association of Chiefs of Police, an affiliate organization of the Virginia Municipal League, has appointed JOSEPH CRAIG McCORMICK as their training coordinator. McCormick's position is funded under a LEAA Grant through the Division of Justice and Crime Prevention. He will be responsible for planning and conducting several in-service training sessions for police chiefs and other supervisory personnel in law enforcement. is a fraternity of real estate appraisers that sets its own standards of competence and polices the ethics of its members. Wallace was employed as the City's assessor in 1961. Since his tenure he has reassessed approximately 28,000 parcels of property annually, and has set up a computerized recording and indexing system. Mallard Appointed RONALD B. MALLARD was named to direct the Fairfax County Department of Consumer Affairs. Mallard has been acting director since 1977 and is a graduate of the University of Richmond. He holds a graduate degree from the University of Missouri. Mallard became affiliated with Fairfax County in 1973 as a budget analyst and became deputy director of the Department of Consumer Affairs in 1974. Frady Nominated In recognition of his outstanding contribution to the American Public Works Association (APWA), DONALD F. FRADY has been nominated for the Harry S. Swearinger Award. Frady is the retired director of public works for the City of Falls Church. The Award is given annually to an APWA member selected for a most outstanding service to the Association and for making a noteworthy contribution in the field of public works. Frady previously received this award in 1968. Bibber^ Curtis Leave DAVID F. BIBBER, a Captain with the Fairfax County Fire and Rescue Services has been appointed Chief of the Dover, New Hampshire Fire Department. Bibber was employed by the County in October, 1965 and was promoted through the ranks to Captain in 1975. He assumed his new duties on January 30. Captain MARSHALL H. CURTIS retired from the Fairfax County Fire and Rescue Services on January 16. He has served in the U.S. Army Air Corps and was affiliated"with a construction company before he began his fire services career in 1950. Captain Curtis attended Northern Virginia Community College. Gaines Writes Book Fairfax County Fire and Rescue Services Captain GLENN A. GAINES is the author of a new book "Fire Fighter Operations in Garden Apartments and Townhouses." The publication looks at the problems and tactics of combating fires in garden apartments and townhouses, increasingly popular types of housing in the United States. A veteran of 18 years of fire fighting. Captain Gaines is a certified state fire service instructor and active in the County's own training program. He is also a member of the International Society of Fire Instructors and has served as President of the Fairfax County Fire Officers Association. Leesburg Appoints Mrs. MARGARET W. 57/77 has been named Accounting Supervisor for the Town of Leesburg. Mrs. Stitt has held a variety of accounting and bookkeeping positions, including her most recent position as treasurer with the North American Housing Corporation. She replaces Mrs. Susan B. McEwan. ORDINANCE CODIFICATION Looseleaf Supplement Service UNICIPAL CODE CORPORATION p. O. Bex 2235 TALLAHASSEE, FLORIDA 32304 TtUphen* (904) 576^171 Wallace Elected Portsmouth Assessor JOHN C. WALLACE has been elected to the Governing Council of the American Institute of Real Estate Appraisers. The institute • Full time law editorial staff now serving over 1,425 cities and counties In 45 states, Including Virginia. • Prompt Looseleaf Supplement Service-30-6090-Day Schedule. �NTION 78 Va, of the exhibit booths are g o n e ' This year Local government is being f a c e d with new challenges e a c h day O n c e a year the Virginia Munici L e a g u e meets to e x c h a n g e id on meeting this challenge, to list to the ideas of national figures, to m a k e plans for having the best local leadership of any state. i|pjike othar years, the competition the loca- tion is better, ^ t o e s a l e started soQt^p t f e ^ W ^ ' i s ' ^ ^ g f r d f P a c r o s s the nation quickly. TNtftutftthe one time of the year Will you be there? Will your input be available to help? Local government in Virginia, the L e a g u e needs you. w h e n 1400 local government decision makers are in one p^ce. M a k e more contacts in 3 days than in -^months—reserve your exhibit spacl^lOW.. S p a c e is l i m ^ d - -ba^ a c c e s s great to those Norfolk offers a S p o u s e s ' Program while you are meeting. Exhibitors offer new products & s e r v i c e s valuable to serving the needs of your locality. is participate in the 73rd annual c o n d i t i o n . Call or write today. B o o s t ^pur s a l e s effort! Help local governmer*. with the products & services you offer! ^ T h e A n n u a l C o n v e n t i o n is a pleasant place to join with Virginia's N I p c a l g o v e r n m e n t officials a n d w©rk hard on giving the people the best government possible. U SEND • EXHIBIT DATA • Z REGISTRATION F O R M O Name Locality/Firm. Address Phone Virginia Municipal League, P.O. Box 753 Richmond, V A 23200/(804) 649-8471 ZIP > �^ tZ U ^ Z ^ O h^ — Z [J 0^ > 10 In some respects there was an aura of newness surrounding the 1978 Session of the General Assembly. Spacious, new facilities provided the legislators and their staff ample office space and large meeting rooms with plush, theatre style seating for the first time. This aura of newness seemed to permeate individual attitudes throughout the opening days of the Session. At last, it seemed, the legislators were aware of the problem of mandates without funding. At last, it seemed, there was recognition of the need for additional local revenue sources. At last, it seemed, there was agreement on a workable solution to the annexation problem. But as with everything, this attitude quickly faded. Offices became cluttered with papers. Cigarette holes appeared in the carpets. The hectic pace and heavy workload forced everyone to quickly settle into their new surroundings. The aura was gone. The new facilities relieved the General Assembly's problem of cramped quarters, but no relief was in sight for the problems of local government. The ephemeral nature of newness simply could not overcome the tradition and inertia of the legislative process. This session saw 1,740 bills and 327 resolutions introduced. Of the 2,067 items, 1,003 were reported in the VML Legislative Bulletin. The areas receiving the most publicity during the Session were parimutuel betting, ERA and annexation. Of the three, only Ceilings on business, professional, occupational license taxes (H.B. 696) also consumed a great deal of time this year. The bill originally was defeated in the House, and then was revived with a "grandfather clause." The chief patron, Delegate George Jones, sought to have the Senate Committee on Local Government remove the "grandfather clause" but received little sympathy. Several Committee members desired to have the bill carried over to 1979, but concern was voiced over the moratorium expiration in April. A Committee amendment in the nature of a substitute was offered to extend the moratorium another year, delaying any other action on the issue. This generally was not agreed upon, however, and a HouseSenate Conference Committee was formed. The Conference Committee returned to the original ceilings proposal, but instituted a moratorium on the merchant's capital tax instead of repealing it. The Committee also included a "grandfather clause" to allow rates above the ceiling to remain until 1983 when a gradual "rollback" would begin. The area of employer-employee relations was addressed by the legislators in the form of legislation concerning formal grievance procedures. The proposal resulting from the joint subcommittee studying grievance procedures, chaired by Senator Elliott Schewel, was approved by both Houses with some amendments. One floor amendment dealt with the final determination of grievability. Senator GENERAL ASSEMBLY REVIEW: THE LOCAL PERSPECTIVE by Bradley K. Harmes and Richard F. Weeks, Jr., Staff Associates the first was successfully maneuvered through both houses. Legislators were unable to agree upon a solution to the annexation problem even though the package, consisting of three bills introduced by Delegate Thomas Michie, had the joint approval of the Virginia Association of Counties and the Virginia Municipal League. The bill, which would have made State aid to cities more equitable in relation to counties, was carried over to the 1979 Session by the House Committee on Appropriations. The other two bills, which had already passed the House, were also carried over. House Bill 603, the mechanics of the package, was amended by the Senate Committee on Local Government before it was carried over. One of the amendments deleted the provision prohibiting annexation by a city with a lower tax rate than an adjoining county. House Bill 602, which would have increased city street maintenance allocations, was carried over by the Senate Committee on Transportation. On a more promising note, the General Assembly adopted a bill introduced by Delegate Cleaves Manning which would require the State to assume all costs incurred in carrying out State or Federal Welfare programs. The legislation which becomes effective July 1,1980 will mean $34 million for local government in the 1981-82 biennium, $16.5 million in 1981 and $17.6 million in 1982. Schewel felt that the Attorney General should be charged with this responsibility; however, it was decided that the administrative head of the agency concerned would be a more appropriate determiner of grievability. The bill provides for creation of the Office of Employee Relations Counselors and also provides for grievance procedure training of all supervisory personnel. Separate bills covering special grievance procedures for policemen and teachers were also adopted. Although this session of the General Assemply took no great leaps forward for local government, there is some justification for optimism. Legislation providing for future assistance in the administration of welfare programs and solid waste disposal was enacted. There seemed to be more agreement concerning local government needs and the means of solving some of its problems. This increased awareness of the problems of local government could lead to a more productive session in 1979 if the legislators are provided the information they need before making crucial decisions. Seeds have been planted but only through a concerted effort will there be a crop to harvest next year. NOTE: For a thorough analysis of new legislation affecting local government, refer to the Report 1978 Legislation Affecting Local Government, by the Virginia Municipal League. �There was once a nation of 200 million people that was the most powerful country in all the world. At the national level, the inhabitants were very rich, but at the local level, they often turned out to be quite poor. And as luck would have it, they all lived at the local level." from "A Fable: How the Cities Solved Their Transportation Problems" by Wilfred Owen Urban American, Inc., 1967 Reprinted with permission from "Priorities For America's Cities in 1977", National League of Cities 11 �Commentary ANIMAL CONTROL POLICY By ROBERT S. MONTJOY, Institute of Government, University of Virginia Animals have always been important to humans. In earlier times wild animals were a source of both food and danger. The first collective efforts at animal control probably consisted of huddling around a fire or behind a fence designed to keep predators out. However, civilization has substantially eliminated the threat of wild animals, at least in urban areas. In fact we have done such a thorough job that some species of wild animals have vanished and others are endangered. As the situation has changed, so have attitudes and there are now significant public and private investments aimed at saving the very creatures which w e r e once feared and hunted. The situation for domestic animals, however, is quite different. Pets, usually dogs and cats, w h i c h once served such functions as controlling v e r m i n , are now kept largely for show or c o m panionship. It has been estimated that Americans own 100 million dogs and cats, thereby achieving the highest pets-to-people ratio in the w o r l d . This large number of pets creates an animal control problem of a different kind, but one fraught with issues as emotional as those which once divided hunters and conservationists. U Z > 12 There is little doubt that a problem exists. Stray dogs and cats knock over trash cans and tear garbage bags, and they also can contribute to noise pollution, especially at night. Animal waste on sidewalks, in private yards and public parks is unpleasant and often dangerously unhealthy. Domestic animals may also pose a direct, physical threat to humans. Each year officials in this country receive reports of over 1.5 million dog bites, and approximately 30,000 people must take the painful injections for rabies. C h i l dren are especially vulnerable to attacks by dogs. O n e should not conclude that pets are somehow winning a battle with humans. A r o u n d 13.5 million animals are put to death each year and untold others die in accidents or from malnutrition and disease. This carnage is heart-rendering for animal lovers and expensive to the community. While the size of the problem is fairly clear, the nature of an acceptable solution is not. A number of approaches to animal control are dis- cussed in the International City Management Association's Management Information Service Report, O c tober, 1976, prepared by G u y Hodge, Director of Research and Data Services for The Humane Society of the United States. Also, it is pleasing to note that Richard Amity's program in Fairfax County, Virginia is cited several times as a model. (Mr. Amity offers further information on his experience in this issue of Virginia Town and City.) The problem of animal control, however, is not simply a technical one. As G u y Hodge noted in the M I S Report, " A n i m a l regulation is among the most sensitive of community issues and the local government manager w h o attempts to mediate between pet owners and the non-pet owner public is almost certain to succeed in alienating both segments of the c o m m u n i t y . " The intensity of feeling is illustrated by quotes from two dog owners in a dispute over the use of Abingdon Square Park in G r e e n wich Village: " W e pay taxes like the parents do, and our dogs have just as much right in Abingdon as the children d o . " " A lot of us feel the same way about our dogs as we do about our c h i l d r e n . " Thus, w e have a classic political problem. People historically have had the right to own animals and many people feel very intensely about their pets. At the same time animals impose a burden upon the general c o m m u nity. Framed in this way, the problem appears similar to that of noise pollution (which also is discussed in this issue of Virginia Town and City). Many individual activities, such as owning a pet or playing a stereo, have long been regarded as pleasurable and harmless. However, as populations have become more c o n c e n trated, the adverse effects of these activities have become more salient. The question then becomes one of balancing different interests. M a n y , probably most, of the approaches to animal control have the effect of increasing the cost of pet ownership. Fees, fines and requirements for vaccinations and spaying impose monetary costs; leash laws and regulations against leaving pet waste in public places impose time- consuming and perhaps onerous chores on owners. Yet the effects may be beneficial to the public. Higher costs may deter ownership and thus eventually reduce the pet population. Fees and fines may help to pay the costs of public animal control efforts. Indeed, recommendations by the H u mane Society of the United States reported in the February, 1970 issue of Management Information Service include the requirement that permit fees bear the entire cost of the animal control program. The notion that those w h o create the public burden should bear the cost is an appealing o n e . Yet responsibility is quite difficult to fix in practice. Conceptually, one can divide the dog and cat population into three classes: those which have "responsible" o w n ers, those which have " c a s u a l " o w n ers and those which are not associated with any particular people. Animals in the last category may have come from several generations of strays, and it does not seem reasonable to hold current pet owners responsible for them. Furthermore, current pet o w n ers are not a homogenous group. Casual owners, those w h o provide food and perhaps shelter and medical care but do not control their pets or maintain them for their entire lives, u n doubtedly create a much greater social burden than do responsible owners. Yet it is responsible owners w h o are most likely to pay government imposed costs. The same reasoning leads to the conclusion that high fees are more likely to deter responsible ownership than casual o w n ership. Communities must decide their own policies toward pets and pet ownership, but it is useful to match a particular program as closely as possible with the goal to be served. T e c h niques which simply raise the cost of ownership probably divide c o m m u nities into pro- and anti-pet groups. However, pet owners are a differentiated mass and their interests are not opposed inevitably to those of nonpet owners. A person w h o is obeying a leash law is not necessarily pleased by the approach of a pack of free roaming dogs. A requirement for vaccination and a stiff penalty for failure (Con't on page 20) �"Our Public Finance Department specializes in municipal services. Any time you need help, call us and we'll be there." J i m T h o m p s o n , Vice President and Manager We'll give an immediate response to y o u r request for assistance and our services cover all y o u r needs: the financing of municipal projects, the investment of funds, paying agency services on bond issues, and industrial development. Whether you want a one-to-one consultation, or a presentation to y o u r board or council, w e ' l l come w h e n y o u need us. Just contact y o u r local D B C bank. O r call me, J i m T h o m p s o n , at (703) 362-7717. U z O I - Dominion Banl<shares Corporation 122 OFFICES ACROSS < VIRGINIA A f f i l i a t e s : B a n k o f S m i t h f i e l d , C u m b e r l a n d B a n k , D o m i n i o n N a t i o n a l B a n k - B r i s t o l , D o m i n i o n N a t i o n a l . B a n k of F r e d e r i c k s b u r g , D o m i n i o n N a t i o n a l B a n k o f N o r t h e r n V i r g i n i a , D o m i n i o n N a t i o n a l B a n k of t h e P e n i n s u l a , D o m i n i o n N a t i o n a l B a n k of R i c h m o n d , D o m i n i o n N a t i o n a l B a n k o f T i d e w a t e r , F i r s t N a t i o n a l E x c h a n g e B a n k o f V i r g i n i a , F i r s t N a t i o n a l E x c h a n g e B a n k of Montgomery County, Southampton County Bank. 13 �VANDALISM: THE COST TO TAXPAYERS By BENNIE H. NUNNALLY, SR. u z O h- < z o > 14 During the period 1972 to 1974 there was an average of ten incidents of vandalism per year in Burkeville with a cost to the taxpayer for detention and court costs of approximately $5,200 per year. During the period 1975 to 1977 there was a decrease in the acts of vandalism resulting in an average of four per year with a total cost of approximately $2,300 per year. Community wide interest and constant improvement by the police department accounted for the significant reduction in vandalism and cost to the taxpayer. Most of the acts of vandalism, whether directed against public or private property, did not result in significant destruction of property. That factor has kept the immediate cost down but has not impacted on the delayed costs of detention and court costs. The Town of Burkeville, (population 730) employed only one full-time officer and one parttime officer in 1972. At present, the police department consists of six employees who work parttime with the exception of the chief of police. Since information pertaining to the police department is more readi y available for the period covering the past six years, the general information which follows refers to that time period. The State of Virginia and the Town have, through a series of measures, contributed greatly to the improvement of the police force and, consequently, to the safety of the residents of Burkeville. The department has participated in numerous police improvement workshops and seminars, all directed toward creating a more efficient police force. To the police department, efficiency means doing a better job at a minimum cost to the community. The police department in Burkeville has implemented techniques which appear to have contributed directly to the reduction in vandalism and cost during the past few years. A significant contribution has been made by the addition of personnel to the department. Interestingly, when the size of the police force increased from three to six persons (1974-75) the incidents of vandalism decreased by approximately onehalf. It is not intended to imply that a direct relationship exists between additional police and reduction in vandalism. What is important, however, is that the additional personnel combined with other factors brought about the reduction. The citizenry in Burkeville is concerned about safety and the means by which they are protected. As a result the town council meetings are well attended and the councilmembers are sensitive and responsive to the needs of the population. Such responsiveness is evident by direct and willing cooperation with the police department. Certain routine but significant changes in police activity have greatly reduced the incidents of vandalism and the accompanying costs to the taxpayer. Some of these changes are improved detection, greater efficiency in personnel, allocation among the various shifts and better police equipment. Improved detection requires a thorough knowledge of the areas in which vandalism is likely to occur. This knowledge can only be gained by becoming familiar with the town. Once these areas are known, the likelihood of vandalism is reduced since the potential vandal is aware that his or her chances for apprehension are very good. The experiences in Burkeville over the past five years testify to that fact. Mak- ing the potential vandal aware of police presence can only be achieved by increased police visibility, not just through the presence of patrol vehicles. The police officer should be seen at times on foot, thereby letting all the citizens know that the protection being provided is very real. In addition to the improvements mentioned, there is another aspect of the police department which is important to the reduction of vandalism. This is the addition of female officers. Being more representative of the population of the town, it has improved the department's efficiency since a number of vandals are females. Again, no attempt is being made to show a direct relation between number and type of arrests and the number and type of police officers. It is apparent, however, that a combination of all the improvements in the department have contributed to the reduction in vandalism. A very important aspect of the problem of vandalism which was referred to specifically is the cost to the taxpayer. While a reduction of approximately $2,000 per year in costs to the taxpayer is not a great sum, it is significant for a town the size of Burkeville. The cost figures are based upon average detention periods in Burkeville and Nottoway County and average court costs; therefore, the total costs and cost reductions are estimates. In any case, the dollar savings far outweigh the costs of the social improvements made. The added peace of mind of Burkeville's citizens cannot be measured. ABOUT THE AUTHOR Bennie H. Nunnally, Sr. is Chief of Police, Town of Burkeville. �VML SERVICES Services Information, Research and Reports League member officials are able to receive information from League staff on matters pertaining to local, state and federal governments. Such information is available through three methods: (1) by means of oral or written requests (2) through the use of special surveys and (3) by means of published reports. If the information is unavailable, the VML will conduct a special survey to acquire the information requested. The League publishes periodically, in some cases annually, reports dealing with such subjects as tax rates, salaries and working conditions, water and sewer rates, composition and election of councils. Also, volumes are published jointly with the Institute of Government of the University of Virginia. These include handbooks and manuals for mayors and councilmen, guides for drafting of charters and indexes to municipal charters and tax rates for cities and urban counties. Mike Deeb and Vernon Banks are responsible for information and research. Legislative Assistance The Legislative Committee, com30sed of officials from VML member ocalities, develops a list of legislative needs, which is then submitted to the membership for adoption at the annual convention. After it is adopted, it becomes the official legislative program. During the time the General Assembly is in session, representatives of the League staff and member government officials appear before various legislative committees and communicate with individual assemblymen, presenting the needs and concerns of urban governments as based on documents and expressions from individual local government officials. The legislative bulletin keeps members apprised of relevant bills. During the time the General Assembly is not in session, the VML staff and its member officials communicate with and represent various local, legislative and administrative government bodies such as study commissions, on many important issues. Federal legislative information is also disseminated by the League through the use of letters, newsletters and documents. Key staff members for legislative information are R. L. DeCair, Brad Harmes and Rick Weeks. Legal Assistance The League retains a general counsel who renders opinions or interpretations on various provisions of State law and local codes. He is available to assist and represent the League in legislative matters and his commentary on issues of general interest appears each month in Virginia Town & City. Sample provisions of local government codes and municipal charters, dealing with aspects of local government, are also available to all members from the League library. Training Training sessions include institutes for mayors and councilmen, with an emphasis on basic instruction for newly elected officials during election years; specialized instruction for police officers, both basic and inservice; programs for city, town and county managers; periodic instruction as needed in such general areas as personnel, finances, public works and productivity, as well as informal interchange workshops and timely topical seminars. Michael Deeb and Charlotte Kingery are available for training needs. Craig McCormick is the training coordinator for the police officers. Annual Convention The Virginia Municipal League conducts an annual convention to carry out essential business, to inform its membership of important issues and to provide a medium for formal and informal exchange of governmental information. Brad Harmes is the convention coordinator. Magazine and Nev\^sletter Virginia Town & City is the official publication of the League. Published monthly, it offers local officials timely articles, commentaries, short features and news items, personnel news and advertisements. The LEAGUE LETTER is published monthly at a different time than the magazine. It carries positions available, information on federal legislation and regulations and reports available. Charlotte Kingery is responsible for editorial content and John Ziolkowski is advertising manager. Affiliate Membership There are six associations affiliated with the VML. These are: Virginia Association of Chiefs of Police, Virginia Building Officials Association, Municipal Electric Power Association of Virginia, State Fire Chiefs Association of Virginia, Virginia Section, International City Management Association and Virginia Weights and Measures Association. Additionally, the Virginia Association of Redevelopment and Housing Authorities is affiliated with the League in a special capacity. Mike Deeb is the staff contact for the police, building and weights and measures affiliates. Charlotte Kingery handles the managers, fire and power associations. John Ziolkowski is the exhibit manager for the affiliate annual conferences. Consulting Services The VML staff is available for consultation with officials on various local government issues and problems at the League headquarters or in the member city, town or county. Through its field services, the League attempts to visit member localities from time to time to make itself available for assistance on local concerns. Conversely, the League headquarters is available to officials from member localities for research, gathering of information and liaison with other officials. u Staff Directory Advertisements, Exhibits Conferences Finances, Billing, Dues Legal Counsel Legislation Magazine, Newsletter, Media Relations Police In-Service Training Policy and Policy Committees Research, Reports and General Information Support Staff Training John Ziolkowski Mike Deeb, Brad Harmes Charlotte Kingery Margaret Nichols Howard W. Dobbins R. L. DeCair, Rick Weeks, Brad Harmes Charlotte Kingery Craig McCormick R. L. DeCair, Rick Weeks Mike Deeb, Vernon Banks Genovie Page, Sandy Harmon Joni Terry, Ingrid Morman, Mike Deeb, Charlotte Kingery Z O > 15 �Places FAIRFAX COUNTY—A four-member study team from Japan, the first Secretary of the Japanese Embassy and an interpreter visited the County's Department of Recreation and Community Services. The study team visited because they are concerned about the lack of community feeling in their rapidly-changing society and are looking to the County for an answer. The Japanese were attracted to the County because of its comprehensive recreation program. YORK COUNTY—Citizens voted in a referendum last month on a proposed $1.5 million bond issue to finance new County buildings. The general revenue bonds will be used to finance construction of a new governmental complex in Yorktown and a fire station in Seaford. Other funding for the project will come from revenue sharing money. CRA/CSV/af—The Environment Protection Agency and the Town Council agreed that present plans for a sewage treatment p ant for the Town are too large. The Agency will not fund 75 percent of the cost for the plan until the plans are scaled down. The present plans cost twice as much as first determined and could serve up to 4,000 people, too large for a Town of 1,000. t u PULASKI—The Town provided the manpower for construction work along with temporary employees with funds from the Comprehensive Employment Training Act for the Pulaski Senior Center. The senior center was made available through a grant under Title V of the Older Americans Act. The Town will provide the operating funds for the center. > BLACKSTONE—Jhe Town Council agreed to notify Averett College in Danville that they are interested in having the four-year college relocate in Blackstone or Nottoway County. A Committee of the Council will look into possible sites of at least 100 acres which would meet the College's requirements. The College's governing board has voted unanimously to relocate its campus and several localities are interested in attracting the 1,100 student facility. 16 STEPHENS C/ry--Drawings for a new Z O f< z u Town Hall, estimated to cost approximately $90,000, were unveiled at a special Town Council meeting. The plans, drawn by Town Manager Bruce Edens, incorporated an assessment of the Town's space needs made by the Council building committee. Included in the building will be a Council chamber, offices for the mayor, town manager, police, town clerk and the town records. Town Manager Edens hopes construction will begin this month. fMPORM—City Council took the first step in a plan to enter the power business. They voted to apply to the federal government for a grant to finance a study which will determine the feasibility of once more using the local dam to generate electrical power, as it did before it was discontinued by VEPCO many years ago. The City will be asking the federal government to pay 90 percent of the $27,500 project, with the remaining 10 percent to come from the City. The study would ascertain just how profitable such an operation would be. The project, if feasible, would insure that the City government is self-sufficient in electricity. COV/NCrON—City Council authorized City Manager Bob Herbert to sign an agreement with a consulting engineer firm to seek federal grant money for upgrading the City sewage treatment plant. The City has been under pressure from the Environmental Protection Agency and the State Water Control Board to upgrade the CAPITAL City's existing sewage plant from primary treatment capability to secondary treatment for several years. If improvements are not made, the City eventually will become subject to a $5,000 a day fine. The City's share in the improvements has been estimated to be $1,000,000. BRISTOL—City Council approved the recommendations of the Utilities Board and awarded three contracts totaling nearly $1.8 million to contractors for long term improvements to the water system. The firm awarded the contract will renovate the treatment plant and work on the waste water intakes. SALEM—The City's $1.8 million alternative to the solid waste landfill is expected to open this month. The first steam-producing garbage incinerator system in Virginia is capable of burning a maximum of 100 tons of refuse per day and produces 20,000 pounds of steam per hour. City Manager William J. Paxton, Jr. says the City collects an average of 75 tons of refuse per day. After the incinerator plant gets into operation, Salem will begin negotiating with other parties to obtain necessary additional garbage to run the plant at full capacity for maximum efficiency. The system is odorless and non-polluting and will produce an end product which can be safely dumped in a nonorganic landfill. Approximately $1.5 million of the project cost will be met by City bond funds and the $300,000 cost of the steamproducing equipment is being funded by a federal grant. EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD • P. 0. BOX 9609 RICHMOND, VIRGINIA 23228 PHONES: 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY—Chem/ca/ Spreaders, Slurry Pavers LINK BELT - Cranes - Excavators FMC/BEAB - SewerCleaner LAYTON MFG. CO. — Asphalt Pavers MEYERS-SHERMAN - "Vactor Jet Rodder" RICHMOND MFG. 00. — Horizontal Boring Machines iLQIN-LEACH — Sweepers, Refuse Bodies ATHEY MANUFACTURING CO.-Maintalner Grader ROYER FOUNDRY-Shredders GIANT-VAC - Leaf Collectors DAVEY — Air Compressors MASSEY-FERGUSON - Baci<hoe Loaders �Legal Guidelines RIOTS AND RESTRAINTS By Howard W . Dobbins, General Counsel The case of City of Louisville v. H a beeb (556 S.W. 2cl 665) decided in 1977, presented the Supreme Court of Kentucky with a case of first impression under a State statute which imposed liability on the cities of that State for damage to property by any "riotous or tumultuous assemblage" of people if the city authorities could have prevented the damage incurred. The statute further provides that liability does not attach to a city unless the city authorities had notice or good reason to believe that the riot or t u multuous assembly was about to take place in time to prevent the destruction and damage. The facts of the case w h i c h were stipulated at the trial present an interesting and frightening example of the origin and development of a riot and further illustrate the predicament of local authorities w h i c h can result w h e n conditions are ripe for a riot. This case arose in Louisville in May, 1968 after publicity was given to a scheduled rally at w h i c h the speakers w e r e to be Stokeley Carmichael and James Cortez. The time and circumstances were highly inflammatory not only in the history of Louisville but in other areas. Prior to the date of the rally. City authorities deployed County and State police in the troubled area in the City, a n d , in response to a call from the mayor of the City, the Governor of Kentucky ordered the National Guard to Louisville. By the evening of the day of the advertised rally. National Guard troops were also deployed in the area and were used to assist the police in crowd control, prevention of looting and other duties. O n the following morning, after consultation with black leaders in the community, in an effort to quiet the possible causes for c o n tinued difficulty, the National G u a r d was withdrawn from the troubled area and in its place a group of black laym e n , untrained in police w o r k , were authorized to patrol the area. Thereafter, additional rioting occurred and the plaintiffs' property was damaged. The plaintiffs based their action on the removal of the National Guard and the addition of the "Black Mar- shals" in the area, alleging failure by the City to comply with the aforementioned statute. The trial court found in favor of plaintiffs but the Supreme Court of Kentucky in an unanimous opinion reversed, holding that the City may have erred in its judgment but it was free from negligence inasmuch as the City officials took the action they reasonably deemed necessary to quell the riots. M o r e o v e r , the Court found that although the City officials knew of the riots, they had no notice of the imminent danger to the plaintiffs' property because on the night before the damage, police had been successful in stopping such looting as was then occurring. Municipal officials should be on the lookout for a decision of the Supreme Court of the United States later this year in the case of City of Lafayette v. Louisiana Power & Light Company (532 F. 2d 431, C C A . 5,1976) in w h i c h certiorari has been granted. This case arose when the Cities of Lafayette and Plaquemine, Louisiana filed a c o m plaint alleging that Louisiana Power and three other utilities had violated Sections 1 and 2 of the Sherman Act. In an amended counterclaim, Louisiana Power charged the Cities with having violated the federal anti-trust laws in several respects. The Cities contended that they were exempt from anti-trust restraints because they were entitled to the same "state act i o n " exemptions w h i c h states enjoy. However, the Court of Appeals for the Fifth Circuit held that a subordinate state governmental body is not ipso facto exempt from operation of anti-trust laws under the state action exemption announced in Parker v. Brown, 317 U.S. 341. In the o p i n i o n , the court stated that the judicial determination w h i c h must be made is whether the State Legislature contemplated a certain type of anti-competitive restraint. It is not necessary that there be an express statutory mandate, but such legislative intent must be clearly s h o w n . The Justice Department, in its amicus brief argues that where a m u nicipality implements a regulatory measure as part of the governmental power delegated to it by the state, it does not violate anti-trust laws. However, if the municipality is acting in a proprietary capacity by conducting a business enterprise, it must have a specific mandate from the state before the state action exemption has any application. An adverse decision by the United States Supreme Court will have serious and far-reaching consequences to local governments, and hence, until the decision is rend e r e d , officials are properly anxious. ATTORNEYS ASSOCIATION The Virginia Local Government Att o r n e y s A s s o c i a t i o n , w h i c h was formed about three years ago, is comprised of attorneys w h o represent counties, cities and towns in civil matters. The organization publishes a monthly newsletter, containing recent court decisions and information of interest to local government attorneys. The Association offers two seminars a year and the first one will be held May 18-20, Sheraton Inn, Fredericksburg. The seminar will address the legal aspects of public employee problems, including the grievance procedure adopted at the 1978 Session of the General Assembly. John Rick, the Executive Director, is an attorney with local government experience and is also available to answer telephone requests for legal assistance. The annual dues for membership in L.G.A. range from $60.00 to $160.00 based upon the size of the jurisdiction the attorney represents. If you are interested in joining L.G.A. or attending the May seminar, please contact John Rick, Executive Director, 7 East Franklin Street, R i c h m o n d , Virginia 23219, (804) 788-1949. >tl U ^ Z ^ Q l— — Z (J ^ > 17 �L What I s A n y Given Job Worth? >- u z O < z u > 18 Adjusting wages has become an annual ritual for most public officials; 1977 has been no exception. And the results serve once again to demonstrate the problems. A look at the results statewide indicates there is no uniform procedure being followed. While a few employers have made separate adjustments for different classes of employees, most have used either a flat dollar amount, a fixed amount per hour or a fixed percentage amount. In large measure the adjustment allowed is based upon what funds are available. In most cases some attempt is made to relate the adjustment to the cost of living. Sometimes longevity becomes an additional factor. And one certainly can argue that the improved value of the employee should be considered. Pay does not stand alone. Pay generally is money exchanged for time and effort—a "product," whether it be an item such as equipment or a street, or a service, such as clean floors at city hall. A sound pay plan requires some correlation between the pay and the end product. If pay is too high the product becomes too expensive; if too low, soon there will be no one to produce the product. There isn't any magic formula to determine what this relationship should be. There is evidence that the public is more inclined to pay a higher price for certain products or services, such as police and fire protection, than for other services, such as street repair or waste collection. In private business the relationship between pay and the product is influenced by profit—the difference between what the product costs and what it sells for. But public employers generally do not sell products in the accepted sense. Yet, the final product they produce does have a value. And when a public service costs more than its value to the public, or the public's willingness to pay, the public employer no longer can "afford" to provide that service. Two alternatives are available, abandon the service or reduce the cost. This is not a hypothetical problem. It is very real. In recent months voters have gone to the polls to register their protests over higher municipal salaries. Others have turned down tax levies to support school budgets. In at least two cities, employee unions have agreed to give up some of their pay to avoid layoffs or demotions. Pay adjustments, in recent years, have been justified on the grounds that inflation continually is shrinking the employee's purchasing power. Unless wages are raised, the argument goes, the employee actually is receiving less pay. That is true. No one likes to live with a shrinking dollar. Yet, nowhere is it written that any employee or employer is entitled to be protected from the ravages of inflation. That, unfortunately, is a burden all must bear. While it is true that many labor agreements have automatic cost-ofliving clauses, many do not. And, more important, the vast majority of workers in this country are not "protected" by any kind of labor agreement. If, however, one assumes that government has the duty to protect its employees against inflation, the next question is who protects the government? The municipality, limited by a tax lid, has no automatic cost-of-living clause to protect it from higher material costs, higher energy costs, or, for that matter, higher labor costs. This isn't to suggest that wage adjustments are not proper or necessary. They are. Certainly no one can fault any employer for doing the best possible for his employees. Yet, the public employer also needs to be equally concerned about doing the best possible for those who ultimately pay the bill for public services. As public wages and taxes go up, it is only natural to expect a little something more in return for the additional outlay. If there is no increase in either the quantity or quality of the public product, that something extra is missing. The more frequently this situation repeats itself, the closer the taxpayer comes to the point of revolt. Many public employers already feel they have reached the point where costs have exceeded income. When that happens three options become available. The employer can reduce services. This is merely another way of paying more people to do less work. Another option is to reduce the work force. This is one way to increase productivity, assuming there is no corresponding cut in services. The third alternative, of course, is to cut both services and the work force. Basically this retains the status quo. We end up paying a higher price for these services which are retained. Before exercising these options, it is well to take a good look at our labor force. What is any given job worth? The worth of a job can be measured in terms of the training, skills, experience and responsibilities required to satisfactorily perform the required tasks. The worth of a job also can be measured by community standards, what similar jobs are going for in the community. Other factors affecting job worth are the number of potential employees available in the immediate area; the urgency in filling a vacancy. Still other factors are the conditions under which work is to be performed; stability or security of the job; pension benefits and other fringe benefits. At this point it is well to note that titles in and of themselves mean little. A truck driver isn't always a truck driver or is a clerk always a clerk. A secretary to one employer may be a clerk to another. A truck driverjn one jurisdiction may be classed as a laborer in another. Before it can be determined that an employee is underpaid or overpaid, it is necessary to take a look at the employee's duties, responsibilities and qualifications. When we make comDarisons we must, so far as possible, De certain that we are comparing that which is similar. No employer willingly will pay a premium price for inferior material or will most employers willingly purchase material of a higher quality than is necessary to adequately do the job. Neither should an employer willingly pay premium prices for less than the best skills or responsibility. Nor should an employer pay more than a job reasonably is worth merely because an individual possesses superior qualifications which have no bearing upon the work being performed. As the pay of public employees becomes more comparable to similar positions in the private sector, so too should the qualifications and responsibilities of these employees become more comparable to that found in the private sector. In short, if we are talking about equal pay, we also should require equal skill, equal training, equal experience and equal responsibility. Now, a note of caution: there still are many public employees presently who should have substantial increases in wages to bring them in line with comparable positions in other municipalities, as well as private business. It does not necessarily follow that ust because a public employee is ow paid, that employee is less qualified or holds less responsibility than a higher paid employee in a nonpublic job. Often just the opposite is true. But a wholesale increasing of wages by 15 or 20 or 30 percent across the �board isn't the answer. Such a wholesale approach may solve some inequities but also will only amplify other inequities. Not all employees in any public jurisdiction are equally out of line. It doesn't quite make sense to pay a custodian $700 per month while the person preparing tax statements or auditing accounts receives $240 per month. Unfortunately, we still have too many situations where salaries appear to be determined more by the sex of the employee than by the skills and responsibilities of the job. An across-the-board adjustment will not correct this kind of problem. The best way to approach the problem is to take a careful look at the work force. Each job needs to be carefully identified. The basic requirements to perform that job need to be isolated. The responsibilities of the various jobs need to be delineated. Data needs to be collected and analyzed on similar jobs (regardless of title). When all this has been done, then a decision can be made as to what adjustments should be made. While some municipalities have the ability to do this kind of an evaluation themselves, many do not. Hard pressed public officials understandably often feel that they cannot afford to purchase an outside study. This, of course, rs a decision each municipality must make. In making it, however, officials should remember that personnel costs are the largest single item in overall operating expenses. A growing awareness of the relationship between pay and performance will not completely solve the pay problem. It will, however, be one small step in the process toward a solution. NEW CORRECTIONAL FACILITY—The City of Virginia Beach recently dedicated its new Correctional facility. State Senator Stanley C. Walker, Chairman, Virginia State Crime Commission, was the guest speaker. The facility is designed to meet the needs of prison reform and can accommodate 76 types of inmates. Seventy percent of the cells are designed for inmates requiring high-security while the remaining 30 percent are dormitory styled rooms for trustees and inmates on work-release programs. When you put the lid on a paracrete^system, Reprint with permission from the March, 1977 issue of Kansas Government Journal, League of Kansas Municipalities, 112 W. Seventh Street, Topeka, KS 66603. u Marketplace Z it stays put! CITY ASSESSOR City of Petersburg (pop. 43,673). $21,715-$32,082, plus fringes and auto. Appointed by City Council for unlimited term: 4-Man staff plus consulting assistance complete reassessment and mapping program to be completed July 1, 1978. Requires B.A. in business administration or related field plus 5-9 years progressively, responsible experience as city assessor or top assistant. Send resume to Municipal Advisors, Inc., P.O. Box 45, Virginia Beach, Virginia 23458 by May 15, 1978. An Equal Opportunity Employer. f Vr&l CONCRETE PIPE &PRODUaS CO.. INC. P.O. BOX 1223, RICHMOND, VA. 23209 PHONE (804)-233^71 O t- < z o > 19 �Ideas Sewer and Water Service OXFORD, OHIO (16,000), has i n stalled devices which warn of malfunctions at the wastewater treatment plant. A malfunction activates an alarm at the police department and enables the City to reduce staffing at the plant from three shifts to one and a half shifts per day. T h e system, which has been in use for about one year, costs $400, including all parts and labor. (Contact: Lee Davis, City Manager, Municipal Building, O x ford, O h i o 45056.) MONROE, NORTH CAROLINA (11,282), provides meter readers with small motorcycles for transportation and two-way radios to call back utility readings to a centralized operator. The operator's accounts are in sequence with the meter routes. D e spite a 10 percent increase in p o p u lation and the additional responsibility for gas meters, the number of meter readers has not expanded in 10 years. (Contact: City Manager, City Hall, M o n r o e , North Carolina 28110.) ROCKY MOUNT, NORTH CAROLINA (39,500), has instituted a Water Meter Maintenance Program after a survey revealed that 38 percent of the water pumped by the City was not being billed. The public works department has undertaken a program to upgrade, rehabilitate and maintain all water meters. As a result, an additional $300,000 per year in permanent income to the City will be generated. (Contact: A! Williams, Administrative A s s i s t a n t , P . O . B o x 1180, R o c k y M o u n t , North Carolina 27801.) ^ Personnel U ^ OREM CITY, UTAH (38,000), has used an "assessment l a b " to select two top officers for the City's fire department. T h e process involved simulation and gaming techniques combined with interviews and written techniques adapted for use in other city departments. (Contact: Barry Bartlett, Assista n t C i t y Manager, P.O. Box 247, O r e m City, Utah 84057—Report #19186, page 111.) Z ^ Q I— ^ — Z (J > 20 MANKATO, MINNESOTA (31,000), has developed an in-service training program for management and middle management personnel. T h e two phases of the program deal with problem-solving skills, improving c o m m u nications within and between departments, principles of management by objectives and developing new management objectives. Regarded with caution at first by some employees, the program received favorable reaction upon implementation. (Contact: William Bassett, City Manager, 202 East Jackson Street, Mankato, M i n n e sota 56001.) created a plans review committee composed of personnel from various departments involved in checking building and construction plans. Personnel from the various departments apply their expertise in specific areas of the plans review process. (Contact: Richard White, Fire Chief, Central-Station, Grants Pass, Oregon 97526.) SIMI VALLEY, CALIFORNIA (69,700), has an optional 4-day w e e k , 10-hour work day program within its planning department. All employees in the department have tried the 4-day w e e k , 10-hour scheduling, while approximately half have chosen to remain on the alternate schedule permanently. (Contact: Randall King, Director of Human Resources, 3200 Cochran Street, Simi Valley, California 93065.) SANTA ROSA, CALIFORNIA (65,000), has developed an inventory of all streets and their characteristics (type, roadside, signs, storm drains, condition of surface). The data are used to determine annual, monthly and weekly schedules for street maintenance crews. (Contact: Don Zaro, Budget Analyst, Department of Finance, P.O. Box 1678, Santa Rosa, C a l ifornia 95403.) Streets Public Safety WINSTON-SALEM, NORTH CAROLINA and FLAGSTAFF, ARIZONA, have cross-trained some employees in both fire and police activities. ( C o n tact: Fire Chief, P.O. Box 2511, W i n ston-Salem, 27102 or City Manager, City Hall, Flagstaff 86001.) PLAINFIELD, NEW JERSEY (46,900), operates a Fire Safety Patrol w h i c h consists of teams of firefighters w h o patrol the City in a van. This patrol supplements police patrol activities and has equipment that allows the members to handle small fires without a full engine crew. In addition, the Fire Safety Patrol provides other emergency assistance while remaining on call for alarms within their fire district. (Contact: City Administrator, 515 Watchung A v e n u e , Plainfield, New Jersey 07061—Report #18511, page 113.) SHOREWOOD, WISCONSIN (16,000), has completed a six-month experiment with its firefighters in w h i c h they perform certain police auxiliary duties (house checks, general patrol, etc). (Contact: Shirl Abbey, Village Manager, 3930 North Murray A v e n u e , S h o r e w o o d , Wisconsin 53211.) Planning GRANTS PASS, OREGON (13,500), has ( C o n ' t from page 12) to comply would presumably add no cost to the responsible pet o w n e r . Kennel club members have been successful in opposing animal control l e g i s l a t i o n e l s e w h e r e , but s u c h people might support policies w h i c h they believed would protect their animals as well as the general public. Education is probably the most promising long range solution to animal control problems but public programs can also help. It seems impossible to determine in advance the particular techniques which would be best suited for a given community. However, it seems reasonable to conclude that if a community is to accept some pets, it should consider carefully policies w h i c h encourage the desired type of ownership while discouraging others. Who Governs the City? City government, Charlottesville-style, analyzed by Kay Peaslee. Articles like "The Mayor Drops a Small Fiscal Bomb" make lively reading. Write to Who Governs the City, P. O. Box 1211, Charlottesville Va. 22902. $3 includes everything, even cartoons. �Professional Directory HARLAND BARTHOLOMEW & ASSOCIATES CHEWNING-HOGGARD AND A S S O C I A T E S , INC. LANDSCAPE Geological, Soils and Environmental Consultants Ground Water Studies Land Disposal of Effluents and Sludges Solid Waste Studies • Foundation Evaluations ENGINEERING • MUNICIPAL r. O, 11524 Jefferson Avenue, Newpon News. Virginia 23601' 804-595-5561 Betz-Converse-Murdoch Potomac Group, Inc. Box 2125 Virginia Beach. \ ' a . Phone 804/340-5050 ARCHmCTURE PLANNING COMMUNITY DEVELOPMENT PLANNING CONSULTING HB&A OF VIRGINIA 2jr)2 ENGINEERING 201 Eait Gary Street Richmond, Va. 23219 Phone 804/649-8627 DEWBERRY, NEALON & DAVIS HENNINGSON. Environmental and Public Works Engineering DURHAM Engineering Plans, Studies and Laboratory Services i RICHARDSON Consulting Engineers, Planners and Architects 8411 Arlington Blvd., Fairfax, Virginia (703) 560-1100 Vienna, Virginia • Phone: (703) 281-2400 Staiinton, Virginia • Phone: (703) 886-8555 113 South Chestnut St., Marion, Virginia (703) 783-7271 l » « K b r l t m T m r . Norfolk. V>. 2 I 5 W 9 4 5 4 W i o c o n o l n Avoooo. W u t i . . D.C 2001S 1640 Maple Dr., Danville, Virginia (804) 799-9403 1400 Pleasant View, Staunton, Virginia (703) 886-3957 Austin Brockenbfough and Associates BRLDUJin ROD GREGG Engineers Planners Surveyors I n d u s l n a l Waste T r e a t m e n t • H i g h w a v s D r a i n a g e " Water & Sewerage SyStems • Survey ing E n v i r o n m e n t a l Studies • Private Proiects 1 1 4 East G a r y S t r » « t • R i c h m o n d , V i r g i n i a 2 3 2 1 9 ENVIRONMENTAL R, S T U A R T R O Y E R & ASSOCIATES CONSULTING ENGINEERS REPORTS • RUSSELL SEWERAGE • & AXON Engineering and Planning Consultants U U Northshore Drive Knoxville, Tennessee 37919 Telephone: 615/588-6444 1028 Olde Forge Plaza Fredericksburg, Virginia 22401 Telephone: 703/371-8040 Offices I n : Florida • G e o r g i a • Tennessee • M i s s o u r i Illinois • South Carolina • N o r t h C a r o l i n a • V i r g i n i a THE PrrOMETER ASSOCIATES LANGLEY AND McDONALD ENGINEERS—PLANNERS—SURVEYORS Highways, Railroads, Foundations, Waterfront Fociiilies, Water Supply, Sewage Disposal, Planning Studies • Reports • Design • Consultation P. O . Box 12047 484 N e w t o w n Rd. N o r f o l k , Virginia Virginia Beach, Va. SEWAGE DISPOSAL ENGINEERS 12368 W a r w i c k B o u l e v a r d , N e w p o r t N e w s , V A 23606 222 S R i v e r s i d e Plaza • C h i c a g o , IL 6 0 6 0 6 • l 3 1 2 ) - 6 4 8 - 1 1 5 5 5 2 0 6 M a r k e l Road - R i c n m o n d V A 2 3 5 3 0 - ( 8 0 4 1 - 2 8 5 - 9 0 0 9 N e w York 1 0 0 0 7 Philadelphia 19103 Tarnoa 3 3 6 0 7 • 703/534-8716 I E N G I N E E R S , INC. CONSULTING W a s t e w a t e r And Solid W a s t e s • Falls Church, V A 804/461-0155 I M A L C O L M PIHNIE Studies, Designs And DESIGNS Norfolk. V A H A N S E N Construction Services For.Water, and Planners Talaphone; 804/644 9 4 9 3 e NGiiMEE n s WATER SUPPLY Engineers ODnsulting Engineers 620 May Avenue • Norfolk, Vo - 2 3 5 16 Birchwood Office Pork - Vo,Beach,Vo.. 23452 8550 Arlington Blvd • Fairfox, Vo. • 2 2 0 3 0 QREELEYAIMD 0 Gannett Fleming y Corddry & Carpenter SYSTEMS APPRAISALS P. O . Box 8687 1514 Willow L a w n Drive Richmond, Virginia 23226 Phone 282-765'7 BUCK, SEIFERT& JOST, INCORPORATED Consulting Enginacrs Water Supply • Sewage • Industrial Waste Treatment • Treatability Studies > 140 Sylvan Avenue. P.O. Box 1218 Englewood Cliffs, N.J. 07632 201-567-6990 • 405 So. Parliament Drive. Suite 101 Virginia Beach. Va. 23462 804-499-4596 HURT & PROFITT, INC. Engineers - Planners - Surveyors l.Vnchburg, Virg.ni,) 2450 Telephone (804) 847 779 1933 Fori Avenue Engineers ifl^B v\r Waste Surveys M M hj \|3\|J\/» Sin.tarv Municipal Water Soils U daliortt X^g^^^ 100 Church St., New York, N. Y. 10007 Chicago Columbia Atlanta New Milford, Ct. FREDERICK G GRIFFIN, INC. b o d i e , mills, t a y l o r a n d p u r y e o r , i n c . ENGINEERS & PLANNERS Communications, 911 Studies, A Alarm Systems. Mobile Radio A l~i^~,ri^*^/^ Systems, Telephone, Cable Television, Industrial En^neering Monitor and ^ Telemetry Systems. 7212 Timberlake Road • Lynchburg, V a . 24502 804/237-2044 J. K. TIMMONS & ASSOCIATES, INC. CONSULTING 1314 W. Main ENGINEERS St. Telephone • Richmond, Va. 353-66S7 SANITARY • M U N I C I P A L Report.^, Finns, Supervision. • WATER Apptaisah Trunk Main Surveys Water Distribution Studies Special Hydraulic Investigations ~ Cr,O N S U L T I N G S T l rqaoarcHi rd., r ENGINEERS d, Virginia S 3 S 3 i 5 SOUTHERN ENGINEERING C O M P A N Y OF VIRGINIA CONSULTING ENGINEERS 1000 Crescent Avenue, N.E. Atlanta, Georgia 30309 404-892-7171 �YARGER AND ASSOCIATES, INC. Over 500 Surveys Position Classification and Pay Plans Management and Organizational Studies Test Construction—Fire and Police Studies ENGINEERS — SURVEYORS — PLANNERS 101 N. Plaza Trail — 804-340-2631 2830 Mary Street, Falls Church, V a . 22042 6 Virginia Beach, Va. (23452) ASSOCIATES BREMNEn.YOUNGBLaaD.SLKING.irUC. ENGINEERS. S U R V E Y O R S . P L A N N E R S FOR VIRGINIA'S ' ZONING, SUPERVISION and ECONOMIC 59 culpeper st. C. OVERMAN ASSOCIATES 5721 Sellger Drive pUoniDg g nunagcment coosultaots • COMPREHENSIVE PLANNING TOWNS, COUNTIES and CITIES WILLIAM engineers' surveyors-planners 703/560-6900 HOSSER H. PAYNE ensBBBam MARSH & BASGIER, INC. P.C. Land Surveying a Land Developmi Water & Wastewater Engineers Planning Traffic Engineers ST\iDIES 1151 H a n o v e r G r e e n Drive warrcnioo . illJII Norfolk, Virginia B E N G T S O N , D E B E L L f t ELKIN, INC. CONSULTih*3 E N G I N E E R S a S U R V E Y O R S COMPLBTB PUBI.IC W O R K B AND LAND •UnVBYINO •NOIIStaBHIfSia ••RVICia M e c h a n i c s v i l l e . Virginia 23111 Phone ( 8 0 4 ) 7 4 6 - 5 2 8 5 (703) 347-3600 Enuironmental S t u d i e s , R. K E N N E T H W E E K S ENGINEERS WHITMAN, REQUARDT AND ASSOCIATES Engineers-Consultants COMPLETE ENGINEERING n i l SERVICES N. Charles St., Baltimore, Md. 21201 Water Supply and Purification • Sewerage and Sewage Treatment • Streets and Highways • Investigations and Reports • Supervision of Construction. 2733 TIDEWATER D R . Water Reports Sewerage Design Drainage Surveys \ ' A . 23509 Design Management Gilbert Associates of Virginia, Inc. Engineers/Consultants 4 1 1 Cedar Road. Chesapeake. Virginia 2 3 3 2 0 804-547-2955 B A R T O N - A S C H M A N A S S O C I A T E S . INC. P U R D U M a n d JESCHKE CONSULTING ENGINEERS AND LAND SURVEYORS 1023 N. Calvert St. Baltimore, M d . 301 837-0194 Development Studies NORFOLK. and C o n s t r u c t i o n URBAN DEVELOPMENT/TRANSPORTATION P L A N N I N G / DESIGN / I M P L E M E N T A T I O N • • • • • Highways Inspection Sverdrup & Parcel and Associates, Inc. Sverdrup Downtown Revrtalization/Malls Community/Economic Development Traffic/Transportation/Parking Transit Needs/Operations Parks/Recreation/Preservation 314/436-7600 TWX. 910-761-1065 Cabie: SPECO SI. Louis Engineers Planners 1730 ' K ' S t . NW; Washington, D . C . 2 0 0 0 6 ; (202) 466-8230 TWbotCAjwciatei.M (00 LOMmofk Squo't Raymond, Parish, Pino & Plavnick Planning & Community Development Consultants 1010 Vermont Avenue N.W., Suite 800 Washington, D C 20005 202 783-2924 CONSULT ANTS-DE SIGNERS 1603 Santa Rosa Road MUNICIPAL ENGINEERING LANO OfvElOt-MeNT - PLANNING, ENGINEEBiNG, SuRvETiNG, CONSTRUCTION MANAGtMENT ORBAN Pi. ANNiNG FEASiBiLiti STUDIES Patton. Harris. Rust & Guy a profmwonal coroorilion EnginMrt . Surveyors . Plannen Complate profMskxMl farvtces for inurwvMlitiM md public Boencws 10523 M*n SI . Ftirtw. V i 22030 . (703)273-8700 Tyler Building-Suite 120 Richmond, VA 23288 804-288-4051 CH2M::HILL Consultants to Municipalities on Environmental Systems Valivy OHK» Eastern R e g i o n a l O f f i c e ; 1 9 3 0 Isaac N e w t o n Square E 100 S. Mwn St.. BridOM«l*r.Vte 22812 . (703)828-2816 Reston, VA 22090 • P h o n e ( 7 0 3 ) 471-971G mmm oBniENGGEnE Consulting Engineers PO Box 3855. Charlotte. NC 28203 / 704-374-1822 Syracuse. NY / Poughkeepsie, NY / Philadelphia, PA / Dover, DE / Chillicothe, OH VIrginio', Only McMANIS A S S O C I A T E S , I N C . Washington, D . C MUNICIPAL BOND Specialists Management Consultants to City and County Governments Productivity Analysis ° Fiscal and Management Systems Community Development " CETA/Manpower Services ° Economic Development 1201 Connecticut Avenue, N.W., Washington, D.C. (2021 296-1355 7 2 5 C h u r t h St •• L y n c h b u r g , V o . • 8 0 4 8 4 6 - 2 7 1 1 W i l l i a m W . W i n f r e e , Jr. E d w a r d T. P c n i g r v w , J r . • D e a l e r s a n d Under^ • Finonciol Advisors for B o n d Issues �BOOZ • ALLEN & HAMILTON, INC. . . . Provides a full range of consulting services to local and regional governments. FOR FURTHER INFORMATION CONTACT: FRANCISCO NEW WASHINGTON YORK ^JUr^ C r e s a p , M c C o m n i c k a n d P a g e t mc ^"^^1^^^ M a n a g a m a n c Consulcanta 177B • • • • CHICAGO KSTREET. N W Municipal Organization Police and Fire Public Works Financial Management W A S H I N G T O N . D C aOOQB . • Personnel Administration • Facilities Planning • Economic Development • Data Processing FINANCIAL A N D MANAGEMENT a W S U L T A N T S T O MUNICIPALITIES • Ailvi.soron Financiiil iinii MiirkolinR Mntlnrs Ri'liilins li> Issuanci^ of Municipal Bonds • Position (:lassific;alion/C:iimp('nsalion Plans • Manajsnmi'nl anil OrBanizalicin SUidios • Hxotaitivi; Search and Sdoclion E R I C S. HANSSCN DIR. L O C A L GOVT. S E R V I C E S 1025 C O N N E C T I C U T A V E . N.W. WASHINGTON, D C . 20036 (202) 293-3600 SAN MUNICIPAL ADVISORS INCORPORATED laOS) 8 3 3 - 8 3 8 0 • Education Administration • Operations Review • Courts and Probation • Transport«ion Management LAWRENCE B. WALES ROGER M. SCOTT P.O. BOX 45 Virginia Beach, Va. 23458 804/422-1711 George Cunningham, Field Representative "imagineered" PLAYGROUND and PARK EQUIPMENT BY GAME TIME, INC. CUNNINGHAM ASSOC. INC. Bex 9554 Lakeside Br., Richmond, Va. 23228 Phone 804/262-2401 W a s h i n g t o n . N e w York • Chicago • S a n F r a n c i a c o Public Reseaich and Management, Inc. MANAGEMENT CONSULTANTS ORDINANCE CODIFIERS 157LuckieSt., N.W. Suite 416 RICHMOND, VA. (804)798-8313 ROANOKE, VA. (703) 992-4650 EQUIPMENT COMPANY, INC. Directory WATER TANK Maintenance Painting and Repairing Utility Service Box 88 Madison, NC 919-427-0216 Atlanta. Georgia 30303 Wash. BIdg. Washington, D.C. CC057 Korman Signs HEADQUARTERS FOR TRAFFIC PflODUCTS AND SIGNS 3027 LINCOLN AVE. RICHMOND, VA. 23228 OFFICE 262-6050 �PAYING MORE FOR WHEEL LOADERS OFTEN COSTS LESS. The actual cost of owning any machine is the original cost, plus its operating and maintenance c o s t s , plus repair and downtime c o s t s — l e s s whatever you get when you sell it. Caterpillar Wheel Loaders cost l e s s to own a n d operate b e c a u s e they are built with tough c o m p o n e n t s for hard work a n d low m a i n t e n a n c e . B e c a u s e they're tougher they last longer a n d are worth more at r e s a l e . • Big displacement Caterpillar D i e s e l E n g i n e s provide fast r e s p o n s e for q u i c k c y c l i n g . Individual fuel injection p u m p s a n d c a p s u l e injectors are adjustment-free. • T h e C a t power shift t r a n s m i s s i o n a l l o w s on-the-go s i n g l e lever shifting for short c y c l e times. • T h e s e a l e d loader linkage keeps pins and bushings l u b r i c a t e d — s e a l s out dirt a n d e x t e n d s life. • R i g i d box s e c t i o n main f r a m e s are built to withstand twisting a n d bending forces. 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Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 13, Number 5 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource May 1978 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197805 https://www.virginiaroom.org/digital/files/original/69/6418/197807.pdf 6ef45ba7bea0a5d6df513effa244c81e PDF Text Text �Editorial FEDERAL CRIMINAL CODE REFORM A subcommittee of the House Judiciary Committee is considering one of the most complicated, lengthy bills ever introduced in the Congress. The proposed 382 page Federal criminal code reform bill represents more than twenty years of effort. While criminal law enforcement is primarily a state rather than a Federal responsibility, the significance of Federal criminal law is enhanced because it should serve as a model for state criminal codes. There is universal agreement that Federal criminal code reform is badly needed. Unlike most of the other countries of the world, the United States has never enacted a true criminal code. Federal criminal law is a consolidation—a body of laws drafted by different groups to deal with diverse problems as they arise—rather than a uniformly drafted, consistently organized code. Amendments have been largely cosmetic. As a result, the criminal code on the Federal level is at this moment a haphazard, hodepodge of contradictory and imprecise laws, piled in stopgap fashion one upon another with little relevance to each other or to the state of the criminal law as a whole. Crimes are arranged in alphabetical order rather than logically by their relation to one another. Many extremely important areas have been left to the courts for case by case development and have never been codified. Rather than being a modern, workable document, existing Federal criminal law is still based on 19th Century concepts of criminal justice developed in a rural, agricultural America. The proposed criminal code reform restructuring the entire body of U.S. criminal law has many advantages. Obsolete sections are eliminated. Definitions of offenses in one part of the code relate clearly to sentences in other parts of the code. Where terms recur throughout the Code, they are defined in order to avoid inconsistent and confusing interpretation. A conscious effort is made to speak in common English. Offenses are defined simply, uniformly and precisely. Criminal code reform would have little practical significance unless accompanied by a realistic approach to the problems which arise once a person has been convicted of a Federal offense. Thus, the heart of the reform is a complete revamping of the sentencing system. Under the proposed legislation, all criminal offenses would be classified into nine categories for sentencing purposes varying in proportion to the severity of the offense. A Sentencing Commission would be established to develop a system of sentencing guidelines, including recommended sentence ranges. Enactment of this sentencing system should go a long way toward reducing the disparity among sentences imposed by different judges and providing more certainty of punishment with the accompanying deterrent effect. The Senate, after extensive deliberation, removed many of the controversial sections of criminal code reform and passed it on January 30 of this year. The sections removed will be separately considered at a later time. But consideration of this massive legislation is only in initial stages in the House of Representatives. Even after passage by the House, resolving the inevitable differences between the House and Senate could be a lengthy process. There are still many controversial provisions in the Senate-passed bill now under consideration by the House of Representatives. Several of these can be deferred for later consideration and many desirable and needed changes in the law can still be accomplished. This is still a possibility. As this publication goes to press, we have not yet given up hope that the comprehensive criminal code reform the need for which is so clearly indicated, will be enacted this year. However, even if it is not, I am hopeful that the Congress at a minimum will reform our sentencing procedures and repeal obsolete sections of the Federal criminal code. If comprehensive reform is not agreed to this year. Congress will certainly give it priority consideration in 1979. M. Caldwell Butler 6th District House of Representatives United States Congress �Virginia *City Editor-in-Chief Richard L. DeCair Editor Charlotte Kingery Michael S. D e e b Associate Editor John S. Z i o l k o w s k i , )r. Advertising Manager Sandra Harmon Financial Secretary V O L U M E 13 5 7 12-13 14 17 19 20 J U L Y , 1978 KEYS T O GRANT NUMBER 7 PROPOSALS W H A T T O D O U N T I L T H E C H E C K C O M E S IN WEIGHTS THE AND FEDERAL STATEWIDE DO'S AND VIRGINIA MEASURES GRANT SALARY SYSTEM SURVEY DON'TS FOR IS F O R COUNCILMEMBERS VOLUNTEERS TELEPHONE 804/649-8471 DEPARTMENTS 2 Editorial 9 People 10 Places 15 Calendar 16 Commentary 19 Marketplace 21-23 Directories Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia M u n i c i p a l League. u Z ON THE COVER: Sketch by V e r n o n W . Banks, L i brary Assistant, Virginia M u n i c i p a l League. 0 VIRGINIA TOWN & CITY is the only official magazine of the Virginia M u n i c i p a l League (formerly the League of Virginia M u n i cipalities). It is published monthly at 311 Ironfronts, 1011 East Main 0 O a'%^0& Street, R i c h m o n d , Virginia 23219. All contents, copyright ® 1977 by the Virginia M u n i c i p a l League. A n y reproduction or use of O I- < z contents must have prior approval of the Virginia Municipal League u and if granted must be accompanied by credit to V I R G I N I A T O W N > & C I T Y or the Virginia Municipal League. Second-class postage paid at R i c h m o n d , Virginia. Subscription rates: $7.00 per year, $1.50 per copy. �Put yourself in his seat It's evident to the operator: Cat Series G Motor Graders are designed for high productivity and cost-saving performance. Every feature proves the point. There's the non-surge direct drive power shift transmission for on-the-go shifting. Hydraulic blade control provides fast blade positioning. And full sit-down machine operation is possible with the adjustable steering wheel and control console. Most important is availability. Series G Motor Graders stay on the job because they are designed tough from the inside o u t . . . with four-wheel oil disc brakes that are adjustment free and completely sealed; fewer grease fittings for less maintenance time; easy access to the power train for fast removal of major components; and a rigid main frame for long life. Examine all the facts. You'll agree, a Caterpillar Series G Motor Grader is the best investment for your tax dollars. CATERPILLAR C a t B r p i l l a r , Cat a n d [H are T r a d e m a r k s of C a t e r p i l l a r T r a c t o r Co , P e o r i a , IL 6 1 6 2 9 . u 08 CARTER MACHINERY COMPANY, INC. < z o > 4 Salem, Norton, Virginia • Bluefield, West Virginia VIRGINIA TRACTOR CO., INC. Richmond, Chesapeake, Fisherville, Haymarket, Virginia �Basic Components KEYS TO GRANT PROPOSALS By DR. J. D O U G L A S McALISTER Introduction Governments in Virginia are often confronted witfi the decision of whether to apply for a private, state, or federal grant to fund needed local projects. If the decision is made to apply, then numerous questions relating to what, where, when and by who must be answered. At the outset, the community must realize that different potential grantors have their own regulations and styles. This difference also exists between state and federal grants and those of private foundations. State and federal grants generally require greater documentation, forms and supporting credentials than the brief letter format required by most private foundations. Competition for grant dollars is keen and communities who seek grant monies must understand that there are no well-defined rules which guarantee success for their efforts. There are, however, a number of general principles which can be utilized to enhance the likelihood for success in obtaining funding for proposals. The purpose of this article is to share some of the most important principles with potential grant writers. What is a Grant Proposal? At the outset, the question must be asked: what is the purpose of requesting funds by developing a grant proposal? A proposal is nothing more than a written offer to match resources with needs in order to effect a solution to a community problem. It is very important to be creative and show imagination in developing a proposal. The way an idea is expressed, often separates the funded proposal from those which are filed or reworked. Remember that in simple terms a grant writer is trying to bring "what is" closer to "what ought to b e " and a proposal should reflect this notion. Abstract The developers of a community grant proposal should always complete an abstract before engaging in the more difficult task of developing a complete proposal. The abstract forces communities to briefly and concisely summarize the proposed scope and approaches to be utilized. The abstract should include title, description of the problem situation, potential audience to be served, program objectives, method of implementation and resource support. ABOUT THE AUTHOR J. Douglas McAlister is Associate Professor and Community Development Specialist, Extension Division, VP! & SU. of a Proposal The proposal itself is a detailed statement of the information summarized in the abstract. Be concise without being unnecessarily wordy. Remember that the reviewers will probably be analyzing a number of similar proposals. Most proposals will consist of the following four basic components which should interlock to build an effective approach to the solution of a problem: • Projective Narrative This element is a detailed description of the project. The objectives of the project as well as the plan or strategy for meeting these objectives must be included. • Project Research Show that the project is well thought out, including relevant data, charts, summaries or techniques to be utilized within a clearly defined time frame for the project where appropriate. • Budget Most grantors will have their own form and regulations which must be met. Be sure to know completely the restrictions or possibilities in matching funds. • Budget Narrative Each budget entry should be described and justified in this component of the proposal. Remember, proposal evaluators are generally experienced people, so don't try "snow jobs" or surprises on them. Generating Proposal Ideas An idea may be a good one regardless of the source. It is important that those who seek funding for proposals take advantage of the ideas of every person with whom they make contact. Many funded community proposals do nothing but address an obvious problem in a unique or efficient way. Be sure to take advantage of the group process when developing proposal ideas and encourage interaction at all administrative levels. Role play through the proposal by having someone play the "devil's advocate" and pick at the proposal. These approaches strengthen the proposal but have one, and only one, person actually write the proposal. Things to Do In a brief article, all of the things that need to be done in writing a successful proposal cannot be covered. Regardless of the nature of the project, most experienced grantsmen have found the following ingredients to be present in successful proposals: • evidence that the program instructions and guidelines have been read T H O R O U G H L Y ; • evidence of planning and preliminary work and proof that the applicant has thought through the project; • all components of the program are consistent with each other; • the proposal is sufficiently detailed and comalete in all aspects so that the reader does not nave to speculate on meaning, procedures or methods of implementation; • the relative cost of the project is commensurate with expected results; and • a visit to the funding organization to add the personal touch may get the project funded. �If the proposal is not funded, always ask for specific reasons why it was not funded. The information received might help make the next application successful. Program Design A concern throughout the proposal should be whether or not a logical flow from one section to another has been developed. In other words, has a program design been developed for the project? Content Is the subject matter appropriate to the aarticipants' level of understanding, to the probem stated in the proposal and to the objectives? Format Are the problems and subject matter present in meaningful, interesting and appropriate formats? Leaders Have qualified and appropriate project leaders been selected or trained? What criteria have been established for project leader selection? Who selects project leaders? Method Are the general methods and specific techniques for implementation appropriate and varied? Who selects the methods? Materials Are materials used in the project suitable? Who will select them? On what basis will they be selected? Articulation Is the proposed pattern of operation clearly defined and well articulated? Do various phases of the program build effectively upon one another? Evaluation Are suitable ways for measuring results described? How appropriate are the measures for determining the degree to which objectives will be achieved? Who will do the evaluation? When will the evaluation be done? Project Administration Often, concern for project administration is an afterthought that plagues a project after it has been funded. To increase the likelihood of having a successful project in a community, plans for project administration must be considered in a positive manner before filing the application. Several questions relating to project administration are identified below: Project Director and Staff Are the project director and his staff fully capable of carrying out the project? What will their roles be in selecting leadership, methods for implementation and materials for the various activities? Timing Can the project be accomplished in the time allocated? Is the overall time schedule clearly stated and realistic? Cooperating Groups Are the appropriately affected groups or agencies involved in the planning and execution of the project? Finance Are financing arrangements well thought out and legitimate? Is the proposing agency or department capable of fulfilling all requirements of cost control and accounting? Facilities Have physical facilities been selected which are conducive to the successful management of the project and its activities? Promotion Have appropriate ways been identified or developed for interpreting the project and its programs to the publics influenced by it? Budgeting An important element in any grant proposal is the budget. Budgets may vary greatly in scope and complexity. Consideration must be given to personnel, administrative expenses, indirect cost and total cost. Different funding sources have different requirements and there are many ways to figure budgets. Many times, the simple placement of where you are going to apply indirect costs (overhead) will mean thousands of dollars. For example, some grants allow 15 to 30 percent of labor cost to be figured for overhead while others say just 15 to 30 percent of cost. In the latter case, considerable gain is made if both labor and administrative cost are used to calculate overhead. Proposal Summary The proposal summary often is taken to lightly by local governments. Many see it as something that is completed as an afterthought. This is wrong! The summary is probably the first thing grant reviewers will read in a proposal. If it is not developed in a professional and concise manner reflecting what is wanted, it may also be the last thing they read. On many applications, there will appear a summary box. It should always be completed in a clear, concise and specific manner. Most funding agencies will have a screening procedure. It is here that many proposals are rejected because the examiners feel the proposal is not consistent with their priorities. Be aggressive and show how your proposal meets their test; you will benefit from the effort. Successful grantsmen often place their summaries at the front of their proposal to exhibit their confidence in the proposal. This technique works and is generally appreciated by proposal reviewers. Conclusion Several elements that assist in the development of a successful grant proposal have been reviewed and following these suggestions will help increase the chances of funding. Important in the eyes of a funding source is credibility. Credibility is established both in the application and through previous dealings with an agency, which may be more important than the rest of your proposal. Build credibility and keep it! Being late, incomplete and excessive in jargon will have a detrimental effect on a community's funding efforts. Implementation of the ideas presented in this article will not insure that a community will receive a grant. Following these suggestions will, however, improve chances in a highly competitive market. �WHAT TO DO UNTIL THE CHECK COMES IN Coping With the Pre-award jitters By Maggie Goll For every variation in the grant application process, there is at least one variation in the grant award process. What, if anything, the applicant should do in the period of suspended animation known as post-submittal/pre-award state may be one of the more problematic aspects of the grant process. There are guidelines for preparing the application, spending the money and evaluating project effectiveness. Even the auditor who comes in after-thefact has guidelines to follow but what is noticeably absent are broadly applicable, clear guidelines for what to do until the check comes in. Manifestations of the pre-award jitters may begin to surface before the copying machine has had a chance to cool. Should the application be mailed or hand delivered? Should someone just drop it off or make an appointment with the staff of the funding agency? Who should be responsible for such tasks? How does one find out who's who . . . who's talking . . . who's reliable? Like most grant-related questions, the answer to all of these questions is that it depends. While that may not seem particularly helpful, it may be the most useful concept for the novice to learn—it always "depends." The ability to identify the variable on which it depends, however, is one of the major differences between successful and unsuccessful grant seeking. The most reliable way to begin identifying the variables is to contact the funding agency. Somewhere in the guidelines announcement, annual report, or whatever, should be a contact name, phone number and address. The initial contact should be made, in most cases, early in the application process.^ There are practical advantages to early contact such as to see if the guidelines have been correctly interpreted, whether the deadline is a date of receipt or a postmark date and that the forms ' One exception is the small private foundation, which may not have a staff to contact. There may be little information available except what can be learned from other applicants and that appearing on the foundation's annual IRS form, called the "990AR." These forms are often available at the regional libraries of the Foundation Center in Richmond or Washington, D.C. ABOUT THE AUTHOR Maggie Goll is Grant Coordinator on the staff of the Department of Developmental Programs in the City of Hampton. being completed are not outdated. It is also possible, sometimes, to get an idea of how many grants are to be awarded, what type of review process will be used and whether or not technical assistance is available from the agency. This initial contact can make the followup, once the application is complete, both easier and more productive. If time and resources permit, a personal visit is always preferable to making the contact by phone provided the contact is handled properly. Applicants who misinterpret the purpose of "contacts" may do almost irreparable harm to their funding prospects. Some novice grant-seekers have been led to believe a friend on the staff of the funding agency is as good as a check in the bank. The ability to obtain grant funds, according to this school of thought, increases in direct proportion to the number of personal and influential friendships developed. Circumstantial evidence helps to perpetuate this glad-hand School of Grantsmanship. It is certainly undeniable that grant-seekers who routinely contact grantmakers get more grant funds. There is, however, an ethical explanation. A clear understanding of funding criteria and agency requirements fosters accurate, well-prepared, highly fundable proposals. Information, not favoritism, is the name of the game. Contacts established during the early planning phase can be very helpful in coping with the anxiety that builds during the pre-award period. But, again, these contacts must be handled appropriately. Follow-up on an application should be limited, in order to make certain the packet has been received and to determine whether the agency or the applicant is to assume responsibility for initiating any necessary revisions or additions. Tact and careful listening are crucial, since agency staff may be operating under fairly rigid policies concerning information given to applicants. Thus, in asking "a small favor" or "pressing" for certain information, applicants may undermine their own credibility and jeopardize the staff person's job. The specific steps the agency takes in reviewing applications and announcing awards should be outlined in the guidelines or other agency materials. At minimum, the process will include three basic steps: •Administrative Review A cursory check to see that the required forms and various parts of the proposal are included, that the authorizing signature is on the correct line and the necessary blanks have been filled in. • Review and Recommendation The budget and proposal narrative are assessed (often based on a list that covers many of the points included in Dr. McAlister's article on page 5, particulary those concerning program design and project administration). In some agencies, staff members conduct this review. Stall other agencies use peer review, applicant presentation, or a combination of methods. Regardless of who completes it, the result is a recommendation for the formal action to be taken on the proposal. • Formal Action Typically, the final funding decision is made by a policy board (council, trustees, board of directors, commission, etc.) or the agency head. As a rule, staff or review �panel recommendations are followed, but even this "depends." Sometimes the net result of following-up an application is the proverbial "don't call us, we'll call y o u . " The applicant can gain very little by ignoring the advice. Some applicants use this period to finalize the details of implementation, firm up cooperative agreements and draft promotional materials. The detail and extent of acitivity "depends." T h e primary variables this time are the probability of ultimately receiving the funds and the policy of the funding agency concerning pre-award expenditures or retroactive payments. W h e n the funding is reasonably sure, the objectives ambitious, and the grant period brief, it's probably worth the risk to do as much as possible to speed up the implementation process. It is probably not worth the risk to hire the staff, rent the office, or order the equipment since the agency may disallow the expense when the auditor finally comes to call. W h e n the application is "a long shot" it may be best to spend the pre-award period cleaning up work that piled up while the application was being prepared. Obtaining a grant is a long, involved process and this pre-award period is difficult, not only to the novice but to the professional as well. ORDINANCE CODIFICATION Looseledf Supplement Service U N I C I P A L CODE CORPORATION I p. O. Bex 2235 TALLAHASSEE, FLORIDA 32304 Uiaphen* (»04) S76-3I71 • Full time law editorial staff now serving over 1,500 cities and counties In 46 states, Including Virginia. CHARLOTTE KINGERY NAMED EDITOR > t U ^ Z ^ O I— ^ — Z (J et >, 8 Charlotte KIngery, Staff Associate of the Virginia Municipal League and Managing Editor of Virginia Town & City, has been named Editor of the Magazine. Miss Kingery joined the League in 1974 from the position of intern with the City of Virginia Beach. In addition to her magazine duties, she staffs three League affiliate organizations. She is responsible for media relations and public information and has conducted various training programs. As editor, she will continue with these duties. Her primary activity has been with V(Vg/n/a Town & City and her initial duties were to prepare feature articles and columns. She gradually assumed more duties in preparation and publication of the magazine. Through her efforts, Virginia Town & City altered its appearance and content, enhancing its value as a source of information to governmental officials. Miss Kingery is a graduate of the Virginia Polytechnic Institute and State University with a bachelor's degree in political science. She is presently enrolled in graduate courses at Virginia Commonwealth University in mass communications. The League is proud to have Miss Kingery serve as Editor of Virginia Town & City. • Prompt Looseleaf Supplement Service30-60-90-Day Schedule, When you put the lid on a paracrete®system, it stays put! ^ ^ [ ^ f Vl&l CXXMCRETEPIPE&PRODUaSCO..INC. P.O. BOX 1223. RICHMOND, VA 23209 PHONE (804)-233^71 �People versity Hospital, Baltimore, and was a medical officer in the U.S. Public Health Service. Cooper Named Jones Dies CECIL F. JONES, Finance Director of Henrico C o u n t y , died Tuesday, May 9. A graduate of the University of Richm o n d , Jones earned both a bachelor's and master's degrees in business administration. Prior to his post with Henrico C o u n t y , he was affiliated with the University of R i c h m o n d , T. C o l e man A n d r e w s , an accounting firm, and the House of Delegates Appropriations Committee. He succeeded Edward G . Heatwole as Henrico's finance director August, 1976. The Virginia Municipal League extends sincere sympathy to the family of Cecil F. Jones and to Henrico County. Yates Named To Post ;. EDGAR YATES, Salem's Director of Public W o r k s , has been named Assistant City Manager. Yates fills the position left vacant when Jerry L. Gwaltney resigned the post to become city manager of C o n c o r d , North Carolina. Yates has been with the City for 46 years. Wasserman Appointed DR. MARTIN P. WASSERMAN was appointed Director of the Arlington County Department of Human Resources. He succeeds Dr. Helen Hackman w h o resigned in April. Dr. Wasserman holds a bachelor's degree from Williams College, a medical degree from Johns Hopkins and a law degree from the University of Maryland. Dr. Wasserman was formerly the chief medical officer for Community Health Centers, Bureau of C o m m u nity Health of the Department of Health, Education and Welfare. He has also been involved in legal-medical activities relating to children, particularly in the area of child abuse. Wasserman has served as director of the pediatric emergency room at Uni- The City of Falls C h u r c h has announced the appointment of DAVID R. COOPER as the new Director of Business Development. He has a master's degree in urban planning from Harvard and has served as a consultant and planning official. Prior to his appointment with Falls C h u r c h , he served as director of the Department of Planning and Community Development for the City of Alexandria. As development director. Cooper will work to promote business development in the City and will serve as a liaison between the City government and the business community. Fire Chief Honored N o r f o l k F i r e C h i e f THOMAS E. GARDNER won top honors while earning a certificate in municipal administration from the Institute of Government, University of North Carolina. He is the recipient of the George C . Franklin A w a r d , established by the North Carolina League of Municipalities to honor the late George C. Franklin, the league's general counsel for 12 years. The award is given to the municipal administration student with the most distinguished record. Chief Gardner began the course while working in Charlotte, North Carolina and continued it after he became Norfolk's fire chief March 1, 1978. Hopewell Names Assistant A native of H o p e w e l l , DOUGLAS A. HERETICK, has been named Assistant to the City Manager. He has a graduate degree in public administration from Virginia C o m m o n w e a l t h University; his primary responsibilities with the City will be in personnel. His post was effective May 1. Beck Honored EDWARD A. BECK, former County Manager of Henrico C o u n t y , was presented the Richmond-First Club's " G o o d G o v e r n m e n t A w a r d . " In presenting the award, the judging panel cited 25 years of distinguished leadership in county government and his contributions to Henrico's growth from a relatively rural county to an urban jurisdiction. The " G o o d Government A w a r d " is designed to recognize and commend individuals w h o have made outstanding contributions to local government in the Richmond metropolitan area. Beck was county manager of Henrico from M a r c h , 1952 until April, 1977. He is a past president of the Virginia Section, International City Management Association. Virginia Section Honors During the 1978 Annual Conference of the Virginia Section, International City Management Association, the membership honored three retired members. C. C M V HARRELL, former Town Manager, Vienna, THOMAS W. BLOOMFIELD, former Town M a n ager, Farmville, and WILLARD DAY, former City Manager, Staunton, and County Manager, Henrico, were awarded honorary membership. Governor Appoints Governor John N. Dalton appointed HAROLD C. KING to succeed C o m missioner John E. Harwood as State Highway and Transportation Commissioner. The appointment became effective July 1. King, w h o attended Union College and Denison University, began his engineering career with the New York State Department of Public Works in 1947. Since that time he has been affiliated with the former U.S. Bureau of Public Roads, which is now the Federal Highway Administration. Prior to his appointment as Commissioner, he had been the Virginia Division Administrator for the Federal Highway Administration. Monti Dies Petersburg Councilman GILBERT A. MONTI died May 22 following a lengthy illness. He is a retired Army officer and was serving his first term as a member of council. He retired from military service in 1963 and was employed with the State Division of Planning and Community Affairs. The Virginia M u n i c i p a l League extends sincere sympathy to his family and to the City of Petersburg. • >• tZ U ^ Z ^ Q I— ^ — O > �Places FA/RMX CITY—The City assumed control of its fire and rescue services from Fairfax County on May 1. The new department is staffed with experienced firefighters and some of the most modern equipment available for fire suppression and rescue services. The City not only has a new fire department but also has a new fire station under construction. Wy7"H£V//./.£—Mayor Carl Stark called a meeting of the citizens to discuss improvement of the downtown area. The Mayor reminded the attendees that the renovation of downtown Wytheville had been discussed but plans have never been formulated. A committee of property owners, merchants and members of Council was appointed to get renovation plans underway. PETERSBURG—The City is making some key decisions on their tourism program. A study is being made to see if it is feasible for the City to build a small boat marina. Also included in the tourism program is a plan to purchase the Norfolk and Western Railroad station and property near the river. The City has applied for a federal grant to renovate the whole waterfront area. u < z o > 10 WILLIAMSBURG/JAMES CITY COUNTY/YORK COUNTY—These three localities are exploring a master plan to develop York County's proposed new Quarter Park as an 18 hole golf course. The plan proposes a joint funding package as a way to regionalize the development and operation of the $1.7 million park. The funding would involve the three jurisdictions through the issuance of revenue bonds to partially pay for the development cost; the remainder would be met with grants. MARION—Downtown merchants recently proposed a "town lift" project to Council. Emphasizing that downtown Marion could be a good shopping area, the merchants proposed that building and landscaping improvements should be continued as well as establishing good parking. They also requested an ordinance that would limit the size, location and removal of large overhanging signs. V/£NN/\—Mayor Charles A. Robinson, jr. greeted high school students and other volunteers during the spring clean up for the Town's business community. Businessmen were urged to participate in the clean up in the immediate areas of their business and make general beautification improvements. Town trash trucks also assisted the volunteers in the clean up of the commercial sections of the Town. VIRGINIA BEACH—The police Telephone Reporting Unit is a new system to increase the availability of uniformed patrol officers for response to major incidents and crime prevention. The T.R.U., a specialized unit located in the emergency communications center, can receive and record certain complaints by telephone, currently requiring responses by uniformed police officers. It is hoped that the system will be able to process approximately 30 percent of the complaints presently dispatched to patrol officers. VINTON—The Town offered a free trash and brush pick-up to all citizens who contacted the Town office. The service was offered to encourage all citizens to assist in cleaning up the town prior to the Annual Dogwood Festival. A woman's club also sponsored a Town-wide "Clean Up Day" the same day. Approximately 200 people participated. FALLS CHURCH—The City sold its Historic Triangle property to a developer in order to build a commercial complex. The City purchased the land in July, 1975 with the idea of consolidating small lots and reselling the land for development which would be compatible with City Council goals. The main goal was to stimulate growth in the central business district and eventually broaden the City's tax base. ARLINGTON COUNTY—A matching grant of $18,000 has been awarded to the County in support of a sculpture for Rosslyn's first planned urban park. The sculpture will be the first major public art piece for the County and will serve as a focal point for Rosslyn, which is a major gateway to Arlington. The grant is provided by the National Endowment for the Arts Agency and the grant funds are to be matched by local monies. FAIRFAX COUNTY—The County may become the first Virginia jurisdiction to provide incentives for solar energy equipment in private homes. The Board of Supervisors may pass an ordinance that would exempt solar energy equipment from both personal property and real estate taxes. The ordinance, however, would affect only a few of the homeowners in the County. The ordinance would allow more homeowners to use solar energy since the equipment now is too expensive for the average homeowner. The tax incentive plan might provide the necessary impetus for more homeowners to turn to sun rather than to electric and gas companies for power. BMCKSrONf—The Town will apply for a Housing and Urban Development grant for street repair work and for possible restoration of part of the Schwartz Tavern. The Town Council instructed Richard Lee, Town Manager, to apply for the HUD grant that would develop a section of road work and sewers in the Town. The grant guidelines also allow for improvement of historic sites. LOCALITIES RECEIVE LITTER GRANTS The Virginia Division of Litter Control announced that grants totaling $107,000 have been awarded to 32 localities for antilitter activity. Many of the recent grant recipients plan to conduct public information/education programs which will bring to light the many issues surrounding the litter problem. Division Commissioner Robert W. Slocum reports that this is a key component to continued litter control. He said that few people realize litter cost millions of tax dollars to control, causes accidents and injuries and can drive away tourists and businesses. The grant program was designed to aid localities in developing continuing and comprehensive anti-litter programs. Funds provided to a locality are based upon its population and miles of roadway. �Mowing to maintenance, John Deere lias the tractor for you Whether you're mowing grass or doing other maintenance work, John Deere has the right utility tractor to move in and produce for you. Choose from three models with 43, 50, or 62 net hp. Your choice of gas or diesel engine and more than 20 options lets you custom-equip a tractor to your specifications. Equipped with integral loader and detachable backhoe, you can handle all your loading and underground work. When other jobs require use of the 3-point hitch or drawbar, just drop the backhoe and drive off. John Deere's dependable 3-point hitch enables gauge-wheel-equipped tools, such as mowers, to follow the contour of the ground without scalping. Ask your John Deere dealer to outline for you his wide choice of John Deere Utility Tractors, Loaders, Backhoes and Mowers. John Deere, Moline, Illinois 61265 j h e detachable 9250-A Backhoe, with 2-iever control, digs 13 feet 8 inches and has a reach of 17 feet 5 inches. JOHN DEERE on the move J0301-A 9/M �Compliments of IS YOUR KIND OF FOOD STORE DETECTO Brooklyn, New York BEIMIMETT PUMP M. S. COMPANY GODSMAN, DISTRICT RICHMOND, PHONE: Christiansburg, Blacksburg, Lexington and Roanoke Valley WHOLE HOG COUNTRY SAUSAGE OLD DUTCH SUPER M A R K E T MGR. DANVILLE VIRGINIA 804/282-6965 PIEDMONT MILLS, INC. MANUFACTURERS Bakery & Family Flours O u r Chief Corn Meal We pick the b e s t . . . so you can too A & P J O I N S IN T H E TO WEIGHTS AND SALUTE MEASURES OFFICIALS TOLEDO SCALE aivtaiofi OF RELIANCE et^ECTnic COMPMV MS P. O. Box 1705 C o l u m b u s , Ohio 43216 T e l e p h o n e (614) 438 4548 Compliments of PIGGLY WIGGLY STORES in Virginia New Planters Warehouse Lawrenceville, Va. u EDWARDS 8 East Main Street Salem, Virginia E)J<pN Exxon Greets the Weights & Measures Team WINN-DIXIE Z GREEN MARKET, INC. STORES, INC. O h- VALLEYDALE PACKERS, INC. Valley dale Meat Products Bristol and Salem, Virginia ^MoHon ITT C M I M M M / BttiKf CtmptKf /«c. Morton Frozen Foods Division Charlottesville, Va. C r o z e t , Va. < u 12 MURRY'S =STEAKS H O B A R T SALES & SERVICE ROANOKE, VIRGINIA STANTON, VIRGINIA SALUTES W E I G H T S A N D MEASURES O F F I C I A L S SHENANDOAH'S PRIDE DAIRY HARRISONBURG �WEIGHTS & MEASURES 1978 C O N F E R E N C E AND Compliments of SAFEWAY S T O R E S , I N C . SCHOOL Virginia Weights and Measures Association Program Highlights SUNDAY, JULY 30 4:00 p.m. 6:00 p.m. Registration President's Reception and Boat Cruise B U N K E R HILL P A C K I N G CORPORATION MONDAY, JULY 31 8:30 9:30 10:00 2:00 6:00 7:00 8:00 9:00 a.m. a.m. a.m. p.m. p.m. p.m. p.m. p.m. TUESDAY, AUGUST 1 9:00a.m. 10:00a.m. 11:30 a.m. 12:00 Noon BEDFORD, VA. Registration O p e n i n g & M o r n i n g Sessions Ladies Tour Afternoon Sessions O p e n House Banquet Address Dance Morning Sessions Ladies' Brunch & Show Business Session Adjourn The Virginia Weights and Measures Association will hold its 43rd A n n u a l Conference and School on July 30—August 1 at the O m n i International Hotel, Norfolk. J. F. Zegan, Sealer of Weights and M e a sures, Virginia Beach and President of the Association, will preside over the Conference. Other officers include G . W . Diggs, 111, I n spector, Weights and Measures Section, Virginia Department of Agriculture and C o m m e r c e , First Vice President; M. P. Gleason, Bureau of Weights and Measures, R i c h m o n d , Second Vice President; and J. B. H a u n , Inspector, Weights and Measures Section, Virginia Department of Agriculture and C o m m e r c e , Third Vice President. Members of the Executive Committee are J . F. Lyies, Supervisor, Weights and Measures Section, Virginia Department of Agriculture and C o m m e r c e , Richm o n d , Robert H. Britt, Jr., Sealer of Weights and Measures, Norfolk, and J. G. Sanders, Inspector, Weights and Measures Section, Virginia Department of Agriculture and C o m m e r c e , R i c h m o n d . T h e Virginia Weights and Measures Association is an affiliate organization of the Virginia Municipal League. Welcome to Norfolk VWMA from u < SALUTES WEIGHTS & MEASURES OFFICIALS > 13 �THE FEDERAL GRANT SYSTEM by Russell Uzzle Local government officials often express difficulty in understanding and gaining access to the Federal Grant System. This situation is indeed understandable since there are over 450 programs available to local governments. These programs are administered by the Federal government through a number of agencies and institutions, and decisions affecting grant awards are made at various levels of government. It is the intent of this article to acquaint the reader with the various forms of Federal aid, to identify the methods utilized by the Federal and State Governments in administering the grant system, and to offer suggestions as to where the reader can go for assistance in locating funds and in developing a proposal. Types of Grants A grant is a non-repayable subsidy provided by the Federal or State government to support a public service or program. Basically, there are three types of grants which provide assistance to local governments: shared revenues/general support grants, categorical grants and block grants. Grants providing shared revenues are usually derived from Federal revenues received from a particular source, which are then distributed to state and local governments. An example of this type of program is General Revenue Sharing which distributes Federal funds to local governments for general support activities. Categorical grants are used to provide funding for a relatively defined "category" of activity within a particular functional area, e.g., mass transportation. These programs usually have a fairly detailed set of regulations specifying the type of project or program that can be supported. Types of activities that may be supported by categorical grants include technical assistance, planning activities, evaluations, construction activities or demonstration programs. Categorical grants are basically of two types, project and formula-based. Project grants are designed to meet the need of specific problems; an example is a demonstration grant for drug abuse programs. The potential recipient must take the initiative to submit an application for each proposed project, with About the Author Russell Uzzle is Intergovernmental Affairs Specialist, Division of State/Federal Relations with the Virginia Department of Intergovernmental Affairs. awards made by the administering Federal agencies on a competitive basis. Formula-based grants, by contrast, are allocated to all eligible jurisdictions (mostly to states who may then make the funds available to localities) on the basis of a specific formula. An example of this type of program is the Health, Education and Welfare Grant for Public Libraries which is distributed to states on the basis of population. Block grants, while retaining some of the characteristics of categorical grants, are broader in scope. These grants provide funds chiefly to general purpose units of government in accordance with the statutory formula. These funds may be used for a number of activities within a broad functional area, largely at the discretion of the recipient. Probably the best known example of this funding mechanism is the Housing and Urban Development Community Development program which allows local governments to determine, under broad guidelines, their own plans and priorities for use of these development funds. Decentralization Over the past several years, the Federal government has placed emphasis on decentralizing the level of decision-making authority. Regional decision-making has been strengthened by various d e partments with some agencies decentralizing a u thority even further. Yet the decision made by the Federal government to fund a particular program may be made at a variety of levels, depending on the program applied for and the administering agency. Decisions on some program applications, for i n stance, HEW Discretionary Funds, may be made at the national level. Other decisions may be made in Philadelphia, the regional office for Virginia. Some program funding decisions, such as those regarding HUD Community Development Discretionary Grants, are made at the area office level, Richmond, while still others, such as some Farmers' Home A d ministration programs, may be made at the local level. The Role of the State States are more involved in the Federal grants process though this role varies considerably with certain grant programs. Many grants are considered Federal-local in which case the locality applies d i rectly to the Federal government for funding, but with some of these programs, the state develops the application for the locality and determines funding priorities. An example of a program with this form of state involvement is the EPA Construction Grant for Waste Water Treatment administered by the State Water Control Board. Some formula grants, such as the Grant for Public Libraries mentioned earlier, require a state "pass through" to local governments. In this case. Federal funds are received by a state agency which then develops its own guidelines for disbursement of these funds to localities. The locality then applies directly to the State agency for funding. Other Federal grant programs, as those under the Older American Act, require state review and state �cost sharing in the non-Federal share of the matching requirement. State agencies often are required to develop plans which must address funding priorities for the utilization of Federal monies. These are few examples of how state agencies may affect the disbursement of Federal funds. Many programs involve either formal or informal arrangements with state agencies, so it is advisable to work with the appropriate agency in developing any proposal. In addition to the above examples, the "A-95" process sets forth procedures under which Federal agencies and applicants for federal assistance must give state and local governments, through state and areawide clearinghouses, an opportunity to assess the relationship of proposed federally funded programs to State, regional and local programs. In Virginia, the Department of Intergovernmental Affairs functions as the State Clearinghouse while the Planning District Commissions serve on a regional basis. It is through these clearinghouses that state governments, cities, counties and towns have an opportunity to influence Federal decisions through their review and comment on proposals for Federal funding. Where to Go for Assistance Recognizing that the Federal grant system is complex and that local governments often lack the resources to make full utilization of the grants available to them, the Virginia Department of Intergovernmental Affairs will, upon request, assist localities in their search for appropriate sources of Federal and State aid. This agency will conduct a search for Federal and State aid programs and determine such features as local eligibility, level of uncommitted funds and application procedures. Staff limitations prevent direct assistance in writing grant applications. The Department also publishes a bimonthly Newsletter "Federal and State A i d " which carries notices about Federal and State assistance programs. Included in the Newsletter are items of interest regarding grant activities, technical assistance programs and grant management. For information about either the Grant Assistance Program or the Newsletter contact either Russ Uzzle or Al Neale at Virginia Department of Intergovernmental Affairs, (804) 7865335. A Public Service of This Magazine & The Advertising Council ^0 Calendar State Fire Chiefs Association of Virginia, July 12-14, Marriott I n n , Blacksburg Virginia Weights and Measures Association, July 30-August 1 , O m n i Hotel, Norfolk \bur Business can be one, too. Red Cross needs individual volunteers, and donors of blood and money, by the millions. But we need even more help. We need the solid support of American Business. And we never needed it more. If your business is already helping, by organizing blood drives, and by supporting payroll deductions— either directly for the Red Cross, or through the local combined fund drive—the whole community owes you thanks. And we thank you, too. Last year, with help from our friends, we offered major aid at over 30,000 disasters—from typhoons, to local (but just as devastating)house fires. We were able to help the elderly with practical programs, we helped veterans by the hundreds of thousands, we taught people by the millions to swim or swim better. And that's just the tip of the iceberg. Think of America without The American Red Cross. And you'll know why we need your business as a Red Cross Volunteer. In your community. And all across America. Contact your local Red Cross Chapter to see how your company can become a volunteer. Red Cross is counting on you. Virginia Association of Chiefs of Police, August 13-16, Hotel Roanoke, Roanoke Virginia Municipal League Annual C o n v e n t i o n , S e p t e m b e r 17-19, O m n i International Hotel, Norfolk Institute for Planning Commissions, September 24-26, University of Virginia, Charlottesville U Z O McGlone Named The Shenandoah T o w n Council appointed JANET C. McGLONE as the Town Attorney. Effective in May, Mrs. M c G l o n e fills the unexpired term of John R. Bushey, Jr. > 15 �Commentary PROBLEMS IN DETERMINING AN EQUITABLE DISTRIBUTION OF STATE AID By Mary Jo Fields Institute of Government, University of Virginia u Z < z u > 16 During the past two sessions of the General Assembly, State legislators have grappled with the problem of developing formulas that equitably distribute State support for local government functions. This difficult task has not yet been accomplished. However, the Commission on State Aid to Localities is continuing to examine the issues of annexation and State aid in order to suggest solutions for the pressing problem affecting interlocal relations. The present period between General Assembly sessions is perhaps appropriate for some quiet reflection upon the difficulty of achieving an equitable distribution of State aid. Some observers have perceived the effort to change state aid formulas as a city versus county issue. This perception is probably due in part to the linkage of aid formula changes with annexation amendments and to the relative advantage enjoyed by counties in regard to present state aid receipts. However, the support for, and cooperation in recommending, changes in funding formulas from the Virginia Municipal League and the Virginia Association of Counties indicates that the problem of distributing State aid need not pit cities against counties. indeed, the deeper one delves into that problem, the more apparent it is that cleavage and conflict along city/ county lines are forced and unnatural. The explanation lies in the wide variations found among Virginia's localities in population, density, wealth, physical features and a host of other characteristics which often make irrelevant their status as cities or counties. About all that Norton and Richmond have in common is that both are legally cities; the problems they face are of fundamentally different sorts. A comparison of Highland and Fairfax counties similarly leads one to the conclusion that they share only their designation as counties. The diverse characteristics of Virginia's localities intensify the difficulties of developing acceptable funding formulas for state aid to them. In an effort to take these diversities into account, the Commission on State Aid to Localities and the Commission on City-County Relationships have recommended that state funding formulas include factors of local need, fiscal ability and tax effort. The difficulty that the General Assembly has had in finding acceptable formulas based on these factors becomes more understandable when one considers some of the variations involved in the most commonly used measures. Here we limit ourselves to a consideration of the variations found in effective true real property tax rates (often proposed as a measure of local tax effort). According to calculations of figures from the State Department of Taxation, the mean or average effective true real property tax rate for all Virginia cities in 1976 was $1.04 per $100 valuation, while the comparable mean for all counties was $.49/$100. Thus county rates were, on the whole, much lower than city rates. But using mean rates disguises the variations among cities and counties. This problem is partially solved by grouping cities and counties according to the population brackets of very large (100,000 and above); large (30,000-99,999); medium (15,00029,999); and small (below 15,000). By this classification, very large cities and counties had the highest average tax rates ($1.24 and $1.17, respectively). The mean rate for the very large counties was considerably higher than for the large, medium, or small counties ($.51, $.47, $.41, respectively). In contrast, the range between the mean rate for very large cities and the rates for the other cities (large-$1.05; medium-$1.00; small-$.95), was much narrower. Thus, as far as property tax rates are concerned, the very large counties appear closer to the cities than to the other counties. But population alone is not a sure guide to tax rates, for the mean rate in each category of cities was invariably higher than in each class of counties. In any case, however, effective true real property tax rates are by no means a complete indication of local tax effort, because tax rates and reve- nue collections in individual cities and counties reflect a variety of local conditions. For instance, large amounts of state or federally owned property in a jurisdiction may affect local tax rates, in some jurisdictions, real property tax rates may be held down by heavy reliance on other types of taxes or on non-tax revenues, such as from municipally owned electric power systems. In addition, for some localities, the location of large utility plants may mean an increased reliance on tax collections from public service corporations, while lessening the dependence on real property taxes. Furthermore, the impact of such factors is likely to be much larger in small localities. Property taxes are the single largest local revenue source, but only equal about one half of 1976 local revenues in both cities and counties. More importantly, the percentage of local revenues obtained from property taxes varied considerably from one jurisdiction to another. Therefore, real property tax rates do not fully indicate local tax effort, although the rates may be the best possible measure available at this time. This brief examination indicates that the equitable distribution of state aid to localities is not simply a city versus county issue. More than ever, cities and counties are facing the common problem of juggling citizen demands for more services and for stable or lower taxes. The extent of the problem and how it is handled varies among local governments. There are some real differences of interest between cities and counties, but there are also local interests which cut across the city-county distinction. �STATEWIDE SALARY SURVEY by Bradley K. Harmes corporated various changes to e n large the scope of the report as well as to streamline its production. The fourth edition contained a greatly e n larged section on fringe benefits, at the request of many users of the report, and it also contained data that had previously been available only in the specialized public safety report. SALARY The annual survey of salaries and working conditions of local government employees has become one of the most eagerly awaited reports of the Virginia Municipal League. The importance of this report is obvious, because in these inflationary times, periodic adjustments in salaries have become essential. In many cases, this adjustment has become a part of the annual budgetary process. While a four or five percent increase may hardly seem noticeable to the average employee, such increases have a substantial impact on local government budgets since salary and fringe benefit costs represent one of the largest items in local budgets. Prior to the Statewide Salary Survey, the League published selected limited salary data. A specialized report on police and fire salaries and working conditions has also been published for the past several years. However, the publication of the first Statewide Salary Survey in 1974 represented a major effort to collect salary data from cities, towns and counties to be published in the comparative format. This publication was made possible by a grant from the U.S. Civil Service C o m mission under the Intergovernmental Personnel Act of 1970. This grant funded the Statewide Personnel A d ministration Improvement Project as a cooperative effort of the Virginia M u nicipal League, the Virginia Association of Counties and the Virginia Department of Personnel and Training. The Statewide Salary Survey was perhaps the single largest and most visible of the many personnel technical assistance activities of that project. Upon the completion of the three year grant cycle, the Virginia M u n i c i pal League and the Virginia Association of Counties determined that the Statewide Salary Survey was very useful to local officials and should be continued as a regularly funded joint report of the two associations. The fourth edition of the report i n - ABOUT THE AUTHOR: Bradley K. Harmes is Senior Staff Associate, Virginia Municipal League. RANGES The use of salary ranges has become an increasingly important factor in the collection of salary data. Restrictions under the Privacy Protection Act generally prohibit the publication of individual salary information. Since this is a report on positions with salary ranges, and not individual salaries, meeting the requirement is not a problem except in one area. A substantial amount of data was deleted from the report since a range was not supplied by the locality. For managers and other major appointed officials, the absence of a range is not a problem since their salary is set by the council or board and is a matter of public record. However, when a specific salary for a clerical or professional position is given instead of a salary range, the obvious affect is to disclose an individual salary even though there may be more than one person in that position and their name is not listed in the report. This problem is most noticeable among smaller jurisdictions generally having few employees and generally having no formalized compensation plan. Salary ranges, however, are becoming more prevalent with each edition of the Statewide Salary Survey. Technical assistance from the Statewide Personnel Administration Improvement Project was responsible partially for this occurrence and sets the stage for further development with each passing year. FRINGE BENEFITS Previous editions of the report had very limited data on fringe benefits. Since fringe benefits represent an important and expensive factor in total employee compensation, an enlarged fringe benefit section is included in the fourth edition. Since this was the first extensive survey of fringe benefits, several questions were included which probably will be eliminated in future reports. Basic questions on e m ployee leave, paid holidays and health and life insurance will be continued. The Statewide Salary Survey has proven to be useful in salary c o m parisons within regional labor markets as well as between jurisdictions of similar size. Such information is helpful particularly at budget preparation time w h e n salary adjustment pro- posals are made. The report also serves as a guide when establishing new positions and provides a source for comparison of conditions of e m ployment and fringe benefits which are becoming increasingly important. There are some weaknesses in the report. The lack of salary ranges for many of the positions resulted in the exclusion of much information, but as previously noted, the use of salary ranges does seem to be increasing. In some instances, there is a problem of comparability of jobs between localities. The user of the report must bear in mind that while the job title may be identical, the scope of duties and nature of work may vary significantly between larger and smaller localities. For this reason, it is best to make c o m parisons with localities of similar population size and geographic region. Another weakness, as with any report, is the potential for human error. While we were pleased generally with the format change in the fourth edition, there is certainly room to improve the quality and timeliness of the publication without sacrificing needed accuracy. Computerization of the report has been discussed for some time but resource limitations have proven prohibitive. If the report were c o m puterized, not only would the annual up-dating be simplified, but additional statistical data useful for c o m parative purposes, such as regionalized and weighted salary averages, could be included. Other improvements short of computerization i n clude the continued and improved use of photocopy reduction in print, the elimination of unnecessary fringe benefit entries and examining the prospects for comparison to other salary surveys of employees of State government and private industry. The Statewide Salary Survey has earned a place as a regular joint publication of the Virginia Municipal League and the Virginia Association of Counties. It has proven to be useful to local officials throughout the C o m monwealth. Of course, there is always room for improvement and we w e l come your suggestions. If you have not done so, please return the evaluation form on the last page of the fourth edition, so that we may have your comments and suggestions for future editions of the report. U O I< z u > 17 �VA SECTION ELECTS COOPER >U Hugh G . Cooper, City Manager, Bristol, was elected President of the Virginia Section, International City Management Association during the Section's Annual C o n ference in Virginia Beach. C . M. Moyer Jr., City Manager, M a nassas, was elected First Vice President and Frank Force, City M a n ager, Williamsburg, was elected Second Vice President. The Executive Committee is comprised of William J. Paxton, Jr., City M a n ager, Salem; David B. Norman, City Manager, Lynchburg; William B. Fletcher, Administrative Assistant, Waynesboro; and W e n dell L. Seldon, City Manager, W i n chester (immediate past president). Approximately 125 people attended the Annual Conference at the New Cavalier. Thomas Murphy, Director, Federal Executive Institute, delivered the opening address and the Honorable Richard M . Bagley, M e m b e r , Virginia House of Delegates, gave the message at the First Annual Prayer Breakfast. Other speakers included the Honorable Wiley Mitchell, Member, Virginia Senate, Douglas Harman, City M a n ager, Alexandria, and Dr. Ronald E. Barnes, Phoenix, Arizona. During the business session the membership voted to merge the Professional Development C o m mittee of the Virginia Association of County Administrators and the Virginia Section into one committee entitled "Virginia Local Government Administrators Committee for Professional Development." The membership also endorsed the invitation by the City of Virginia Beach to host the 1982 Annual Convention of the International City Management Association. O I- < z o 18 The Virginia Environmental Endowment is a non-profit independent corporation organized exclusively for the " p r o m o t i o n of the social welfare of the people of the C o m m o n w e a l t h of V i r g i n i a . " Created in 1977, the Endowment is committed to using its resources to help citizens, industry and government take constructive actions to improve the quality of the State's environment. T h e corporation is just beginning its program of making grants and loans to a variety of organizations to achieve this purpose. In carrying out Its program, the Endowment Intends to extend the dollar's worth by seeking matching contributions from other sources. Also, the Endowment proposes to engineer Into each grant recipient agency the means for Its later support, so that the Endowment does not serve as a continuing source of support indefinitely. The endowment Is Interested in promoting the use of mediation and resolving environmental disputes. Mediation is defined as a voluntary CAPITAL ENDOWMENT process In which the parties themselves explore, both jointly and In Individual caucuses with the mediator, the issues in dispute. T h e mediator has no authority to impose a settlement. Rather, the mediator Intervenes from an impartial base and assumes the role of promoting agreement among the conflicting parties. Agreement is achieved only when the parties themselves have reached what they consider to be a workable solution. Initial programs to provide mediation and environmental conflicts were developed by the Office of Environmental Mediation at the University of Washington in Seattle. This office has used successfully the process to resolve disputes concerning flood control, land use, recreatlon/conservatlon, highway construction, urban renewal and suburban sprawl, among others. If you are interested in the Virginia Environmental Endowment and its program, please contact Gerald P. McCarthy, Executive Director the Endowment, 804/644-5000. EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD • P. 0. BOX 9609 RICHMOND, VIRGINIA 23228 PHONES: 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY—C/;em/ca/ Spreaders, Slurry Pavers LINK B E L T — Cranes — Excavators F M C / B E A N - Sewer Cleaner L A Y T O N M F G . C O . — Asphalt Pavers M E Y E R S - S H E R M A N ~ "Vactor Jet Rodder" R I C H M O N D M F G . C O . — Horizontal Boring Machines E L G I N - L E A C H - Sweepers, Refuse Bodies A T H E Y M A N U F A C T U R I N G CO.-Maintainer Grader R O Y E R F O U N D R Y - Shredders G I A N T - V A C — L e a f Collectors D A V E Y — Air Compressors M A S S E Y - F E R G U S O N — Backhoe Loaders HELP US FIGHT FOR YOUR LIFE Don't Smoke Z > ENVIRONMENTAL American Heart Association VML ANNUAL CONVENTION September 17-19 We're Fighting For Your Life �Marketplace BID REQUEST 1948 Seagrave 75 ft. AERIAL LADDER TRUCK 3000 ml. Recently Installed with 1968 rebuilt Red Diamond, 182 H.P. Inllne-e engine & 5 speed transmission. Includes asst'd equlpt. For inspection contact George Mundy, Fire Hdqts, 804-296-8118. Sealed Bids will be received by: City of Charlottesville Purchasing Dept., Room 312, City Hall, P.O. Box 911, Charlottesville, VA 22901, and will open on August 23, 1978 at 2 p.m. The City reserves therightto accept or reject any or all bids and to award the bid in its best interest. PUBLIC INFORMATION AWARDS COMPETITION The second annual City Hall public Information Awards Competition, designed to honor localities which excel in communicating with the public and their employees, has been announced by City Hall Digest, the municipal government newsletter. The contest will make awards in three categories—municipal periodicals, municipal a n nual reports and municipal public information. In the 1977 contest, Norfolk was one of thirteen localities that won a grand award. Deadline for all entries is September 1, 1978. Contact City Hall Digest, P.O. Box 309, Seabrook, Maryland 20801. FAPRS The computerized grant search program which is available to Virginia's local governments through the Extension Division of Virginia Polytechnic Institute and State University has added three additional categories of grants. The search program called FAPRS (Federal Assistance Program Retrieval System) can be used to locate potential sources of federal funding for local projects in the new categories of education, health and social services. The other five categories are community facilities, business and industrial development, planning and technical assistance, housing and employment. Keyed to grants listed in the Catalog of Federal Domestic Assistance, FAPRS enables local officials to employ a single source of available information concerning needed federally funded programs for their communities. For more information on the computerized grant search program for localities, call your local Virginia Tech Extension office. SOME DO'S AND DONTS FOR COUNCILMEMBERS For the many newly elected councilmembers, the following list of do's and don'ts could prove to be helpful. To incumbent, holdover councilmembers, it is offered as a reminder. • Do be prepared for council meetings by acquiring facts and being familiar with the aspects of each issue; • Don't depend on others to give you all the details and facts of an issue, especially at the last minute; • Do gather the sentiments of your citizens; • Don't guess how your citizens feel about the issues; • Do be responsive to citizen concerns and needs and vote their needs, as is prudent and "right"; • Don't act on the issues based on your personal judgment or very narrow interests, unless you are honestly convinced it is in the best interests of the community and you must do so; • Do be open and communicative with the public and news media as much as possible; • Don't treat the public and the news media as interference in your domain; • Do represent the best interests of your entire community; • Don't be exclusively concerned and always vote for the concerns of one segment of your community; • Do work productively with your fellow councilmembers and be tolerant of their views, and if you must differ with them, do so based on your honest conviction of the issues only; • Don't differ with fellow councilmembers because of personal dislikes and petty matters; •Do work harmoniously with the mayor and assist him or her in providing local leadership and guidance, if your locality has the mayor-council form of government; • Don't try to circumvent or usurp the manager's authority and responsisibilities; • Do work harmoniously and cooperate with the manager and attempt to understand and appreciate his or her role, if your locality has the council-manager form of government; • Don't try to circumvent or usurp manager's authority and responsibilities; • Do try to understand and work harmoniously with neighboring local governments—both general and special purpose governments; • Don't ignore or feud with neighboring local governments or reject them outright as adversaries; • Do avail yourself of opportunities to become better informed about government by reading pertinent literature and attending various training sessions and conferences; • Don't ever feel that you know the "important" matters or feel you "know it all"; • Do set goals and objectives for yourself as a public figure and for your community; • Don't be content merely to react to local matters or giving little thought to future developments; • Do remember why there is government and why you are in public office—to direct and serve the public interests; • Don't let your tenure in public office be self-serving. Jackson Appointed }. B. JACKSON, JR. was appointed Administrator of the Council on the Environment by Governor John N. Dalton to succeed Mrs. Susan T. Wilburn. Prior to his appointment, Jackson was affiliated with Ideal Fishing Company and The Richmond News Leader. He holds degrees from Hampton-Sydney College and the University of Virginia. He has served with the State Chamber of Commerce's Marine Resources Committee. Groshon To Retire Arlington County Fire Chief ROBERT F. CROSHON retired effective July 7. His career has spanned thirty-one years, serving in the Chevy Chase, Bethesda and Silver Spring fire departments prior to his service in Arlington County. He was promoted through the ranks and became Chief in 1973. Chief Groshon serves on the Executive Committee of the State Fire Chiefs Association of Virginia. U Z O 19 �VIRGINIA IS FOR VOLUNTEERS by Rose Greenspoon ^ Ij °^ Z ^ Q I— <; ^ — 2 — 20 At last it's official! W h e n former Governor Mills E. G o d w i n , Jr. established the State Office on Volunteerism in August, 1974, he officially recognized what Virginians have been doing since our founding fathers gave our country its first presidents and made government by the people a way of life. It has been estimated that one out of every four Virginians performs some type of voluntary service. In all probability this is an underestimate. O n e of the reasons the numbers are almost immeasurable is that people do not know they are volunteering. The mother who spends time in her child's classroom, the Little League coach, the high school members of service clubs, the neighborhood groups that fight for better lighting or traffic controls are all volunteers. O n July 1 , 1977, the Virginia State Government Volunteers Act was passed, which states in part, "Since the spirit of volunteerism has long animated generations of Americans to give of their time and abilities to help others, the Commonwealth would be wise to make use of volunteers in State service wherever practically possible. Effective use of volunteers in State service, however, requires that State agencies be provided guidelines for the development of volunteer programs and the utilization of volunteers. The General Assembly intends by this chapter to assure that people of Virginia may derive optimal benefits from volunteers, and that the time and talents of volunteers in State service may be put to their best use . . . " In line with this Act, the State Office of Volunteerism, in conjunction with the Office of the Secretary of Administration and Finance, presented to the Governor " A Report on Volunteerism in Virginia State G o v e r n m e n t " for the year 1977. A conservative estimate of agency responses within a brief time frame shows a total of 30,766 volunteers working in State government making a contribution in dollar value of $5,661,488, plus the contribution of material donors amounting to $1,293,172, or a total figure of $6,954,660. O n e of the goals of the State Office on Volunteerism is to encourage and assist State agencies to establish volunteer services as an integral part of their operations and to include the positions of volunteer coordinator to carry out this responsibility. Such positions now exist in the Division of Youth Services, Division of Adult Services, Department of Corrections, Virginia Commission for the Visually Handicapped, Department of Welfare, Rehabilitative School Authority, Department of Mental Health and Mental Retardation and Department of Education. It expected that volunteerism in State Government will show a marked increase in the coming years. A B O U T THE A U T H O R Rose G r e e n s p o o n is Information O f f i c e r , State O f f i c e on V o l u n t e e r i s m . The State Office of Volunteerism has published a Directory for Volunteers in Virginia's Criminal Justice System*, which identifies public and private agencies and organizations involving some 40,000 volunteers in the area of criminal justice, alone. The survey is broken down into geographical divisions, making for easy reference to individual cities, towns and communities. The State Office on Volunteerism has also published a Directory of Volunteer Activities in Colleges and Universities in Virginia, which serves as a reference for community programs as well as for colleges.** Two Statewide College Conferences have been held, both of which were attended by students from throughout the State and pointed up the human resources available to communities by students in their area. For example, " H e l p U n l i m i t e d " at the College of William and Mary in Williamsburg provides programs for preschool children, tutoring and educational opportunities, recreational outings. Big Brothers and Big Sisters and senior citizen parties; it works with the Offender Aid and Restoration Program. Virginia Union University's Student Volunteer Service Learning Center offers tutoring, counseling and recreational services for youth in the community and works with juvenile and adult offenders by assisting in the rehabilitation process. Students at the University of Virginia, through Madison House, assist low income residents with home repair and provide tutoring, medical, legal and recreational services for both youth and adults. Students also provide "companionship therapy," whereby volunteers spend time in day centers, homes for the aged and hospitals. Cities having Voluntary Action Centers can request assistance from the State Office on volunteerism to cosponsor workshops and training sessions. Where there is no Voluntary Action Center, the State Office works with various groups and agencies—museums, schools, women's clubs, courts, welfare departments, civic associations and in corporate volunteer programs. A primary purpose of the State Office on Volunteerism is to encourage and enhance volunteer activity, directing its attention to every type of volunteer effort taking place in all communities in our State. The Office maintains a clearinghouse for information relevant to volunteerism gathered from national, state, regional and local sources. It acts as a liaison between volunteer groups and a variety of federal and national volunteer programs, including A C T I O N , the National Center for Voluntary Action, the National Information Center on Volunteerism and other State Offices on Volunteerism in the country. Any community interested in beginning or coordinating volunteer programs may call the State Office of Volunteerism for information and help, 804/7861431. Volunteerism is something that comes natural to Virginians—after all, that's how we got started. * C o p i e s of the D i r e c t o r y for Volunteers in Virginia's Criminal Justice System available free of charge from the State O f f i c e on V o l u n t e e r i s m . Directory of Volunteer Activities in Colleges and Universities in Virginia—supp\y e x h a u s t e d . It is expected that an updated edition will be published in the near f u t u r e . �Professional Directory CHEWNING-HOGGARD AND A S S O C I A T E S , I N C . HARLAND BARTHOLOMEW & ASSOCIATES LANDSCAPE Geological, Soils and Environmental Consultants Ground Water Studies Land Disposal of Effluents and Sludges Solid Waste Studies • Foundation Evaluations X'irginla B e a c h . I'honc 23-152 ENGINEERING 201 East Gary Street Richmond, Va. 23219 Phone 804/649-8627 804/340-5030 DEWBERRY, NEALON & DAVIS HENNINGSON. Environmental and Public Works Engineering DURHAM Engineering Plans, Studies and Laboratory Services Engineers 620 May Avenue - Norfolk , Va. - 2 3 5 1 6 BIrchwood Office Park - Va.Beach ,Va. - 2 5 4 5 2 Planners Surveyors A niCHARDSON 8411 Arlington Blvd., Fairfa.x, Virginia (703) 560-1100 113 South Chestnut St., Marion, Virginia (703) 783-7271 1640 Maple Dr., Danville, Virginia (804) 799-9403 1400 Pleasant Vievn, Staunton, Virginia (703) 886-3957 tNOtNttrnmO • AMCHfTECTUM • HAMtmO • * r i r F M • KXMMWC* 1236 htoritifiM Tow«r. Norfolfc.Va. 23SW S4S4 W i K o n i i n Ay«nu«. WMh.. D-C. 30015 Austin Drockenbrough and Associates /R\n ROD ^ GREGGLTD. CONSULTING H B & A OF VIRGINIA r. O . B o x 2123 Consulting Engineers. Planners and Architects Vienna, Virginia • Phone: (703) 281-2400 Staunton, Virginia • Phone: (703) 886-8555 PLANNING COMMUNITY DEVELOPMENT E N G I N E E R I N G • MUNICIPAL P L A N N I N G 11524 Jefferson Avenue, Newpon News. VirRJma 23601-804-^95-5%l Betz-Converse-Murdoch Potomac Group, Inc. ARCHrTECTURE 1 Gannett Fleming Corddry & Carpenter Consulting Engineers Engineers Mrjustrial Waslc T r e a l m e n r • Higfiwavs D r a i n a g e - W a t e r & Sewerage Systerrrs• S u r v e y i n g E n v i r o n m e n i a l Stuijies • Private Proiecls and Planners Falls Church, V A 703/534-8716 Norfolk, V A 804/461-0155 1 M E a s t C a r v S t r M t • R i c h i n o n d , V i r g i n i a 23219 T a l a p h o n a : 804/644 9493 GREELEY AND HANSEN IMALCOI.M PIRNIE I r i N G l N E E K S , INC, EMGirMEERS Studies, Designs And Construction Services For Water. W a s t e w a t e r And Solid Wastes CONSULTING S T U A R T CONSULTING WATER S U P P L Y • REPORTS • SEWERAGE SYSTEMS DESIGNS • SEWAGE DISPOSAL • APPRAISALS P. O . Box 8687 1514 Willow Lawn Drive Richmond, Virginia 23226 Phone 282-7657 BUCK, S E I F E R T & JOST, INCORPORATED Consulting Engineers Water Supply • Sewage • Industrial Waste Treatment • Treatability Studies • 140 Sylvan A v e n u e . P . O . Box 1218 E n g l e w o o d C l i f f s , N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a M i a m e n t D r i v e , S u i t e 101 Virginia Beacfi. Va 23462 804-499-4596 Engineers ! Water Waste Surveys \ Trunk Main Surveys Water Distribution Studies Special Hydraulic Investigations San.tarv Muntcipsl W«te< SoHt 8i Foundations I yncfiburg, Virg.nia 2450ft Telephone (804) 847-7796 R O Y I T I ENGINEERS 1028 Olde Forge Plaza Fredericl(sburg, Virginia 22401 Telephone: 703/371-8040 Offices I n : Florida • G e o r g i a • Tennessee • Missouri Illinois • South Carolina • North Carolina • Virginia Engineers - Planners - S u r v e y o r s 484 N e w t o w n Rd. Virginia Beach, V a . A S S O C I A T E S n i l Northshore Drive Knoxville, Tennessee 37919 Telephone: 615/588-6444 HURT & PROFITT, INC. Hlghv^'ays, R a i l r o a d s , F o u n d a t i o n s , W a t e r f r o n t Facilities, Water S u p p l y , Sewage Disposal, Planning Studies • Reports • Design • Consultation & Engineering and Planning Consultants THE PrrOMETER ASSOCIATES LANGLEY AND McDONALD ENGINEERS-PLANNERS-SURVEYORS R. ENGINEERS 1236S Warwick Boulevard. Newport News, VA 23606 2 2 2 S fl.vers.de Plaza • C h . c a g o IL 5 0 6 0 6 • i 3 1 ? ) - 6 4 6 - 1 1 5 5 5 2 0 6 M a r k e i Road • Picfimond VA 2 3 2 3 0 . 1 8 0 4 ) - 2 8 5 - 9 0 0 9 Mew Yor-k 1 0 0 0 7 Pn.iacJelDfiia 1 9 1 0 3 Tampa 3 3 6 0 7 P. O . Box 12047 Norfolic, V i r g i n i a ENVIRONMENTAL RUSSELL & AXON 100 Church St., Nevif York, N. Y. 10007 Chicago Columbia Atlanta New Milford, Ct. FREDERICK G. GRIFFIN, INC. bodie, mil.B, tfcivlor and p u r v « o r , ioc. ENGINEERS 4 PLANNERS Coinmunications, 911 Studies, Alarm Systems, Mobile Radio Systems, Telephone, Cable Television, Industrial En^neering Monitor and Tclemeti-y Systems. 7212 Timberlake Road • Lynchburg, V a . 24502 804/237-2044 ~ CriO N S U L T I N G ENGINEERS e n r-Mean=h rti.. richmonci, vk-ginia 2 3 S 3 5 Dtlooe (a041794-SaS3 u z O I - < J. K. TIMMONS & ASSOCIATES, INC. CONSULTING /.T/4 ENGINEERS W. Main St. Feleyhone SANITARY • Richviond, • MUNICIPAL Report,^, Plans, Va. 353-66S~ Supervision, • WATER Appraisals SOUTHERN ENGINEERING C O M P A N Y O F VIRGINIA CONSULTING ENGINEERS 1000 Crescent Avenue, N.E. > Atlanta, Georgia 30309 404-892-7171 21 �YARGER AND ASSOCIATES, INC. Over R.W. B E C K A N D A.SSOCIATI'S .')OOSurvef/s t • • • • • Position Classification and Pay Plans Management and Organizational Studies Test Construction—Fire and Police Studies 2S30 M a r y S t r e e t . F a l l s C h u r c h , V a . 22042 llilility Planning. Management and Design Senices fiateandCniiliaciEvalnatioii. lecnnical ami financial Feasilillily. Utility Piopeity Appiaisals. loan Management and Eneigj ConseiMlion Analyi Energy Source Eyaluation. fnssil- Nuclear-Hyi H. PAYNE 6 engineers - surveyors- planners 5721 Sellger Drive 703/560-6900 ROSSER WILLIAM C. OVERMAN ASSOCIATES Norfolk, Virginia Villc^ltv. .Ma^s. II2IH ASSOCIATES plaoaiDg ^ nuiugcmcnT coosultaoTs aREMIMEn.YOUNQBLaOD.&KINB.IIMC. E N G I N E E R S ~s u n V E Y O n s o P L A N N E R S J C O N S U L T I N G E N G I N E E R S ft SURVEYORS S T U D I E S , P L A N N I N G A N D D E S I G N FOR Land Surveying • ZONING. SUPERVISION <nd ECONOMIC st. Land Developm Water & Wastewatet Engineers STUDIES Planning 59 culpeper ° warrcnton . va. Phone 1804) 7 4 6 - 5 2 8 5 R. K E N N E T H W E E K S ENGINEERS AND ASSOCIATES - Engineers-Consultants COMPLETE ENGINEERING SERVICES 1111 N. Charles St., Baltimore, Md. 2 1 2 0 1 Water Supply a n d Purification • Sewerage a n d 'Wage Treatment • Streets and Highways • I i U T s i i g a l i o n s a n d Reports • Snpei-vision of C'onsiruction. 2 7 3 3 TiDEWATKR D R . NORFOLK. RESIDENTIAL \ ' A . 23509 PROPERTIES P O BOX 429 13924 BRADDOCK ROAD CENTHEVILLE. VIRGINIA 2 2 0 2 0 703-631-9630 703-369-57OO 703-430-9199 (703) 347-3600 WHITMAN, REQUARDT COMMERCIAL. INDUSTRIAL AND Traffic Engineers / E n u i r o n m e n t a l Studies, Design and C o n s t r u c t i o n Management G i l b e r t A s s o c i a t e s of V i r g i n i a , Inc. Engineers/Consultants 411 C e d a r Road, Chesapeake, Uirgir 804-547-2955 P U R D U M and JESCHKE C O N S U L T I N G ENGINEERS A N D L A N D SURVEYORS 1023 N. Calvert St. Baltimore, M d . 301 837-0194 Development Studies Water Reports Sewerage Design Drainage Surveys B A R T O N - A S C H M A N ASSOCIATES, I N C . b • • • • • Highways Inspection 1730 Downtown Revitalization/Malls Community/Economic Development Traffic/Transportation/Parking Transit Needs/Operations Parks/Recreation/Preservation ' K ' St. N W ; Washington, D.C. 2 0 0 0 6 ; (2021 4 6 6 - 8 2 3 0 la Raymond, Parish, Pine & Plavnick Planning & Community Development Consultants 1010 Vermont Avenue N W , Suite t Washington, D.C. 20005 202 783-2924 A URBAN DEVELOPMENT/TRANSPORTATION P L A N N I N G / DESIGN / I M P L E M E N T A T I O N LAND D f v t i O P M t N T P L A N M N O , ENGINEERING, 'lUBVt-TING, CONSTRUCTION M A N A G E M E N T URBAN Pi ANNiNG fEASiBiL'TT STUDIES ^^^T 10523 IWl*nSI , F t i r l i x . V r 22030 , (703)273-8700 R i c h m o n d , VA 2 3 2 8 8 804-288-4051 H I engineers pl.inners. etonomisrs s( lentists Eastern Regional O f f i c e : 1930 Isaac N e w t o n S q u a r e fc vaiWr 0 » i c « Reston. VA 22090 K)OS M M t S t . BridovwBlsr.Vk 22812.(703)828-2016 QBniEN&GERE Consulting Engineers PC Box 3855, Ctiarlotte, NC 28203 / 704-374-1822 Syracuse. NY / Poughkeepsie, NY / Philadelphia, P A / Dover, DE / Chillicothe, O H McMANIS ASSOCIATES, INC. D.C Management Consultants to City and County Governments Productivity Analysis ° Fiscal and Management Systems C o m m u n i t y Development » CETA/Manpovuer Services ° Economic Development 1201 Connecticut Avenue, N.W., Washington, D.C. 1603 S a n t a R o s a R o a d Tyler B u i l d i n g - S u i t e 120 Consultants to Municipalities on Environmental Systems C o m p t m pfotassional Mrv>c«s for Washington, ENVIOONMf NTfll CH2M Patten, Harris. Rust & Guy • profnvonal corporation Enginsan , Sonwyort . Plannen ^^H^^^ lalbotCAi/ociate^.ltd. (202) 296-1355 • P h o n e ( 7 0 3 ) 471-9710 �BOOZ • A L L E N & HAMILTON, INC. . . . Provides a full local and regional range of consulting governments. FOR F U R T H E R I N F O R M A T I O N services MUNICIPAL ADVISORS INCORPORATED to FINANCIAL AND • Ailviscir un Finiinci.il a n d M.irkc'lins M . i l l i M s K r l . i l i n ^ 1(1 Issu.m(;(' (if M u n i c i p a l Bonds • Posilioii tM.issific.itidn/CDmpnns.nion Plans • Man.iHcinrnI and O r g a n i z a t i o n SUldirs • Kxoc.ulivr Srar(;h a n d Solcclion E R I C S. H A N S S E N DIR. LOCAL GOVT. SERVICES 1025 C O N N E C T I C U T A V E . N.W. W A S H I N G T O N , D C . 20036 (202) 2 9 3 - 3 6 0 0 SAN FRANCISCO CHICAGO NEW MANAC;KMKN-|- C O N S U I / l ' A N l ' S -IX) M U N I C I P A L i r i K S CONTACT: WASHINGTON YORK L A W R E N C E B. W A L E S P.O. B O X 45 R O G E R M. S C O T T Virginia Beach, V a . 23458 804/422-1711 Korman Signs HEADQUARTERS FOR TRAFFIC P R O D U C T S AND SIGNS 3027 LINCOLN A V E . R I C H M O N D , VA 23228 OFFICE 262-6050 G e o r g e C u n n i n g h a m , Field R e p r e s e n t a t i v e "imagineered" PLAYGROUND and PARK EQUIPMENT BY G A M E TIME, I N C . C U N N I N G H A M ASSOC. I N C . Lakeside Br., R i c h m o n d , V a . 23228 P h o n e 804 ' 2 6 2 - 2 4 0 1 Directory WATER TANK Maintenance Painting and Repairing Utility Service Box 88 Madison, NC 919-427-0216 PUBLIC ADMINISTRATION SERVICE . . . Providing management regional, • • • • Management Systems Police a n d Fire Personnel Administration Financial Management assistance and • • ' ' state consultant since Courts Community Development C o m m u n i t y Attitude Sun/eys Program Evaluations 1776 M a s s a c h u s e t t s A v e n u e . N . W . • WASHINGTON • • and governments CHICAGO services to local, 1933. Labor Relations Productivity Analysis Public Works Employee Relations Surveys W a s h i n g t o n , D.C. 2 0 0 3 6 • (202)833-2505 U LOS A N G E L E S Z MUNICIPAL ORDINANCE CODIFICATION S E R V I C E S • A revision, not a compilation of ordinances Six-month delivery on new codes Comprehensive index Heavy-duty looseieaf binders O I- < a on 23 �The Hne that has the fire service talking Suburban-1000 GPM Pumper Econo-750 GPM Pumper � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 13, Number 7 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource July 1978 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197807 https://www.virginiaroom.org/digital/files/original/69/6419/197808.pdf 36a716735d43383423871ca4330cd445 PDF Text Text VOLUME 13 • AUGUST 1978 • NUMBER 8 ROANOKE AUG 15 1978 PUBLIC LIBRARY �Editorial WELCOME Mayor Vincent ]. Thomas Dr. Mason C. u z Andrews M. Howell T h e Norfolk City C o u n c i l joins me in e x t e n d ing a w a r m and cordial invitation to you and your family to visit Norfolk on September 17-19 for the 1978 C o n v e n t i o n of the Virginia M u n i c i p a l League. T h e League has planned its best C o n v e n t i o n yet, and w e in Norfolk are making every effort to host you well w h i l e you are here in our city. I hope y o u will be able to take the time to enjoy our c o m m u n i t y . M u c h has h a p p e n e d in Norfolk since the League met here in 1973. W e have added a new c o n v e n t i o n hotel, a new airport, new d o w n t o w n office buildings, new branch libraries, new parks and more " n e w s . " Some of our older n e i g h b o r h o o d s are b e c o m i n g s h o w p l a c e s , and w e have started a d y n a m i c new d e v e l o p m e n t on our western waterfront. I k n o w that you and your family will enjoy the variety of attractions that draw thousands of visitors each year to Norfolk. O u r Botanical C a r dens are more beautiful than ever, and you should see the rose g a r d e n . T h e national reputation of the Chrysler M u s e u m continues to g r o w ; the m u s e u m has been recognized as one of the top twenty in the country by the Wall Street Journal. O u r Lafayette Z o o and historic homes are well w o r t h a visit, and the M a c A r t h u r M e m o rial offers a fascinating family visit back into the days of G e n e r a l Douglas M a c A r t h u r — h i s long career, his memorabilia and final resting place. Vice Mayor, Elizabeth W e of the official Norfolk family look forward to seeing you in September. W e will have an opportunity to discuss some of the potentials and problems facing all of us in urban g o v e r n m e n t . H e r e in Norfolk w e are e n c o u r a g i n g business d e v e l o p m e n t , c o n t i n u e d d o w n t o w n revitalization and growth as an international port, and w e are p r o c e e d i n g full speed a h e a d with the agressive r e d e v e l o p m e n t program that has transf o r m e d our city over the last three decades. At the same t i m e , the vitality of Norfolk's programs of c u l t u r e , r e c r e a t i o n , education and entertainment have never been stronger. W e want to share with you our e x p e r i e n c e s , and hear of yours. It is this sharing that makes the Virginia M u n i c i p a l League C o n v e n t i o n an exciting event. Rev. Joseph N. Green, Claude j . Staylor, jr. W e w e l c o m e you and look forward to being your host. < z u > C. Conoly Phillips Robert E. Summers Jr. �Virginia *City Editor-in-Chief Richard L. DeCaIr Editor Charlotte Kingery Associate Editor Advertising Manager Financial Secretary Michael S. Deeb John S. Z i o l k o w s k i , Jr. Sandra H a r m o n VOLUME 13 AUGUST, 1978 NUMBER 8 4 FIFTH GRADERS SAVE LIVES 5 RATTLEY NEW VML PRESIDENT 8-13 VML CONVENTION INFORMATION TELEPHONE 804/649-8471 DEPARTMENTS 2 Editorial 7 People 14 Legal Guidelines 16 Marketplace 16 Places O u r Apologies: In the June, 1978 issue we omitted Robert F. Strohm, co-author of " L i b r a r i e s : Getting T h e Most For Your Tax D o l l a r . " M r . Strohm is Adult Services Librarian, H e n r i c o County. Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia M u n i c i p a l League. O N THE C O V E R VML VISION: 2020 design was created by Vernon Banks, Library Assistant, Virginia Municipal League. u VIRGINIA TOWN & CITY is the only official magazine of the Virginia M u n i c i p a l League (formerly the League of Virginia M u n i cipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, R i c h m o n d , Virginia 23219. All contents, copyright ® 1977 by the Virginia M u n i c i p a l League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. Second-class postage paid at R i c h m o n d , Virginia. Subscription rates: $7.00 per year, $1.50 per copy. < z u �IMPLEMENTATION FIFTH GRADERS SAVE LIVES Fire Safety Education by DIANE C. ROCHE There once was a man named Franl<, Who was smoking by a gasoline tank, He huffed and he puffed Till the station blew up. And now there is no more of Frank. —Kathy Dwyer, 5th Grade Kings Grant School Virginia Beach In September, 1976, the Virginia Beach Fire Department initiated an extensive Fire Safety Education Program for the fifth grade in the public school system. The purpose of this program is to provide children with the vital, life-saving information they need to protect themselves better from fire now, and in the future. An added benefit is that this education will also reach the families of the fifth-graders. This age level is ideal for involving students in fire safety and prevention. The long range goal is to prevent fires and the resulting injuries and deaths in Virginia Beach. DEVELOPMENT Fire Chief Harry E. Diezel brought the idea home when he encountered the program developed by Cathy Lohr, Fire Instructor, Guilford County, North Carolina. Based on the success of the North Carolina program, the number of residential fires in Virginia Beach, and the realization that traditional programs were not effective. Chief Diezel approached City Manager George Hanbury. Chief Diezel proposed that a similar fifth-grade fire safety program be initiated, and as a result, the new position of Fire Prevention Specialist was created and funded as a function of the Fire Prevention Bureau. In December, 1975, I was hired as the Fire Education Specialist. Having the required degree in education, I began a six month training period to improve my knowledge of fire safety and prevention. Most of this training was self-taught but I attended the Probationary Firefighter's School and assisted Fire Inspectors and Investigators in their duties. ABOUT THE AUTHOR Diane C. Roche is a Fire Education Specialist for the City of Virginia Beach. To be effective a monthly classroom visit was needed but realizing time constraints and subject matter, the instruction is delivered once a week for six weeks. Each lesson is fifty minutes. Initially, the School administration had to be approached and following their approval, the fire safety program was made a part of the health curriculum. The pilot program entered the classroom equipped with a student workbook and audio visual aids. It was a time of trial and error but all agreed that the program was a success. The following year, the program was a formal part of the health curriculum. With the use of Comprehensive Employment and Training Act (CETA) funds, another fire education specialist was hired. Cappy Meredith and I soon became a regular part of the school scene. Appearing in uniform, we became a visible display of the Fire Department's concern for the safety of its community. LESSONS Our program is designed to get the student actively involved with fire safety and prevention in his own home. We chose fifth graders because they are old enough to understand the material, but they are not apathetic to safety. Each student received a 40 page "Sparky's School of Fire Safety" workbook. The National Fire Prevention Association's Sparky, the fire dog, provides fun and motivation for the students. The workbook contains the six lessons with worksheets, a Sparky Safety Pledge, pictures of Sparky and puzzles. The student must read one lesson and complete the corresponding worksheet each week. The essons teach the student what to do in case of fire. They teach facts about fire, the "Stop, Drop and Roll" technique, how to use a fire extinguisher and, most importantly, how to make a Home Fire Escape Plan. Fire prevention teaches students the chemistry of fire and how to recognize and remove fire hazards in their homes. Teacher-student rapport is most important and the subject matter is treated with serious concern. We teach so that we may save lives and students must realize that our " f u n " lessons are not just games. The students know that they are also being trained so that they can teach others. For motivation the student is given membership as a Junior Firefighter in Sparky's Fire Department. They realize that this "job" has responsibilities. We hope he carries the message home to his family and friends and for the most part, the student's eagerness to accent this responsibility is refreshing. They enjoy being treated as responsible persons capable of having an effect on their own safety. During the fire safety section, each student must complete a Home Fire Escape Plan. With their families' help, they plan escape routes and learn escape techniques. They are encouraged to have fire drills in the home and emphasis is placed on the purchase and installation of smoke detectors in the home. Many students report "bugging" their parents until results are received and I am sure that many detectors have been installed due to their efforts. �We received some excellent feedback on the effectiveness of the escape plan in January, 1977. An unknown arsonist started a fire in a storage area of an apartment building. A fifth-grader from our class and her family w^ere housed in the building. By using the escape plan she had completed for class, the family escaped safely from their apartment and met outside at their predetermined location. Each student must complete a Home Fire Hazard Inspection. With their families, they search for and remove fire hazards. Students report finding overloaded outlets, improper storage and use of gasoline, misused or damaged extension cords and other common hazards. Their faces beam with pride as they tell how the hazards were removed to make their home safer. The completed inspection form is signed by the parents and returned to class. Once they are evaluated, they are returned to the home to be used again periodically. COMPLETION At the end of the lesson the student will be promoted to the rank of Junior Fire Marshal. Only those students completing their work are promoted, which is usually about 95 percent. Graduation ceremonies are held and found to be exciting for the fifth-graders. The graduates are reminded that a Junior Fire Marshal helps others learn about fire safety. They are encouraged to also help neighbors complete home fire escape plans and hazards inspections. They proudly recite the Sparky Safety pledge together and are officially sworn-in as Junior Fire Marshals. The success of the fifth-grade fire safety program has been recognized by teachers, students, parents and school officials. Unfortunately, this program does not lend itself to quantitative measurements. A RATTLEY NEW VML PRESIDENT The Honorable Jessie M. Rattley, Councilman of Newport News, became President of the Virginia Municipal League on July 1,1978. Recognized at the national level of government, President Rattley is also Second Vice President of the National League of Cities and serves as the liaison for the Effective Government Committee. She gained attention as a member of the NLC Revenue Sharing Task Force when she effectively assisted in the reenactment of general revenue sharing. Since her entry into local government, President Rattley has enjoyed a successful record. She was elected to the Newport News City Council in 1970 and was the first black and the first woman ever elected to Council. She became Vice Mayor in July, 1976 and was recently reelected to Council. She chairs the Virginia Municipal League Legislative Committee and is a member of the Effective Government recent unpublished study indicates that the variables were too great. Due to a high military population, our area is very transitory and at this point, we must rely on other forms of measurement and evaluation. Direct contact with the children does show results and a visit to the classroom easily displays the enthusiasm and determination of the students. Many proudly tell of home fires prevented or handled correctly because of information received from our program. We also administer a pre and post fire safety test to each student and comparative results show a significant increase in basic fire safety knowledge at the end of the program. Evaluation forms completed by classroom teachers praise the program. In 1977, the Fire Safety Education Program won national recognition in the NFPA "Learn Not To Burn" competition. SATISFACTION As an instructor, I have received much personal satisfaction from developing and teaching the fire safety program. There is much joy in watching these children learn. To those interested in teaching fire safety to children in your locality, I would give the following advice: it is important that the material you present be correct, pertinent and concise; but, it is more important that you be motivated and enthusiastic and that you successfully motivate the students. Try different approaches and methods until you receive results. Be open to advice from teachers and students. Realize that the fire safety lesson will only be as interesting as you make it for the students. Treat the students as responsible persons and expect results from them. Let the children know that you care about them and their safety, and the concern you show will be returned many times over. Committee. A native of Birmingham, Alabama, President Rattley is an honors graduate of Hampton Institute, with a degree in business education and secretarial science. She established the business department at Huntington High School in Newport News, the first black high school in the city to offer business training. President Rattley founded Peninsula Business Col- lege in 1952 and since that time has been the owner-director. She is the wife of Robert L. Rattley and the mother of two daughters. Mrs. Rattley succeeds to the presidency as a result of Bristol Mayor R. L. Light's unsuccessful bid for reelection. The Virginia Municipal League enjoyed Mayor Light's able leadership and regrets that he was unable to serve a full term. U z CAPITAL E Q U I P M E N T C O M P A N Y , INC. 9002 MOUNTAIN ROAD • RICHMOND, VIRGINIA 23228 P. O. BOX 9609 PHONES: 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY—C/iem/ca; S p r e a d e r s , Slurry Pavers LINK BELT — C r a n e s — Excavators FMC/BEAN — S e w e r C l e a n e r LAYTON MFG. CO. — Asphalt Pavers MEYERS-SHERMAN - "Vactor Jet Rodder" RICHMOND MFG. CO. — Horizontal Boring Machines ELGIN-LEACH — S w e e p e r s , Refuse Bodies ATHEY MANUFACTURING C O . - M a i n t a i n e r G r a d e r ROYER FOUNDRY — S h r e d d e r s GIANT-VAC - Leaf Collectors DAVEY — Air C o m p r e s s o r s MASSEY-FERGUSON - B a c k h o e L o a d e r s O I— < z > �PAYING MORE FOR WHEEL LOADERS OFTEN COSTS LESS. The actual cost of owning any machine is the original cost, plus its operating and maintenance costs, plus repair and downtime costs—less whatever you get when you sell it. Caterpillar Wheel Loaders cost less to own and operate because they are built with tough components for hard work and low maintenance. Because they're tougher they last longer and are worth more at resale. • Big displacement Caterpillar Diesel Engines provide fast response for quick cycling. Individual fuel injection pumps and capsule injectors are adjustment-free. • The Cat power shift transmission allows on-the-go single lever shifting for short cycle times. U z o 1< z u • The sealed loader linkage keeps pins and bushings lubricated—seals out dirt and extends life. frames are built to withstand twisting and bending forces. Add a Quick Coupler and attachments, and one Cat Wheel Loader has the versatility of a fleet! Quality components plus CAT PLUS—the most comprehensive package of customer support services in the industry—add up to your best value in wheel loaders. Lower price doesn't always mean lower total cost. Let your Caterpillar Dealer show you how buying the best pays off. • Rigid box section main CATERPILLAR Caterpillar, Cat and [B are Trademarks of Caterpillar Tractor Co. CARTER MACHINERY COMPANY, INC. Salem, Norton, Virginia • Bluefield, West Virginia VIRGINIA TRACTOR CO., INC. Richmond, Chesapeake, Fisherville, Haymarket, Virginia J �People Miesch Appointed GLENN R. MIESCH has been appointed chief of the recreation services section of the Virginia Commission of Outdoor Recreation. A native of Syracuse, New York, Miesch has been a director of parks and recreation for the isle of Wight County, and served as the director of recreation for the City of Madeira Beach, Florida. He became affiliated with the State in 1974 when he was employed as a recreation consultant with the Office of Recreation in the former Division of State Planning and Community Affairs. Miesch replaces Philip T. Hester, who became director of recreation and parks for Chesterfield County. Trueblood Named Engineer DONALD R. TRUEBLOOD, P.E., has been named city engineer for the City of Virginia Beach. He holds bachelor's degrees from the U.S. Naval Academy and Rensselaer Polytechnic Institute, and a graduate degree from George Washington University. He Is a registered professional engineer in the States of Virginia, indianna and Connecticut. Trueblood is a former director of public works for the Town of Stafford, Connecticut and has been a public works officer for the Norfolk Naval Shipyard. He is a member of the American Society of Civil Engineers and the American Public Works Association. He assumed his new duties on July 5. Hampton building official D. PAUL JACK was appointed by the Building Officials and Code Administrators international to serve In a new at-large position on the Executive Committee. A native of Ohio, Jack has been with the City for approximately 22 years. He was appointed chief building inspector In 1957, assistant building official In 1965 and building official in 1973. He Is a member of the Executive Committee of the Virginia Building Officials Association and a member of the Plumbing Code Committee of BOCA. He is also a past president of the Plumbing Inspectors Association. Dugger Dies EUGENE B. DUGGER, Superintendent of the Light and Power Department, Town of Culpeper, died June 23. He Is a past president of the Municipal Electric Power Association and currently a member of the Executive Committee. A native of Dayton, Tennessee, Dugger was a veteran of the Navy. He had been with the Town for twenty years. The Virginia Municipal League and the Municipal Electric Power Association extend sincere sympathy to his wife and family and the Town of Culpeper. Announcing VIRGINIA FORMS Volume 1: Civil Litigation by Fairfax County Names The Fairfax County Public Library's Board of Trustees announced the appointment of MRS. PATRICIA YOUNG PAINE as deputy director of libraries effective July 1. Paine received a bachelor's degree from George Washington University and a master's degree from Catholic University. She has been affiliated with the Fairfax County public library system for some time and has most recently held the position as head librarian at the Central Library in Fairfax. WILLIAM S. ELLERTON, M.D., has been appointed director of mental health programs of the Fairfax-Falls Church Community Mental Health and Mental Retardation Services Board. A native of Nebraska, Dr. Ellerton received a bachelor's degree from DePauw University and received his medical degree from Northwestern jack Appointed University. Dr. Elierton has served in Virginia before In various capacities of the State mental health system. He assumed his duties In July. W. Clyde Gouldman, II Consultant: and Amy Morris Hess T. Munford Boyd Extensive changes in Virginia statutory and judicial law over the past 25 years have indicated the need for a new Virginia formbook. The bool< announced here, undertaken originally as a revision of Gregory's Forms, 1952 edition, is the result. It retains the basic structure and format of the Gregory book, but provides forms whose style and content are more suitable for current practice. $60.00 Approx. 500 pages Q <; Z The Michie Company Bobbs-Merrill Law Publishing p. 0. Box 7517 Chtrlottesville. Virginit 2290S ^ > �JOHN ROUSAKIS KEYNOTE SPEAKER PAT ROBERTSON PRAYER BREAKFAST O n M o n d a y , September 18, V M L Convention delegates will have a rare opportunity to hear an outstanding local official w h o is recognized nationally for his efforts. Savannah Mayor John Rousakis is a former president of the Georgia Municipal Association and currently First Vice President of the National League of Cities. Mayor Rousakis has a long tenure in public service, having been elected county commissioner in 1965. He was elected mayor of Savannah in 1970, reelected in 1974 and is now unopposed in his bid for reelection. This October begins the unprecedented serving of his third term as mayor. A native of Savannah, Mayor Rousakis holds a bachelor's degree in business administration from the University of Georgia. He is an insurance broker by profession. He was recently appointed by President Carter to the Advisory C o m m i s sion on Intergovernmental Relations and also is a member of the Advisory Board of the U.S. C o n f e r e n c e of Mayors. He serves on the Board of Directors of the National Training and Development Service and the National Association of Regional Councils. In recognition of Mayor Rousakis' career in public service, the Georgia Municipal Association gave him the " M o t i e Wiggins A w a r d , " the association's highest honor. In 1972 he was one of the five Outstanding Young M e n in Georgia the same year he was named the Outstanding Y o u n g Man of Savannah. The Virginia Municipal League cordially welcomes Mayor Rousakis as Keynote Speaker of the 1978 C o n v e n tion. Dr. M . G . " P a t " Robertson will deliver the message at the first Annual Prayer Breakfast at the Virginia M u nicipal League Convention on Tuesday, September 19. It seems fitting for Virginia officials to hear the founder and President of The Christian Broadcasting Network, Inc. (CBN) located in Virginia Beach. Pat, son of the late U.S. Senator A . Willis Robertson of Virginia, is host of CBN's internationally syndicated "700 C l u b " program. He is a former marine corps officer and is the author of the bestselling books "Shout It From The H o u s e t o p " and " M y Prayer for Y o u . " Dr. Robertson holds a doctorate of jurisprudence degree from Yale U n i versity and a master of divinity degree from New York Biblical Seminary. In 1960 he acquired a run-down UHF sta- tion in Portsmouth, Virginia and a year later gave his first broadcast. From that time, distinguished guests such as Israeli Prime Minister Yitzhak Rabin, Israeli Defense Minister Shimon Peres, Dale Evans, Pat Boone, Mahalia Jackson and Charles Colson have appeared on his program. The day after the last presidential election, his guest was then President-elect Jimmy Carter. The 700 Club appears in about 90 television viewing areas, including about 40 of the nation's 50 largest markets. Robertson has been a leader in Christian television viewing and under his guidance, he has provided an alternative to television programming. You are cordially invited to hear Dr. Pat Robertson's message. " W h e n in Doubt, M u m b l e " , is the title of Dr. James H. Boren's bestselling book. League delegates and guests have much to look forward to on Tuesday evening, September 19, during the V M L Annual C o n v e n t i o n . Dr. Boren's humorous outlook on the world of government and the bureaucrats has been enjoyed by many audiences. Although his approach to the whole subject of bureaucracy is quite obviously a spoof, he feels that by looking at all of this with good natured humor, perhaps some improvements can be made. A native of O k l a h o m a , presently residing in Alexandria, Virginia, Dr. Boren holds a degree in economics and education from the University of Texas at Austin and California State College at Long Beach. He holds a graduate degree in economics from the University of Southern California and a doctorate degree in history, philosophy and education from the University of Texas. He is now a chairman of N A V C O , a firm that designs and engineers training facilities and security systems. He also does consulting work and is dean of Peter University. In the past he has been a teacher, a college professor, an administrative assistant to a United States senator, a captain in the Army Reserves and an assistant chemist— there is little that he has not done. Plan to attend the banquet on Tuesday evening and hear Dr. Boren " p o k e f u n " at the bureaucrats. As he says, " O u r red tape is the tape that binds the world together." �CANCELLATIONS Cancellations of prepaid or advance registrations will be accepted until 4:00 p.m., Friday, September 15, 1978. Telephone cancellations must be followed by a letter of confirmation. MEALS All meal functions will be ticketed events. An exchange coupon for the Tuesday banquet is included in "package" registration or "Tuesday only" registration. Ail breakfasts are optional events, and tickets may be purchased at the meal ticket desk. IMPORTANT The registration form should be forwarded to the designated official having this responsibility in your locality. That person should forward all advance registrations and payments to the League office to insure that you receive the proper rate and there is no duplication. 73rd ANNUAL CONVENTION SEPTEMBER 17-19, 1978 OMNI INTERNATIONAL HOTEL, NORFOLK �Z > SUNDAY SEPTEMBER 17 10:00a.m. 1:00 p.in. 2:30 p.m. O 2 Z3 Z > 2 R E G I S T R A T I O N A N D EXHIBITS 1 H -< • •< m • POLICY COMMITTEES —Community Development —Effective G o v e r n m e n t — E m p l o y m e n t a n d I n c o m e Security — E n v i r o n m e n t a l Quality — H u m a n Resources — P u b l i c Safety —Transportation o o 73 > 2 o n > n 3 > o era n -< a. 5' SYMPOSIA —Liability Insurance —Fiscal R e p o r t i n g and Property Tax R e f o r m — F l o o d Plain/Flood W a y M a n a g e m e n t > 5 m Z • o 2 7S (/I 2 2 • < is Z O FUTURE IDEAS 6:00 p.m. 8| RECEPTION zQ Om > MONDAY SEPTEMBER 18 7:30 a.m. C BREAKFASTS —Legislative C o m m i t t e e —Affiliate G r o u p s 8:00a.m. R E G I S T R A T I O N & EXHIBITS 9:00 a.m. O P E N I N G SESSION — J o h n Rousakis —Achievement Awards — T i m e & Place Report — N o m i n a t i o n s Report 2:00 p.m. to 5:00 p.m. C O N C U R R E N T SESSIONS (Sessions Parallel Policy C o m m i t t e e s ) N O < LIABILITY INSURANCE PUBLIC INFORMATION FREE E V E N I N G (Cut a n d return above form to Virginia M u n i c i p a l League, P.O. Box 753, R i c h m o n d , V A 23206) 1978 CONVENTION REGISTRATION INFORMATION ADVANCE PREPAID REGISTRATION TUESDAY SEPTEMBER 19 7:30a.m. PRAYER BREAKFAST 8:00a.m. R E G I S T R A T I O N & EXHIBITS 9:00 a.m. SECTION WORKSHOPS 11:00a.m. BUSINESS S E S S I O N I 2:00p.m. BUSINESS S E S S I O N II 7:00 p.m. R E C E P T I O N & PRIZE D R A W I N G 8:00 p.m. BANQUET If you register in a d v a n c e , your badges, programs and other Information w i l l be p r e p a r e d In advance a n d may be p i c k e d up w i t h a m i n i m u m of delay at the Registration Desk in the O m n i . If YOUR ADVANCE REGISTRATION IS ACCOMPANIED BY PREPAYMENT, YOU WILL SAVE $5 ON THE CONVENTION REGISTRATION PACKAGE FOR EACH PERSON ATTENDING. PREPAID REGISTRATION MUST THAN SEPTEMBER 1 , 1978 BE MAILED NO LATER September 1 Is the d e a d l i n e to take advantage of the special rates. Registrations received after that date w i l l be charged at t h e C o n v e n t i o n rates. All other a d v a n c e registrations must be received no later than W e d n e s d a y , September 6, In order that they be ready for you u p o n arrival In N o r f o l k . M a k e c h e c k s payable t o ; Virginia M u n i c i p a l League. �VML VISION: 2020 FUTURE n. 1 The indefinite period of time yet to be. 2 That which will happen in time to come. 3 The perspective condition of a person or thing. 4 Prospects of advancement; chances of success. Will local government find a v i sion? Will it have enough " e y e sight" to sort through those things that some leaders call opportunities, not problems? Will those services delivered at the local level be improved, or more importantly, be continued? Is there a future for local government, or will it be up to those departments of the state and federal level to answer to citizens about the loss of their morning shower, street lights or school buses? The theme of the V M L Annual Convention is looking to the future but also the 20/20 vision that is often times required of local officials when facing a problem or an "opportunity." The program offers new ideas, suggestions or solutions to those old problems and makes a thorough inspection of those things that are coming to local government: liability insurance, fiscal reporting, the Census and House Bill 602. The future. We can never relive yesterday; we can learn from our mistakes and look forward to what we can do tomorrow. C o m e ; let's see what w e , in local government, can do tomorrow. G R I F F I N I® Ductile Iron Pipe for water and sewer installations Ttmri DUCTiue IRON u o3 o 1- < CAST IRON SOIL PIPE & FITTINGS C3RIFFIN P I P E P R O D U C T S CO. BOX 740 • LYNCHBURG, VIRGINIA 24505 • 804-845-8021 . ^msted > 13 �Legal Guidelines MUNICIPALITIES HELD LIABLE FOR UNCONSTITUTIONAL ACTION by H O W A R D W. DOBBINS, GENERAL COUNSEL In 1961, the United States Supreme Court in the case of Monroe v. Pape, 365 U.S. 167, held that municipalities were completely immune from suit under the Civil Rights Act of 1871, now codified as 42 U.S.C.,§ 1983. This doctrine of immunity has n o w been rejected and overruled by the United States Supreme Court in Monell v. Department of Social Services of the City of New York, decided June 6, 1978 (46 LW 4569). U Z O < > 14 Monell was one of a class of female employees of the Department of Social Services and the Board of Education of the City of New York w h o complained of official policy of the Board and the Department compelling pregnant employees to take unpaid leaves of absence before such leaves were required by medical reasons. The suit sought injunctive relief and back pay for periods of unlawful forced leave and named as defendants the Department and its Commissioner, the Board and its Chancellor and the City of New York and its Mayor. In each case, the individual defendants were sued solely in their official capacities. The trial court, the United States District Court for the Southern District of New York held moot the claims for injunctive and declaratory relief since the City and the Board, after filing a complaint, had changed their policies relating to maternity leaves so that no pregnant e m ployee would have to take leave u n less she was medically unable to continue to perform her j o b . The district court also c o n c l u d e d , however, that the acts complained of were u n constitutional but nevertheless back pay was not awarded because any such damages would ultimately come from the city and, therefore, to hold otherwise would be " t o c i r c u m v e n t " the immunity conferred on municipalities by Monroe v. Pape. The Circuit Court of Appeals for the Second Circuit affirmed the district court, holding that the Board was not a " p e r s o n " under §1983 and that a l though the individual defendants were " p e r s o n s " a damage action against the officials sued in their official capacities could not proceed. The United States Supreme Court granted certiorari. The majority opinion written by M r . Justice Brennan contains a detailed review of the legislative history of the Civil Rights Act of 1871 and an analysis of prior decisions concluding that Congress did intend m u nicipalities and other local government units to be included among those persons to w h o m § 1983 applies; and that local governing bodies can be sued directly u n d e r § 1983 for m o n etary, declaratory, or injunctive relief w h e r e , as in Monell, the action that is alleged to be unconsitutional implements or executes a policy statement, ordinance, regulation or decision officially adopted and promulgated by that body's officials. The court said further: " M o r e o v e r , although the touchstone of the §1983 action against a government body is an allegation that official policy is responsible for a deprivation of rights protected by the Constitution, local governments, like every other §1983 'person', by the very terms of the statute, may be sued for constitutional deprivations visited pursuant to governmental 'custom' even though such a custom has not received formal approval through the body's official decisionmaking channels." The majority opinion limited its holding to some extent saying: " O n the other hand, the language of § 1983, read against the background of the same legislative history, compels the conclusion that Congress did not intend municipalities to be held liable unless action pursuant to official policy of some nature caused a constitutional tort. In particular, we conclude that a municipality cannot be held liable solely because it employs a tortfeasor—or, in other words, a municipality cannot be held liable under §1983 on a respondent superior theory." (Emphasis added) Thus, a local government may not be sued for an injury inflicted solely by its employees or agents except in cases w h e r e execution of government policy or custom, whether made by its lawmakers or by those whose edicts or acts may fairly be said to represent official policy, inflicts the injury that the government as an e n - tity is responsible under §1983. The majority opinion went further to make plain that the decision in Monell goes not further than the actual facts saying: " W e have no occasion to address, and do not address, what the full contours of municipal liability u n der § 1 9 8 3 may be. W e have attempted only to sketch so much of the §1983 cause of action against a local government as is apparent from the history of the 1871 Act and our prior cases and w e expressly leave further development of this action to another d a y . " Justice Rehnquist and the Chief Justice dissented in a separate opinion written by the former in which the majority is criticized for disregarding the doctrine of stare decisis and overruling Monroe v. Pape, saying that the d o c t r i n e of m u n i c i p a l i m m u n i t y enunciated in Monroe has protected municipalities and their limited treasuries from the consequences of their officials' failure to predict the course of the Supreme Court's constitutional jurisprudence. The majority opinion in Monell is a classic example of judicial flip-flop; it represents a further erosion of municipal immunity and will undoubtedly have substantial financial impact on the management of local governments by governing bodies and officials. PARKING TICKETS COURTESY BOXES TRAF:|D]T|RIA Traf-O-Terta System, Inc. PO R. WAYNE LIVINGSTON GENERA! MANAGER B O X 103 EL DORADO, K S 67042 PHONE (316) 3 2 1 5 4 0 0 �L a n e Structural Plate; Good on budgets a n d good looking,too When a stream crossing for a 54-in. interceptor sewer was needed in Saratoga County, N.Y, the County used Lane structural plate pipe arches to bridge the stream. The result: an attractive, low-maintenance structure that was well within the budget. And compared to concrete, the new structure was installed in much less time at much lower cost. Lane structural plate drainage structures are reliable because we shear, punch, and form to precision tolerances. We use Bethlehem plate, and the wide 9N {91-1/8-in., which we introduced) reduces the number of plates and fasteners to be handled in the field—and that means lower erection costs. All our products meet the requirements for State and Federal specifications. What's more, we can help you design, then manufacture what you want. We can fabricate to meet a wide range of field conditions and special applications. Our experienced erection crews are always available. For detailed information as to types, sizes, plate requirements, weights, and height-of-cover tables, just call (412) 652-7747, or write us at P.O. Box 345, Pulaski, PA 16143. >U O > , METAL PRODUCTS COMPANY,INC 15 �Marketplace WATER MECHANICAL AND DISTRIBUTION/ SUPERINTENDENT Norfolk—(pop. 290.000). Responsible for plarining and supervision of the installation, maintenance, repair, of a Distribution System, 762 mi., 4" — 46" water mains. Five years supervisory experience in above. Salary $15,840 with step Increments to $20,880. Excellent fringe benefits, includes free retirement and hospitalization. Position available January, 1979. Submit resume to Elmer R. Jeter, Director of Personnel, P.O. Box 1531, Norfolk, VA 23501. CITY ENGINEER City of Fredericksburg (population 17,000) is seeking qualified applicants. Candidates must have a degree in engineering from a recognized college or university. Experience with municipal or county engineering or public v»orks department desirable. Duties include staff responsibility for 70 employees in departments of traffic engineering, public works, water, sewer and refuse sanitation utilities. Salary $19,000-$22,000, depending on experience. Send resume to City Manager, P.O. Box 239, Fredericksburg, Virginia 22401. Places KUSTOM'S KR-11. The Ultimate Traffic Safety Radar System. And IVIucli, IVIucii iVIore. It's the traffic safety radar system your officers have been asking for Kustom's KR-11 is a "K-Band" moving radar system. And because it's the first system to use a microprocessor with programmable integrated circuits, it does a lot more than read target speed and groundspeed. For example, it can be • used as a digital stopwatch with instantaneous conversion to speed in miles per hour. • used as a countermeasure against all radar detection devices. • programmed to drive a thermal printer, camera or other statistical package to provide you with written or graphic data on your speed law enforcement program. Small and lightweight, the KR-11 features dual, alpha-numeric displays and backlighted controls for night operation. A remote control for lock release and detector countermeasure functions allows the operator to concentrate on the target rather than the unit's controls. It's a "mistake-proof" system. It automatically performs a calibration check when turned on and before locking in a violator. In short, Kustom's new KR-11 is a traffic safety radar and documentation system whose time is now! A product you'd expect from Kustom Signals, the world's leading producer of traffic radar. MIDDLETOWN—A joint meeting between the Town's Planning Commission and the Council produced a comprehensive landuse plan which set some guidelines for the future population of the Town. According to the plan, the Town can expect a population of 1,400 persons by the year 2000 compared with its present population of 551. The main concerns are sewage facilities, the economic forecast and commercial growth. u z O < z o > 16 FALLS CHURCH—Jhe Council is considering a possible tax incentive for solar energy equipment in private homes. The ordinance would allow the cost of purchasing and installing solar energy equipment to be exempted from real estate property taxes. This move follows the Fairfax County measure, the only one in Virginia which allows such tax breaks. SALEM—City Council has passed an anti-litter ordinance that includes a jail sentence for violators. Stiff fines for litterers are included in the measure, and for habitual offenders, there is a maximum confinement of 10 days. The proposed ordinance replaces the old litter law which levied a meager $1 fine on convicted offenders. rI I -—I For more information on the KR-11 please fill in this coupon or call 800-835-0308 Mail to: Kustom Signals, Inc., 11700 W. 85th, Shawnee Mission, Kansas 66214 �ProfesskNial Directory CHEWNING-HOGGARD AND A S S O C I A T E S , I N C . HARLAND BARTHOLOMEW & ASSOCIATES LANDSCAPE Geological, Soils and Environmental Consultants Ground Water Studies Land Disposal of Eflluents and Sludges Solid Waste Studies • Foundation Evaluations I 152''f Jettprsnn Avcniic. Newpon News. Virginia ENGINEERING PLANNING ARCHrreCTURE PLANNING COMMUNITY DEVELOPMENT CONSULTING H B & A OF VIRGINIA 1'. ( ) . Box 2125 \ ' i i i ; i n i a n « u h . \. 23132 I'hom- Iin4''310-:)OJO V)', ^ V ) ! BetZ'Converse-Murdoch Potomac Group, Inc. • MUNICIPAL ENGINEERING 201 East Gary Strftt Richmond, Va. 23219 Phont 804/649-8627 HENNINGSON, DURHAM & RICHARDSON DEWBERRY, NEALON & DAVIS Efivironmental and Public Works Engineering Engineering Plans, Studies and Laboratory Services Consulting Engineers. Planners and Architects 8 4 1 1 Arlington B l v d , Fairfax, Virginia ( 7 0 3 ) 560-1100 Vienna, Virginia • Phone: (703) 281-2400 Staunton, Virginia • Phone: (703) 886-8555 113 South Chestnut St., Marion, Virginia ( 7 0 3 ) 783-7271 1640 Maple Dr., Danville, Virginia ( 8 0 4 ) 799-9403 1400 Pleasant View, Staunton, Virginia (703) 886-3957 Austin Drockenbrough and Associates /n\n ROD y & GREGG LTD. 6 2 0 May Avenue - Norfolk , Va, - 235 I 6 Birchwood Office Park - Va.BeacK ,Va, - 2 3 4 5 2 GREELEY A N D Planners Surveyors I M A L C O L M PIRNIL lr-N(iL\F:HKS, INC. Studies, Designs And Construction Services For W a t e r W a s t e w a t e r And Solid CONSULTING Wastes ? ? ? S Piver-bidfl P l a / d - C h i c a g o iL 6 0 5 0 6 5(=nR M a r v e l R o a d . Richmonc] ?3230 N e w York 1 0 0 0 7 P^iiaoeiDt-.ia 1 9 1 0 3 ENVIRONMENTAL ENGINEERS—PLANNERS—SURVEYORS CONSULTING ENGINEERS P. O . Box 8687 1514 Willow L a w n Drive Richmond, V i r g i n i a 23226 Phone 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 Sylvan Avenue, P.O Box 1218 E n g l e w o o d Clifts, N J , 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o , P a r l i a m e n t D r i v e , S u i t e 101 Virginia B e a c h , Va 23462 804-499-4596 Falls Church, VA 703/534-8716 RIISSKLL & A X O N p;ni;inoerin^ and Planning ('onsiiltants 1111 Northshore Drive Knoxwille, Tennessee 37919 Telephone: 615/588-6444 1028 Olde Fotge Plaza Fredericksburg, Virginia 22401 Telephone: 703/371-8040 Offices In: Florida • Georgia • Tennessee • Missouri Illinois • South Carolina • North Carolina • Virginia H U R T & P R O F I T T , INC. Engineers - Planners - S u f v e y o r s H i g h w a y s , R a i l r o a d s , Fou^datior^s, W a t e r f r o n i Facilities, Water Supply, S e w a g e Disposal, Planning Studies • Reports • Design • Consultation P. O . B o x 1 2 0 4 7 484 Newtown Rd. Norfolk, Virginia Virginia Beach, V a . WATER S U P P L Y • REPORTS • SEWERAGE SYSTEMS DESIGNS • SEWAGE DISPOSAL • APPRAISALS Planners T H E PITOMETER A S S O C I A T E S LANGLEY A N D McDONALD R. s i i J A R i ^ R O Y I : R & ASSOCIATES ENGINEERS 12366 Warwick Boulevard, Newport News. VA 23606 • 131216461155 [604l-?B5-g009 Tai^oa 3 3 6 0 ? and Norfolk, V A 804/461-0155 1 14 East Carv Str««t • Richmond, Virginia 23219 Telephone: 804/644 9493 HANSEN PLANNERS 5454 Wisconsin Ave Wash 0 C 20015 301-65 7-1780 804-461-6351 Engineers Industrial Wasie Treatment • Highways D r a i n a g e • W a t e r & S e w e r a g e S y s t e m s • S u r v e y mg Environmental Studies • Private Pro|ecls e MGiMEE R S ARCHITECTS 6 Koger Executive Ctf Norfolk. Vs 23502 Gannett Fleming Corddry & Carpenter Consulting Engineers Engineers ENGINEERS S«nitary Munic-pal Wttei Soils & Foundations I ynchburg, Vifq.nia 34506 Telephone 180-Jl 847 7796 FREDERICK Engineers ^ Water Waste S u r v e y s Trunk Main S u r v e y s W a t e r Distribution Studies S p e c i a l H y d r a u l i c Investigations 100 C h u r c h St., N e w Y o r k , N. Y . 10007 Chicago Columbia Atlanta N e w Milford, Ct. G . GRIFFIN, INC. E N G L N E E R S & PL.ANNF.RS Communications, 911 Studies, Alarm Systems, Mobile Radio Systems, Telephone, Cable Television. Industrial Engineering Monitor and iVlemetry Systems. 7212 Timberiake Road • Lvnchburg, V a . 24502 8()4/237-'J044 J. K. TIMMONS & ASSOCIATES, INC. r^l4 W. Mnin S I . • nichmoud. relephone S-\Nrr.\RY E.VGl.\EERS 7.VG CO.Vj'U/,7 Va. 3 5.5 6 6 S 7 • MllNICIP.<iL Hepurt^. Phin^. Supervision. • WATHK AjijiraisaJs CONSULTING ENGINEERS ;h r d . . H c h r r « x « J , v i r ^ i r H a 2 3 2 3 5 i[BCM)-794-Baa3 SOUTHERN ENGINEERING C O M P A N Y O F VIRGINIA CONSULTING ENGINEERS 1000 C r e s c e n f A v e n u e , N.E. Atlanta, Georgia 404-892-7171 30309 �YARGER AND ASSOCIATES, INC. Over 500 R W. B i : C K A N D A S S O C I A T E S Surveys • • • • • • Position Classification and Pay Plans Management and Organizational Studies Test Construction—Fire and Police Studies 2830 Mary Street. Falls Church. Va. 22042 Ulihliiy Planning, Manaiemcni and Desigti Sei.ices. Raic 311(1 Conliact Evaluation, Tectiiiical ,ini! Financial Feasihhity. Utility Proiierty Appraisals, Loail Management and fnerey Conservation Analysis. EneieyScuice Evaluation, Fossil-Hucleat-Hydio Solid Waste-Solar. 703/560-6900 ROSSER H . PAYNE t, Willcsli-y, Mass, (t2!Hl Ui',lf„r,l. Va. 2452,! 6 ASSOCIATES pUnniog ^ management coosultaats - COMPREHENSIVE PLANNING TOWNS. COUNTIES >nd CITIES • ZONING, SUPERVISION FOR VIRGINIA'S and ECONOMIC G r e e n Drive 59 culpepcr S t . warrcnton . va. MechanJt e . V i r g i n i a 23111 Phone 1 8 0 4 ) 7 4 6 - 5 2 8 5 (703 ) 347-3600 WHITMAN, REQUARDT AND R. K E N N E T H WEEKS ENGINEERS ASSOCIATES Engineers-Consultants COMPLETE ENGINEERING SERVICES 1111 N. Charles St., Baltimore, Md. 2 1 2 0 1 W a t e r Supply a n d Purification • Sewerage and S e w a g e T r e a t m e n t • Streets a n d Hit,'lnvays • Invesitgations a n d Reports • Siipei-vislon of Consmiction. 2733 TiDEWATKR D u . Norfolk, Virginia BENGTSON, DEBELL & ELKIN, INC. CONSULTINJG E N G I N E E R S & S U R V E Y O R S P LANNERS Land S u r v e y i n g o L a n d D e v e l o p m e n t W a t e r & Wa s t e w a t e r E n g i n e e r s Planning Traffic Engineers STUDIES engineers- surveyors-planners 5721 Sellger Drive L7) 2,17-4H7I) BREMNEn.VOUNGBLaOD.&KING.IIMC ENGINEERSSURVEYORS WILLIAM C. OVERMAN ASSOCIATES S T U D I E S , P L A N N I N G A N D D E S I G N FOR COMMERCIAL, INDUSTRIAL AND R E S I D E N T I A L PROPERTIES P O BOX 429 13924 BRADDOCK ROAD CENTREVILLE, VIRGINIA 2 2 0 2 0 703-631-9630 7O3-369-S700 7 0 3 - 4 3 0 9199 / E n v i r o n m e n t a l Studies, Design and C o n s t r u c t i o n M a n a g e m e n t Gilbert Associates of Virginia, Inc. NORFOLK. \ ' A , 23509 Engineers/Consultants 411 C e d a r R o a d , C h e s a p e a k e , V i r g i n i a 23320 804-547-2955 Development Studies P U R D U M and JESCHKE B A R T O N - A S C H M A N A S S O C I A T E S , INC. CONSULTING ENGINEERS AND LAND SURVEYORS 1023 N . Calvert St. Baltimore, M d . 301 837-0194 URBAN DEVELOPMENT/TRANSPORTATION P L A N N I N G / DESIGN / I M P L E M E N T A T I O N Water Reports Sewerage Design Drainage Surveys • • • • • Highways Inspection Downtown Revitalization/Malls Community/Economic Development Traffic/Transportation/Parking Transit Needs/Operations Parks/Recreation/Preservation 1730 ' K ' St, NW; Washington, D C . 20006; (202) 466-8230 Raymond, Parish, Pine & Plavnick Planning & Community Development Consultants 1010 Vermont Avenue N,W., Suite 800 Wasliington, D C , 20005 202 783-2924 Icl lalbotCAjcibcMte/,M. MUNICIPAL ENGINEERING, ARCHITECTURAL DESIGN LAND DEVELOPMENT - PLANNING, ENGINEERING, SURVEYING, CONSTRUCTION MANAGEMENT URBAN PLANNING FEASIBILITY STUDIES ^ 1625 Eye Street Washington, DC 20006 (202)331-1440 ||BfJ|*lin • 8720 Georgia Avenue silver Spring, MD 20910 f301l 585-6001 800 North 12th Boule St. Louis, MO 63101 C314) 436-7600 • Construction Management • Design • Planning CH2M S: HILL engineers [;)l.inners economists sc ientists Consultants to Municipalities on Environmental Systems Eastern Regional Office,1930 Isaac Newton Square t Reston, VA 22090 • Phone (703) 471-9710 Pattoo, Harris, Rust & Guy a pfO(«a«n«l ctxpor«twi Engineers , Surveyor* , Plarmere CornpWe profa59x)n«l services for mumcipelittes and (XjWic agencies MMn o n c a 10523 ktomSI , FKr1«x,Ve 22030 , (703)273-87I» VBllay OtiKa n o S Mem SI , Bridoe«Nler,\ 22812 , (703)S28-2eie B S M OBRIENGGEnE Consulting Engineers PC Box 3855. Charlotte, NO 28203 / 704-374-1822 Syracuse, NY / Pougtikeepsie, NY / Philadelptila, PA / Dover, DE / Ctiillicottie, O H mm McMANIS A S S O C I A T E S , I N C . Washington, D.C Management Consultants to City and County Governments Productivity Analysis "Fiscal and Management Systems C o m m u n i t y Development ° CETA/Manpower Services ° Economic Development 1201 Connecticut Avenue, N.W., Washington, D.C. (202) 296-1355 Viigmia , O n l , MUNICIPAL BOND Specialiili 7 2 5 C h u r c h Sf • L y n c h b i ^ f g , V o , • 8 0 4 8 4 6 - 2 7 1 1 William W Winfree, Jr E d w a r d T P » M i g r e w , Jr D e o l e r i O l d Under^ Floonciol A d v . i o r i f o i Bond lisuei �BOOZ • ALLEN & HAMILTON, INC. . . . Provides local and a full range of consulting regional services MUNICIPAL ADVISORS INCORPORATED FINANCIAL AND MANACIEMENT to C O N S U L T A N T S T(3 M U N I C I P A L I T I E S governments. FOR F U R T H E R I N F O R M A T I O N • A d v i s o r on Financial a n d M i i r k e l i n g Mall(;rs R(;lalinjj to Issiianci! o f M u n i c i p a l Bonds • I'osilion (^lassificiition/C^ompcnsalion Plans • Manaj^c^mcnl a n d O r j j a n i z a t m n Sludics • K x c c u l i v i ; Search and Sclixition CONTACT: E R I C S. H A N S S E N DIR. LOCAL GOVT. SERVICES 1025 C O N N E C T I C U T A V E . N.W. W A S H I N G T O N , D.C. 20036 (202) 2 9 3 - 3 6 0 0 SAN FRANCISCO CHICAGO NEW L A W R E N C E B, W A L K S P.O. B O X 45 WASHINGTON YORK RICHMOND, VA. R O A N O K E , VA. (804) 798-8313 (703) 992-4650 KOCiflR M, S C O T T V i r s i n i a Umwh. V.-i. 23458 804/422-1711 Korman Signs H E A D Q U A R T E R S FOR T R A F F I C P R O D U C T S A N D SIGNS 3027 LINCOLN A V E . R I C H M O N D , VA. 23228 EQUIPMENT COMPANY, INC. OFFICE 262-6050 G e o r g e C u n n i n g h a m , Field R e p r e s e n t a t i v e "imagineered" PLAYGROUND and PARK EQUIPMENT BY GAME TIME, INC. C U N N I N G H A M ASSOC. I N C . Box 9 5 5 4 L a k e s i d e B r , , R i c t m i o n d , V a . 23228 P h o n e 804/262-2401 Directory WATER TANK Maintenance Painting and R e p a i r i n g Utility Service Box 88 M a d i s o n , NC 919-427-0216 PUBLIC ADMINISTRATION SERVICE Providing management regional, Management Systems Police a n d Fire Personnel Administration Financial Management assistance and state ' ' ' ' • WASHINGTON • CHICAGO services to local, since 1933. Labor Relations Productivity Analysis P u b l i c Worlss Employee Relations Surveys Courts Community Development C o m m u n i t y Attitude Surveys Program Evaluations 1776 M a s s a c h u s e t t s A v e n u e , N . W . • and consultant governments W a s h i n g t o n , D.C. 2 0 0 3 6 • (202)833-2505 LOS A N G E L E S u o3 MUNICIPAL ORDINANCE CODIFICATION O I - SERVICES < LAW PUBLISHERS • A revision, not a compilation Z of ordinances Suite 416 Washington Bldg. • Washington, D . C . 20005 Six-month delivery on new codes 157 Luckie St., N.W. • Comprehensive index Atlanta, Georgia 30303 • Heavy-duty looseleaf binders > 19 �Because John Deere offers a standardized line of backhoe loaders with a full range of work capacities, choosing the right equipment for your operations is easy. You c a n pick a J o h n Deere Bacichoe L o a d e r w i t h the r e a c h , h o r s e p o w e r , lift c a p a c i t y , a n d b u c k e t s you n e e d , knowing all the operating f e a t u r e s e s s e n t i a l to high production a r e i n c l u d e d . Power steering, wet-disk brakes, on-the-go differential lock, hydraulic direction reversing, 2-lever backhoe controls, single-lever loading, ' and swing-around seat are just a few of the standard features that help increase efficiency on every JD310-A, JD410, JD500-C, and JD51S Backhoe Loader. D e s i g n s t a n d a r d i z a t i o n g i v e s you b o x - w e l d e d f r a m e s , in-line l i n k a g e s , n o - s t r e s s loader m o u n t s , c o n c e a l e d c l o s e d - c e n t e r h y d r a u l i c s , inboardmounted b r a k e s a n d p l a n e t a r i e s , a n d m a s s i v e , o n e - p i e c e front a x l e on all four m o d e l s . Ask your dealer to show you all the ways a John Deere Backhoe Loader is built for production. After that, your choice is easy. John Deere, Moline, Illinois. M i s s Nancy Himes Library Director Municipal Building Roanoke, V i r g i n i a 24011 JOHN DEERE on the move � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 13, Number 8 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource August 1978 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197808 https://www.virginiaroom.org/digital/files/original/69/6420/197809.pdf 68424368d2ed676aceade1121626e3bd PDF Text Text ��Norfolk welcomes the Virginia Municipal League. Norfolk, a city known for its art, culture a n d heritage, is proud to host the 1978 Virginia Municipal League. We invite you, Virginia's largest assembly of local government officials, to take s o m e time to see Norfolk. A visit of special interest to those involved in the governing of our fine state is the MacArthur Memorial, a tribute to one of America's most colorful a n d controversial military officers. B u t don't overlook one of Virginia's most valuable cultural assets, the Chrysler M u s e u m . R a n k e d a m o n g the top 2 0 art m u s e u m s in the United States, it has art from every period a n d a glass collection reputed to be the finest in the world. You'll also enjoy the eight remaining stops o n the Tour: T h e A d a m Thoro u g h g o o d House, St. Paul's C h u r c h , the Moses Myers House, the Willoughby-Baylor House, the Lafayette Zoo, G. S . Naval B a s e , Norfolk, the beautiful G a r d e n s - B y T h e - S e a , a n d the Hermitage Foundation M u s e u m . noffolk For All Seasons. �COMPARE J D 4 4 4 g i v e s you t w o hydraulic systems JOHN DEERE on the move Two hydraulic s y s t e m s — e a c h independent of the other—come a s standard equipment on the JD444 Loader. One handles all loader functions, the other takes care of steering and brakes. Neither depends on the other. R e s u l t s ? You get fast loader hydraulics, and more bucket breakout force than most other loaders the s a m e size. Steering is smooth and responsive—like your automobile. Brakes are positive and nonfading. And, in case of engine stall, a built-in accumulator in the system gives you steering and braking capabilities. Compare the JD444 with other loaders in the 80 net hp c l a s s . You'll find a list of more than 20 production features that come as standard equipment. See your John Deere construction equipment dealer now. He's listed in the Yellow Pages. John Deere, Moline, Illinois 61265. �Virginia &City Editor-in-Chief Richard L. DeCair Editor Charlotte Kingery Associate Editor Advertising Manager Financial Secretary 8 Michael S. Deeb Johns S. Ziolkowski, Jr. Sandra FHarmon TELEPHONE 804/649-8471 SEPTEMBER, 1978 V O L U M E 13 11 22 26 28 30 34 35 NUMBER 9 NEW STRATEGY FOR H O U S I N G A N D REDEVELOPMENT VML ACHIEVEMENT AWARDS THE BATTLE OF THE M O N I T O R THE R O L E OF THE ELECTED O F F I C I A L HARBORFEST THE C O M M O D I T Y THAT'S R U N N I N G L O W PUBLIC SAFETY PUTS C O M P U T E R S INTO ACTION V M L EXECUTIVE C O M M I T T E E 36 HIGHLIGHTSOFTHE73rd ANNUAL CONVENTION 37 V M L STAFF 40 CENTER FOR C U L T U R E 42 LIABILITY I N S U R A N C E NEEDS UNMET 44 W H A T ' S NEW IN G R I E V A N C E PROCEDURES? 46 S O P H I S T I C A T E D M E D I C A L C O M P L E X SERVICES 48 V A L C A N D STATE P L A N N I N G 50 THE HIDDEN TAX INCREASE 57 " R E P O S " AS C A S H M A N A G E M E N T T O O L S DEPARTMENTS Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia M u n i c i p a l League. 7 EDITORIAL 27 PEOPLE 32 C O M M E N T A R Y 55 PLACES 61-63 D I R E C T O R I E S VIRGINIA TOWN & CITY > u o3 is the only official magazine of the Virginia M u n i c i p a l League (formerly the League of Virginia M u n i cipalities). It is published monthly at 311 Ironfronts, 1011 East Main ON THE COVER Waterfront scene is courtesy of the City of Norfolk. Street, R i c h m o n d , Virginia 23219. All contents, copyright-® 1977 O f- < by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. Second-class postage paid at R i c h m o n d , Virginia. Subscription rates: $7.00 per year, $1.50 per copy. > �Pak-Mor meets your refuse problems head-on. E a c h collection system, front-loading, side or rear, h a s its own distinct set of advantages. Because we do it better in more w a y s than any other, only PAK-MOR can be totally objective in recommending the best system for you. PAKMOR w i l l not advise you to buy a system simply because it is the only one w e happen to make. And as your requirements change, PAKMOR'S advance planning w i l l help smooth adjustments; make transitions easy. We are well a w a r e that the best long-run answer to your needs i s our best long-run strategy. sideways, or from the rear. It naturally follows that you would get a top-quality, more-for-your-money product. A n d you do not have to take our word for it. Ask the owners of PAK-MOR equipment. ANITATION'>FOR\THE'»NSTIO MANUFACTURING COMPANY So give us a c a l l . We would like to show you what we have done for others, and what w e c a n do for you. PAK-MOR MANUFACTURING CO. • P.O. BOX 26 • DUFFIELD, VIRGINIA 24244 • TELEPHONE: (703) 403-2601 �Editorial Proposition 13 On June 16, 1978, the Executive Committee of the Virginia Municipal League met to discuss "Proposition 13" and its impact on Virginia localities. The following statement is their response. Although the Virginia Municipal League opposes limiting local revenue sources, we strongly agree that the property taxypayer in Virginia carries an inordinately heavy portion of the tax burden. The VML has been saying this for years and has been actively seei^ing alternative revenue sources in an effort to lighten this excessive burden. It is the VML's belief that the State should provide alternative resources for property tax relief which should be collected and distributed by the State in a manner which will help ease the disparity of the property tax burden by focussing on need. To paraphrase a Virginia Mayor's recent comments: The property tax is strictly a local tax and is the principal source of revenue for local services. Citizens are most dependent upon and most affected by the services provided by their local government. No one needs to be convinced of the serious impact cutbacks in local services could have on our daily life. If local governments do not have tax income sufficient to support them, funding will have to be sought elsewhere. Just as surely as distant governments step in to finance local activities, just so surely will control and direction of local government pass out of the hands of local citizens who can control their local government. It will pass into the control of State and federal authorities who are generally beyond the touch and ultimate control of local voters. This will mean not only a loss of local control and valuable citizen input into the level of government that most affects daily life, but it will mean a loss of local diversity and character. If the Commonwealth of Virginia did not respond in this situation, assistance would have to come from the federal government and we are all painfully aware of the strings attached to federal monies. The type of action that was taken in California would be an overreaction to the Virginia situation. Virginia State and local government has traditionally been more fiscally responsible than California and many other states. For the last several years Virginia localities have been tightening their belts during this period of high inflation and increases in mandated costs from the State and federal government. Effective tax rates in Virginia cities have not increased substantially in this decade. The median effective property tax rate for all Virginia localities (per $ 1 0 0 ) was $1.30 in 1 9 7 0 and remains at a $ 1 . 3 9 in 1977. The mean effective property tax rate for Virginia cities has only increased 3 cents, from $ 1 . 3 5 in 1 9 7 0 to $ 1 . 3 8 in 1977, only 2 percent over seven years. The more closely these figures are examined, the more they reveal fiscal responsibility on the part of Virginia localities. In 1 9 7 0 there were 17 cities above the median effective property tax rate; of these, 14 decreased property tax rates in 1 9 7 7 . The total decreases amounted to $2.37 for a mean of 17 cents or an average decrease of 10 percent. The total net increases were only 4 2 cents for a mean of 14 cents. The total net decrease in property tax rates was $1.95 with a mean net decrease of 11 cents or an average decrease of 7 percent for all 7 localities which were above the median property tax rate in 1970. This is a clear indication that Virginians, unlike many others across the nation, have realized that rates have become too high and reacted by being fiscally responsible and accountable to property tax payers. We believe that local elected officials in the State of Virginia are attuned to the desires of the citizens they represent and will continue to hold down property tax rates whenever possible. The State of Virginia can assist local elected officials in responding to the property taxpayer by providing alternative resources from tax sources w h i c h do n o t p r e s e n t t h e disproportionate burden that the property tax does. It must also be kept in mind that local governments in Vir- ginia have tightened their belts and have sought increased cost effectiveness in programs whenever possible. To do this, however, there have been major cutbacks in capital expenditures which could create major shortfalls in the not too distant future. Caution should be exercised before further cutbacks are made in capital expenditures such as sewer lines, water lines, street maintenance and construction. Neglect now may result in capital expenditure needs in the future which will be beyond the financial capabilities of the local government. It should also be noted that many localities have already trimmed budgets to the extent that any further cutbacks could result in decreased quality of services. Recognizing that local government controls but 15 to 2 0 percent of its own budget, the VML is proud of the local record of fiscal responsibility evidenced by the information in this report. We stand ready to work with citizen groups, the General Assembly and the Governor to implement any reasonable solutions to tax inequities which might be forthcoming. U Z O < z u > �NEW STRATEGY FOR AND REDEVELOPMENT by CHRIS U Z o I- < z > The story is an old one. Dark, littered alleys, peeling paint, undernourished children standing in unkempt yards before ramshackle houses or burned-out hulks with those plaintive looks—part ragged ruffian, part refugee. Somebody help, they seem to say. Somebody has. For the past 35 years, Norfolk has so successfully turned federal money into decent housing for the poor and middle-income family that the City's housing and redevelopment program has become a model. Fact-finding teams from across the nation descended upon the city to see how more than 7,000 units have been built on hundreds of acres where slums once stood. Since 1949 Norfolk's substandard housing has been cut from 42 to eight percent. Downtown redevelopment projects have restructured a dying commercial district into market- able land with public improvements as incentives to private investment. Grantsmanship brought $300 million in federal funding for a convention center, land assembly and redevelopment and housing. All that generated another $65 million in private investment. As U.S. presidents and administrations changed, federal funds were cut for some programs, new guidelines were established for others, and indications were that the Federal government wanted out of the local redevelopment and housing business. Now, a strategy for the '80s is emerging for Norfolk. The Federal Community Development Block Grants Program is being used to continue work in 12 redevelopment projects with objectives that range from the clearance of blighted structures to conservation of old ones. Alternative sources of money are being sought through Federal discretionary grants and economic development programs. FREED F R E E M A S O N HARBOR Norfolk is using those funds to stimulate private investment. Norfolk's waterfront is the site of one such project involving $100 million to develop housing, shops, parking, rehabilitated warehouses, marinas and public spaces located only a few blocks from the central business and financial district. "Freemason Harbor" represents a joint venture among the Norfolk Redevelopment and Housing Authority, the Chessie System, Inc. and The Oliver T. Carr Company of Washington, D.C. A $25 million public investment, together with a $75 million private share, minimizes private risk while assuring public benefit. To be developed in eight phases over the next 10 years, the project's public activity will be phased out as private building accelerates towards the completion date. Townhouses in Phase I were completed this summer, and con- �tracts for streets, utilities and a public walkway were awarded. Public improvements will also include parking garages. To date, nearly 100 people have put their names on a waiting list of potential homebuyers in the area. The major benefits to the City from the Freemason Harbor project go beyond increased employment opportunities and tax revenues. It will completely redefine the central business district by changing blighted and unused waterfront acreage into a "new-townin-town". It will be a mixed-use development that will draw its strength from its location in Norfolk's famous harbor and from the environment it offers to the increasing number of people who want to live downtown. The nearby financial center, a result of redevelopment in the 1960s is a job center for many of those people who would live and shop in Freemason Harbor. The tangible issues of employ- ment and taxes were, of course, crucial to the project's planning. An annual revenue of $2.12 million in taxes is projected for the completed development, with creation of over 3,000 construction-related jobs, and 1,000 permanent jobs requiring a range of skills. Although Norfolk's Community Development Block Grant funds are continually decreasing (from $18 million to $8 million) and the Freemason Harbor project is only one of 12 requiring local and federal resources, alternative fund sources are being developed for the "front end" money that will eventually create private investment. Enthusiasm from the local business community for the Freemason Harbor development has been substantial. All the activity in the Freemason Harbor project is a good sign for the adjacent Freemason Street Historic District. Both are included in Norfolk's Downtown West Community Development Area. One of Norfolk's most historically rich areas, with homes dating back to 1785, Freemason Street's charming cobblestone wrought-iron atmosphere offers a contrast to the neighboring new waterfront construction. It is specially protected as a historic conservation area. GHENT CONSERVATION About a mile away from the waterfront project is the Ghent Conservation Area, rehabilitated with local and federal low interest loan money to regain its original status as a historically significant, desirable place to live. Built in the early 1960s by a group of Norfolk's leading citizens, old Ghent was a "planned community" in a time when communities were rarely planned. The most pleasing street designs, the most enduring trees and architecture and materials of classic quality lent themselves to the success of the conservation project 60 years later. Before then, time and the out-migration of ^ Q °^ Z ^ Q I— < ^ — ^ — 9 �I— Q °° Z ^ O < 2 rz ^ ^ 10 middle-and upper-income families from the City had threatened the buildings with deterioration and subdivision into low rent tenements destined for demolition. Nearly $3.5 million has been loaned or granted through the program during its 10-year existence. This has been under federal and local loan programs. Federal money with three percent interest is a cheaper but less consistent supply. The local banks provide money at one or two percent less than the cost of standard market rates. In addition, the results from the public investment under the loan programs proved to be an incentive to private owners, who have added another $2 million of their own money to properties that now promise to appreciate in the area. The success of the Ghent conservation project was convincing evidence to other neighborhoods of the value of such a project. Colonial Place-Riverview, a community outside the center-city but part of what would be considered in-town housing stock, became another conservation area in 1973. COLONIAL PLACE-RIVERVIEW Most of the homes in the project had been built prior to 1939, and the 1960s had seen the income levels of residents decreasing and home ownership percentage declining. The residential status of the area was also starting to change due to zoning which permitted commercial construction. The Colonial Place-Riverview Civic League began to work with the City and the housing authority to design a program that would change this trend. The community was rezoned, low interest rehabilitation loans were made available through the housing authority and an "occupancy permit" program insured the continued maintenance of properties as they were sold. The occupancy permit code is a requirement that each conservation district dwelling must meet the standards of the district each time it's sold. The new buyer is made aware of the area's conservation status. The special code has worked so well in Colonial Place-Riverview that local officials are considering using it in other conservation districts in the city. The $1.5 million loaned for Colonial Place-Riverview renovation has created a neighborhood with racial balance, an active civic league and rising property values for comfortable middle class homes. These two projects represent the upgrading of areas that include nearly 2,000 residential structures. The preservation of Ghent also provided the basis for nearby Ghent Square. GHENT S Q U A R E Ghent Square is a dramatic concept and a daring step toward comprehensive community planning. Once the site of one of the worst slums in Norfolk, the 65-acre tract was cleared and is now being successfully developed as a planned residential community of 490 units for middle and upper income families. This development decision was controversial in the face of traditional patterns of acquisition, relocation, demolition and construction of low-income housing plans that had been used for decades. It was consistent, however, with Norfolk's redevelopment performance in the past. With a nationally-recognized public housing program of 5,000 units and an active development program (2,000 units) for subsidized and conventional housing near the downtown area, the opportunity to provide new housing that would attract or keep higher income families in centercity Norfolk was not to be missed. Now eight developers are building in Ghent Square. They are small local companies led by local businessmen and professionals committed to the idea that new quality homes in downtown Norfolk will sell. In the price range of $60-120,000, 95 homes are completed or under construction, 50 others are under contract and 45 families now live in Ghent Square. They represent older couples whose children have grown, younger couples who don't have children and small families who just like living in an urban environment. A community association maintains common areas and sets policy for use of Ghent Square's recreation center. Limited neighborhood commercial development such as small shops and restaurants are also planned. Now Norfolk's "downtown" is generating investments and long term plans for a realistic business community with an eye on dollar return. Redevelopment has changed attitudes, and the rebuilding that began in Norfolk by the public sector 25 years ago is being done now with the kind of private market initiative that will insure a higher quality of living for all residents. For balanced and well planned communities, local government must look at the interrelationship of all city problems. After that, the ingredients are money, or the ability to get it, and a staff that is able to plan and implement programs based on a standard which guarantee quality of life for all. Perhaps most important is citizen participation. When support from citizens is combined with an action-oriented redevelopment or conservation schedule, a city is in charge of its future. In Norfolk, the ingredients are working and a strategy for the future involves programs that include private responsibility for grand results rather than grand ideas. ABOUT THE AUTHOR Chris Freed is Communications Specialist, Norfolk Redevelopment and Housing Authority. �On Monday, September 18, six localities will receive a Virginia Municipal League Achievement Award for outstanding service to their citizens. The award winning localities displayed their ability to meet citizen needs, to improve a service already offered, or ingenuity in fully utilizing their community resources. They showed they could create a practical plan for their communities that would be useful, beneficial and supportive and at the same time, instill pride in their citizens and public officials. CITIZENS SUPPORT-Every winner had the support of its citizens in implementing the project being undertaken. In most cases, the community not only supported the venture, but helped to create, coordinate, or was actually involved in the program. Residents came as private individuals or in groups such as civic organizations. Churches even assisted. PUBLIC EDUCATION—To make an idea work, people have to know about it. The winning localities made great effort to inform their citizens about the plan they were initiating. Some localities even prepared a comprehensive public information presentation to gain support for the project and to get citizens to use the new service. ENTRIES—The panel of judges was impressed by the number of entries as well as by the entries themselves. The overwhelming factor of winning was that the entry worked for the residents and the community and was financed by modest public expenditures. The Municipal League salutes all of the localities that entered: Alexandria, Arlington County, Blacks- burg, Charlottesville, Chesapeake, Fairfax City, Hampton, Henrico County, Herndon, Lexington, Lynchburg, Martinsville, Norfolk, Portsmouth, Richmond, Roanoke, Suffolk and Virginia Beach. The forty-eight entries in the six categories made the competition rigid. The following are the winning localities in their respective categories: Lexington Community Development Blacksburg Effective Government Henrico County Environmental Quahty Hampton Human Resources Norfolk Public Safety Arlington County Transportation We are looking forward to serving the Virginia Municipal League in Roanoke in 1979. u z < z u Che Ibotel IRoanoke ROANOKE, VIRGINIA 24026 > 11 �CBD RESTORATION >- u z O < z a > 12 Celebrate! It's "Restoration Day" in Lexington. On October 23, 1976, a carnival-like day brought Lexington citizens to Main Street to commemorate the end of the construction of the central business district restoration. Downtown merchants awarded a color television set while bands played and citizens enjoyed their day on Main Street. The CBD project was the culmination of more than 10 years work on the part of private and public groups in the rehabilitation and restoration of Lexington's primary commerical area. One private group in particular, Historic Lexington Foundation, Inc. (HLF), worked alone and in concert with the City government and several downtown projects and was instrumental in the adoption of Lexington's first historic zoning ordinance. The Foundation also sponsored a joint program with the City for the installation of brick sidewalks in the downtown area. The City's CBD project was started, in part, in response to the efforts of H L F and other groups interested in downtown restoration. City Council realized that a major "face lifting" in the commercial area was needed to attract additional private investments. For a number of years, the declining tax base and the run down appearance of the business area had been a concern to Council. So the project was an effort also to stop the erosion of the downtown area's economic viability. The project was a five year capital improvement program in four areas. In 1973, the city manager presented to the Council a five-year capital improvements program which included a schedule of repairs in the downtown area. Council, realizing that the time had come for the City government to provide a solution, expanded the scope of the improvements and agreed to embark on the project. Work would be concentrated in four areas: placing existing overhead utility lines underground and replacing some water and sewer lines; installing the City's first storm sewer system; rebuilding of all sidewalks and streets in the business district; and replacing signs, traffic signals and street lights to reflect the 19th century character of the town. The first phase of construction involved the relocation of the overhead utilities and the underground gas, water and sewer lines. This work proved to be the most disruptive part of the entire project, with the crews from three utility companies, the contractor and several City crews working in the downtown area at the same time. In the interest of aesthetics, the City Council decided to show off Lexington's architecture by eliminating all overhead wires and poles. The growing awareness that historic preservation in the com- �munity and the visual improvements would add to the promotion of the Lexington area as a destination for tourists prompted Council to make a decision. Council also realized that in putting the utilities underground it would have to pay particular attention to the designs of the street lamps, traffic signals and signs that would replace the old forms. Shortly before construction started, a street lamp design was approved by Council which recalled the 19th century character of Lexington. Brick sidewalks in Lexington can be traced back to the 1800s; in fact, some of those original sidewalks still exist. The cost of brick sidewalks, however, prohibited the City from including their complete cost in the project so property owners were asked to pay the additional cost for the brick. Under this formula, the City paid a base amount of $10 per square yard for concrete and the merchant or property owner paid either $10 or $12 per square yard for brick, depending on the pattern choice. An overwhelming majority of property owners agreed to the plan. One anonymous gift of $5,000 enabled the City to complete the project. It would be an understatement to say that the street construction created a mess in the downtown area. From the spring of 1975 to the early fall of 1976, with only a short break during the winter months, downtown streets were an obstacle course to motorists and pedestrians. On some days, it was difficult to get from one side of town to the other in the morning and to find that same route open in the afternoon. These disruptions caused some residents to express skepticism about the benefits of the project. But as the work progressed, support for the project seemed to grow. After the winter break, work crews began the final phase of construction. One group began rebuilding all sidewalks, curbs and gutters, the other started the repaving. While still dusty and disruptive, this part of the project was more orderly, because work was concentrated in one area at a time. CAPITAL 9002 The finishing touches were actually put on the project in 1977 when the downtown signs were erected. They were effective, tasteful and reminiscent of the 19th century rural town. When Lexington's City Council made the decision to restore the downtown area, it did so with the hope that the municipal investment would stimulate more private investment and interest in the area and bring a renewed sense of well-being and purpose. The evidence indicates that, so far, the decision proved successful. Although it cannot be said that this project has solved all of the problems of Lexington's central business district, there is a new interest on the part of City residents in their community and its future. The Richmond Times Dispatch summed up Lexington's CBD project: "The transformation and the mess (of the project) can be traced to the efforts of many here to preserve and enhance historic downtown buildings and to breathe new life and economic vitality into what was becoming a blighted area." Street construction frustrated citizens but support for the project seemed to grow. MOUNTAIN RICHMOND, EQUIPMENT ROAD COMPANY, INC. • P. 0 . B O X 9609 V I R G I N I A 23228 PHONES: 804-262-7341 C O M P L E T E LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS H I G H W A Y — C h e m / c a / Spreaders, Slurry Pavers LINK B E L T — C r a n e s — Excavators F M C / B E A N — Sewer Cleaner LAYTON MFG. C O . — Asphalt Pavers M E Y E R S - S H E R M A N — "Vactor J e t Rodder" R I C H M O N D M F G . C O . — Horizontal B o r i n g Machines E L G I N - L E A C H — Sweepers, Refuse Bodies ATHEY MANUFACTURING CO.-Maintainer Grader ROYER FOUNDRY — Shredders G I A N T - V A C — Leaf Collectors D A V E Y — Air C o m p r e s s o r s M A S S E Y - F E R G U S O N — Backhoe Loaders >- Plan to V i s i t W Y T H E V I L L E "The Hub of Southwest Virginia" — Located Intersection of Federal Routes Interstate Routes 77 at u 11, 2 1 , and 52 and and 81 z COOL IN SUAAMER Average Elevation 2350 O 1- Feet EFFICIENT GOVERNMENT Council-Manager Form since < 1924 EXCELLENT FACILITIES for Business and (J Industry CONVENIENT RECREATION > including Sports, Camping, Hunting and Fishing 13 �Bl ACKSBURG REPORT/CALENDAR u z O < 14 If you moved to Blacksburg and wanted to know who the Planning Commission members are or who the Girl Scout contact is, just consult the Annual Report and Town Calendar. You can pick one up at the Information Desk in the lobby of the Municipal Building. Simple. Useful. Practical. These words describe the Blacksburg annual report that is in a wall calendar format. The Town wanted to provide a quick, easy way to inform new residents as well as long time citizens about their local government, community and available public services. REPORT/CALENDAR Each report/calendar lists town meetings and community activity dates on the calendar as a means of keeping the public informed as to when these events occur. By listing these, it is hoped that the citizens will participate in the events. In addition to reporting on each municipal department, the report/calendar includes information on the Chamber of Commerce, Virginia Tech and local clubs and organizations in order to contribute a sense of unity and interdependence among these important sectors. The last section of the report/calendar has a telephone directory of commonly used public services such as the fire and police departments, town administration and health care services. The simple format of the report/ calendar lends itself to wide distribution and readership, and practical usefulness to the citizens. The publication is funded solely by the Town's operating budget. Informing the public is a vital function and the Town of Blacksburg realizes they must not only issue annual reports, but must make information available on a day to day basis. The report/calendar is a visible reminder to the citizens that the Town wants to be of service and an important part of their daily living. Town Manager® Personnel ond Community Relations SIS • i i i i S S Jan. 78 , ^. . _ ^ . Feb. 78 �A simple overfly is not enough. < Drop In And Stay A Few Days In Richmond. You'll Be Glad You Did. Z TZ �HENRICO COUN'.. 1985 OPEN SPACE PLAN "When Henrico County citizens were asked if enough public outdoor recreation areas were available, nearly seven out of ten felt more recreational facilities were needed." u z O < a. The 1985 Open Public Space P l a n was created out of a need to provide space for recreational f a cilities and perhaps j u s t as important, to protect Henrico's natural resources for future use. County officials had been trying since the early 1960s to develop a park s y s tem and had even joined with nearby jurisdictions to form a regional park authority. Voters, however, defeated a proposed bond issue for regional park development and the park authority was soon dissolved. Victory finally was achieved on June 14, 1977 when Henrico voters passed a $7.5 m i l lion bond referendum for the 1985 Open Space P l a n . The project was developed in three parts: inventory of early a r chitecture and historic and archeological sites; open space appraisal; and parks recreation and open space. The inventory was needed to identify, collect and organize all information related to the natural and man-made resources of the County. Conducted in cooperation with the Virginia Historic L a n d marks Commission, the inventory identified and described early buildings and historical sites. The actual fieldwork, research and writing w a s undertaken by the Commission and the results were compiled into a book so it would be accessible to the professional planner. The appraisal was a collection of p h y s i o g r a p h i c , n a t u r a l r e sources, existing facilities and citizen recreational needs compiled into one volume. The final part, the open space plan, was a collection of the materials and planning tools generated during the plan formulation and bond referendum campaign. Using the research material, flood-plains, easements and c r i t i cal environmental areas were identified for potential park sites. The first site search led to more than 60 locations suitable for park development. T h e next step w a s presenting it to Henrico residents. "One of the basic premises was the need for citizen input and participation." Because of earlier referendum failures, it was felt that for success the plan must reflect the desires and needs of the residents. A systematic, stratified, non-aligned random sample survey was conducted which sought the leisure habits and attitudes of the residents for the open space plan. C i t i zen input was enhanced further oh when the Board of Supervisors established the first P a r k and Recreation Citizen Advisory Commission. P u b l i c meetings were held throughout the County to solicit citizen reaction to the initial sites. Following a public hearing on the proposed open space plan, the Board of Supervisors set the amount of the bond referendum. A comprehensive public information program w a s prepared for the bond referendum campaign which informed citizens of the debt requirement, bonded indebtedness and the tax impact to the average homeowner. A n audiovisual presentation was shown and a " F a c t Sheet Reference, Questions and A n s w e r s " was given to County officials who educated Henrico citizens at public meetings. "We have a wonderful County government and a lot of good schools, but we ought to be ashamed that we don't have a park in this entire County." —Henrico Citizen The bond referendum passed and the implementation of the 1985 Open Space Plan is now u n derway. A highlight of the project came in September, 1977 when the Virginia Commission of Outdoor Recreation awarded Henrico a grant—the first for the park. The efforts of Henrico citizens. County staff and civic organizations have resulted in an outstanding park plan. �OUTREACH PROGRAM A viable community looking to the future, must utilize all of its resources, and the most important of these resources is its citizens. Citizen effort was the key when the City of Hampton sought to provide human services as a community based network to its residents. When the Outreach Program began nine years ago, the Social Services' staff home economist was requested to assist residents in a small public housing project. Today, the Outreach Program is supported by the civic clubs, churches, private citizens and numerous City departments. DECENTRALIZATION Decentralization is the foundation of the Outreach Program. In 1968, the Redevelopment and Housing Authority opened a community center to serve residents of a housing project. The home economist from the Social Services Department mentioned earlier provided consumer education and thus, a joint arrangement between the two departments in meeting citizen needs was born. An Outreach office was then offered one day a week in another Hamptom community. The office provided family and personal adjustment counseling, transportation, family planning and information and referral. Even on a limited scale, the first Outreach office supported the request for more offices, and more important, the capability of the Outreach Program to be responsive was demonstrated. The Authority agreed to provide matching funds necessary to obtain staff to be housed in each of the three housing projects as well as office space and utilities. This voluntary, financial agreement between the Redevelopment Authority and Social Services was the first of its kind in the state and became a model for other ventures in this area. The Outreach Program moved out into the community beyond the public housing projects when its services were solely needed in conjunction with economic development and physical rehabilitation to the decaying neighborhood. Thus, decentralization is an accomplished fact. The success of the City in its Outreach effort was the basis for the City's proposal to participate in the 517 model program of coordinated service planning and delivery. EXPANSION The expansion into the private sector evolved when an Outreach office was located in a privatelyowned apartment complex for lowincome families. Two more low-income complex owners have since requested an office be located in their complex. Although the City and the Social Services Department was concerned with the needs of all families, it has found that those in the upper age brackets and the handicapped are the least able to obtain help without assistance. Following a house-tohouse needs assessment survey, an office was open to serve the high concentration of elderly who live in one neighborhood. OPERATIONS The Outreach office staff are housed on a permanent basis (the number of workers depends upon the services needed). The Authority provides not only office space but the necessary 25 percent match for some staff salaries. The balance is covered by Title XX funds and Community Development grants, which also provide funds for office rent. Low and middle income families and recipients of public financial assistance are offered 28 different kinds of services ranging from housing to nutrition and transportation assistance. The decentralization of activity from the main office brought about by housing social workers in different areas has accomplished the objective of making needed services readily available. The Outreach Program has increased the visibility of social services staff and has served to increase community acceptance and trust of City workers. CONCLUSION The Outreach Program has been supported by community efforts and maximizing these efforts has given testimony to the goodwill and hard work of everyone involved. The program has lifted barriers of territorialism and isolationism, and restrictive programming practices have been overcome. The Outreach Program has indeed enriched the lives of those residents it has served. U Z o I- < > 17 �NORFOLK OFFICER FRIENDLY u < Z a > 18 The Officer Friendly Program teaches primary school children rules of safety, good citizenship, respect for laws and helps them identify and relate to the uniformed police officer on a positive basis. The program also reflects the unique needs of the City of Norfolk. The Program has four general goals: • to provide children with an opportunity to develop an intelligent understanding of their rights, responsibilities and obligations as community members; • to provide a realistic understanding of police work and the services the police perform in our society; • to establish rapport between elementary school children and the uniformed police officer; and • to create a positive attitude in the children regarding their welfare and the welfare of others. The goals of the program are directed toward the solution of the existing crime problem. The statistics published yearly in the Uniform Crime Reports show that despite massive infusions of federal money into the fight against crime, rates of crime, particularly among juveniles, have continued to rise. "The goal of the Officer Friendly Program addresses the development of young children into responsible citizens, therefore, preventing crime." What better way to create adult citizens, who are aware of their potential to be involved and respon- sible participants in the creation and maintenance of order and selfrespect in their communities, than to start inculcating such ideas and concepts in the minds of young children? The goals of the Officer Friendly Program directly address the development of this kind of awareness and perception, and as such, appear to lend themselves to very legitimate and appropriate ends. The Officer Friendly Program started in Norfolk on a part-time basis in 1974. In the late spring of 1976, plans were made to significantly change the program from the previous two years. After extensive interviewing of applicants, two officers were assigned to the program on a full-time basis. The officers had approximately two months to develop lesson plans and schedules of pre-kindergarten through second grade in the Norfolk public school system. The topics of the visits would be aware- �ness of the pohce officer's role in the community, personal safety and crime resistance. The lesson plan for each grade level was essentially the same and differed only in the amount of information given and the manner of presentation. Prior to initial visits to the schools by the officers assigned to the program, a teacher orientation was held. At this orientation, teachers were given an outline of the program and handouts explaining the program, along with a schedule of the officers' visits. The teachers were requested to have each of their students draw a picture of a pohce officer at work and have those drawings available at the officer's first visit. Teachers were also requested not to influence the drawings by making any suggestions of what the students should draw. After these pictures were drawn, each student explained his or her drawing to the teacher, who, in turn, wrote the student's description on the drawing. At the officer's first visit to the classroom, he introduced himself, explained the various parts of his uniform, the reason for wearing it and his equipment and its purpose. He then showed a series of slides that portrayed him engaged in various family and off-duty activities, such as feeding a baby, watching television with his family, shaving and cutting grass. This was followed by slides depicting various other law enforcement persons on duty, such as traffic officers, K-9, detectives. State police officers and dispatchers. This was followed by a discussion with the students and then a visit of the police car, parked near the classroom. On the second visit, the officer stressed pedestrian, bicycle, bus, home and neighborhood safety. The students were encouraged to be cautious around strangers, to know his or her name and address, to not accept medicine or pills from classmates or strangers, and was taught that there are several potentially dangerous household items, such as firearms, medicine, matches, cleaning preparations, and then was encouraged to intervene when a classmate or other peer is not exercising "caution" in such situations. "Be observant and cautious around strangers." —Officer Friendly On the third visit, the student was introduced to the concept of "crime resistance." Basically, this stresses the belief that there are things that each of us can do to lessen the chance of becoming a victim of crime, and that everyone has a responsibility to prevent crime from happening. Certain safety rules were reviewed and discussed in terms of this concept. Basic crime prevention tactics were explained in terms meaningful to the particular age group. These included such things as locking and registering a bicycle, putting toys in a safe place after play, reminding parents to lock doors and windows before going to bed and when no one is at home, being observant and cautious around strangers and telling parents about strange or suspicious things that happen. The student was also encouraged to discuss these things at home with family members. At the end of each of the visits, the teacher was requested to complete an evaluation form and forward it to the program coordinator. The teacher was provided with a list of suggestions for classroom activities to reinforce the concepts and ideas covered in the presentation. At the end of the program, each student was again asked to draw a picture of a policeman at work so this picture could be compared with the one drawn at the beginning of the school year. An additional dimension of the program was a fifty-four page activity book that was developed by a committee composed of members of the Norfolk Police/FBI Crime Resistance unit and the Norfolk Public School System. This booklet was designed for second grade students and is unique to the Norfolk program. Although other cities have books that display varying degrees of similarity, the section on Crime Resistance, has no counterpart in any of the other cities. In order to measure the results of this program on a scientific rather than an intuitive basis, three psychologists from Old Dominion University volunteered their services. The evaluators used several tools of measurement, ineluding the pretest/post-test drawings done by the students. The evaluators agreed on the resuit of the program: After participating in the Officer Friendly Program, children were more likely to nee police officers as persons who help victims of crime. From a cost effectiveness viewpoint, the program may represent a significant and rather inexpensive contribution to crime prevention. The Program is unique in the nation and could serve as a national model. ^ °^ Z ^ Q H<; ^ — ^ — 19 �ARLINGTON COUNTY MASTER BIKEWAY PLAN u o3 O I- O 20 Nationwide, more citizens are biking their way to work, to their neighborhood shops and to fulfill their needs for daily exercise. Because of Arlington County's proximity to Washington, D.C. and the extensive use of the highways by commuters and residents in neighboring locations, the County developed a Master Bikeway Plan. I t comes to the aid of heavy automobile traffic and also provides an opportunity to demonstrate the viability of the bicycle as a safe and energy efficient alternative mode for commuter transportation. C I T I Z E N COOPERATION The bikeway element of Arlington's Master Transportation Plan was developed with extensive citizen participation. A committee consisting of County staff and citizens interested in bicycling, including representatives of the Northern Virginia Bicycle Association, the Washington Area Bicycle Association and the Potomac Peddlers, developed definitive recommendations for goals and objectives, route location, design guidelines and revision of County ordinances on bicycle operation. As a result, a comprehensive bikeway plan was drafted and the County Board adopted that plan as a guide for developing a bikeway network for Arlington. The adopted plan consists of eighty miles of interconnected routes for both commuter and recreational bicychng. In terms of recreational and tourist needs, Arlington's bikeway system has national significance, not only because it is near the Nation's Capital, but because it will eventually serve Arlington National Cemetery, Theodore Roosevelt Island Park, the Pentagon, Fort Myer, the Navy Annex and extend to the National Park Service's Mount Vernon Trail. In planning the bikeway system, the support and cooperation of a myriad of agencies at the local, state and national level was necessary. CITIZEN BENEFIT The benefits of the bikeway plan accrue directly to the residents of Arlington County, the employees working both in Arlington and the District of Columbia and the visitors who can use the facility to visit the various sites of interest. Indirectly, the results of the projects benefit other agencies who wish to construct similar facilities. Using the Master Bikeway Plan as a guide, an extensive network of bikeways are being built in Arlington to provide bicycling opportunities for both the commuter and recreational bike user. Presently, there are approximately fortythree miles of bikeways already in operation and they vary in type from on-street "signed" routes to exclusive bike trails removed from vehicular traffic. INNOVATION Innovation and imagination have been used in locating and constructing the trail system, for example, at the request of Arlington County, and based on extensive planning done by Arlington staff, the Virginia Department of Highways and Transportation incorporated a bike trail into a project involving the construction of bus priority lanes along Arlington Boulevard (U.S. Route 50). This new trail provides the backbone bikeway facility between Fairfax County and Washington while at the same time serving three Metrorail stations and several locations of federal employment. The trail provides two, two-way bike facilities paralleling the roadway using a combination of service roads and exclusive bike paths. Arlington County has constructed feeder routes to this trunk facility to provide access to neighborhoods and recreational facilities. Recently, a 1.5 mile exclusive bike facility was constructed through the predominately residential area in the northern part of the County, while in the south the Public Works Department included bike trails in the restoration of two box culvert projects. One provides a meandering trail along a recreated stream with extensive landscaping while the other utilizes unopened street right-of-way and was constructed as part of a storm and sanitary sewer project. The County has used various means of implementing and funding these projects. Some have been considered an integral part of the restoration of public works projects while others have been required as a result of new land use development or redevelopment. Several projects have been constructed with a grant from the Virginia Bureau of Outdoor Recreation. In addition to these means, the voters of Arlington have approved two bond referendums, Park Development and Streets and Highways, which provide funds for bikeway construction. Arlington County has taken a step to offer its citizens a leisure service and an alternative to getting to work. By cooperating with other jurisdictions and organizations, the Master Bikeway Plan involved a number of citizens who support, and were concerned about, public transportation. These same citizens will continue to support and use Arlington's comprehensive bikeway plan. �Callii^Ear cheapo; Wherever in the world you want to go a station-to-station call is the cheapest way toget there. France Italy Germany ^pan Australia iHiilippines United Kingdom station-to-station Person-to-person $6/5 $12.00 $9.00 $12.00 $5.40 $9,60 Station rates are available to most countries of the world, f^^tes q u o t e d are S - m m u t e d a y t i m e rates a n d d o not i n c l u d e tax And to some countries you save even more when you call station-to-station on nights or Sunday For instance, if you call the United Kingdom nights or Sunday it's only $4.05. Collect calls are usually accepted only atthe person-to-person rate. Telephone Company credit cards are honored for callsfrom the U.S. to all countries. So, when you want to be in another country on business or pleasure, ^ O n T I U a station-to-station call is the cheapest way to get there. i©l©pnOn© U« P u z O a > 21 �The Battle of the Monitor ^ tm0M lit by Dr. J. M. Still, Jr. Reprinted with permission from the Tidewater Virginian, April, 1978. Published by the Chambers of Commerce of the Cities of Chesapeake, Norfolk, Portsmouth, Suffolk and Virginia Beach. u Z O < 22 On New Year's Eve, 1862, the USS Monitor foundered and sank in the stormy waters off Hatteras, North Carolina. In 1973, 111 years after this vessel joined others in the Graveyard of the Atlantic, she was rediscovered by a group of scientists on board the Eastward, the Duke University Research vessel. On January 18, 1978, the Monitor Research and Recovery Foundation announced that it was moving to Norfolk. This foundation was established in 1975 with the ultimate objective of recovering and displaying this famous vessel in a museum. They and others hope that her final resting place will be Norfolk. If this happens, Norfolk will have one of the most important historical attractions in the country, one that should draw millions of visitors. It is an attraction because it is the American warship that most people in this country recognize by name, identifying it with the battle between the Confederate ironclad warship Virginia (Merri- mack) and the Monitor in Hampton Roads, a few miles down the Elizabeth River from Norfolk. And, as most school children know, the battle between these two warships is one of the most important engagements in naval history because it was the first combat between armored ships. Even contemporary observers agree that the battle symbolizes the end of the wooden warships. The Monitor was the brainchild of John Ericsson, a brilliant Swedish engineer and inventor. A colossal egotist, he produced an endless succession of inventions in Sweden, England and finally in the United States where he migrated in 1839. The monitor type was actually developed some years before the outbreak of the Civil War, but was not adopted until fall of 1861. After overcoming the skepticism of several high ranking naval officers, Ericsson signed a contract to build the vessel for $275,000. He agreed to complete her in a hundred days and subcontracted the work to several firms in the New York City area; Continental Iron Works of Greenpoint, Long Island would build the hull; Novelty Iron Works would construct the turret; Delamater would assemble the engines and other machinery; the ar- mor plate and minor work would be done by still other companies. The keel was laid on October 25, 1861, and by the end of January 1862, she was ready for launching. On the 20th of that month, Ericsson proposed naming the new vessel, the Monitor. Ten days later she slid down the ways at Greenpoint. Gustavus Fox, assistant secretary of the Navy, wrote Ericsson: " I congratulate you and trust she will be a success. Hurry her for sea, as the Merrimack is nearly ready at Norfolk and we wish to send her there." The Monitor was a unique vessel. Instead of a standard ship hull she had a large armored "raft" 172 feet by 41 feet six inches supported by a lower section of wood 122 feet long and 34 feet wide. The "raft" was designed to increase stability in a seaway and protect the hull from ramming. The vessel's power plant consisted of two boilers and two engines of Ericsson's own design, which he believed would propel her at nine knots. The armorclad incorporated numerous technical advances including forced ventilation of living spaces, a protected anchor which could be raised and lowered without it (and also the crew members) being exposed to enemy fire, and a pro- �tected pilothouse. The revolving turret carrying the Xl-inch Dahlgren smoothbores was considered the most novel feature, although the concept of such a gun tower was not a new one. The ship was to carry a complement of 10 officers and 47 enlisted men. Lieutenant John L . Worden was her first commanding officer. He had been captured by the Confederates shortly before the outbreak of war while on a mission to Pensacola, Florida, but later exchanged. On February 25, the Monitor was officially commissioned in the United States Navy. Although she was supposed to leave immediately for blockade duty in North Carolina waters, trial runs in the East River delayed her departure until March 4th. The delay was fortunate for the Union; it enabled her to arrive in Hampton Roads and challenge the Confederate ironclad Virginia (Merrimack). I f the Monitor had left New York on schedule, she may well have been further south when the Virginia made her appearance. Hampton Roads has been described as a sort of "natural naval amphitheater." It certainly was in early March 1862, as thousands of Union and Confederate soldiers as well as civilians had a unique experience of witnessing one of the most spectacular naval battles in American history. On March 8, the Confederate ironclad Virginia attacked units of the North Atlantic Blockading Squadron and destroyed the frigate Congress and the sloop-of-war Cumberland. As night fell, the victorious confederate warship retired toward Norfolk with the intention of completing the destruction of Union vessels in the Roads the following day. A t 6 a.m. the Virginia steamed slowly around Sewell's Point and into the Roads. To the anxious Confederate seamen Hampton Roads appeared unusually empty in the early morning mist with only two ships visible, the steam frigate Minnesota which had run aground the day before and another craft that strangely resembled a cheesebox on a shingle or raft. The Virginia's commanding officer, Lieutenant Catesby R. Jones, a Virginian, immediately recognized her as the Monitor. Action began shortly after 8 o'clock The Monitor's crew. as the Virginia fired a shot through the Minnesota's rigging. The Monitor immediately approached the Confederate ship, determined to keep her away from the helpless frigate. For the next four hours the two armored vessels pounded each other mercilessly, but ineffectively. Their solid shot and shells bounced off the heavy armor or burst into fragments without doing visible damage. Throughout most of the encounter the range was brutally short—less than a hundred yards. Lieutenant Worden, the Monitor's commanding officer, hoped to loosen the Virgwiia's armor by firing at point blank range, while Jones planned to ram or board his opponent. Neither was successful. The Virginia was able to ram once, but the Monitor turned in time and received only a glancing blow that did no damage except to the Confederate vessel. Shortly after this, the Monitor eagerly closed in for the kill. Worden conned his vessel so close to the stranded armorclad that crew members could have leaped from one deck to the other. The Monitor's two Dahlgrens were fired at point blank range, but still did not penetrate. As the Union ship cleared the Virginia's stern, a Confederate shell exploded against the front of her pilot house, blinding Worden and knocking him out of the fight. The command passed to Lieutenant Samuel D. Greene, the executive officer, who made no effort to renew the attack. While the Virginia worked her way off the sand bank, the Monitor steamed in circles nearby and finally stationed herself in a position to guard the Minnesota. The Virginia also made no effort to re- new the engagement. With a number of cracked plates, a perforated smokestack, and nearly emtpy magazines, the shell scarred Confederate ship retired into the Elizabeth River and home to Norfolk. Tactically the engagement was a victory for the Monitor; the Minnesota was saved. But the Virginia gained undisputed control of Hampton Roads and the James River. The Monitor was ordered by President Lincoln not to "be too much exposed, and that in no event shall any attempt be made to proceed . . . unattended to Norfolk." The result was that for over a month the union warship was confined to the vicinity of Fortress Monroe. On April 11, the Virginia leading a squadron of small wooden gunboats, entered Hampton Roads for the first time since the March 9th engagement. Throughout most of the day the two protagonists steamed back and forth within sight of each other, but neither actually came within range of the other's guns. To the Monitor's paymaster the situation seemed ridiculous. "Each party steamed back and forth before their respective friends till dinner time, each waiting for the other to knock the chip off his shoulder. . . . The same comedy I suppose will be enacted day after day for I don't know how long." The same "comedy" lasted nearly a month. Each ironclad hoped to entice the other into making an attack on its own ground. Neither had any intention of challenging unless there was no chance of failure; the stakes were too high. I f the Monitor was disabled, the Virginia had a good chance to endanger General George B . McClellan's plan to take Richmond by way of the Peninsula. With the Union vessel out of the way, the Virginia could enter the York River and disrupt McClellan's line of communication. On the other hand, if the Virginia was destroyed, there was nothing to prevent McClellan from moving up the Peninsula with the York and James rivers under Union control. Early in May President Abraham Lincoln and members of his cabinet paid a surprise visit to Fortress Monroe, and while there learned that Norfolk was being evacuated. Lincoln ordered the naval vessels to bombard Sewell's >U =3 O I- < 23 �>u z < 24 Point to see if tliis fortification had been abandoned and to males another effort to draw out the Virginia. Six vessels including the Monitor opened fire, and when the Confederate ironclad entered the Roads, they withdrew hoping that the Virginia would attack. She did not. A week later the Monitor's paymaster saw a bright light over by Craney Island. This was followed sometime later by a "sudden flash and a dull heavy report." The Virginia had blown up. With Norfolk abandoned and the ironclad's draft too deep to ascend the James River, the ship's crew destroyed her. The Monitor spent the summer of 1862 in Hampton Roads. The blistering heat in the daytime and humid atmosphere at night persuaded her crew to remain topside as much as possible. Finally in September the Monitor was ordered to the Washington Navy Yard for repairs. While in the yard the ironclad, well known to the American people by this time, became a tourist attraction. On November 6, the vessel was opened to the public, and thousands took advantage of the opportunity. The ship's paymaster informed his wife that, "Our decks were covered and our ward room filled with la- dies, and, on going into my state room I found a party of the 'dear delightful creatures' making their toilet before my glass, using my combs and brushes. We couldn't go to any part of the vessel without coming in contact with petticoats." This pleasant diversion was all too brief, however, and within two weeks the refitted vessel had rejoined the fleet in Hampton Roads. On Christmas Eve, 1862, the Monitor received orders to Beaufort, North Carolina. From there she was to join a blockade squadron off Wilmington or Charleston. Bad weather delayed her departure until December 29. At 2 p.m. she left Hampton Roads for the last time under tow of the USS Rhode Island. The first 24 hours at sea were uneventful. The water was smooth and the weather moderate for the time of year. On the second day, however, it began to deteriorate. Throughout the day the wind picked up with rising swells, and by nightfall waves were breaking over the bow. Between 7:30 and 8:00 the full force of a gale hit. As her low raft-like hull submerged under the crashing waves, only the turret could be seen by lookouts on the Rhode Island. The constant pounding inevita- bly opened seams and cracks in her wooden hull. Despite pumps and bucket brigades, the water gained rapidly. It became obvious that the ship would have to be abandoned, and distress flares were sent up. The bow lines to the Rhode Island were cut, so the steamer could come as close as possible to lower her lifeboats. All but sixteen of the crew were saved. Efforts to rescue the others failed. At approximately 1 a.m., December 31, 1862, the men lining the Rhode Island's rail saw the ironclad's red and white lights hanging above her turret disappear. The Monitor sank in 220 feet of water some 15 miles south of Cape Hatteras. There she was found, bottom up, lying on her separated turret in 1973. �Helping Communities Grow By Serving Self-IVIovers U-HAUL Community Builder. NEW DUTY STATION U-HAUL C o . of Tidewater 1301 Monticello Ave. Norfolk, Va. 23510 Ray Smith, President U-HAUL C o . of Central Va. 900 N. Lombardy Ave. R i c h m o n d , Va. 23220 Galen Davis, President MOVING C R O S S TOWN AUL iF5 A RENTAL SERVICE COMRANV TOWN OF CULPEPER ArvlFRCCI©. VACATIONS/HOLIDAYS Sheraton welcomet Ui. Municipal Leag uen^thingto rstav ml^l, u °3 " A High and Pleasant Situation i n Virginia". — G e o . Washington Culpeper, Virginia O I— < T O N H O T E L S 4 M O T O R INNS. W O R L D W I D E ;ENTE.R, N O R F O L K . VIRGINWW8M/461-9192 > 25 �The Role of the Elected Official 6?/ Jessie M Rattley All Virginia cities and most of the "large" towns have an appointed manager, and many of the counties operate their governments through appointed chief administrative officers. It is within this context of the appointed officer that I will focus on the role of the elected official. u z O < z > 26 TWO B A S I C FUNCTIONS Traditionally the council person has two basic functions to perform: policy making and administrative oversight. It is most often the policymaking role which is the most difficult. I n deciding what needs to be done, an elected official must expect to contend with divergent points of views and may need to consider various alternatives before arriving at a decision. But, it is when facing the difficult policy decisions that an elected official's ability to provide leadership is most severely tested. As pointed out in the National Municipal League's Handbook for Council Members there are basically three ways for a governing body to approach its policy making role: it can wait and react to pressures from the community, acting only when it has a clear indication of the demands of the citizens; it may decide merely to serve as an arbitrator to resolve or compromise conflicting or competing demands; or it may assume the full mantle of responsibility as assigned by the electorate for public leadership. This approach involves studying the problems and needs of the community and determining a course of action which will best serve those needs. In doing this, the elected official ultimately may be required to convince the community of the need for action or for the particular course selected. There are probably few decisions as volatile or contraversial as the raising of taxes; tax increases seldom have any supporters except for the manager, finance director, or budget staff. But, if the Council has explored the alternatives such as reduced services or delayed capital improvements and found both to be unacceptable to the community, a tax increase may be the most appropriate action despite its lack of popularity. A governing body generally has more information than the general public and, therefore, is in a better position to make a decision. As might be the case with a tax increase, the need for such action may be far more apparent to the elected officials than the general public. Of course, elected officials should represent the majority opinion of the citizens and if they consistently fail to do so they are not likely to be returned to office. What is the responsibility of the elected official for measuring public opinion? By way of citizens complaints, letters to the editor or public hearings, a sampling of public opinion can be obtained. However, if limited only to contacts of this type, the opinions received may not necessarily be representative, so it is important to gain the viewpoints of a cross-section of the community. This can be accomplished by participating with civic organizations or seeking out the advice of community leaders either informally or by establishing advisory committee. A word of caution about advisory committees is in order. Unless you have complete faith in the infallability of a committee, you should make it clear that you are seeking their advice and counsel but are not committed to accepting every recommendation totally. You and your fellow council members may be privy to plans and information not available to a committee. These approaches are useful also for developing public support for policies proposed by the governing body. In general, the more diverse the contacts with the citizens, the more likely it will be that the opinions received will be representative. The appointed manager is primarily thought of as the person who implements policy after the council has acted. If the council, for example, adopts a dog control ordinance, it is the manager who is expected to organize and staff the activity. However, the manager will have knowledge or expertise relating to matters under consid- eration by the governing body and, therefore, should be encouraged to recommend policies and/or well planned alternatives as part of his responsibility to the elected body. By providing information, suggestions and alternative courses of action, the manager can assist in decision making. But, it is up to the elected official to evaluate the input from the manager along with inputs received from outside the government. The manager may suggest or recommend but, ultimately, it is the elected official who must decide. ADMINISTRATIVE OVERSIGHT Earlier, the role of administrative oversight was mentioned. Even in the council-manager form of government, the governing body has significant responsibility for administration. First, it is their duty to select a capable manager. Second, they are responsible for evaluating the manager's performance to ensure that the government is being administered effectively and that policy is implemented as desired. Clearly, there is a very fine line between oversight and meddling. One of the more important things to be learned by the newly elected official is the division of responsibility between the council and manager. Responsibilities which should be the prerogative of the manager are: • recruiting, hiring, disciplining and training of personnel; • establishing, organizing and coordinating the various agencies or units of government; and • supervising of the various governmental functions such as planning, finance and budgeting. Yet as the policy maker, the elected official has a substantive role in all of the above, whether establishing an affirmative action plan, adopting a budget, or setting goals and objectives for community development. The elected official provides the basic direction under which the manager must operate. With the complex intergovernmental relationships which �now exist the elected officials also have a role to perform beyond the bounds of their jurisdictions. Local governments both large and small are becoming more dependent upon the financial resources of higher levels of government. Whether emanating from the state legislature or the Congress, their action will have pronounced impacts upon local government. Not only do these other legislative bodies have control over revenue, but they can and do mandate the expenditure of local funds. Given this interdependence, local elected officials must lobby for legislation that is beneficial to their own communities. This lobbying can be performed most effectively by the elected official who can speak as a direct representative of the people. When conflicts arise between state policy and local policy, contact be- tween state and local elected officials is essential. It is helpful to keep state legislators and Congressional representatives advised of local problems and concerns so that they can take them into consideration when passing legislation. Participation in regional, state and national associations can also be of real benefit to your communities; the Virginia Municipal League and the National League of Cities are excellent examples and have well developed programs in education, training and lobbying. Furthermore, through participation in these associations, you can learn of common problems which other communities are experiencing and potential solutions to these problems. No community has either the resources or the expertise to solve all its problems, therefore, the elected official must often look outside for assistance. In reality, no one can easily tell you how to function in the role of an elected official. Much of what you learn will be by trial and error. All of us learn to adapt the slow, hard way, accepting those things that cannot be changed, working with others to change what needs changing and compromising at times with others who hold a different view. Relationships with constituents, the appointed manager, other members of the governing body and representatives of other levels of government all will affect the potential success in providing public leadership in your community. ABOUT THE AUTHOR Jessie M. Rattley is Councilman, Newport News and President, Virginia Municipal League. People Jack Appointed D. PAUL JACK, building official, Hampton, was appointed to serve in a new at-large position on the Executive Committee of the Building Officials and Code Administrators International, Inc. (BOCA), the position was created as a membership-approved change to the BOCA bylaws at the Annual Business Meeting in Milwaukee, Wisconsin. A native of Ohio, Jack has been with the City for 22 years. He was appointed chief plumbing inspector in 1957, assistant building official in 1965 and building official in 1973. He presently serves on the Executive Committee of the Virginia Building Officials Association and is the past president of the Plumbing Inspectors Association. Love Resigns WILLIAM J LOVE, general manager of Hampton Residential Sanitation District, resigned July 1. A graduate of the U.S. Military Academy at West Point, Love re- tired from the U.S. Army Corps of Engineers in July, 1971 with the rank of Colonel. He has been district engineer for the Corps' Baltimore district. He succeeded Frank Miller as HRSD general manager in September, 1971. V M L Staff Changes In a major staff reorganization, MICHAEL S. DEEB, former deputy director, was appointed director of research. His duties include research, reports and general information, affiliate groups and training. BRADLEY K. HARMES was appointed senior staff associate in charge of personnel, legislation and policy committees. Deeb is a graduate of the University of Rhode Island and holds a graduate degree from the University of Connecticut. Harmes is a graduate of the University of Evansville and received a graduate degree from Virginia Commonwealth University. Carter, Kelly Named Governor, John N. Dalton an- nounced the appointments effective July 1, 1978 of ROBERT E. CARTER as executive director of the Virginia State Fire Services Commission and JAMES C. KELLY, JR., as director of the Office of Fire Services Training. Both agency heads are under the direction of the Secretary of Public Safety, H . Selwyn Smith. Carter served as chief investigator and deputy chief fire marshall in the State Fire Marshal's Office. For the past years, he has occupied the position of state supervisor of the Fire Service Training Office under the Department of Education. He is a member of the Joint Council of National Fire Service Organizations and was chairman of the Council in 1976. Kelly was a member of the Henrico County Fire Department and served as chief of Hanover County Department. He was employed by Allied Chemical as a safety engineer, and operated his own business prior to becoming an area supervisor for Fire Services Training. ^ i— {j Z ^ O < ^ .-= ^ 27 �HARBORFEST The sight of tall-masted sailing ships, the sounds of cannons and fireworks and the shouts of battling "pirates" and delighted spectators signal the celebration of Norfolk's annual Harborfest weekend. Harborfest has its origins in Operation Sail, the 1976 bicentennial spectacular which originated in New York City with a parade of tall-masted ships from all over the world. Several of those ships were brought to Norfolk during the U Z o I— < > 28 summer of '76 as the highlight of the first Harborfest weekend. It was such a success that it has become an annual event, drawing attention to the potential of Norfolk's most valuable resource—its waterfront. Harborfest features a water battle between a colorful collection of "pirate" vessels. Waterfront rock concerts, a pirate ball, a water-ski show, ski diving demonstrations, and a parade of boats also number among the festivities which entertain thousands of people along Norfolk's waterfront each summer. A spectacular fireworks display adds to the holiday atmosphere. The fireworks have honored such beauties as the "Pride of Baltimore"—a replica of the Baltimore clippers famed during the age of sail—the barkentine "Gazela Primeiro", the Meka I I and the America. ORDINANCE CODIFICATION Looseleaf Supplement Service M UNICIPAL CODE CORPORATION p. O. Bex 2235 TALLAHASSEE, FLORIDA 32304 UUphen* (904) 576-317) «Full time law editorial staff now serving over 1,500 cities and counties in 46 states, including Virginia. ' Prompt Looseleaf Supplement Service30-60-90-Day Schedule. �AprU in Paris, Springnme inWmont, Autumn in Nov\i>rk, October inMiginia Beadi. Though not a standard refrain, w e hope "October in Virginia B e a c h " will b e c o m e your favorite song. Lyrics are simple: Indian summer days. Cool nights. Walks on the b e a c h . Tennis. Fishing. Sunning. Eating. Watching. Waiting. Won't you c o m e a n d sing our song? The New Standard.. VIRGINIA BEACH s ��In the beginning, before the billboard, grand hotel, miles of freeway, townhouse development, bank, recreation center, daycare facility, church, bakery and shoe store, there was one commodity. There was plenty of undeveloped land but now we're running out of it. That's why Norfolk's City Council created the Department of Development. Established in October, 1977, the Department has a broader range of concerns than simply bringing industrial manufacturing to town. Now the Department must be concerned with "urban economic redevelopment." This reflects the hard economic facts older cities like Norfolk face in revitalizing their economies. Most of these cities are cores of larger metropolitan areas and face severe land constraints. They cannot expand geographically and almost all the land they have is being used, which constitutes about 95 percent of Norfolk. Most of the remaining five percent is either small parcels, has uncorrectable natural restrictions (swamps), or is next to incompatible uses. These variables require selective economic development and redevelopment. More often than not, urban economic development requires building upon what exists in the local economy rather than going against national and international economic shifts. Much of Norfolk's public and private plant investment is old, inefficient, and, in the case of private capital, fully depreciated. Expansion of existing firms is difficult because of little vacant adjacent land and the generally high density of the city. "The Lord ain't gonna make any more'' As the old farmer said in refusing to sell his land, "the Lord ain't gonna make any more," so we must use what we have, better, which is to say, more selectively and intensively. Norfolk never has been and probably never can be a major manufacturing center. For example, in 1972 the share of personal income derived from manufacturing employment in the Norfolk Standard Metropolitan Statistical Area was 7.8 percent, compared to Baltimore's 19.9 per- cent, Wilmington's (Delaware 35.1 percent and Greenville-Spartanburg's (South Carolina) 37.8 percent. Rapid industrial growth in the surrounding Cities of Virginia Beach, Chesapeake and Suffolk will soon improve that metro area figure substantially, but Norfolk doesn't have the land of its sister cities. This is not to say that manufacturing is not welcome or that it cannot be accommodated in Norfolk. To the contrary, many prime sites are available and others will follow. Development of those sites, however, will depend upon the contribution of the proposed user to the existing economic base. Norfolk does have, always had, and will continue to cultivate and develop a strong base of services important to most urban centers. Aside from the City's tremendous Naval installations, Norfolk has been and increasingly will be the keystone of mid-Atlantic international maritime trade and related professional services and the regional hub of financial, professional educational, commercial, medical and cultural activities. The task of the Department of Development is to promote and exploit those assets. This requires targeting development efforts rather than using a "shotgun approach" for one prime reasoncosts. The costs of development mistakes are extremely high in terms of both invested cash and lost opportunities. Thus, Norfolk's strategy is both aggressive and deliberate and involves building for the City's future based upon the past. the Department of Development staff analyzes facts and figures to decide future actions. The staff is developing methods of gauging the potential benefit (or the lack of it) to Norfolk from a proposed development. Such measures would compare potential local economic spinoff in increased tax base and employment to that of existing, similar activities. Also the staff will study proposed new development to see if it complements and enhances Norfolk's existing economic base. For example, the City recently acquired an industrial site on the waterfront in the St. Helena area of Berkeley. The parcel is relatively small (about 13 acres), but contains about 850 feet of deep-draft channel frontage. Because of the scarcity of such land in the area and Norfolk's strong base of industrial marine activity, the Department of Development is conducting a physical and economic study of the site which will suggest the form of development most beneficial in terms of employment and value to the community. Clearly, this approach will present some tough decisions, but the consequences of the alternatives are tougher. ABOUT THE AUTHOR Thomati D. Blanchard, Jr. is Economic Development Coordinator, City of Norfolk. "Norfolk's assets are its human resources " A large measure of Norfolk's (and of any community's) assets are its human resources. A major part of this development strategy will be directed toward using leadership skills, creativity, and labor and management resources available in Norfolk. The more obvious financial resources will also be marshaled to help overcome higher investment risks inherent in redeveloping inner cities. Such resources must clearly come from federal and state grants, from City funding and the private sector. In refining development strategies. u z O < z u > 31 �Commentary 'BEYOND THE TAX REVOLT: MORE POWER TO WASHINGTON?" by Alexander Walker U o3 Z O I- < z u > 32 So the long-awaited taxpayers revolt is finally upon us. The vote for California's Proposition 13 (Jarvis-Gann) was overwhelming. Limits on state and local spending have been enacted in Colorado, Tennessee and New Jersey. Tax control measures stand a good chance in a half dozen states this year. It has been a long road and there are many bends and turns that have brought us to this point. The revolt is partly the legacy of events such as Vietnam and Washington. Local officials had little to do with Washington's misadventures but now they must bear the consequences. The revolt is partly the legacy of years of economic instability which have generated much anxiety for people caught in a squeeze between rising costs for everything and falling income expectations. The revolt is partly the legacy of a generation of social change and unpopular government policies relating to that change. Voters in Ohio, for example, turned down school bond issues as a protest against school busing. Finally, the revolt is the result of years of frustration with what is perceived as higher taxes for poorer services. The litany has been repeated many times: "More money for education . . . yet children can't read; more money for police . . . yet the crime rate soars. . . ." Local government is an easy target. This is especially true in states such as California, with provisions for direct citizen initiation of legislation or of constitutional amendments. The property tax, which is the key for local government, is consistently shown by public opinion polls to be the most disliked tax in America. The property tax is seen as unfair, regressive and destructive of individual home ownership. The more efficient and straightforward that assessment practices become, the more hostility is generated against the tax, since tax assessments traditionally were significantly below true market value. What are the implications of the tax revolt for Virginia? This is obviously a political question, and one characteristic of politics is that perceptions, rather than any hard, empirical "reality" are the stuff of political controversy. Consider the facts about the tax picture in Virginia. California's Proposition 13 limits property taxation to $1.00 per $100 valuation. In Virginia, the average real property tax for cities in 1976 was only $1.04 per $100 valuation. For counties it was $0.49. Virginia ranks near or below the median of the fifty states in terms of the average tax load. But every statistics student has heard the joke about the person who drowned while wading across a creek with an average depth of three feet. Large cities and counties have the highest average tax rates ($1.24 and $1.17, respectively). But even the rates for such cities as Richmond and Alexandria ($1.48) are nothing compared to the $3.20 average in California or $4.70 in Massachusetts. One must ever be mindful that we are dealing with perceptions. Today it is not the absolute rate of taxation but the trend in taxation as reflected in the growth of the last decade or so that alarms many people. Expenditures by localities have grown fivefold since the 1950s. The state budget has gone from $576 million in 1960 to $3,374 million in 1975. Inflation, population growth and economic expansion account for much of this growth in public expenditures, but there is no escaping the impression that spending has skyrocketed. Thus, when Governor Dalton asserts that taxation is not a critical problem in Virginia as it is in other states, and Kenneth White of the Virginia Taxpayers' Association makes the opposite assertion that things are getting out of hand, both gentlemen can claim to be supported by the "facts." How can public officials defend themselves against the charge that their taxing and spending policies are out of line? In Virginia they will be at an ideological disadvantage. In terms of political symbolism and rhetoric, the "Conservative Ideology" is sacrosanct. It is, after all, the political leaders themselves who have continually sung the praises of fiscal restraint and modest government. Political careers have been built on waging a kind of guerilla warfare on the federal behemoth across the Potomac. Within this context the tax revolt in Virginia has a certain irresistible logic working for it: if "pay-as-you-go" was good, then "pay-nothing" is better; and not "tomorrow," but "now!" Talking to leaders of taxpayers' associations around the state, and reviewing their press releases and publications, one forms two major impressions. One is that the leaders of the taxpayers' associations have a deep, ideological conviction that we stand on the brink of disaster unless draconian measures are taken to halt the spread of government. The second impression is that there is a general feeling of "alienation" from public officials and, thus, a general skepticism about official statements and projections of present and future needs. The taxpayers' associations, too, have their own organizational problems. Obviously the term "taxpayers" applies to a very heterogeneous group—everyone might conceivably be included. Organizationally, it is difficult for the tax movement to sustain itself except by zeroing in on one or two particular issues. No doubt this fact helps to explain why the property tax is a favored target, and why the taxpayers' groups have tried to avoid being pinned down on the question of specific budget cuts. Many Virginians agree that the government in Washington has grown too large. It is ironical, therefore, that one likely result of a tax revolt in Virginia would be more power and dollars flowing to Washington. Many localities already rely on federal aid for some of their programs. About 15 percent of local government revenue in Virginia comes in the form of intergovernmental transfers from the federal government; 22.1 percent of state revenue is in the form of federal grants, with another 1.2 percent from revenue sharing (1976 figures). Furthermore, because the Internal Revenue Service allows part of an individual's income tax to be deducted for state and local property taxes, a big drop in those taxes will produce a windfall for Washington. It may be very tempting for local officials to cut taxes for political reasons in the face of a tax revolt, while taking the money through the "back door" from the federal government. An increase in power for the federal government is but one of the potential hidden consequences of a Jarvis-Gann resolution. Thus, the ultimate results of a sudden tax revolt in Virginia might not be palatable to many citizens. This possibility should not be taken as an admonition to abandon efforts at tax reform; certainly there are real problems to be solved. However, it does suggest the value of a careful approach, with efforts to avoid misperception and to consider the potential long-range consequences. ABOUT THE AUTHOR Alexander Walker is affiliated with the Institute of Government, University of Virginia �Price-tag buying can only add to tiie problems you're called upon to solve today Strengthen and support your purchasing decisions with TOm COST Purchasing equipment for a governmental unit is a complex problem. You're confronted with rising costs, shrinking budgets, and a critical examination of all expenditures. Understandably, the first reaction is to base your choice on the initial price of the machine—accepting the lowest bid as the one and only factor to consider. But this doesn't hold up. There are too many additional factors. And usually they make a "total cost" buying decision best for you. That's because you are including the key factors of operating and maintenance costs, repair and downtime costs, and the resale value you will realize. When combined with initial price these factors add up to the "total cost" of machine ownership. This is bottom-line figuring. Decisive. Predictable. Documented. CATERPILLAR u Caterpillar, Catanr) E are Trademarks o1 Caterpillar Tractor Co., Peoria, IL 61629 CARTER MACHINERY COMPANY, INC. Salem, Norton, Virginia • Biuefield, West Virginia VIRGINIA TRACTOR CO., INC. Richmond, Chesapeaice, Fisherville, Haymarket, Virginia o 1— u > 33 �PUBLIC SAFETY^ PUTS m COMPUTERS INTO ACTION by J. Craig McCormick u z o < 34 In recent years demands for services in the area of law enforcement and fire services have increased. Along with this demand comes a tremendous growth in information systems to provide the data necessary to support additional services and to aid management personnel in planning to meet the needs of their communities. Computerized communications and management systems have been developed to meet the need for planning, efficient utilization of manpower and equipment, and predict future needs. The City of Virginia Beach began using automated data systems to provide more efficient services to its citizens. City government officials and department administrators realized that computerized data systems were the answer to meeting the increased demands for services resulting from a growth in population. In planning the new Public Safety Building, the City awarded a contract to a national firm for a computer aided dispatching system. It took three and a half years of planning and construction for the City to have one of the most modern communications systems in the country. The use of computer equipment and technology has been expanded as the City realized the potential uses. Virginia Beach has tried constantly to get the most effective use out of its computer system and has developed other programs that may be of interest to other localities faced with similar problems. Some of these programs are briefly explained below. COMPUTER AIDED DISPATCHING AND REPORTING Computer-aided dispatching and reporting involves a minicomputer, printer and display screen (CRTS) and mobile data terminals with display screens located in police ... « - -A- 'i h"i patrol vehicles. The system is designed to meet the operational needs of the communication centers. Messages are sent directly to the patrol vehicle and appear on the display screen of the mobile data terminal. Daily, a log tape with the day's transactions is sent to the City's data processing center to generate management reports concerning response time, work loads and zone activities. M O B I L E DATA T E R M I N A L S Mobile data terminals (MODATA) are designed to complement normal voice communications. Po- lice officers are dispatched to assignments as it is displayed on the data terminal screen. In addition, the officer has access to data files such as the Division of Motor Vehicles and the National Crime Information Center (NCIC) which contain nationwide data on wanted persons and stolen vehicles. Officers are able to communicate with each other without tying up voice communication channels by using the mobile data terminals. However, each data terminal is designed so that all messages are monitored on the display screen of the appropriate precinct supervisor and are recorded by the Communications Center's computer. With the mobile data terminals, officers can run vehicle license checks before they stop vehicles, thus freeing the dispatchers for other assignments. Likewise, officers can check to see if individuals are wanted locally or nationally on any criminal charges; they may still use voice communications if desired in emergencies. P O L I C E AUTOMATED MANAGEMENT S Y S T E M With L E A A funds, an Auto- �mated Management System was developed to keep pace with the City's rapid expansion. Data on personnel, budgets, vehicle maintenance, property evidence and uniform issuance is more readily available to assist in making m a n agement decisions. In addition to the other data, the system provides an inventory control for evidence, found property and uniform equipment. I n the area of personnel, basic information along with special skills and abilities, such as foreign language e x p e r i e n c e , s p e c i a l i z e d police training, employee evaluation, promotions and work histories are readily available. The program provides for m a i n taining and computing pay adjustments for court time, overtime and holiday pay. The system is used also to monitor daily work schedules, vacation and sick leave records or employees. Financial information is entered into the system such as the Department's yearly budget, purchase orders, vendors' invoices, travel vouchers and interdepartmental transfers of funds, all of which are interrelated with the budget. The system is used also to project budgets for the coming years. A unique program of this system is the conversion of the line item budget into functional objectives divided into eight categories. A l l costs of personnel and other budget items are placed in the proper category to give a better view to the citizens of how the Police Department's funds are utilized. Another important feature of the system is the capability of projecting the number of calls for service that the Department w i l l receive in a given period of time. This is a guide in determining the Department's manpower requirements. The system is expected to be expanded as its full potential is realized; in the future it should serve as an invaluable police management tool. COMPUTERIZED ACCIDENT REPORTING SYSTEM (CARS) Traffic analysis, accident forecasting and resource allocations, are facilitated by a computerized accident reporting system. The system w i l l be utilized by the po- lice traffic division and the City office of traffic engineering. A detailed summary of accidents by patrol zone, street names and intersections w i l l be available daily. This data w i l l help identify areas with traffic engineering problems and determine where traffic enforcement is needed. O F F E N S E TRACKING AND REPORTING SYSTEM Offense reports, investigative reports and statistical reports w i l l be automated in order to eliminate the cumbersome maintenance of manual files and reporting procedures. Uniformed officers and i n vestigators w i l l be able to receive information much faster than u n der the manual system. The system is designed to furnish information about offenses from the category of the crime to the description of the suspects. JUVENILE INFORMATION SYSTEM Working with the Department of Probation and Parole and the Juvenile Court, the Police Department has computerized a l l data handling juvenile offenses. The i n formation helps to determine the workload and effectiveness of a l l of the criminal justice activities concerning juveniles and gives a visual picture of how the system operates from arrest or detention until final disposition. HIGH INCIDENT TARGET PROGRAM Within the Detective Bureau of the Police Department, data processing equipment is used to support crime analysis, resource alloc a t i o n s and case t r a c k i n g of burglary related offenses. One of the most successful programs in operation since 1974, this system led to the development of other computer systems. Information contained within the system are reported offenses, method of operation of suspects, stolen property and offense zones. The computer has proven to be an invaluable investigative tool that eliminates investigators having to do research thus freeing them for more active investigations. TRACER One of the most novel uses of the computer is the T R A C E R system (Tidewater Regional A d u l t C r i m i nal E l e m e n t Records), a comprehensive on-line criminal justice i n - formation system used by the Cities of Norfolk and Virginia Beach. T r a c k i n g an offender from his point of entry into the criminal justice system (arrest/booking) to his point of exit, the system constantly monitors the offender. I t shows how cooperation on a regional basis can help reduce crime and its cost. Also, data can be measured to show the correlation between arrests and convictions. FIRE SAFETY In the areas of fire safety, computers have been used to monitor the response time of fire personnel by station and map, location of the reported fire, damages by the class of a l a r m , average response time by the first due station and total time spent on the scene by station and class of alarm. T h i s type of information helps to determine the best u t i l i z a t i o n of m a n p o w e r and equipment and to identify problems where additional training or resources are needed. CONCLUSION Computers will grow to be i m portant management tools in public safety but several things must be realized and always remembered when dealing with computer equipment. Computers are only as good as the data that is fed into them. The saying among computer specialists is "garbage in . . . garbage out." The data must be accurate and related to the job the computer is expected to perform. Computers are expensive in terms of both purchase and maintenance. Anyone considering buying equipment should use the services of an independent systems analyst before buying equipment from a manufacturer. They may buy more equipment than needed or a cast-off system that will soon be obsolete. Sharing computers on a r e g i o n a l b a s i s or between agencies is an ideal way to reduce costs. The use of computers in public safety w i l l increase as long as the demands for services increase. They must be used wisely and j u diciously i f the desired ends are to be achieved. ABOUT THE AUTHOR J. Craig McCormick is the Training Coordinator with the Virginia Association of Chiefs of Police. > tl U oQ ^ ^ O ^ > 35 �LU LU O u PRESIDENT J E S S I E M. R A T T L E Y Councilman, Newport News Owner-Director, Peninsula Business College FIRST VICE PRESIDENT GUS W. N I C K S Mayor, Vinton Owner, Nick's Furniture Company SECOND V I C E P R E S I D E N T ROY H. E R I C K S O N Mayor, Harrisonburg President, Roy Erickson Co., Inc. THIRD VICE PRESIDENT HAROLD S. ATKINSON City Manager, Franklin E X E C U T I V E COMMITTEEMAN RAYMOND T. R A T C L I F F Mayor, Pulaski Realtor E X E C U T I V E COMMITTEEMAN RICHARD A. F A R R I E R Councilman, Staunton Owner, Farrier Paving Co. E X E C U T I V E COMMITTEEMAN FRANCIS T. WEST Councilman, Martinsville Board Chairman, West Window Corp. E X E C U T I V E COMMITTEEMAN C H A R L E S A. ROBINSON, J R . Mayor, Vienna Deputy General Manager, National Rural Electric Cooperative Association (Attorney) E X E C U T I V E COMMITTEEMAN E L L E N M. BOZMAN Chairman, Arlington County Board I M M E D I A T E PAST P R E S I D E N T ANN H. K I L G O R E Councilman, Hampton UJ U uu X UJ u Z O I-- < z u > 36 �HIGHLIGHTS OF THE 73RD ANNUAL CONVENTION EXHIBITORS Sunday September 17 10:00 a . m . 1:00 p . m . 2:00 p . m . FUTURE 6:00 p . m . REGISTRATION AND EXHIBITS SYMPOSIA — L i a b i l i t y Insurance — F i s c a l Reporting and Property Tax Reform —Floor Plain/Flood Way Management POLICY COMMITTEES — C o m m u n i t y Development —Effective Government — E m p l o y m e n t and Income Security —Environmental Quality — H u m a n Resources —Public Safety —Transportation IDEAS -NASA —Census Bureau — " W a r m Building" RECEPTION a.m. BREAKFASTS —Legislative Committee —Affiliate Groups 8:00 a.m. REGISTRATION & 9:00 a . m . OPENING 2:00 p . m . to 5:00 p . m . EXHIBITS SESSION —John Rousakis —Achievement Awards — T i m e & Place Report —Nominations Report CONCURRENT SESSIONS (Sessions Parallel Policy Committees) Liability insurance Public information FREE EVENING Tuesday, September 19 7:30 a . m . PRAYER 8:00 a . m . REGISTRATION & 9:00 a . m . 11:00 a . m . SECTION BREAKFAST EXHIBITS WORKSHOPS BUSINESS SESSION I 2:00 p . m . BUSINESS 7:00 p . m . RECEPTION & PRIZE 8:00 p . m . BANQUET Dominick Motor Company Box 7726, Charlottesville, V i r g i n i a 22902 J u l i a n L . Lingle K - R Industries 303 6th Avenue, Huntington, West V i r g i n i a 25701 T . E . Cottingham Truxmore Industries, I n c . P.O. Box 24385, Richmond, V i r g i n i a 23224 Bruce A r m s t r o n g Municipal Advisors, Incorporated P.O. Box 45, V i r g i n i a Beach, V i r g i n i a 23458 Roger M. Scott H a r l a n d Bartholomew & Associates 201 E . Gary Street, Richmond, V i r g i n i a 23219 James LaRose Miracle Recreational Equipment Company P.O. Box 19127, Greensboro, North Carolina 27410 L a r r y Hasley U - H a u l Company 1301 Monticello Avenue, Norfolk, V i r g i n i a 23410 Charles S m i t h V i r g i n i a Road & Transportation Builders Association 30 L a Brook Drive, Richmond, V A 23225 Richard A . Schreck Monday, September 18 7:30 Utility Service P.O. Box 283, Culpeper, V i r g i n i a 22701 Carroll Woody John Deere Industrial Equipment Company P.O. Box 132, Baltimore, Maryland 21203 B a r r y Neel C & P Telephone 11300 Rockville Pike, Rockville, Maryland 20852 Sherman S m i t h Cunningham Associates, I n c . P.O. Box 9554, Richmond, V i r g i n i a 23228 Osmund G. Geir Virginia Utility Contractors Council P.O. Box 505, Marrifield, V i r g i n i a 22116 Robert B . Woodvifard Capital Equipment Co. 9002 Mountain R d . , Richmond, V i r g i n i a 23228 H . M. F a u l k n e r K o r m a n Signs, I n c . 3027 Lincoln Avenue, Richmond, V i r g i n i a 23228 W. M. K o r m a n , J r . Dominion Traffic Sign & Signal Co., I n c . 1606-10 Magnolia St., Richmond, V i r g i n i a 23222 R . V . Ingalls Municipal Code Corp. P.O. Box 2235, Tallahassee, F l o r i d a 32304 Dale B a r s tow Centrox Corp. 2515 Waco St., Richmond, V i r g i n i a 23229 Howard Peasely K u c e r a & Associates, I n c . 7000 Reynolds Road, Mentor, Ohio 44406 A . J . Lease U Z a > SESSION I I DRAWING 37 �VML R. L . D e C A I R Executive Director Legislation, Policy Policy Committees M I C H A E L S. D E E B Director of Research Research, Reports, General Information, Affiliate Groups, Training STAFF B R A D L E Y K. HARMES Senior S t a f f Associate Legislation Personnel, Policy Committees CHARLOTTE KINGERY Staff Associate Magazine, Public Information, Affiliate Groups, Training RICHARD F. WEEKS, JR. Staff Associate Legislation, Legislative Committee Community Development, Regulatory Agencies J. CRAIG McCORMICK Training Coordinator Police In-Service Training VERNON BANKS Library Assistant Research and Reports SANDRA J . HARMON Secretary •T M A R G A R E T A. NICHOLS Administrative Assistant Finances, B i l l i n g , Dues > 38 J O H N S. ZIOLKOWSKI, JR. Staff A s s i s t a n t Advertising and Exhibits �City of Bedford Virginia Tlie City of Bedford wishes you a successful convention Visit Beautiful Bedford, Virginia 25 minutes from Smith Mountain Lake . . . 15 minutes to scenic Blue Ridge Parkway . . . 30 minutes to two of Virginia's Larger Cities . . . A GOOD PLACE TO HAVE A GOOD LIFE LYNCHBURG MEANS BUSINESS (AND INDUSTRY) C O M E S E E WHAT W E H A V E TO O F F E R �Center for Culture by Susan u z O I— < z u > 40 I t came kicking and screaming into the world some 300 years ago, the child of B r i t i s h colonialists and America's bid for independence. It became a bustling banking center, a brawling Navy town nourished first by the sea and then by Sun Belt boom. Now it threatens to become a cultural mecca. L a s t Spring, within a few weeks, Norfolk won national and international attention for two of its cultural attractions. I n March the city's Virginia Opera Association ( V O A ) produced the American premier of the internationally acclaimed opera, " M a r y , Queen of Scots." I n A p r i l the Chrysler M u seum opened an exhibition in New York City of 42 major works which brought Norfolk's impressive art collection great praise. NORFOLK SUPPORTS SYMPHONY, ART, OPERA AND THEATER Norfolk supports one of the South's oldest and finest s y m phonies, a vast collection of a r t , one of the nation's top opera companies, a noted ballet company, dinner theaters and appearances by professional actors, actresses, musicians, artists and dancers. Beyond a l l this, Norfolk is a city which has involved its people in the arts. Three local women were chosen to play,principle roles in "Mary, Queen of Scots". For many of its 58 yeacs, Norfolk's s y m phony has included local m u s i cians in its orchestra, most of whom hold other full-time jobs. One, a veteran of decades as a symphony violinist, retired from service with the U . S . Post office. I n Norfolk, people-involvement also extends to out-reach programs. L a s t year symphony m u s i cians played in E m p o r i a , Suffolk, Isle of Wight, Smithfield, Virginia Beach, Newport News and F r a n k lin. Children from a l l those areas Gallagher toured the City's Chrysler M u seum. School children also listened to concerts and saw ballet and operas, usually free of charge. The Norfolk Symphony played for more than 15,000 students both at City-run Chrysler H a l l and in area p u b l i c , p r i v a t e and p a r o c h i a l schools. The symphony offers discounts for students and senior citizens at its regular concerts. The city's opera company also entertained and educated more than 15,000 school children last year. The V O A opens a l l dress rehersals to students. A r t i s t s with the VOA-attached Affiliate A r t ists program performed before girl scouts, prisoners, senior citizens, the handicapped and even kindergarteners. Affiliate A r t i s t s , Inc., a nonprofit organization sponsored by the federal National Endowment for the A r t s and Sears & Roebuck, Inc., selects young artists and appoints them to eight- �week residencies around the nation to increase audiences and encourage support for the arts. Members of the VOA and affiliate artists also toured communities in 18 Virginia counties last year. ODU Plays A Role Norfolk's Old Dominion University also plays a role in the cultural education of the area. In 1977 a program titled "Interplay," which is designed to focus on the arts, attracted visiting artists from all over the world. The Israel Ballet, sculptor Robert Engman and photographer Robert Hienecken all came to Norfolk through this program. In the past. Interplay has sponsored cooperative ventures linking the ODU ballet company with the symphony in productions. And the University joined the Chrysler Museum in sponsoring a visit by renowned British sculptor, Eduoardo Paolozzi, who created outdoor sculpture while teaching ODU art students. Theater was also included in ODU's focus on the arts. ODU Students performed one-act plays for the community and school children throughout 1977-78, and this spring the University leased the Riverview Theater in Norfolk so that drama students could offer theater to the public in a centrally located, suitable facility. ODU is also active in offering dance to Tidewater. Annually the ballet company produces "The Nutcracker" with professionals dancing the lead roles and students dancing other parts. This season, the company will also perform "Coppelia" to dance in the ballet and teach university students. Next season the company will also sponsor a dance series featuring performances by two nationally prominent companies, the acclaimed Dance Theater of Harlem and the Dancers, founded two years ago by actress Joanne Woodward and dancer/director Dennis Wayne. The ODU Ballet Company is seeking a $12,000 grant from the Virginia Commission of the Arts and Humanities to help support the entire series. Tidewater's first such series devoted entirely to dance. Such grants, ticket sales, university support and private contributions give the dance company a performing budget of .$125,000. The City's Tidewater Ballet Association has done its share to spread culture. The dance company furnishes four professional dancers who perform at recreation centers throughout Norfolk. The Association also maintains the Academy of the Tidewater Ballet, which has sent more than 100 dancers to professional dance companies throughout the world. The annual dance festival features the State's eight top professional companies which perform for the public for two days each June. The VOA, ODU, the Ballet Association and the Symphony also offer educational workshops. Norfolk has found that the arts are good for business, too. A study, commissioned recently by the Metropolitan Arts Congress, shows cultural attractions generate $1.5 million spent on admission tickets alone and another $750,000 spent by arts patrons while attending events. These funds, plus employment offered by arts institutions during the average annual local productions and exhibitions, bring the economic impact of the arts in this area to more than $7.8 million, according to the study. CHRYSLER MUSEUM Connoisseur, Apollo Magazine, Vogue and the New York Times were among the national and international publications featuring articles on Norfolk's City-supported Chrysler Museum. The museum's exhibition at Wildenstein & Co., Inc., a prestigious New York City art gallery, was the highpoint of the year with exhibitions from the well known artists Paolozzi, Robert Indiana, David Hockney and Jasha Green. The museum has exhibited art loaned by the Louvre and has loaned works to major U.S. and German museums. But the institution's permanent collection has attracted the greatest attention. New York Times critic John Russell praised the collection's strength in Italian Baroque, contemporary and French 19th century painting and its 10,000-piece glass collection. N O R F O L K SYMPHONY The Norfolk Symphony Association performed 30 concerts before audiences last season. "The symphony provided the backbone for music in the area because the musicians play for ODU, the Tide- water Ballet Association and for VOA productions. They make up the Norfolk Chamber Consort and the Feldman String Quartet," says symphony business manager Matt Wert. The symphony's $400,000 budget comes from ticket sales. City support, federal and state grants and regional concerts. The remainder comes from fund-raising efforts. One of the guardians of this cultural explosion is the Metropolitan Arts Congress (MAC). Formed in 1976, this organization was created to provide a basis for areawide cooperation and a way for the region to speak with when asking for its fair share of federal and state arts dollars. MAC coordinate all Tidewater arts activities by providing mailing list services and a coordinated calendar. Money is a major problem for the arts in any city. A MAC study of the economic impact of the arts on Tidewater concludes that business and government must play larger roles in sustaining the Arts. The study shows that the arts help and retain executives for local industry and help bring about the rebirth of downtowns. For example, the development of the Chrysler Hall-Scope entertainment complex in downtown Norfolk is viewed by the City's Redevelopment and Housing Authority as a long-term investment in downtown renewal, an anchor from which the rebirth of downtown will emerge. The Chrysler Museum, which is supported by nearly $75,000 in City funding, has helped the resurgence of nearby Ghent. The museum has recently taken over two buildings in downtown's Granby Mall which MAC officials hope will become studio and gallery space for artists, under museum staff guidance. Norfolk spends 10 times more than its neighbors on the arts. And in 1977-78 that spending showed. ABOUT THE AUTHOR Susan Gallagher is in the Public Communications Office, City of Norfolk. >2 — o3 Z Q |_ < Z U > �Liability Insurance Needs Unmet u z O I- < 42 Just like private businesses, local governments need to obtain some form of liability insurance to protect them from unexpected losses. Until recently this was not a significant problem, as local governments had immunity from a variety of potential claims. However, this immunity has been steadily eroded as our litigious society produces more and more suits against local governments. Noting the trend, insurance companies became less and less willing to write policies at reasonable rates. Some companies have even cancelled existing policies without a single claim ever being filed! This problem is particularly acute in the area of public official liability insurance, where recent decisions have held that an individual local official may be held perHonally liable for damages. In such cases a settlement must come directly from the official's personal finances and not from the coffers of the local government. As a result of the unwillingness of all but a few traditional insurance firms to provide adequate protection at reasonable rates some localities have adopted a strategy of self-insurance. In its purest form, self-insurance is based on the premise that the premiums that would have been paid to the insurance company would be more than the claims paid out. This may actually be the case in some areas, such as liability insurance for a fleet of vehicles, but the self-insurer is always gambling that the long term odds of a catastrophic loss will be in his favor. A limited form of self-insurance can be obtained simply by securing insurance policies with very high deductibles. This can result in substantial savings with limited risk, if the insurance company is willing to write the policy. Another option is the development of a pooling arrangement whereby several local governments agree to participate in a group program. There are several advantages for developing such a program: • The inability of the traditional insurance market to meet specific needs can be overcome; • Agents commissions and high administrative overhead costs are eliminated; • Investment income accrues to the benefit of the individual members of the group; and • O W N E R S H I P - t h e greatest single advantage. The Virginia Municipal League is exploring the possibilities of establishing a reciprocal insurance company for Virginia locahties. To accomplish this objective, at least thirty units of government must agree to participate and an adequate amount of capital (as determined by the State Corporation Commission) must be raised. The reciprocal insurance company would secure the services of a professional manager and claims administrator. Participating local governments would pay premiums based on actuarial principles, just as with a traditional insurance firm. However, instead of paying premiums to a private, profitmaking firm, the local government is paying premiums to an organization it owns and controls. Premiums and investment income are recorded individually, and any claims paid are charged to the locality's account. This feature permits premium reductions or refunds for localities with good risk management records. By eliminating agents' commissions, company profits, and excessive overhead costs, substantial savings can accrue, in addition to providing insurance coverage which may not otherwise be available. If you would like further information on the advantages of this unique program, contact Brad Harmes at the League office. Ybur smaller meeting gets a bigger boost in Richmond. You'll not only get a better perspective in Richmond, away from the phones and other interruptions of your home ground—you'll get better support here as well. No matter how small your group happens to be, we'll go out of our way to find just the right meeting room for you. (We have 125 to choose from, at rates considerably lower than many surrounding cities.) We'll also take care of A V / T V systems, translators, or anything else you need to make your function a success. (All the equipment and services you might ordinarily think of only for meetings of 100 or more is equally available for meetings of 10 here.) We can arrange all kinds of extra activities, too. From golf or tennis to museum tours to a thrilling white water raft ride down our J a m e s River. And you'll find plenty to do in Richmond on your own. Including fine restaurants and entertainment. At Shockoe Slip or one of our other thriving after-hours areas. Call Dan Bockover at (804) 649-0373 for our free Accommodations And Meetings Guide. Richmond Convention & Visitors Bureau, 201 E . Franklin St., Richmond, Virginia 23219. Meet in A GREAT PLACE TO VISIT SINCE 1 6 0 7 * ^ �the "Top of Virginia" G E O R G E WASHINGTON'S HEADQUARTERS Open May 1 - October 1 Step across tiie tlireslioid into hiistory—visit Washiington's Office, Stonewall Jacf<son's Headquarters, "Abram's Delight" A modern community humming with its growing business and industry. ... . Winchester Where the past and present are one THEAGEOF LOCOMOTIVES & RIVERBOATS&CANDLEIT BALLROOMS&SLNDAV SCHOOL P1CNICS&WARANDPEACE& TOBACCO& COTTON: The world of 19th-century America lives again in Petersburg's magnificent new Siege Museum—just one of six outstanding free attractions on the exciting Petersburg Tour. For a free color brochure, write r .^v jmm jmm mm . Petersburg Tour K Petersburg, Va. 23803. U Name O Address City Centennial Celebration 1379 State/Zip PETERSBURG,VA. ^ Where 19th-century America lives. ^ h- < z u > 43 �what's New In Grievance Procedures? by Jack H. Foster >• U z O < z o > 44 The General Assembly of Virginia has amended the grievance procedure legislation and as a result many local governments will have to amend their procedures by January 1, 1979. However, before local governments decide what changes, if any, they must make in the procedures, let's first review the legislative action taken prior to this year and the present status regarding employee grievances. LEGISLATIVE REVIEW In 1973, legislation was adopted by the General Assembly requiring a grievance procedure for every county, city and town with more than fifteen employees and specifying that employees and deputies of Constitutional Officers were to be included. The law stated that the procedures had to be established by June 30, 1974 but in the meantime the 1974 General Assembly amended the law to exclude employees of Constitutional Officers. The law provided that the procedures adopted by local governments "shall conform to like procedures established by the Governor" and be submitted to the State Director of Personnel for approval. In deciding whether local government procedures were in conformity with those of the Commonwealth, Director of Personnel John W. Garber made allowance for discretion by local governments but required that certain basic criteria be met. Mr. Garber's primary concern was that the grievance procedure provide for a fair hearing before an impartial panel. Some of the criteria which had to be met in an acceptable procedure are as follows: • the final step of the procedure must be an appeal to an "impartial" panel; • the panel's decision is binding for both parties in the dispute; • beyond the first step in the procedure, the grievant is entitled to be represented by a person of his own choosing; • the time between steps must be specified and reasonable; • there must be a statement in the procedure assuring employees that they need not fear reprisal for submission of a grievance. The most significant variations in the procedures of local governments centered around the composition of the panel which would conduct the hearing as the final step in the procedure. Many local governments elected to use some form of tri-partite panel similar to that used in the State's procedure wherein the grievant and management would each select one member of the panel and the two of them would select the third member. Other local governments opted for a neutral panel consisting of three or more citizens of the community who represented neither employees nor management. Some neutral panels were continuing groups appointed for specific periods of time such as civil service commissions and personnel boards; other systems provided for appointment of neutrals by the local governing body as needed. There were some acceptable exceptions to the panel's binding authority such as the excellent procedure adopted by Virginia Beach which provided, "The decisions of the Personnel Board shall be final and binding except in cases where decisions involve the expenditure of municipal funds in which cases the decisions must be reviewed by the City Council." Nearly all local governments complied with the state grievance procedures requirements by the specified date. Those few which failed to do so, automatically came under the State's procedure as the law required. In addition to adopting a procedure, several local governments took the important step of providing supervisory training on the resolution of grievances. NEW L E G I S L A T I O N Now let us look at the 1978 legislation as it applies to local governments and how it might affect your existing procedures. • Senate Bill 135 which amended the grievance procedure requirements defines a grievance and the definition specifically includes, "disciplinary actions, involving dismissals, demotions and suspensions." This definition will affect some local governments as some procedures exclude disciplinary action from the grievance process. •Constitutional Officers' employees shall have access to �the State procedure if the officer employes fifteen or more persons, but such employees may be included in the local government's procedure at the discretion of the governing body of the local government. Likewise, employees of local welfare departments are in the State procedure but may be in the local government's procedure at the discretion of the local government's governing body. • The method of determining grievability w i l l require changes in many local government procedures. No longer will the City Attorney, County Attorney or Commonwealth's Attorney make this decision. The law now provides for determination of grievability by the chief administrative officer to determine the issue of grievability. This decision then may be appealed to the circuit court having jurisdiction in the locality in which the grievant is employed. • Senate Bill 135 requires a final step hearing before a panel consisting of one member appointed by the grievant, one member appointed by the "agency head" and a third member selected by the two members. There is an exception to this provision, however, which permits a local government to retain its present form of panel composition previously approved by the Director of Personnel. • The new legislation clearly states that the decision of the panel used in the last step of a grievance procedure shall be final and binding. Most procedures of local governments now conform to this requirement although some provide for a possible review of a panel's decision by the local legislative body. The new legislation requires training of all State supervisory personnel, "including the role of the grievance procedure in harmonious employee-employer relations." It also encourages such training for local government supervisors. Local governments desiring such training will be assisted in every way possible through the Intergovernmental Personnel Act programs administered by the State Department of Personnel and Training. A POSITIVE TOOL Up to this point we've been discussing the legal requirements for grievance procedures. But what is the rationale for having grievance procedures? A grievance procedure is a necessary part of a comprehensive personnel program. It is a positive tool in effective employee relations activities and it is protection against arbitrary or capricious decisions that might otherwise destroy sound employee relations. The basic elements of an effective procedure are fairness, impartiality and good supervisoryemployee communications. Regardless of legal requirements, if a grievance procedure is to work properly, it must be receptive to management. Supervisors and ad- ministrators m.ust be willing to listen to employee gripes and complaints and attempt to resolve the problems brought to their attention. It is equally important to prevent grievances as it is to have a formal grievance procedure. Fire fighting apparatus is needed to extinguish a fire but an effective fire prevention program is certainly a valuable tool also. To identify the causes of grievances and remove them, is a more constructive use of supervisory time than to process grievances after they have arisen. Free and easy communication between supervisor and employee will, for the most part, solve personnel problems. ABO UT THE A UTHOR Jack H. Foster is a Persoyinel Management Consultant from Arlington, Virginia. WHERE YOU WILL FIND • RECREATION • JOB OPPORTUNITY • EXCELLENT PLANT SITES • MODERN UTILITIES & SERVICES • HIGHWAY & RAIL TRANSPORTATION • GOOD SCHOOLS • REASONABLE TAXES U Z o I- < z "ALL IN A LAND OF PLEASANT LIVING" THE T O W N OF ROCKY MOUNT, V A . > 45 �Sophisticated Medical Complex Services by Vem Jones She entered in premature labor; he with a heart attack. Her baby's vital signs were registered; his heartbeat electronically recorded. One in birth's throes; one in midlife crisis. Two human beings. The miracle monitored. And helped along by the Eastern Virginia Medical Center. ^asterir Virginia medical u 0^5 O I - < 46 The center is the very embodiment of medicine's growing sophistication. And combined with Eastern Virginia Medical School, it offers a complete spectrum of medical services to the community. One of three medical schools in Virginia, EVMS accepted its first class in 1973 following a three-year campaign for private contributions. Ninety percent of the nearly $18 million donated during the campaign came from eastern Virginia. Since then, fund raisers have boosted the total to almost $22 million. The school offers clinical services to the community and a high level of patient care, which is provided by EVMS teachers. The center's care is no less impressive. Its facilities, covering 65 acres, total more than $135 million in value. The buildings are furnished with the healer's dreams; these include equipment to diagnose, treat, and monitor; millions of dollars transformed into networks of electronic impulses and delicate machinery to assist the physician in heart repair. The center is involved with kidney transplants, implants of new bones and joints, neurosurgery and plastic reconstruction. Each week enough medical dramas unfold to feed the television networks for years. On any given weekday, 4,700 employees, staff, and students are at work in the eight patient-care and educational facilities that occupy the site. Annually they earn more than $52 million (not including physicians' private income) for their efforts; salaries that flow directly into the cash registers throughout eastern Virginia as they by goods and service. The goods and services they pro- vide to patients, visitors and others who come to the center include, (besides care and comfort) 780,000 meals per year to the inpatients at Norfolk General Hospital and Children's Hospital of the King's Daughters. They also provide care and treatment for a yearly flow of outpatients, and patients of clinics, laboratories, special services, the Rehabilitation Institute and Mental Health Center, the Norfolk Public Health Department and private practitioners. Physicians in the Medical Tower alone see 856 patients daily. All this volume creates problems, and problems of parking, meals and support services for patients and staff will become more severe as additions and expansions already on the drawing boards come "on line" during the next few years. Children's Hospital's $13 million expansion is well underway. Norfolk General plans a 1979 start for a $20.5 million construction/renovation project that will not be completed until 1982. COOPERATION IS T H E K E Y A high degree of voluntary cooperation and use of a "master plan" devised by prominent consultants in medical center development may help combat traffic problems in the Medical Center. Close coordination on land use and traffic patterns with Norfolk City agencies and other involved organizations may also help. Coordination within the Medical Center is being achieved through two-stage planning involving the entire center. The Medical Center Planning Board includes representatives from all levels. Board meetings offer exchange of information, sources for ideas and chances to complain. �The Policy and Planning Committee, as Executive Committee of the Planning Board, includes representatives of the governing boards of Medical Center institutions. This group's operations are funded by their organizations. It must develop plans which follow the policies and missions of each institution. This committee also works out difficulties, engages planners and consultants and is the official link between institutional governing boards. Working subcommittees address specific problems such as parking, meals, ambulatory services, financing and communications. Deliberations are now focused on the shape and location of Norfolk General's major renovation project. I n planning this project the committee considers the relationships of the buildings to each other, and of units within one building to compatible units in another building. These relationships involve delicate negotiations. Millions of dollars in space and equipment are involved along with the feelings of proprietorship of those who raise and manage expansion/renovation funds. The physicians for whom these facilities are built also voice opinions on location and equipment. Beyond the relationships of e x i s t i n g M e d i c a l C e n t e r components with each other is the necessity of agreeing on future plans. A n example is the long-running discussion on additional office space for the clinical faculty, physicians and teachers, of the Medical School. However, patients seeing these clinicians pay for their services and are not paying private practice physicians. Moreover, many of the physicians in private practice donate their time to teach medical students. Here the question of which practitioner has access to which medical facilities under what circumstances becomes important and is a source of tension within the medical community. These complex issues are common to a l l medical centers and are important, not only to those directly involved in the deliberations, but to the people of an everwidening area who rely on the E a s t e r n Virginia Medical Center to provide the best available in modern, sophisticated medical care. A n d through the center's relationship with the City of Norfolk, it provides diagnosis and treatment through the Public Health Department, while the City provides funding for certain health programs, safe convenient access for patients from the entire region, and large contributions of time, energy and money in developing the Medical Center. F o r example, the City and the Norfolk Redevelopment and Housing Authority set aside a 33 acre site for the Medical Center, land carved out of the A t lantic City Redevelopment Project of the 1950's. Norfolk General Hospital began the growth pattern with completion of a $5.8 million "first phase" construction project in 1958. I n 1960, the million dollar Norfolk Public Health Center was dedicated. I n J a n u a r y of 1961, the 10-story, $2.8 million Medical Tower opened. Three months later. Children's Hospital of the King's Daughters was completed and dedicated, a three-story, $1.25 million building. MAYOR'S A D V I S O R Y COMMITTEE A parallel effort which aided the center's development was the City's creation of a Mayor's A d v i sory Committee to study establishing a regional medical school. The City, in 1964, created the State-chartered Norfolk A r e a Medical Center Authority, later renamed the E a s t e r n Virginia Medical Authority. I n the six years following that creation, the Medical A u t h o r i t y was responsible for the establishment of health care facilities for open-heart surgery, kidney dialysis (and, later, transplants), physical rehabilitation, mental health and psychiatry and research. E a s t e r n Virginia Medical School provides necessary services for the Norfolk Community. Perfect Balance S M A L L prompt BIG nical enough to personalized enough to supply "know-how" give service. tech- and as- sured supply. LEADING ginia Independent Supplier of Vir- Kerosene, N o . 2, N o . 4, N o . 5, and N o . 6 Fuel Oil. PETROLEUM MARKETERS, I N C . Kroger Executive Center 1603 Santa Rosa Road P. O. Box K 6 4 Richmond, Virginia 23288 Phone 288-4127 R . G . Roop President H . GODWIN JONES Vice President Lucius F . GARY, JR. Vice President and Sales Manager LESTER D . HAISLEY Vice President U Z O < ABOUT THE AUTHOR Vem Jones is Director, Department of Public Affairs, Eastern Virginia Medical Authority. 47 �T H E V A L C AND S T A T E PLANNING by Morton L . Wallerstein The purpose of this article is to relate how this Council, (VALC), and the Virginia State Planning Board functioned after their inception in 1936. As a background, it is necessary to consider the Virginia Municipal League. During the early thirties, the Spelman Fund, a Rockefeller foundation, made a five year grant to the League, renewed after the first five years in the same amount. The League, concurrent with its first Spellman grant, suggested that one be made to the University of Virginia, to join with the League, the Commonwealth and localities to establish the Bureau of Public Administration, which later was changed to the Institute of Government. For nearly a quarter of a century. Dr. Rowland Egger, later succeeded by Dr. Weldon Cooper, served as its director. Dr. Egger set the pattern for its continued successful operation. Upon Cooper's retirement as Director, Dr. Clifton McCleskey took over. Spellman hoped, in my opinion, that at the conclusion of the respective grants, that the public bodies would continue funding them out of public appropriations, as was done by the Virginia Municipal League, the University and the General Assembly. It was natural, therefore, that Spellman, after its experience with the League, for the four purposes hereinafter named, should subsequently consult the then Executive Secretary of that League, Morton L . Wallerstein, to work out with the late Guy Moffatt, the funds Director, the proposed State grants. The State Granting Spellman was to make funds available to the Commonwealth of Virginia in a four-way package deal, as follows: • The Planning Board, independent of any department, to make plans for the Governor, the General Assembly and the State Departments • For enlarging the Bureau of the Budget • To furnish increased personnel for the Division of Statutory Research and Drafting • For establishing the V A L C The State Planning Board The State Planning Board had as its Chairman, the distinguished editor and historian. Dr. Douglas S. Freeman, who succeeded the author as Chairman. The Board included Henry G. Shirley, Highway Commissioner, Dr. Gaines, President of Washington and Lee University, James A. Anderson, then Director of PubUc Administration for Virginia, Leroy Hodges, State Comptroller and the author. The operating Executive of the Board was Charles J . Calrow, whose pioneering set a standard for other states. Upon his death. Dr. Freeman, in an editorial in the Richmond-News Leader, termed him "the greatest genius" that ever served Virginia during Freeman's lifetime. After Spellman's grant expired, and through 1948, adequate appropriations were made for the Planning Board, but in the budget prepared by Governor Tuck in 1948, and followed by his successor. Governor Battle, in 1950, no appropriation was made for that Board as such, and State Planning was placed in the Department of Conservation, where it now is. The Budget Bureau and the Bureau of Statutory Research and Drafting, now the Division of Legislative Services, have continued. T H E VIRGINIA A D V I S O R Y L E G I S L A T I V E COUNCIL The V A L C originally was to have in its membership leading members of the General Assembly appointed by the Governor, to consider legislation during the interim between legislative sessions, in order to recommend its findings to the Governor and the General Assembly. One of the purposes was to eliminate independent commissions. The V A L C was to appoint subcommittees or other agencies to consider specific problems and report to the V A L C . The package deal of the four arose during the administration of Governor Peery, (a very deliberate and capable person), who was concerned that the V A L C might offend members of the General Assembly, although it was suggested that he poll them to ascertain if there was any objection. Matters were so delayed by the Governor that Mr. Moffatt indicated that he would not again come to Virginia. Through the persuasion of Mr. William R. Shands, then head of the Legislative Drafting Bureau, and the Municipal League Secretary, the Governor met Mr. Moffatt in Washington and consummated the four-way package deal. The money available to the Commonwealth from the grants amounted to several hundred thousand dollars, which was deposited in the State Treasury. The General Assembly, at the outset, did not intend that VALC would be a substitute for various study commissions as originally contemplated by Spellman. Summarizing the provisions of that Act: V A L C should consist of seven members appointed by the Governor, to hold office at his pleasure, and at least five of the members would be members of the General Assembly. The duties of the VALC were to: (a) investigate and study any matter referred to it by the Legislature and to submit a report of its findings and recommendations to its members and to the Governor at least thirty days prior to its next regular session, and at such other times as the Legislature shall direct, (b) investigate and study any matter or question which may be referred to it by the Governor, subject to the time limit set forth above, (c) employ such persons and engage the services of such research agencies as the V A L C found necessary and fix their compensation, not to exceed the appropriation to the V A L C of $15,000 per annum, for the biennium, and (d) attend meetings. The Director of the Division of Statutory Research and Drafting would act as V A L C Secretary. Of course, the General Assembly can ignore the V A L C as it has, and appoint various study commissions, even though the grant contemplated that all proposed legislation would be funneled through the VALC. That would be a matter of comity, as there is nothing in the Act to require it. To provide an example of the number and variety of issues with which cont'd 011 pg. 58 �See the sky. Hear the seagulls. Smell the clean salt air. Come to your senses. Virginia Beach has the ample land, qualified workers and good financial climate you've looked for. But you're looking for more. And that's where we come shining through. With a lifestyle that unfolds against the leisurely rhythm of the sea. With a low population density that lets you stretch body and spirit. In Virginia Beach, you'll catch a great new idea for business while you're casting in the surf. You'll wake up senses that were dulled by city noise and traffic. You'll regain a zest for living that's good for you . . . and for business, too. We make all kinds of sense for all kinds of businesses. For your own bright future, we make the best sense of all. Contact A. James DeBellis, Director Department of Economic Development Municipal Center Virginia Beach, Virginia 23456. Telephone (804) 427-4541. Come to your senses in �THE HIDDEN TAX INCREASE by Ralph J. Shotwell Z ^ Most candidates for the House of Delegates in the fall of 1977 ran on a platform of "no tax increase." Yet the 1978 Virginia General Assembly imposed a tax increase on localities indirectly by requiring them for the first time to pay a portion of the employers' share of the cost of the Virginia Supplemental Retirement System (VSRS) and the State Group Life Insurance Plan. In 1974, the General Assembly had already enacted legislation which required localities to pay for the first time a portion of the employers' share of social security costs. According to this legislation, localities had to pay in fiscal year 1975- 76 for instructional positions in excess of 48 per 1,000 students in average daily membership (ADM) on an average salary above $10,528. (The professional staff ratio remained the same for the 1976- 78 biennium but the average salary figure was increased to $11,033 for each of the two years.) This provision cost Virginia localities approximately $7 million in 1975-76 and approximately $8.5 milhon in 1976-77. The Appropriations Act for 1978-80 provides that beginning July 1, 1979, the State contribution for VSRS, social security and group life insurance shall be limited for professional instructional staff members to the employer's cost for a number not exceeding 58 per 1,000 pupils in ADM and for their salaries not exceeding an average of $12,341. This provision means that localities will have to pay retirement, social security and group life insurance for instructional positions in excess of 58 per 1,000 on an average salary above O $12,341. I— < ^ — It is estimated that for fiscal year 1979-80 this provision will cost localities $26,208,376 $12,924,738 for social security, ^ ^ ^ $12,688,380 for VSRS and $615,258 — for group life insurance. This amount would have been much larger if the original budget proposal of Governor Godwin had 50 been adopted. For example, the amount for VSRS and group life insurance would have been in excess of $19 million under the Godwin proposal, instead of the $13.3 million for these two items approved by the 1978 General Assembly. This lesser amount is due to the fact that the General Assembly based the amount that localities would have to pay on 58 instructional staff per 1,000 students in ADM rather than 48 per 1,000. The General Assembly also raised the professional staff ratio figure for social security from 48 per 1,000 to 58 per 1,000 for 197980. An intensive campaign by education lobby groups against the principle of having localities pay part of the employer's share for VSRS and group life insurance played a major role in persuading the 1978 General Assembly to modify the formula to reduce the financial impact on localities. But the principle has been established and the financial consequences for localities in the future will be staggering. When this issue was being considered, many General Assembly members representing rural localities were not very concerned. They felt the financial impact on their constituent localities would not be so costly because their school divisions did not employ that many professional staff and the average salaries were not that high. These provisions impose a proportionate financial burden on rural localities which is just as great as the financial burden imposed on urban localities. In addition to future increases in professional staff and average salaries, there are other factors which will substantially increase the cost burden of these provisions on Virginia localities. Congress has recently taken action to shore up the financially troubled Social Security System by increasing overtime, the wage base and the employer and employee contribution rates. (See Table II) The cost of the Virginia Supplemental Retirement System is also scheduled to escalate dramatically in the future. The VSRS employer contribution rate for teachers increased from 4.44 percent for the 1976-78 biennium to 5.93 percent for the 1978-80 biennium. A 1974 report prepared for the V E A by the actuarial consulting firm of Gabriel, Roeder, Smith & Company underscored the funding problems of VSRS. The report made two critical points pertaining to the funding of VSRS: "The present use of interest income in determining the employer contribution rate means that the resulting rate is less than level, and consequently will have to be increased in the future if the system is to survive. The present assumptions for pay increases and for investment return are of dubious quality. . . ." To meet the "level cost funding"* objective, adjust for past unrealistic salary assumptions and the "interest offset"** provision, and meet other increased cost components, there will have to be substantial increases in the employer percent of payroll contribution rate for teachers in the future. The future increased costs of these employee benefit programs will now be shared with the localities. Several methods have been employed in recent years to balance the state budget—borrowing from the State Highway Fund, requiring State agencies to reduce expenditures by five per cent and reducing the Basic School Aid Fund appropriation by $20 million in the fall of 1975. (Part of this cut was restored during fiscal year 197576.) It is time for the General Assembly to end these stop-gap measures. Localities must either be given the authority to levy additional taxes or the General Assembly must provide additional State revenues to enable localities to implement State-mandated programs and meet the government service needs of Virginia's citizens. * Contributions to finance the retirement system shall be the rates, which expressed as percents of active member payroll, will remain relatively level from generation to generation of citizens thereby leaving an equitable financial environment for future generations by placing on them tax burdens no greater than tax burdens borne by present decision makers. ** A 1966 Virginia Code section provided that any interest earned cont'd on pg 53 �The Town of Vienna is Proud of Its Active Participation Vienna Town Council, C. Clay Harrell 51 �Visit the largest collection of preserved and restored 18th and 19th century homes and buildings in Virginia. •JJH A lexandritty Virginia Call for info (703) 549-0205 u z NEW AND INNOVATIVE proven biological for maximum < z 52 stability which minirm_ze upset - cycle and) complete'treatment and less SS and BOD ~ fully automated --45 21,500 M0fC - automatic, purge' ,4,^ every 24 hours - each unit a self-contained plant - 500 through installation > TECHNOLOG^- processes GPD - individual treatment or multi-unit - 2 5 0 , 0 0 0 GPD shown above. ^^171VT* I' W^T^T _ o o z - k D A T i r k M V j I L i N 1 JVV^jIV C O R PO R A T I O N RICHMOND, V I R G I N I A 23229 PATENTED - D I S T R I B U T O R S H I P SA V A I L A B L E 2515 WACO S T R E E T (8041 28B-2418 �cont'd from pg 50 BEST WISHES FOR A GREAT CONVENTION by the VSRS Trust Fund in excess of the interest rate assumed by the actuary would be used to reduce computed contributions. This provision resulted in a less than level percent of payroll employer (State) contribution rate. The "interest offset" provision was removed by the 1975 General Assembly based on legislation recommended by the VSRS Board of Trustees. ABOUT THE AUTHOR Ralph J. Shotwell is director of the Virginia Education Assodatim Division of School Finance "A People Town Oriented of V i n t o n , Community" Virginia (Only 30 minutes from Europe) That's right! The crown jewel of the Virginia Peninsula, better known as the Hampton Coliseum, is located only a stone's throw away from historic Williamsburg and Busch Gardens. But, we're not just another beautiful body folks . . . We also have seating for over 13,000 people, yet smaller meeting rooms which can accommodate from 10 persons up. Then there's our exhibit space . . . over 88,700 unobstructed square feet. Add on-site lighted parking for over 3,200 cars and the fact that we're set among 75 acres of landscaped parkland, upon a 14 acre freshwater lake . . . then you'll have a good idea of what we're all about. We've also got a first class Convention Department that will help you put your convention all together . . . tours, shopping, registration, housing . . . the works! We'll even shuttle you to our new golf and tennis center located only 5 minutes from our Buckroe Beach. Give us a call for more details. Contact Norma Williams, Hampton Department of Conventions and Tourism, 413 W. Mercury Boulevard Hampton, Va 23666. Tel. (804) 727-6108. U Z O 1- VIRGINIA < > �Chesapeake, Virginia ...a nice place to be for living and working 54 �When you put the lid Places on a paracrete^system, it stays put! ^f^^ ff Vl&l CONCRETE PIPE &PRODUaS CO., INC. P.O. BOX 1223, RICHMOND, VA. 23209 PHONE (804)-23^71 THE G R E A T CONVENTION CENTER! Meeting place for groups of 2 0 to 6 0 0 You'll find the Sheraton-Fredericksburg has a wide selection of facilities, for business meetings and social functions, from 20 to 600, Meeting rooms are beautifully appointed, interestingly decorated, with modern sound systems, b'ackboards, projector screens, easels, etc. Choose from The Fredericksburg Room, The Wilderness Room, The Aviation Room, The Battlefield Room, The Lee Room, and the very special President's Suite. ALL THIS PLUS - GOLF • SWIMMING • TENNIS DANCING • 3 GOURMET RESTAURANTS 200 LUXURIOUS ROOMS f SHANNON GREEN 18-hole Championship golf course. Clubhouse. Par 72. Resident Pro. SHANNON AIRPORT 9 minutes by courtesy car. 3,000' runway. Unicom 122.8 FAA repair station. Charters. Sheraton-Fi^ericksburg Motor Inn S H E R A T O N H O T E L S & INNS, W O R L D W I D E Interstate 95 and Route 3 For a FACT KIT, write "Sales Office" Box 747. Phone 703 786-8321 F R E D E R I C K S B U R G , VIRGINIA 22401 FAIRFAX COUNTY-The County has been awarded a Certificate of Conformance in financial reporting by the Municipal Finance Officers Association of the United States and Canada (MFOA) for its annual financial report for the fiscal year ending June 30, 1977. The Certificate is the highest form of recognition in the area of governmental accounting and financial reporting, and its attainment represents a significant accomplishment by a governmental unit and its management. An Award of Financial Reporting Achievement has also been presented to Warren F . Hutchison, di rector of finance, who has been designated as the individual most responsible for Fairfax County having received the Certificate of conformance. HOPEWELL—Council authorized the development and design of a neighborhood recreational facility. The facility will include a gymnasium, a swimming pool, a senior citizen center, handicraft and meeting rooms and offices and storage. The total project cost is estimated at $2 million and the City has already allocated $650,000 of community development funds for the project. COUNCIL OF GOVERNMENTAs a result of an agreement among the chief executives of Maryland, Virginia and the District of Columbia, developed through COG, the areas's 3,000 handicapped drivers will find it easier to park. The agreement makes it possible for the drivers to park free at parking meters throughout the metropolitan area, park for an unrestricted period of time in residential parking zones and parking spaces designated for handicapped drivers throughout the area. A uniformed decal is being developed for display on windshields of vehicles operated by handicapped drivers. U Z O I— < z a > 55 �Ihelatesfdevelopmenf inWilliamshutg Conference Space. N o w y o u c a n book meeting space o f the highest quality less t h a n t w o minutes from T h e Restored A r e a . S p a c e for groups o f 10 (Board-ofDirectors-Style) to 700 ( T h e a t r e Style), w i t h a stop at 500 ( B a n q u e t Style). A n d all this space comes w i t h the quality f o o d a n d accommodations of the Fort M a g r u d e r I n n . B u t space isn't the w h o l e story ^ W e ' v e also got all the touches your group is l o o k i n g for: Pool, saunas, lighted tennis courts, 244 balcony rooms, restaurant, lounge a n d live e n t e r t a i n ment. W i t h golf n e a r b y at b e a u t i ful K i n g s m i l l - o n - t h e - J a m e s . For space, or f u r t h e r i n f o r m a t i o n , write: M r J o h n I . C o r b i n , P . O . B o x K E , W i l l i a m s b u r g , V i r g i n i a 23185. O r call us at ( 8 0 4 ) 220-2250, collect. IiorMVIac(ruder Confetencg Center, On November 1 , 1977, this artist s rendering of our new 10,000 square foot Conference Center became a reality The Rcsuncd Area and BJI.M/I Cntrdcus. BETTER SERVICE • YEAR TO YEAR LEASE PLANS • MORE FEATURES • SYSTEM VERSATILITY JARVIS PHONE SreiEMS SAVEJVIONEY. < From the first contact, J a r v i s saves you money: our consultation is free. In addition, we can duplicate your present phone system piece for piece, install it, and you pay no installation fee. Your monthly charges from then on will be lower than what you are now paying. A s k us for a list of federal, state and local government offices now being served by J a r v i s . F i n d out why over 2 5 0 0 businesses in Virginia now use the J a r v i s system. Call the number in your area listed below for a free consultation. > The Other Phone Company 56 R i c h m o n d 8 0 4 - 3 5 5 - 3 2 2 1 • Norfolk 8 0 4 - 4 9 0 - 0 1 3 1 • Washington 3 0 1 - 5 9 6 - 3 1 0 0 • Charlottesville 804-907-1314 Newport News 8 0 4 - 8 7 4 - 2 7 9 3 • Northern Virginia 301-621-2366 • Baltimore 301-796-7171 • Atlanta 4 0 4 - 8 7 3 - 2 4 7 1 �" R E P O S " AS CASH MANAGEMENT TOOLS bij Robert M. Turnbull V.S. Government securities dealers and money center banks have used repurchase agreements—"repos" as they are called in money market circles— extensively for many years. More recently, however, public and corporate treasurers have found that repurchase agreements can be an integral part of a cash management program. "Repos" provide a high quality investment a l ternative for states, municipalities, counties and other political subdivisions looking for opportunities to invest idle cash. On an "overnight" basis or with a maturity of several days, a "repo" gives the treasurer flexibility to meet unexpected payments while earning interest on temporary cash surpluses. Cash management by government officials has become increasingly sophisticated in recent years as money managers have searched for ways to squeeze more revenue out of tight budgets, responding to citizens' demands for efficient use of public funds. Most treasurers have grown accustomed to detailed forecasting of cash receipts and expenditures to determine short term cash surpluses as shortfalls and commercial backs have provided i n vestment opportunities as well as borrowing facilities to meet needs of local governments. The most common form of investment for public funds is the certificate of deposit, available through commercial banks. A s prescribed by Regulation "Q" of the Federal Revenue Board, C D ' s are issued i n m i n i m u m denominations of $100,000 with maturities as short as 30 days. T h e interest rate is negotiable, and deposits may be secured in accordance w i t h the V i r ginia Security for Public Deposits A c t of 1973. The C D ' s may be registered in the name of the depositor or issued in bearer form to make sales in the secondary market easier. Negotiability is usually limited, however, for the C D ' s of smaller banks. I f a C D is redeemed before maturity, interest for up to 90 days must be forfeited. B a n k s are permitted to issue C D ' s to local governments in amounts less than $100,000, but the interest rate on smaller deposits is limited to the highest savings certificate rate, currently 7.75 percent. The principal disadvantage of the certificate of deposit is its m i n i m u m term of 30 days. I f the funds manager needs to withdraw his deposit before m a t u r i t y , he must either forfeit a l l of the accrued interest or t r y to sell the C D in the secondary market. To fill the need for investments w i t h shorter maturities, many public treasurers have turned to repurchase agreements. A "repo" is defined as the purchase of a security with an agreement to resell. A n investor agrees to purchase a marketable security at a specified price and simultaneously contracts to sell the security back to the original owner at the same price at the end of the agreement's term. The original owner, in turn, agrees to repurchase the security and pay interest at a negotiated rate on the investor's funds. U n less direct contact has been established with a U . S . government securities dealer and appropriate safekeeping arrangements made, the public treasurer typically conducts such agreements with commercial banks. F r o m the point of view of a bank (the owner of the security), the transaction is a "reverse repo." T h a t is, the bank contracts to sell the security with an agreement to repurchase. Although the transaction appears complicated, it is no more cumbersome for the treasurer than investing i n a bank C D . The "repo" agreement is typically executed by telephone and i n formation is mailed describing the details of the transaction; the bank places the security in a customer safekeeping account during the term of the "repo". A t the end of the agreement, principal and interest are paid to the local government and possession of the security reverts to the bank. When entering into a repurchase agreement, the financial manager should clarify the following details: Amount Since the security involved is usually in a large denomination, a "repo" is customarily executed for a minimum amount of $100,000. The m a x i m u m size of the transaction is limited only by the amount of securities available. Maturity The term of a repurchase agreement may be as long or as short as the two parties make it. A "repo" w i t h a fixed maturity is referred to as a "term repo" while one with a renewable daily is known as an "open repo". Securities A repurchase agreement can be executed with any marketable security, but public treasurers are limited by law as to the types of securities they can purchase. Therefore, a public funds manager should be certain that the securities purchased (referred to as "collateral") meet his quality criteria. The investment policies of cities and towns in Virginia are established by local charters and ordinances, while the standards for counties are set by State law. Examples of high quality i n vestments for local governments, the securities which are acceptable to the Treasurer of the Commonwealth of V i r g i n i a for repurchase agreements are given below. They are obligations of the U . S . government and U . S . government agencies, traded actively in well established markets, issuable i n bearer f o r m , and w i r e a b l e through the Federal Reserve System (except for the Discount Notes of the Federal National Mortgage Association and the Federal Home Loan B a n k ) . U . S . Government Securities without a m a t u r i t y r e s t r i c t i o n are U . S . T r e a s u r y Notes, U . S . T r e a s u r y Bonds and U . S . T r e a s u r y B i l l s . U . S . Government Agency Securities, without a maturity restriction are Federal N a tional Mortgage Association Debentures, Federal Intermediate Credit B a n k Bonds, Federal Home Loan B a n k Bonds, Federal L a n d B a n k Bonds, B a n k for Cooperatives' Bond, Federal F a r m Credit B a n k s Consolidated S y s temwide Bonds, Federal National Mortgage Association Discount Notes and Federal Home Loan B a n k D i s count Notes. The State Treasurer's list is merely representative of the variety of quality issues available and does not include a l l of the securities that can be used in repurchase agreements. Repurchased agreement policies and procedures differ from bank to bank, so a public treasurer may find variations from the basic transaction described here. F u r t h e r information about repurchase agreements can be obtained from the investment departments of most commercial banks. ABOUT THE AUTHOR Robert M. Turnbull is Assistant Cashier, First & Merchants National Bank, Richmond. �cont'd frorn pg 1,8 the V A L C is involved, it is useful to recount the requests made in 1978. There were seventy-eight "Studies and Reports", not including eleven referred to the V A L C and three to the Governor. Those laudatory of the people, and petitions to Federal Agencies, Congress or the President are not listed. In addition to the requests made of the Governor, the following were made of the V A L C : pay, hours and fringe benefits of constitutional officers and contract employees of local governments, composition of changes in fire insurance policies, cultural benefits as to the Virginia Opera Association, Tangier Island, youthful offenders, coordination relative to fire prevention and protection, prohibition of foreign discriminatory economic boycotts, health education in the public schools, construction, acquisition and leasing for agencies of the Commonwealth, Industrial and Development and Bond Act, Virginia Port Authority, permissive use of explosives and continued study of the laws relating to local governments. CONCLUSION The author felt that it was essential that a historical record be made by one who was consulted by the Spellman Fund in making the four grants to the Commonwealth of Virginia, two of which, as previously noted, have continued as contemplated. With reference, however, to the operation of the V A L C , there is nothing in the enabling legislation to prevent it from screening all proposed legislation after appointing such subcommittees and agencies instead of the various independent commissions. That is what, in my opinion, the Spellman Fund contemplated. Of course, its functioning rests in the discretion of the General Assembly. As to the State Planning Board, actual experience indicated that its early strength was to make it entirely independent of any state department. Its not too late for the legislature to correct it and place State Planning where it properly belongs. Whether there should be a board or simply a director is a matter for consideration by the General Assembly. ABOUT THE AUTHOR Morton L . Wallerstein, of Wallerstein, Goode and Dobbins Law Firm, was the first permanent Executive Secretary in the Virginia Municipal League, having served from 1921 to 191,1, and later served as the League's general counsel for seventeen years. IF YOU MEET IN RICHMOND, YOU SHOULD MEETATTHE JOHN MARSHALL. That's because at the John Marshall, we've got the people to make your meeting or invention a complete success. From planning to check-out, our staff of veterans makes the difference. Your accommodations will be cleaned and properly stocked. The function rooms will function. You'll be served excellent food—for as few as 5 or as many as 1550. All the little details that are so easy to forget, won't be forgotten, because at the John Marshall we have more than good facilities. We have good people. j ^ - . , Contact our staff of convention planners I /((^ Jollll JrlCllvUllI at (804) 644-4661. They'll be glad to help you're imp(^rtant to us. you put together a most successful .^^-^ We want to be important to you. convention. • filh ['r^inklin S h e e t s ' R i c h i n o n d , \ ' i r ^ i n i i i 'Z'.VZ �Preserving the best of the past . . . while keeping pace with progress EDUCATION—an excellent educational system including local Connmunity College TRANSPORTATION-fine municipal airport, easy access to railroad, 1-66 and 1-95 INDUSTRIAL—varied, prime sites available WATER—only Northern Virginia area with abundant wa ter supply Take a look at what's happening in the City of MANASSAS, VA. �This is an invitation to members of the Virginia Municipal League to come to ROANOKE IN 79 Hotel Roanoke u z O < 60 You will want to be there to participate in the interesting and vital sessions of the Convention, but also to enjoy the Roanoke Valley with its sparkling shopping opportunities, recreation areas, and matchless scenic beauty. Remember ifs ROANOKE IN 79 Virginia Municipal League Convention — Roanoke Civic Center Hotel Roanoke September 23 - 26, 1979 �Professional Difectory Geological. Soils and E n v i r o n m e n t a l Consultants G r o u n d W a t e r Studies L a n d D i s p o s a l of Effluents a n d Sludges Solid Waste Studies • Foundation Evaluations • ENGINEERING • MUNICIPAL B o x 2I2j I'hc N'nginia • B e a c h . N'^ ENOINEERINO B04':!10-30.')P 113 South Chestnut St., Marion, Virginia ( 7 0 3 ) 7 8 3 - 7 2 7 1 1640 Maple Dr., Danville, Virginia ( 8 0 4 ) 7 9 9 - 9 4 0 3 I CONSULTING ENVIRONMENTAL ENGINEERS W a s t e w a t e r And Solid W a s t e s 12368 Warwick Boulevard, Newport Newl. VA 23606 2 3 ? S R.ve^b.Je P l a ^ a • C h i c a g o iL 6 0 6 0 6 • ^ 1 2 1 6 4 8 - 1 1 5 5 5 2 0 6 M a r i i e i RoaO - W.cnmona V A 2 3 2 3 0 . l S n 4 J - 2 8 ? i - 9 0 0 9 New Yu'k 1 0 0 0 7 PhiiaOeiDMia 1 9 1 0 3 Tamoa 3 3 6 0 7 Virginia Engineers - Planners - Surveyors C O N S U L T I N G Sanilary Municipal rt«ter S o i l i A Foundii.onj I ynchburg, Virg.nia 2450S Telephone leO-ll 847 7796 Beach, V a R O Y E R ASSOCIATES E N G I N E E R S WATER S U P P L Y • REPORTS • SEWERAGE S Y S T E M S DESIGNS • SEWAGE DISPOSAL • APPRAISAX^ P . O . B o x 8687 1514 W i l l o w L a w n D r i v e R i c h m o n d , V i r g i n i a 23226 P h o n e 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • Sewage • Industrial Waste Treatment • Trealabiiily Studies • 140 Sylvan Avenue. P.O Box 1218 Englewood Cliffs. N J . 07632 201-567-8990 • 4 0 5 S o . P a r l i a m e n t Drive, S u i t e 101 Virginia B e a c h . Va 23462 804-499-4596 Gannett Fleming J Corddry & Carpenter and Planners Norfolk, V A Falls Church, VA 804/461-0155 703/534-8716 RUSSELL & AXON Kni^'iiiccrins and Planning 1111 Northshoie Drive Knonville, Tennessee 37919 Teleptione: 615/588-6444 Consultants 1028 Olde Foige Plaza Fiedericksbuig, Virginia 22401 Telephone: 703/371-8040 Offices In: Florida • Georgia • Teirnessee • Missouri Illinois • South Carolina • North Carolina • Virginia HURT & PROFITT, INC. H i g h w a y s , Railroads, Foundations, Waterfront Facilitie5, Water S u p p l y , S e w a g e Disposal, Planning Stu-dies • R e p o r t s • D e s i g n • C o n s u l t a t i o n P. O . B o x 1 2 0 4 7 484 N e w t o w n Rd. STUART 3 0 1 - 6 5 7 - 1780 THE PITOMETER ASSOCIATES LANGLEY A N D McDONALD ENGINEERS—PLANNERS—SURVEYORS & 804-461-6351 IM A L C O L M PIRNIL IENGINEERS, INC. Studies. Desigris And PLANNERS 5454 Wisconsin Ave Wash DC 20015 Engineers 114 East Carv S t r t « t • Richmond Virginia 23219 T « l « p h o n « : 804/6449493 HANSEN ARCHITECTS 6 K o g e r Executive CU Norfolk. Va 2 3 5 0 2 Gsnsulring Engineers eiNjCirvjEEOS R. ENGINEERS Ajstin Drockenbrough and Associates I n d u s t r i a l W.)iTe T f e j t m e n t • H i g h w a v ^ Drainage*Waier & Sewerage S y s t e m s • Survevmg Environmenidl Studies • P f v a t e Protects & RICHARDSON Engineering Plans, Studies and Laboratory Services 1400 Pleasant View, Staunton, Virginia (7031 886-3957 Norfolk, Virginia DURHAM Environmental and Public Works Engineering BPLDUJin ROD \ ' a . 23219 HENNINGSON. DEWBERRY, NEALON & DAVIS V i e n n a , V i r g i n i a • P h o n e : (703) 2 8 1 - 2 4 0 0 S t a u n t o n . V i r g i n i a • P h o n e : (703) 8 8 6 - 8 5 5 5 CONSULTING 201 E a s t G a r y S t r e e t Richmond, P h o n e 804/649-8627 8 4 1 1 Arlington Blvd., Fairfax, Virginia (703) 560-1100 Construction S e r v i c e s For W a t e r . PLANNING COMMUNITY DEVELOPMENT PLANNING Consulting Engineers. Planners and Architects Engineers Planners Surveyors ARCHITECTURZ H B & A OF VIRGINIA O. Betz-Converse-Murdoch Potomac Group, Inc. QREELEY AND & ASSOCIATES LANDSCAPE I n24 Jdlerson Avenue, Newpon News. Virginia 2W)(1|- 8(M-19^ 5561 © GREGG . LTD. HARLAND BARTHOLOMEW CHEWNING-HOGGARD AND A S S O C I A T E S , INC. FREDERICK JM4 W. Main lelcylioiie S.xNrr.ARY Reports. W a t e r Distribution Studies Special Hydraulic Investigations 100 C h u r c h St., N e w Y o r k , N. Y . 10007 C h i c a g o C o l u m b i a Atlanta N e w M l l f o r d , C t . E .V G / .V E E R S SI. • Ricliviond. Va. 353 66S~ • MUNICIPAL P/ii?z,s, Supervision. b>odie, mills, taylor and & PLANNERS J. K. TIMMONS & ASSOCIATES, INC. ,V a Vw G. GRIFFIN, INC. ENGINEERS Conirnuiiications, 911 Studies, A l a r m Systems, M o b i l e R a d i o Systems. T e l e p h o n e , Cable Television, Industrial Engineering Monitor and T e l e m e t r y Systems. 7212 T i m b e r l a k e R o a d < L y n c h b u r g , V a . 24502 804/237-2044 CONSULT] X^^S^^^^X Engineers Y A W a t e r W a s t e Surveys \t\ ) i ) Trunk M a i n Surveys /f)?^B ~ e n rCrO N S U L T I N G Appraiiah ENGINEERS fetiearch rd.. Hchmond, vir-gir^a 23235 Dhooe C S 0 4 ] 7&a-Ba23 SOUTHERN ENGINEERING COMPANY OF VIRGINIA CONSULTING 1000 • VVATEII pur-yaar, * ENGINEERS C r e s c e n t A v e n u e , N.E. Atlanta, Georgia 30309 404-892-717T �YARGER AND ASSOCIATES, INC. Over 500 Surveys Position Classification and Pay P l a n s Management and Organizational Studies Test Construction—Fire and Police Studies I R.W. 2830 Mary Street. Falls Church, Va. 22042 703/560-6900 • ZONING, SUPERVISION and ECONOMIC 59 culpcpcr St. ASSOCIATES 40 Cirove Street, Wdtestey, Mass. 02181 (617) 237-4870 P.O. Box 464. Bedford. Va. 24S2J ,703) 586 1881 i^^'. ROSSER H. PAYNE 6 ASSOCIATES planning (j management coosultaats BECK AND Engnii-rf, inui Consullunis • Ulilihly Plannine. Mjnagement and Ocsi^n Seivices. > Rale and Contiacl Evaluation. • Technicaf ani! Financial Feasibility. • Utility Proneily Appraisals. • Load Mana^emenl and Energy Conservation Analysis. • Energy Source Evaluation. Fossil- Nucleai-Hydio Solid Waste - Solar. .'.ijwv <SS!S.- WILLIAM C. OVERMAN ASSOCIATES engineers - surveyors- planners 5721 Sellger Drive •.•^Tl, •tndl BnEMNER,YOUiMBBI.OaD,SKINQ,IIMC. ENGINEERS° S U R V E Y O R S . P L A N N E R S 1151 Hanover G r e e n Drive warrentoo . va. Phone ( 0 0 4 ) Mechanicsville.Virginia COMMERCIAL, INDUSTRIAL AND RESIDENTIAL 23111 f ASSOCIATES Engineers-Consultants COMPLETE ENGINEERING SERVICES nil N. Charles St„ Baltimore, Md. 21201 Environmental Studies, Design R. K E N N E T H W E E K S ENGINEERS and C o n s t r u c t i o n M a n a g e m e n t W a t e r Supply a n d Purification • Sewerage and age T r e a t m e n t • Streets a n d H i g h w a y s • Investigations a n d Reports • Supei-vision of Constniciion, 2733 TiDEw.ATiR D n , NORFOLK. PROPERTIES 703-631-9630 703 369-5700 703-430-9199 746-5285 (703) J47-3600 WHITMAN, REQUARDT AND B E N G T S O N , D E B E L L & E L K I N . INC. CONSULTING ENGINEERS & SURVEYORS S T U D I E S . PLANNING AND D E S I G N FOR Land Surveying o L a nd Developme Water & W a s t e w a t e r Engi ne e r s Planning Traffic E n g i n e e r s STUDIES Norfolk. Virginia Gilbert Associates of Virginia, Inc. Engineers/Consultants 4 1 1 Cedar Road, Chesapeake, Virginia 2 3 3 2 0 \ ' A , 2350^ 804-547-2955 P U R D U M and JESCHKE C O N S U L T I N G ENGINEERS AND LAND SURVEYORS 1023 N. Calvert St. Baltimore, Md. 301 837-0194 Development Studies Drainage Surveys Highways Inspection 1625 Eye street Washington, DC 20006 (202)331-1440 BARTON-ASCHMAN A S S O C I A T E S , INC. URBAN DEVELOPMENT/TRANSPORTATION PLANNING / DESIGN / IMPLEMENTATION • • • • • Downtown Revitatization/Malls Community/Economic Development Traffic/Transportation/Parking Transit Needs/Operations Parks/Recreation/Preservation DC. 2 0 0 0 6 ; (2021 4 6 6 - 8 2 3 0 8720 Georgia Avenue ^''"^r Spring, IVID 20910 f3011585-6001 SWBPflPIID • 800 North 12lh Boulevard St. Louis, MO 63101 (314)436-7600 • • Design • Planning Construction Management CH2M a: HiLi t'ngineers I planners etcxTomists St ientists Consultants to Municipalities on Environmental Systems Eastern Regional Ottice:1930 Isaac Newton Square t . Reston, VA 22090 • Phone (703) 471-9710 Patton. Harris, Rust & Guy a prolmMxwl corpoTBtion Eno«^Mr« , Survsyors . Ptann*rt mufHCipaiitws and public agsncm Mwn Otl«« 1 0 5 2 3 M*nSt >U z . Fairlax. V«. 2 2 0 3 0 , (703)273-8700 IOCS. Main SI . Brklg«Mtar.W 2 2 6 1 2 . (703)82a-2ei« • BRIENOGERE Consulting Engineers PO Box 3 8 5 5 , Charlotte, NO 2 8 2 0 3 / 704-374-1822 S y r a c u s e . NY / Poughkeepsie, NY / Philadelphia, PA / Dover, D E / Chillicothe, O H Virginia s O n ! / > 62 McMANIS A S S O C I A T E S , INC. Washington, D.C Management Consultants to City and County Govemments Productivity Analysis ° Fiscal and Management Systems Community Development " CETA/Manpower Services ° Economic Development 1201 Connecticut Avenue, N.W., Washington, D.C. (202) 296-1355 MUNICIPAL BOND Specialiiti 725 Chy.ch St • L ynchbur g, V o . • B04 846-271 1 W i l l i a m W W i n f r e e . Jr E d w a r d T. P c n i g r c w , J i • Deolerj and Underwriter! �MUNICIPAL ADVISORS INCORPORATED BOOZ • A L L E N & HAMILTON, INC. . . . Provides a full range of consulting local and regional governments. services to ' FINANCIAL AND C O N S I J L T A N ' I ' S 'W) FURTHER INFORMATION CONTACT: • E R I C S. H A N S S E N DIR. L O C A L G O V T . S E R V I C E S 1 0 2 5 C O N N E C T I C U T A V E . N.W. W A S H I N G T O N . D.C. 20036 (202) 2 9 3 - 3 6 0 0 SAN FRANCISCO CHICAGO NEW Position ClassiCiciiliiin/Coinpcnsiition Plans • ManafjfMTionl a n d ()[•^anizali(^n S I n d i c s • KxfMiulivo Search and Selection L A W R E N C E B. W A L E S J , A d v i s o r on Kinnnci.il ,\ni\^ Miiltiirs ? R c l . i l i n j J 1(1 l s M i , n i ( ; c of M u n i c i p a l Uonds • FOR MANACKMKNI' MUNlCll^ALITIKS P.O. B O X 45 R O G E R M. S C O T T Virginia Boach, V a . 23458 WASHINGTON YORK I RICHMOND, VA. (804) 798-8313 ROANOKE, VA. (703) 992-4650 EQUIPMENT COMPANY, INC. SETONGUARD 804/422-1711 CC057 I Korman Signs H E A D Q U A R T E R S FOR P R O D U C T S AND TRAFFIC SIGNS 3027 L I N C O L N A V E . RICHMOND, VA. 23228 O F F I C E 262-6050 George C u n n i n g h a m , Field Representative "imagineered" Security Name Plates Protect your property. Easy application. Black-filled s e r i a l n u m b e r s . Permanent 3M a d h e s i v e s . Outdoor or indoor. Free s a m p l e s . Properly applied they win last a lifetime. P L A Y G R O U N D and P A R K E Q U I P M E N T BY G A M E TIME, I N C . C U N N I N G H A M ASSOC. INC. B o x 9 5 5 4 L a k e s i d e Br., R i c h m o n d , V a . 2 3 2 2 8 Phone 804,/262-2401 S E T O N NAME PLATE CORPORATION 2398 B o u l f v a r d , New H a v e n , CT 06!">0:i !203'' / • 7 ? . ? 5 ? 0 WATER TANK Maintenance Directory Painting and Repairing Utility Service Box 88 Madison, NC 919-427-0216 PUBLIC ADMINISTRATION SERVICE . . . Providing management regional, Management S y s t e m s Police and Fire Personnel Administration Financial Management and assistance state consultant since • Courts • Community Development • Community Attitude Surveys • Program Evaluations 1776 M a s s a c h u s e t t s A v e n u e , N.W. • WASHINGTON • • and governments CHICAGO services to local, 1933. Labor Relations Productivity Analysis Public Works Employee Relations Surveys W a s t i i n g t o n , D . C . 20036 • >- (202)833-2505 LOS ANGELES u z I ^ I ! L A W puBi-isHEre I I Suite 416 Washington Bldg. Washington, D.C. 20005 157 Luckie St., N.W. Atlanta, Georgia 30303 MUNICIPAL ORDINANCE CODIFICATION SERVICES o I— < • A revision, not a compilation of ordinances • Six-month delivery on new codes • Comprehensive index • Heavy-duty looseleaf binders z o > 63 �We shape our buildings; thereafter they shape us \J -IL - W i n s t o n Church W h e r e people w o r k has a great deal to do w i t h h o w they w o r k . H o w they w o r k has even more to do w i t h the quality of w h a t they produce. T h e n e w P h i l i p M o r r i s factory i n R i c h m o n d , V i r g i n i a , w a s designed a n d b u i l t w i t h these precepts i n m i n d . We w a n t e d it to combine the most a d v a n c e d technology w i t h a n e n v i r o n m e n t that w o u l d contribute to the well-being of P h i l i p M o r r i s people. Never before, w e believe, has a manufacturing f a c i l i t y of this magnitude been p l a n n e d a n d constructed so s p e c i f i c a l l y for people. People have made P h i l i p M o r r i s , a n d people w i l l determine our future success. T h e quality of their l i v e s is the unseen, immeasurable ingredient of the quality of our products; there is no better w a y to assure the latter than to i m p r o v e the former. We d i d not b u i l d for mere contentment. T h e objective w a s excellence, w h i c h is far harder to come by a n d , correspondingly, far more valuable: to our people, to our products, to our customers. Philip Morris Incorporated � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 13, Number 9 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource September 1978 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197809 https://www.virginiaroom.org/digital/files/original/69/6421/197810.pdf 654b0e804c11c4ca3bdef4ce0f9346a6 PDF Text Text �Editorial IT'S NOT TOO EARLY TO BEGIN ^ It's October, 1978, three months before the beginning of the 1979 Legislative Session of the Virginia General Assembly. One might think it premature to begin working with your State legislators on local legislative needs. But one who understands the complex legislative process of the Virginia General Assembly knows otherwise. Ask your legislators. Most will tell you that they need to know your concerns now, not in December, if the necessary research and drafting is to be accomplished prior to the hectic final days prior to the opening of the 1979 Session. The growing number of groups which demand State legislators' attention, the sophisticated and complex nature of legislative items being introduced, the interrelationships among the many ongoing studies, reports and indepth research documents all require greater energy, time and study by the General Assembly members than in past years. These factors alone make it imperative that you begin to indicate the desires of your locality to your senators and delegates. But there is even greater pressure this year because the 1979 Session is expected to be a "short" one, (even though there is some disagreement as to whether that will mean 30, 35, or 45 days). Yet the decisions which must be made during that period will, most likely, be increased as the General Assembly clears up about 600 carried-over bills and probably introduces between 800 and 1000 new legislative items. If you want your legislation passed, if you want your legislators fully aware of the arguments and facts in favor of your bill, if you hope for action in 1979, then begin now to work towards legislative approval of your request. By beginning work with your own legislative representatives now, the possibility of passage will increase. It's not too early. U o8 O > 2 R. L. DeCair Executive Director �Virsinia *City Editor-in-Chief Richard L. DeCair Editor Charlotte Kingery Associate Editor Advertising Manager Financial Secretary Volume 13 "A public budget has three purposes: planning, management and control." Johns S. Ziolkowski, Jr. BUDGETING WITHOUT BEING A PRO Sandra Harmon TELEPHONE Number 10 USING YOUR BUDGET TO PLAN Michael S. Deeb 804/649-8471 October, 1978 "By using a few management skills, the budget does not have to be a headache to the local elected official." DEPARTMENTS 2 6 7 12 13-15 Editorial People Places Ideas Directories Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of VIRGINIA TOWN & CITY or the Virginia Municipal League. u Z ON THE COVER BUDGETING design by Vernon Banks, Library Assistant, VML. VIRGINIA TOWN & CITY is the only official magazine of the Virginia Municipal League (formerly the League of Virginia Municipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. All contents, copyright ^ 1977 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per copy. �USING YOUR BUDGET TO PLAN By DR. RICHARD E. ZODY and objectives, it may be common for a community to be engaged in an operation for which the original goal or objective has been met but continue in the same mode because "it's always been done." However, little, if anything, is gained under this procedure, and it is unjustifiable. The point is, that while these constraints do affect budget decisions, they should not serve as excuses for not asking questions or reassessing the direction of the municipality, for it is in the budget process that the greatest opportunities are provided for an elected official to change or create public policy. Budget Process Budget Functions A public budget has three purposes: planning, management and control. As an agreed upon policy of resource allocations, the budget presents a plan of the intended activities of a municipality over a specified time period, usually the fiscal year. Equally important, the budget represents a management plan. It is a statement of resources to be allocated in the best of circumstances and how these resources are to be used in achieving specified goals and objectives. Finally, the budget enables the elected official to control operations through both initial allocation decisions as well as monitoring these throughout the fiscal year to insure financial and performance integrity, fiscal accountability and legal compliance. There are a number of constraints which affect budget decisions. Perhaps 80-90 percent of municipal expenditures are not considered discretionary due to essential service needs such as public safety, previously incurred obligations of debt and pension payments and expenditures mandated by superior units of government. Political reality, or what is perceived as such, is another major constraint. Simply put, continuity of governmental efforts is an important consideration in resource allocations. A third major constraint is time. Regardless of whether it is a large or small municipality, with or without professional staff or fulltime elected officials, having weekly, bimonthly or monthly meetings, there never appears to be enough time to fully consider resource allocation issues. Lastly, the public budget is a public resource allocation. What may appear to an elected official as a resource decision soundly grounded in facts, may not appear to be so to the general public or particular interest groups. Moreover, it may be that municipalities which have a tradition of developing budgets with only superficial public involvement also may find considerable public resentment expressed at the municipality and its officials. These constraints may be eliminated or alleviated, however, if elected officials take the time to develop systematic goals and objectives for their community and periodically reassess these as well as earlier goals ABOUT THE AUTHOR Dr. Richard E. Zody is professor and chairman, Graduate Urban Affairs Program, VPI&SU, Blacksburg. This article is based on his remarl<s at the Virginia Municipal League's 1978 Institutes for Municipal Officials. The budget process may be viewed in four stages: preparation, review, execution and evaluation. Since Commonwealth law requires that the budget be presented to the governing body on or before April 1 (or 3 months prior to the beginning of the fiscal year), this date ends the preparation stage. Virginia law also is explicit in stating that the budget is for planning purposes only. Whether or not a municipality has a professional manager, the initial preparation of the budget should begin in early fall with the development of a budget calendar which ends with the required approval date, which should be no later than the beginning of the fiscal year. At this time, too, the governing body should establish its ground rules and calendar for the budget itself. The rules will serve as guidelines for the actual preparation of the budget by staff or the governing body. The policy oversight role is most important in this early stage of the budget process. In reviewing the municipality's financial picture an elected official should view, for example, reserves or contingency funds not as "hidden pots" but seek to ascertain whether or not these are justifiable and adequate. In addition, particular attention should be given to various revenue sources. Questions which should be raised about the identification of these sources involve stability, continuation and impact. When a councilmember is uncertain about some facet of the information presented, hard questions should be asked and additional information or clarification should be forthcoming. In municipalities with managers, questions should be addressed to the managers rather than particular department heads since the data and other information presented to the council represents the manager's proposed plan of municipal activities for the forthcoming year. Ordinarily, the manager prepares this with careful attention to its respective parts, the relationship of these to each other, and the document as a whole in terms of the council's guidelines. Thus, the manager is the person with the knowledge and responsibility for responding to questions about various parts, their relationships and the possible consequences in related operational areas. The professional staff should be used as vital resource persons in developing the budget but elected officials are ultimately responsible for the policies. As a result, tough, fair and probing questions should be the rule rather than the exception. Since it is in this stage of the process that the governing body can evaluate its professional staff and operations of the municipality. �Types of Budgets This evaluation may be assisted by using a different type of operating budget. There are basically four types of operating budgets: line-term or object of expenditure, performance, program and zero base. Each of these budgets has advantages and disadvantages and make different demands upon their users. The line-item budget is the oldest and most commonly used, it is easily understood and offers considerable leverage over inputs such as positions and funds. Virginia law requires the line-item budget for local governments unless they elect to follow municipal charter provisions. A municipality, however, may use a dual budgeting system—one budget to meet legal requirements and another for improving local planning, management and control. The line-item budget is not conducive, however, to achieving many of the public demands for responsive and responsible government because of its narrow focus on inputs and fiscal control. The performance budget was developed early in this century as a tool for improving municipal performance. This budget never enjoyed widespread usage due to difficulties encountered in measuring the many different types of public performance outputs. Although many of these difficulties have been overcome, the performance budget has been superseded by other, improved budgeting techniques, one of which is the program budget which has been through several modifications since its introduction in the 1960s. It is the only type of budget which ties together planning, management and control in a systematic annual and multi-year perspective, so that elected officials may better understand and improve their oversight of the complex relationships between inputs and outputs in both intra- and inter-program terms. The program budget is administratively oriented, and it is complex and expensive to develop, implement and maintain. At present, the zero base budget (ZBB) is receiving considerable attention due to its potential for controlling governmental costs. The zero base budget appears to give elected officials a better sense of policy management because it presents a clear picture of the relationships between different expenditure and service levels. The ZBB may be the most expensive and complex budget to develop, implement and maintain, and the few objectives studies which have been made of ZBB seem to indicate that it falls far short of its purported potential. It is important to note that no one budget is best for all levels of government or for all units at one level. Thus, statutory provisions which mandate a particular type of budget may serve as a barrier to improved policy management. One other type of budget should be noted, the capital budget. The capital budget is a plan of resource allocations for major expenditures such as buildings, streets and roads or other items with a relatively long life. The common practice is to develop a capital budget for a five year period with annualized expenditure priorities. Both the budget and priorities are updated each year to reflect new conditions and accomplished goals. By "smoothing out" major expenditure needs on a priority basis over an extended period of time, the capital budget helps the municipality avoid year to year fiscal distortions. In effect, the capital budget is an expenditure averaging device. Budget Review The review phase of the budget should begin by the April 1st date at the latest. It is recommended that this begin earlier, however, so that the budget may be approved prior to the mandated date. Virginia law requires the proposed budget be published and one or more public hearings held at least seven days prior to approval. In terms of the budget calendar, the governing body should strive to approve the budget about one month prior to the beginning of the fiscal year. This allows municipal personnel adequate time to begin the necessary task for implementing the new fiscal year's plan. From a policy perspective, the review stage enables both elected officials and citizens to assess the appropriateness of various proposed resource allocations in a constructive and significant manner. This will be the case, however, only if the participants ask tough questions about items such as relative needs and resource availability. Otherwise, the review stage may be simply an additional exercise. By reviewing and approving or disapproving proposed resource allocations, elected officials are exercising management control at its fundamental level. Once approved, the budget document provides the basis for appropriations which, under Virginia law, must be separate and the implementation of the plan. The execution phase of the budget process formally begins with the new fiscal year. It is at this point that elected officials must begin to act on the basis of earlier policy decisions. In practice, the appropriations schedule also may serve as a proper time to assess the progress of the municipality in realizing its plan. For example, status reports may be required along with the appropriation requests. In addition, new programs or funding opportunities may need to be considered from both need standpoints as well as their potential effect on existing municipal activities. In essence, the elected official's role during the execution phase is the very important one of oversight. The role is significant because it is a necessary prelude to evaluating the effectiveness of operations during the next fiscal year's preparation stage. The final phase of the budget process, evaluation, overlaps with the preparation phase of the next fiscal year. While this appears confusing, it is not, if one keeps in mind that the evaluation is of current and related previous fiscal years' efforts as a basis for preparing the next fiscal year's budget. At a minimum, this phase should involve a review of the most recently available audit and a preliminary audit of the current fiscal year. F4owever, if a governing body has developed other criteria for ascertaining the effectiveness of municipal operations, then the evaluation stage may be one of substantial policy consequences. If municipal employees know they are going to be evaluated on the basis of prespecified effectiveness criteria, it is likely that their activities and program results will reflect these in a positive manner. �People Maxwell Appointed ]OHN T. MAXWELL became Chesapeake's city manager September 5. His previous position was assistant city manager of St. Petersburg, Florida and he has served as assistant city manager of L a k e w o o d , Colorado and A m e s , Iowa. He holds a graduate degree from Iowa State University. Maxwell succeeds Durwood Curling w h o resigned to be director of Southeastern Public Services Authority. Officials Resign /. RANDOLPH LARRICK, solicitor, and MICHAEL FOREMAN, clerk of council, of Winchester resigned in June to take new positions. Larrick, w h o had been with the City for twenty-five years, is now commissioner of accounts for Frederick County. Foreman is now clerk of the Winchester Circuit Court. Planner Appointed C. BERNARD GILPIN succeeded W . Robin Worth as planning director for the City of Petersburg. A native of R i c h m o n d , Gilpin holds graduate degrees from Syracuse University and Howard University. Prior to his Petersburg appointment, Gilpin was an urban planning consultant and had also been a planner with the City of Richm o n d . Gilpin assumed his post July 1. Frye Resigns u 08 z O < Z u > V. BART FRYE, JR., executive director of the Portsmouth Redevelopment and Housing Authority, resigned A u gust 1 to go into private business. W h e n Frye was appointed in 1971, he was the youngest housing agency director in the nation. Prior to his Portsmouth appointment, he was director of programs for the Norfolk Redevelopment and Housing Authority. Frye will retain his position as vice president and member of the board of governors of the Association of Housing and Redevelopment Officials. Hodges Dies S. MURRAY HODGES, retired assistant director of the Norfolk Department of Utilities, died July 8. Hodges was a lifemember and former chairman of the Virginia Section, American Water Works Association. In 1976, he received the distinguished service award from the Virginia Section, A W W A , and in 1970, was named Utility M a n of the Year. T h e Virginia M u n i c i pal League extends sincere sympathy to the family of S. Murray Hodges. New Librarian WILLIAM I. COLEMAN has been selected head librarian of the Fairfax County Public Central Library. Affiliated with the Fairfax County Public Library system since 1965, Coleman received the 1973 Onthank Award for his expansion of the Virginia R o o m collection and voter information. He also pioneered the library's first legislative information service. Easton Appointed DR. RICHARD E. EASTON was appointed as the first City physician for Virginia Beach. A resident of Virginia Beach, he is on the faculty of Eastern Virginia Medical School. As City physician he will administer an occupational health program as well as develop and administer a preventive medicine program for City employees. Royer Appointed I. PAUL ROYER, JR., director of planning for the State Department of Highways and Transportation, has been appointed assistant secretary of transportation. Royer will assist in liaison activities between the secretary's office and the State government transportation agency. A graduate of Virginia Military Institute and Georgia T e c h , he has been affiliated with the former State Highway Department and served as director of planning and transportation for the City of Lynchburg. He is a past president of the Virginia Association of Traffic Engineers. Manager Changes Purcellville Town Manager WAYNE G. "TED" REED became Buena Vista's City Manager October 1. Reed has previously served as manager of Strasburg and was an assistant manager in Winchester. Herndon town manager ROBERT S. NOE, JR. resigned to become county administrator of Prince William County. VINCE POLING has been appointed manager of Strasburg. He had been affiliated with the Shenandoah County school system. Radford city manager, DR. ARTHUR L. LANE, JR. resigned his post to become commissioner of the Virginia Employment Commission. Prior to his position in Radford, Lane has served as city manager of Hopewell and of D u b l i n , Georgia. He holds a doctorate degree in administration from Nova University. Hawkins Appointed Chief THOMAS M. HAWKINS, JR., personnel manager of Executive Development for the National Fire Academy, was appointed chief of the Arlington County Fire Department. Prior to his affiliation with the Fire Academy, Hawkins was an associate professor in fire science and has served continuously with several volunteer fire companies since 1960. He holds a bachelor's and a master's degree from George Washington University. Hawkins succeeds Robert F. Groshon w h o retired in July. Robinson Elected Vienna Mayor CHARLES A. ROBINSON, JR. has been elected a member of the Council of the American Bar Association's section on public utility law. Robinson is a practicing attorney and deputy general manager of the National Rural Electric Cooporative Association. As chairman of the town section of the Virginia Municipal League, Mayor Robinson serves on the V M L Executive Committee. Artemal Appointed ENCIN ARTEMAL has been appointed planning director for the City of Alexandria. He had been acting planning director since September, 1977. Prior to his appointment, Artemal served as chief of the advanced planning division and as deputy director of the planning and community development department. He has been with the City since 1974. Nicks Honored The Honorable GUS W. NICKS, mayor of Vinton and first vice president of the Virginia Municipal League, was honored by the Southwest Virginia Health Systems Agency. He received a citation for service and leadership in promoting the advancement and quality of health services. The board of directors of the agency presented the award to Mayor Nicks on July 6. �Places HERNDON—The T o w n has instituted a major park and recreation development program. Citizens passed a bond referendum authorizing expenditures of $3.5 million for the development of a municipal golf course and two park areas consisting of tennis courts, ball fields, picnic areas and concession stands. The Town's second major recreational facility is the H e r n don Community Center which will have meeting rooms and office space for the parks and recreation department, among other services. The recreation complex will open in 1979. PORTSMOUTH—The City received a $3 million federal grant for construction of two 300-unit luxury apartment towers on the downtown waterfront. Robert C. Embry, Jr., Assistant Secretary to the U.S. Department of Housing and Urban Development, delivered the grant. The money is from the new federal program called the Urban Development Grant and Portsmouth is the first city in the nation to receive such funds. T h e grant money is i n tended for cities that can attract private investment funds to combine with federal money in financing city needs. ALEXANDRIA—An emergency shelter, w h i c h could help families or individuals w h o are temporarily in need of housing, is under consideration by the C o u n c i l . T h e family center will provide food, shelter and short term counseling as well as a 24 hour referral to other City agencies. T h e Center w o u l d relieve the housing shortage that often faces City agencies w h e n clients come in for assistance. If Council approves the shelter facility, there would be several sources of federal or State aid to pay for part of the program. P O Q U O S O N — C i t y Council viewed the design for the proposed c o m m u nity center. The facility, to be located behind the municipal building, will be built in stages. The center will include swimming pools, meeting rooms, a gymnasium and an auditorium for use by the new high school. CHRISTIANSBURG—Town Council agreed to sponsor the request of the Christiansburg Community Center for $24,000 from the Virginia Office of Human Resources to develop a cultural center. Activities at the Center would include performing and visual arts, a museum and a small library. Funded totally by the State, the program will seek to develop the Christiansburg Community Center as their cultural community facility with the assistance of volunteers from the nearby colleges, neighborhoods and private and public financial sources. HAMPTON—A proposal to build a $10 million residential development at Buckroe Beach was approved by C o u n c i l . Council agreed unanimously to sell 11 acres to a Virginia Beach firm to develop townhouses and condominiums to be completed in three to five years. T h e proposal will serve as a catalyst for more development, possibly resort or commercial. NORFOLK—The City will purchase more than 14 acres of beach front where the existing O c e a n View Amusement Park is located. T h e rest of the Amusement Park will be sold in the next few months. It is planned that the existing roller coaster and other facilities will be demolished to facilitate the development of a public beach. ARLINGTON COUNTY—The County's environmental health division which is responsible for ensuring food service sanitation has received the 1978 Samuel J . C r u m b i n e Consumer Protection A w a r d . T h e Award honors outstanding achievement by a local government agency in developing a sanitation program to protect c o n sumers and restaurants. The Crumbine Award is presented annually by the Single Service Institute. VIRGINIA BEACH—The City's Mental Health and Mental Retardation Services Board's Comprehensive Mental Health Services Program has received a commendation from the National Institute of Mental Health. T h e commendation was for responsiveness in the program of emergency/crisis services. T h e program provides 24 hour mental health emergency coverage to residents and provides quick access to treatment for citizens in a mental health emergency. CH/\R/.07"rfSV//.i.f—City C o u n c i l agreed to spend funds on a preliminary study on the feasibility of building a hotel-conference center. T h e funds have been requested by the Charlottesville Development G r o u p , an advisory body to the C o u n c i l for economic development. T h e money will be used to hire a consultant to determine whether it is economically possible to operate such a center and find sources to finance building of the complex. CAPITAL R O A N O K f — F i n a n c e Director Joel Schlanger said he will study the need for guidelines for disability retirements for City workers and physical standards for hiring workers. The City presently requires a physical examination for hiring but it has not set standards for determining when a worker will not be hired. In another matter. City Manager Bern Ewert has told the R o a n o k e L i b r a r y B o a r d that t h e former federal building, recently purchased by the City, has possibilities of being a library. EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD • P. 0. BOX 9609 RICHMOND, VIRGINIA 23228 PHONES: 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY—C/iem/ca/ Spreaders, Slurry Pavars LINK BELT — Cranes — Excavators FMC/BEAN-Sewer Cleaner LAYTON MFG. CO. — Asphalt Pavers MEYERS-SHERMAN — "Vector Jet Rodder" RICHMOND MFG. CO. — Horizontal Boring Machines ELGIN-LEACH — Sweepers, Refuse Bodies ATHEY MANUFACTURING CO.—Maintainer Grader ROYER FOUNDRY-Shredders GIANT-VAC — Leaf Collectors DAVEY — Air Compressors MASSEY-FERGUSON — Backhoe Loaders �Budgeting Without Being A Pro By DR. RICHARD E. ZODY Introduction Many small localities do not have the services of a professional manager and consequently, elected officials in these communities are faced with numerous responsibilities, tasks and requirements which may be new and increasingly complex. The most critical of these duties is budget related. For any unit of government, a budget represents planning, management and control. Its importance cannot be underemphasized for it is the basic operating document of government, and particularly for small municipalities, serves as the guide for municipal operations during the fiscal year. Thus, the small municipality's budget is the elected official's lock on effectively serving the public interest, and the development of the budget is the key to that lock. Elected officials may want to use some of the professional public management techniques such as the budget calendar, to facilitate accomplishment of the budget. Developing the Budget Calendar Councilmembers need to remember that State mandates affect the budget. These include: • presenting the budget to the governing body on or before April 1, or 3 months prior to the beginning of the fiscal year; • approving the budget no later than the beginning of the fiscal year; • publishing a synopsis in a newspaper of general circulation prior to its adoption; • scheduling one or more public hearings at least seven days prior to the approval of the budget. The budget calendar may be similar to the example shown. This calendar should allow adequate time for budget development as well as handling other council business. Developing Budget Committees In many localities, the council has established the About The Author Dr. Richard E. Zody is professor and chairman, Graduate Urban Affairs Program, VPI&SU, Biacksburg. practice of using committees to distribute the workload. While the ultimate responsibility and authority for the budget reside in the council, it may wish to further distribute the workload by involving interested citizens. A council may wish to establish a budget and finance committee, with two subcommittees—revenues and expenditures. The budget and finance committee is charted with developing the budget document for presentation to the council, with the assistance of the clerk and other personnel as required, and the subcommittees are charged with developing the documentation required by the budget and finance committee. For example, the revenues subcommittee may need to contact regional agencies such as planning district units or state agencies to secure data on local and regional economic conditions, while the exDenditures subcommittee may need to survey simiarly sized communities to ascertain comparative remuneration levels. Since the budget is a plan for realizing certain goals, it is important that the council clearly identify these intentions. These goals serve as benchmarks for developing the budget, justification for adopting it and provide the basis for developing the criteria which are needed to evaluate the effectiveness of the budget and its implementation. Budget goals should include both programmatic and fiscal items. The council also should attempt to develop one or more objectives for each goal. Once the budget calendar and goals have been established, then the various committees begin their efforts. The budget and finance committee should identify the tasks of the subcommittees so that these bodies will have a clear idea as to what is expected of them and when it is due. Obviously, councilmembers, however, should keep in mind that their role is one of a committee member. In other words, once the budget calendar and goals are established, the participants in the process should adhere to the calendar and the goals. If, as may sometimes occur, information is developed which indicates that the goals are unrealistic or that the calendar may need to be adjusted, then the committee should convey this to the council for its consideration. The council should keep in mind that the calendar is its tool for assuring that a timely and legal budget is approved for the next fiscal year. Thus, the council should stick to its calendar and exclude extraneous matters which would interrupt the agreed-upon flow of events. While exceptions may arise, councilmembers and other participants are subject to Parkinson's Law which states that work expands to fill the time available to do it. Summary Although the budget calendar and the committee system facilitate the budget workload, these require that councilmembers spend extra time in non-council meetings as well as individual efforts. The calendar assures the flow of budget work in a reasonable manner resulting in a sound, final product; the committee system provides the organizational mechanism for realizing that product. �Sample Budget Calendar When October X What Establish budget calendar Who council Review current and projected financial condition of municipality November X December X Establish goals councfl Identify subcommittee tasks budget and finance committee Assess local and regional economic conditions revenue subcommittee Assess program changes expenditures subcommittee Assess personnel relations Assess Remuneration levels January X Continue previous activities with preliminary reports to budget and finance committee on revenue and expenditure estimates revenue and expenditure subcommittees February X Finalize revenue and expenditure estimates revenue and expenditure subcommittees Begin preparation of budget document budget and finance committee March X Finalize budget document budget and finance committee April 1 Present budget document to council budget and finance committee Schedule public hearings council Publish synopsis of budget council MayX Budget adjustments council JuneX Adopt budget council < z o Julyl Implement budget council > U z 9 �D i c e s ELECTED The Virginia Weights and Measures Association elected G. W. Diggs, III President during the Annual Conference, July 30-August 1, in Norfolk. President Diggs is a Weights and Measures Inspector for the Virginia Department of Agriculture and Commerce in Richmond. M. P. Gleason, Bureau of Weights and Measures, City of Richmond, was elected First Vice President; J. B. Haun, Inspector, Weights and Measures Section, Virginia Department of Agriculture and Commerce, Staunton, was elected Second Vice President; and Robert H. Britt, Jr., Sealer of Weights and Measures, City of Norfolk, was elected Third Vice President. J. F. Lyies, Supervisor, Weights and Measures Section, Virginia Department of Agriculture and Commerce, Richmond, Joseph F. Hortert, Inspector-Investigator, Office of Consumer Affairs, Newport News and Immediate Past President Joseph Zegan, Sealer of Weights and Measures, Virginia Beach, were elected to serve on the Executive Committee. The membership voted to aoDoint a committee to study the Constitution and By-laws. The Weights and Measures Association will meet in Fredericksburg in 1979. FIRE CHIEFS MEET The State Fire Chiefs Association of Virginia held its Annual Conference July 12-14, 1978, at Blacksburg. Portsmouth Fire Chief and President of the Association, Odell Benton, presided over the activities. F^arold E. Dailey, Fire Chief, Winchester was elected 1978-79 President. Other officers include First Vice President Harry T. Gladding, Jr., Fire Chief, Tappahannock Volunteer Fire Department and Second Vice President Carl C. Holt, Fire Chief, Roanoke. The Executive Committee is comprised of the following: Virginia Beach Fire Chief Harry E. Diezel, York Volunteer Fire Department Fire Marshal W. J. Robertson, Charlottesville Fire Chief Julian Taliaferro, Christiansburg Fire Chief James W. Epperly, Lynchburg Fire Chief William A. Anderson and Portsmouth Fire Chief Odell Benton, immediate past president. Harrisonburg was selected as the site of the 1979 Annual Conference. PEARSON ELECTED The Virginia Association of Chiefs of Police elected Lt. Col. John S. Pearson President during the Association's Annual Conference on August 13-16 in Roanoke. President Pearson is Assistant Superintendent of the Department of State Police. The other officers are J. deKoven Bowen, Chief of Police, Charlottesville, First Vice President; Col. William W. Davis, Chief of Police, Virginia Beach, Second Vice President; and C. H. Benson, Chief of Police, Waynesboro, Third Vice President. The Executive Committee includes Col. Francis A. Gard, Sr., Chief of Police, Martinsville, H. B. Childress, Chief of Police, Pulaski; Col. Roland A. Lakoski, Chief of Police, Chesapeake; James A. Kirby, Chief of Police, Lexington; and Frank S. Duling, immediate past president. Chief of Police, Richmond. During the business session, the membership voted to accept the revision of the Constitution and also, chose Norfolk as their 1979 Conference site. Mm >U Z OI < z o > 10 NEW AND /NNUVATIVE TECHNOL proven biological processes 'which mininmge upset a'/irf ^ft^B^-^ for maximum stability - complete treatment --~^_^^0L~ and less SS and BOD - fully automated — automatic^urge cycle every 24 hours - each unit a self-contained treatment plant - 500 through 21,500 GPD - individual or multi-unit installation - 260,000 GPD shown above. PATENTED - DISTRIBUTORSHIPS AVAILABLE CORPORATION RftTHMOND, V I R G I N I A 23229 2515 WACO S T R E E T tlniniVA Wastewater Treatment Systent Modular r^u! f i - U n i t I n s t a n a t i o n (804) 288-2418 �CONNECTORS New economy in connecting corrugated steel pipe T H E C H A N N E L C O N N E C T O R is simply a rolled U-shaped channel section proportioned to positively engage the flanges on reformed ends of pipe sections. There's no need to align corrugations. The connectors are furnished in two halves for easy installation under adverse conditions. One bolt per connector half I S required. The reduced area of contact means the connector halves pull up quickly and easily vi/ithout binding. With the channel connector, you can be sure of structurally sound joints with no possibility of disjointing or backfill infiltration because of misaligned corrugations. CHANNEL CONNECTOR T H E WING C H A N N E L C O N N E C T O R is an extension of the channel connector to a full 12 m. width for use m extreme conditions or larger structures. The wmg channel connector includes two full corrugations on either side of the channel to engage reformed annular corrugations on the ends of pipe sections, while the center channel section engages the integrally formed flanges. Tests show the wing channel connector to be superior to any of the presently furnished bands in tension, shear, and bending. Hydrostatic tests of up to 30 feet of head have been conducted on gasketed wing channel connectors with no indication of leakage. L A N E ' S C H A N N E L C O N N E C T O R S Y S T E M is the most advanced concept for connecting corrugated steel pipe products. The system consists of reforming the ends of helical pipe to annular corrugations with flanged ends, making it possible to join any pipe section of similar or dissimilar corrugations. For full details, call our nearest sales office today. Lane manufactures a complete line of corrugated steel pipe and pipe arch products . . . underdram end sections, structural plate pipe, and fittings and accessories. >U New York Ballston Spa (518) 885-4385 Bath (607) 776-3366 Pennsylvania WING C H A N N E L C O N N E C T O R Bedford (814) 623-1191 King of Prussia (215) 272-4531 Pulaski (412) 652-7747 Virginia Bealeton (703) 439-3201 Dublin (703) 674-4645 O METAL PRODUCTS COMPANY,INC. I- < z o > 11 �Ideas Statement of Ownership, Management and Circulation PLAINFIELD, NEW lERSEY (46,900), self-insures for workmen's compensation by contracting witii a firm to administer the processing of claims and purchasing of reinsurance for large losses. The City maintains a cash pool to pay claims processed by the administrative agent o n a monthly basis. The cost of the administration of the plan, reinsurance and payment of claims is below the cost of insurance coverage, in addition, the City gets a return on the investment of the appropriation to pay claims. (Contact: City Administrator, 515 Watchung A v e n u e , Plainfield, New Jersey 07061.) PHOENIX, ARIZONA (667,846), has undertaken a program analysis review of the City's role in the collection of uncontained refuse. The pilot study includes identification of program objectives, analysis of community needs, evaluation criteria, cost data and im- CZ^\^ plications of program alternatives in satisfying program objectives. ( C o n tact: Management Assistant, 251 West Washington Street, Phoenix, Arizona 85003) NEW CASTLE, PENNSYLVANIA (38,500), uses automatic high-pressure sewer cleaners to reduce the size of crew needed and to increase t h e number of miles cleaned. (Contact: Business Administrator, 216 Fairfield A v e n u e , New Castle, Pennsylvania 16101.) WICHITA FALLS, TEXAS (97,500), has developed a computerized street inventory system that lists street characteristics such as age, type of construct i o n , usage a n d last date of maintenance for use in scheduling maintenance crews. (Contact: Public Works Director, City Hall, Wichita Falls, Texas 76307.) 1. Date of F i l i n g ; September 1, 1978. 2. Title of Publication; V i r g i n i a T o w n & City. 3. Frequency of P u b lication; Monthly. 4. Location of known office of publication; 311 Ironfronts, 1011 E a s t Main Street, Richmond, V i r g i n i a 23219. 5. Location of Headquarters or General Business Office of Publishers; 311 Ironfronts, 1011 E a s t Main Street, Richmond, V i r g i n i a 23219. 6. E d i t o r : Charlotte K i n g e r y , 311 Ironfronts, 1011 E a s t Main Street, Richmond, V i r g i n i a 23219. 7. Publisher: R . L . DeCair, 311 Ironfronts, 1011 E a s t Main Street, Richmond, V i r g i n i a 23219. 8. Owners: V i r g i n i a Municipal League. 9. Average No. of copies each issue during preceding 12 months; Total no. copies printed; 5,401, Mail subscriptions; 4,559, P a i d circulation: 4,559, F r e e distribution; 469, T o t a l distribution; 4,991, Office Use, etc.: 373, Total; 5,401. 10. Single Issue nearest to filing date: Total No. copies printed: 5,265, Mail subscriptions: 4,522, Paid circulation: 4,522, Free distribution: 469, Total d i s t r i bution: 4,991, Office use, etc.: 274, Total: 5,265. I certify that the statements made by me are correct and complete. Charlotte K i n g e r y Editor GRIFRI^r Ductile Iron Pipe y^^^ for water and sewer installations .i.llJJMI u .Ams«ad DUCTILE IRON o8 o i< z o > 12 CAST IRON SOIL PIPE & FITTINGS GRIFFIN PIPE PRODUCTS CO. BOX 740 • L Y N C H B U R G , VIRGINIA 24505 • 804-845-8021 . /Xmsted �Professional Directory HARLAND BARTHOLOMEW & ASSOCIATES CHEWNING-HOGGARD AND A S S O C I A T E S , I N C . Geological, Soils and Environmental Consultants Ground Water Studies Land Disposal of Effluents and Sludges Solid Waste Studies • Foundation Evaluations ENGINEERING P, O , B o x 2125 Consulting Engineers. Planners and LANDSCAPE ARCHITZCTURE DEWBERRY, & ENGINEERING HENNINGSON, DURHAM & RICHARDSON DAVIS Engineering Plans, Studies and Laboratory Services ENGINEERS 8 4 1 1 Arlington Blvd., Fairfax, Virginia ( 7 0 3 ) 560-1100 6 Koger Nor talk, 113 Soutti Chestnut St., Marion, Virginia ( 7 0 3 ) 7 8 3 - 7 2 7 1 1640 Maple Dr., Danville, Virginia ( 8 0 4 ) 799-9403 Austin Dfx>ckenbrough end Associates BflLDUJin ROD LTD. Engineers Planners Surveyors O R E E L E Y AIMD Consulting Engineers I M Construction Services I For W a t e r . W a s t e w a t e r A n d Solid A E N CONSULTING L C G I O N L M E P E R S I , ENVIRONMENTAL R N I N I C Engineering and Planning- Consultants . ENGINEERS 12368 Warwick Boulevard, Newport News, VA 23606 Offices In: Florida • G e o r g i a • T e n n e s s e e • Missouri THE PITOMETER ASSOCIATES LANGLEY A N D McDONALD Norfotfc, V i r g i n i a Virginia HURT & PROFITT, INC. Engineers - Planners - WATER S U P P L Y • REPORTS • SEWERAGE S Y S T E M S DESIGNS • SEWAGE DISPOSAL • APPRAISALS P . O . B o x 8687 1514 W i l l o w L a w n D r i v e R i c h m o n d , V i r g i n i a 23226 P h o n e 282-7657 BUCK, S E I F E R T & JOST, INCORPORATED Consulting Engineers Water Supply • Sewage • Industrial Waste Treatment • Trealabilily Studies • 140 Sylvan Avenue. P.O. Box 1218 Englewood C I K f s , N . J . 07632 201 -567-8990 • 405 S o . Parliament Drive, Suite 101 Virginia B e a c t i . Va 23462 804-499-4596 Engineers Surveyors Wafer Waste Surveys Trunk M a i n S u r v e y s Water Distribution Studies Special Hydraulic Investigations S«niiarv Municipal Waiet Soilt ft Foundationi I ynchburg, Vtrg.nia 2450ft Telephone (804) 847-779' 1933 Fori Avenue 100 C h u r c h S t . , N e w Y o r k , N . Y . 1 0 0 0 7 Chicago Beach, V a . R, S T U A R T R O Y E R & ASSOCIATES CONSULTING ENGINEERS 1028 Olde Forge Plaza Fredericksburg, Virginia 22401 Telephone: 703/371-8040 nil Northshore Drive Knoxville, Tennessee 37919 Telephone: 615/588-6444 Illinois • South Carolina • Nortfi Carolina • Virginia ENGINEERS—PLANNERS—SURVEYORS Highways, Railroads, Foundations, Waterfront FacilitleB, Water S u p p l y , S e w a g e Disposal, Planning Studies • Reports • Design • Consultation P. O . B o x 1 2 0 4 7 484Newtown Rd. Falls Church, VA 703/534-8716 RUSSELL & A X O N E Wastes 39? S R i v e r s i d e P l a z a - C h i c a g o iL 5 0 5 0 6 • l 3 1 ? l - 6 4 8 - 1 1 5 5 5 ? 0 6 Markei Road . Richmond v A 2 3 2 3 0 . 1 8 0 4 1 - 2 8 5 - 9 0 0 9 N e w York 1 0 0 0 7 PniiadeiDhia 1 9 1 0 3 Tamoa 3 3 6 0 7 and Planners Norfolk, V A 804/461-0155 114 East Gary StrMt • R i c h m o n d , Virginia 2 3 2 1 9 Ttlaphon.: 804/644 9493 Arid 307-657-(780 Engineers H A N S E N Studies. Designs PLANNERS 5454 Wisconsin Ave. Wash D.C. 2 0 0 ( 5 Gannett Fleming Corddry & Girpenter Industrial Wasie Treatment • Highways Drainage ' W a t e r & Sewerage S v s t e m s • Survey mg Environmental Studies • Pnuaie Pro|ecis E NGirxiE e R S ARCHITECTS Executive Clr. Va. 23502 804-461-635J 1400 Pleasart View, Staunton, Virginia ( 7 0 3 ) 886-3957 Vg/ GRGGG East G a r y Street R i c h m o n d , V a . 23219 Phone 804/649-8627 Environmental and Public Works Engineering Architects Vienna, Virginia • Phone: (703) 281-2400 Staunton, Virginia • Phone: (703) 886-8555 CONSULTING H B & A OF VIRGINIA 201 804/340-3030 NEALON PLANNING COMMUNITY DEVELOPMENT PLANNING X ' i r g i n i a B e a c h . \ a . 23432 Phone 11524 Jefferson Avenue, Newpon News, Virginia 23601- 804-595-5%l Betz-Converse • M u rdoch Potomac Group, Inc. • MUNICIPAL FREDERICK G . GRIFFIN, I N C ENGINEERS J. K. TIMMONS & ASSOCIATES, INC. CONSULTING J3I4 W. ENGINEERS Main Si. Telephone SAXIT.ARY Reports, • Richmond, Plans. Supervision, • N e w Milford, Ct. C O N S U L T I N G S n r o » e a r c h i rxi., r E N G I N E E R S m d , Virginia 9tSC>41794-BSa3 SOUTHERN ENGINEERING C O M P A N Y O F VIRGINIA Vi> CONSULTING 353-668" • MUNICIPAL Atlanta bodie, mills, taylcir a n d pur-year, * PLANNERS C o m m u n i c a t i o n s , 911 Studies, A l a r m System Mobile Radio Systems, T e l e p h o n e , C a b l e Television, Industrial Engineering Monitor and T e l e m e t r y Systems. 7212 T i m b e r i a k e R o a d • L y n c h b u r g , V a . 24502 804/237-2044 Columbia W A T E R Appraisals ENGINEERS 1000 Crescent A v e n u e , N.E. Atlanta, Georgia 404-892-7171 30309 ��BOOZ • A L L E N & HAMILTON, INC. . . . Provides local and a full range regional of consulting services, to governments. FINANCIAL AND MANAGEMENT CONSULTANTS T O MUNICIPALITIES FOR FURTHER I N F O R M A T I O N CONTACT: ERIC S. HANSSEN DIR. LOCAL GOVT. SERVICES 1025 CONNECTICUT A V E . N.W. WASHINGTON, D.C. 20036 (202) 293-3600 SAN FRANCISCO CHICAGO I MUNICIPAL ADVISORS INCORPORATED WASHINGTON NEW Y O R K • A d v i s o r on Finiin(;i.i] iind M i i r k r t i n ^ Miitlors • R ( ; h i t i n g to l s H i i a n ( ; t ; of M i i n i c i p i i l Bonds Position C l a s s i f i c i i l i o n / C o m p i - n s i i l i o n Plans • M a n a s n m i m t a n d O r s a n i z a t i o n Studies • E x ( M a i t i v ( : S(^ar(;h and Scl(n:lion L A W R E N C E B. W A L E S P.O. B O X 45 R O G E R M. S C O T T Virginia Beach, Va. 23458 8041422-1711 RICHMOND, VA. R O A N O K E , VA. (804) 798-8313 (703) 992-4650 Korman Signs HEADQUARTERS FOR TRAFFIC P R O D U C T S AND S I G N S 3027 LINCOLN AVE. RICHMOND, VA. 23228 EQUIPMENT COMPANY, INC. OFFICE 262-6050 tt^PB PubUc Research and ^ ^ Management, Inc. MANAGEMENT CONSULTANTS ORDINANCE CODIFIERS 157 Luckie St., N.W. Atlanta, Georgia 30303 Suite 4 1 6 Wash. Bldg. Washington, D.C. G e o r g e C u n n i n g h a m . Field Representative "imagineered" PLAYGROUND and PARK EQUIPMENT BY G A M E TIME, I N C . C U N N I N G H A M ASSOC. I N C . Box 9 5 5 4 L a k e s i d e Br., R i c h m o n d , V a . 2 3 2 2 8 Phone 804/262-2401 Directory PUBLIC ADMINISTRATION SERVICE . . . Providing management regional, Management Systems Police and Fire Personnel Administration Financial Management assistance and state • ' ' ' • WASHINGTON • CHICAGO services to local, since 1933. Courts Community Development Community Attitude Surveys Program Evaluations 1776 M a s s a c h u s e t t s A v e n u e , N.W. • and consuitant governments ' ' ' ' Labor Relations Productivity Analysis Public Works Employee Relations Surveys W a s t i i n g t o n . D.C. 20036 • S•^-\^rDe°clVs'^Ba•SgIs Natneplates, Dec<^ 'lates, Tagr&r/bl'-Ftee Sat.p.es Free on Request SETON NAME PLATE 2 5 8 0 B l v d . , New Haven, CT 0 6 5 0 5 (202)833-2505 (203) 772-2520 LOS ANGELES m Vl'irfillHi 1PREVENT TRAGEDIES MARK No SM ingoi NoSlutlng • Ufe s<vli« symbol tigas. TKI-SAFETY SYMBOL SIGNS P.aBoK45134 Baton Roog^ La. 7D895 �Dorft Si die St.Louis Blues G)meto the1978Congress of Cities It's more than just the annual business meeting of the National League of Cities. It's a crash course in urban affairs—four days of intensive training on subjects ranging from clean air, and how to get it, to policy leadership, and how to use it; from "neighborhood power" to arts in the city; from the problems of police unions to the potentials of using the elderly as volunteer teachers. It's people—government and urban leaders and 4,000 other local officials, sharing ideas and solutions to common problems. Make your reservation soon. We'd hate to see the evenin' sun go down without you. For information, call or write: Conference Registration Center National League of Cities 1620 E y e Street, N W Washington, D . C . 20006 •• -. (202) 293-6812 Registration deadlines: $150 if registration is postmarked before September 1; $175 if postmarked before November 3; $200 after November 3 (on-site registration only). St.Louis • November 26 to 29 • 1978 Congress of Cities & Exposition National - i g g i i a a c y I i i : t i 3 s Library Diric^;^r Luaicipal Uailiing Roanoke, V i r g i a i a 24011 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 13, Number 10 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource October 1978 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197810 https://www.virginiaroom.org/digital/files/original/69/6422/197811.pdf cbb62e7ee2e383daf697c7ded83ea802 PDF Text Text �Editorial THE LEAGUE'S TASK FORCE We cannot reverse overnight a decade of grovi/ing and insistent public opinion. In the next tw/o years, it is likely that efforts similar to proposition 13 will be made in several states, and perhaps at the federal level as well. In any event, the squeeze on community finances is not confined to California, as the many votes in Congress in recent weeks to cut federal spending demonstrate. Our first task, therefore, must be to help municipalities structure the debate so that their citizens fully recognize and appreciate the trade-offs and choices they must make between their desire for more and better public services and the taxes needed to pay for them. During my term of office I will appoint a task force to deal with both the short- and long-term challenges of proposition 13. This task force will be composed of large, medium, and small communities and representatives of state government, chaired by a person of recognized competence and understanding of issues affecting local government. The task force will have the following responsibilities: First, in the short term it will —Serve as a clearinghouse on pending tax and spending limitation proposals in other states and on the record of existing limitations in holding the line on taxes and spending; —Work with the localities to develop realistic and constructive responses to tax and spending limit proposals, including setting forth reasonable alternative proposals; and —Work with other public and private interest groups—the governor and state legislators, county officials, public employees and businessmen—to promote concerted and unified action against illconceived tax and spending limits. Second, in the longer term, the task force will undertake a major study of and make recommendations on the financing of public services, including, particularly, the role of the property tax. Such a study is long overdue. During the past two decades federal, state and local spending for public services has increased substantially, with little or no effort to sort out either the proper or desirable roles for each level of government or the most efficient and equitable method of financing those services. At the same time, federal and state governments, through mandated programs, have begun to place heavier burdens on local governments; and in many communities, because of substantial aid under various anti-recession programs, federal aid now accounts for 25, 30, and even 40 percent of all local revenues. Both the facts and the trends are disturbing. This study can make a major contribution to a long-term resolution of the problem of financing public services. Which level of government ought to provide particular public services? How should they be paid for? And what immediate and long-term steps should be taken? This task force should pay special attention to the future of the property tax, local government's principal source of revenue. The VML has long urged both property tax reform and the need for additional sources of revenues for local governments, such as sales and income taxes. This task force should be equipped to undertake a major effort in this area. And, finally, it will begin the difficult process of convincing our citizens and representatives in the Congress and General Assembly that the programs and activities that we at VML ask them to finance are achieving their goals efficiently and effectively. Unfortunately, despite the sharp increase in funding for federal programs serving states and localities, there is widespread concern that many of these programs are not really accomplishing their goals and that even where they are, there is too much waste and mismanagement and unnecessary regulation. I do not agree with that statement. Yet, neither can I maintain that all of our hundreds of programs are necessary; that all are achieving their objectives; and that there is no more than minimal waste, mismanagement and overregulation. What is unarguable now is that every program must be scrutinized to make certain that waste is eliminated, that services are delivered efficiently and with minimum delay, and that'the programs achieve not some side benefits, but the specific objectives we set for them. Only if we do that on a continuing basis can we assure our citizen-taxpayers that their funds are being wisely spent. Thomas Jefferson once wrote of reform: "The patch should be commensurate with the hole." The Jarvis-Gann Amendment does not meet that test. The VML can, however, if we recognize the legitimate concerns of all taxpayers, develop reasonable and realistic alternatives for the financing of needed public services, and scrutinize existing programs to assure their value and effectiveness. As an elected official who has made the commitment in time, energy and spirit to serve as an officer of the VML, I am confident that the VML is a strong and viable force. It is the largest state organization that exists totally to maintain the representation of local government in Richmond— from Bristol to Arlington to Newport News to Accomac. We cannot encourage fragmentation of our membership or of our lobbying stance; otherwise, we would jeopardize the clout we are able to deliver by rallying communities of all sizes and locations on common issues. I submit that those of us committed to the concept of local government recognize the potential for danger in the current mood of tax revolt, taking the property tax as its first victim. I further believe that it is in times like these that we realize how much of a common interest we all have, and that now more than ever, we need a voice for Virginia's municipalities. > 2 Jessie M. Rattley Councilwoman, Newport News President, Virginia Municipal League Editor's Note: This editorial is an excerpt of the address given by VML President Jessie M. Rattley during the 73rd Annual Conference of the League on September 19, 1978. �Virginia *City Editor-in-Chief Richard L. DeCair Editor Charlotte Kingery Associate Editor Advertising Manager Financial Secretary Michael S. Deeb VOLUME 13 NOVEMBER 1978 4 VML CONVENTION—1978 8 EXECUTIVE DIRECTOR'S REPORT Johns S. Ziolkowski, Jr. 12 WATER IN THE 21st CENTURY Sandra Harmon 16 CETA WORKS NUMBER 11 DEPARTMENTS TELEPHONE 804/649-8471 2 10 11 13 14 17 20 Editorial People Legal Guidelines Marketplace Connmentary Ideas Places Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of VIRGINIA TOWN & CITY or the Virginia Municipal League. u Z ON THE COVER: The James River in autumn, photograph courtesy of Virginia State Library. VIRGINIA TOWN & CITY is the only official magazine of the Virginia Municipal League (formerly the League of Virginia Municipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. All contents, copyright ® 1977 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates; $7.00 per year, $1.50 per copy. O I- < u > �VML CONVENTION—1978 by Charlotte Kingery, Editor "We arrived and developed clout because we got involved" —John P. Rousakis The topic of small cities was the thrust of Savannah Mayor John P. Rousakis in his address to delegates and guests during the 73rd Annual Conference of the Virginia Municipal League in Norfolk. Mayor Rousakis is an outstanding local official recognized nationally for his efforts. He is a former president of the Georgia Municipal Association and is currently First Vice President of the National League of Cities. Approximately 1,200 municipal officials met in Norfolk on September 17-19 to develop a legislative program, meet with colleagues to discuss mutual problems and attend workshops that will assist them in their public service role. Newport News C o u n cilwoman and V M L President, Jessie M. Rattley, presided. "KEEPING THE VML A VIBRANT ORGANIZATION" In an attempt to maintain progress and keep the Virginia Municipal League a vibrant organization, the 73rd Annual Conference introduced new items. First, in keeping with the futuristic theme of VML Vision: 2020, a program on futures was offered on Sunday afternoon. Sessions included a program on aerospace technology, coordinated by the National Aeronautic and Space Administration (NASA), and the Bureau of the Census' headed a program on "Population Estimates for Federal Grant Programs." The second V M L introduction was the Prayer Breakfast on Tuesday morning. R. L. Light, Jr., past president of the Virginia Municipal League and former mayor of Bristol, presided. The invocation was given by G . Conoly Phillips, Councilman, Norfolk, and the message was delivered by Pat Robertson, President, Christian Broadcasting Network. Both programs were well received by delegates and guests. The Symposia on Sunday afternoon offered a variety of topics. Municipal liability insurance, still a complex issue to local government, was the subject of Bernard Hulcher's remarks. His presentation centered on the V M L self-insurance group plan. Dr. John Knapp, Delegate Joseph Leafe, William Talbott and Char es K. Trible were the panelists on revenue resources, uniform fiscal reporting and property tax reform. Richard Kinard spoke on flood insurance management. The Professionals Breakfast series included programs for Attorneys, Finance Officers, Managers and Personnel Officers. Bristol City Manager Hugh G . Cooper, President of the Virginia Section, International City Management Association, presided at the Manager's Breakfast. O . Gene Dishner, Director, Office of Housing and Community Development spoke on "Have I got a Deal for Y o u . . . " The Virginia Section is also an affiliate of the Virginia Municipal League. President Jessie M. Rattley presented the 1978 M u nicipal Achievement Awards to Lexington, Henrico County, Arlington County, Hampton, Blacksburg and Norfolk. Local officials from each locality were present to accept the awards. Norfolk Mayor Vincent J. Thomas accepted the award for "Most Outstanding", given for the entry on Norfolk's "Officer Friendly Program." The "Most Outstanding" award is chosen from the six winning localities. Concurrent sessions on Monday afternoon paralleled the seven policy committees of the League. The V M L Community Development Policy Committee met jointly with the Virginia Association of Housing and Community Development Officials. Portsmouth's Mayor, Richard J. Davis, Presided over the program on "Leveraging: How to Stretch your C D Dollars." Roy Perez-Daple, an official with the Department of Health, Education and Welfare in Philadelphia, told the participants in the human resources tract about "Improving Communications in the Hu- �man Services Network." Dr. Clarence Holland, Councilman, Virginia Beach, presided over the human resources session. Herndon Mayor Thomas D. Rust chaired the effective government panel on "Annexation and State Aid to Localities." Also on Monday afternoon, was a program on public information by Edwin S. " S a m " Clay, I I I , Assistant to the City Manager for Public Information and Human Resources, Virginia Beach. Clay's topic was "Talk of the Town or How to Talk to the T o w n . " "LOCAL OFFICIALS MEET IN THREE SECTIONS" Addressing the Town Section Workshop during the League Section Workshops, the Honorable C. Richard Cranwell, House of Delegates, Vinton, spoke to the officials about important legislative matters. Cranwell stressed the need for town officials to keep abreast of the various pieces of legislation. He offered the attendees a humorous but serious outlook on 1979 legislation. Vienna Mayor Charles A. Robinson, Jr. chaired the workshop. Newport News Councilwoman Mary Sherwood Holt presided during the Urban Section Workshop where Margaret White, Area Director, Department of Housing and Urban Development, Richmond, spoke on the "National Urban Policy." Grantsmanship was the topic of the City Section Workshop chaired by Martinsville Councilman Francis T. West. Charles A. Christopherson, Director, State Department of Intergovernmental Affairs, Richmond, addressed the topic. "NEW OFFICERS, NEW EXECUTIVE COMMITTEE" During Business Session I, the officers and Executive Committee were elected. Newport News C o u n cilwoman Jessie M. Rattley was officially elected Virginia Municipal League President. Mrs. Rattley had previously assumed the office on July 1, 1978, when the former V M L president was not reelected to Council. The new officers include First Vice President, Gus W. Nicks, Mayor, Vinton; Second Vice President, Roy H. Erickson, Mayor, Harrisonburg; Third Vice President, Harold S. Atkinson, City Manager, Franklin; and Fourth Vice President, Raymond F. Ratcliffe, Mayor, Pulaski. The Executive C o m mittee is comprised of Richard A. Farrier, Councilman, Staunton; Francis T. West, Councilman, Martinsville; Richard J. Davis, Mayor, Portsmouth; and Ann H. Kilgore, Councilwoman, Hampton and past president. As chairmen of the League sections, the following also serve on the Executive Committee: Charles A. Robinson, Jr., Mayor, Vienna and Chairman of the Town Section; Mary Sherwood Holt, Councilwoman, Newport News and Chairman of the Urban Section; and Jane L. Hough, Councilwoman, Salem and Chairman of the City Section. Virginia Beach was the selection of the 1982 Virginia Municipal League Conference. During Business Session I I , the VML Policy Statements for 1979 were adopted. The following are some key amendments to the Policy Statements: • The V M L believes that the statewide urban eco- U Z M i NEW VML EXECUTIVE COMMITTEE—(back row, left to right) Mary Sherwood Holt, Hon. Charles A. Robinson, jr., Howard W. Dobbins, Ann K. Kilgore, Richard A. Farrier and ]ane L. Hough. (Front row, left to right) Hon. Raymond Ratcliffe, Harold F. Atkinson, Hon. Cus W. Nicks, VML President Jessie M. Rattley, Hon. Roy H. Erickson and Francis T. West. Not pictured is the Hon. Richard I. Davis, Mayor, Portsmouth. < z Q �"FISCAL ISSUES ARE MAJOR FOCUS" nomic development strategy should be consistent with the President's National Urban Policy; The VML endorses the concept of a State Department of Community Development; The VML recommends the expansion of programs, such as Section III of the Rural Development Act, to assist smaller communities that also have community development needs; The VML supports the proposed Constitutional amendment to provide property tax abatement for rehabilitated housing; The VML believes that current federal housing programs are inadequate; therefore, the federal government and localities are encouraged to tie their individual housing assistance programs more closely to their allocation of housing funds in subsidized housing; The VML recommends that State government form a partnership of local governments to create statewide urban economic development strategies; The VML opposes the placing of local government employees under the mandates of the Unemployment Compensation Act; The VML believes that when the federal government. State Health Department and State Water Control Board require local governments to upgrade public water and sewer facilities, superimposing such requirements over local policies or capability to provide such services, funds must accompany those requirements; The VML requests stronger financial support from State and federal sources and ask that effective use of Congressional funds be made for human resources programs; The VML recognizes that present funding for local jail facilities is totally inadequate; and The VML urges the General Assembly to fully fund State highway construction projects for cities and towns on a level commensurate with that of counties. In regard to the 1979 Legislative Program, the League has decided to focus its major legislative efforts on General Assembly response to fiscal issues; specifically, those measures presently pending before the General Assembly which would begin to redress the fiscal inequities that localities face and compensate municipalities which are now or may be prohibited from annexation by future legislative action. The areas in which the League would like to move toward full funding of the fiscal equity programs are related to: street and highway maintenance and construction, law enforcement, education, welfare programs, mental health and mental retardation, public health, transportation and administration of justice. The League believes that citizens of some local jurisdictions should not be required to pay a relatively high tax burden for the same level of service that is paid by the citizens of other jurisdictions. In addition to the other measures, the League hopes that a compensatory fund be made available to those localities presently unable to annex, those which might be precluded from annexation by pending legislation and those localities which may wish to utilize funds from that source rather than annex in future years. The League cautions the General Assembly not to enact new legislation which prohibits any city from expanding its boundaries until alternate means for ensuring economic viability of all central cities has been developed and adequate funding provided. The 1979 Staff Work Program includes such items as payment in lieu of taxes for federal property, that salaries of councilmembers and members of boards of supervisors be set by local ordinance rather than by a charter change of special law, that the State should appropriate the total amount of funding authorized by law to public libraries and recommends that the State provide enabling legislation for localities to impose, on a local option, an additional gasoline tax to be used to support transit systems, among other items. Candidates or the Candidate's representative for United States Senate were also present during the Convention. Andrew B. Miller, Democratic candidate, spoke to delegates and guest and State Senator A. Joe Canada represented Republican hopeful John W. Warner. Delivering a witty commentary on bureacrats and red tape. Dr. James H. Boren gave a humorous address "When in Doubt, Mumble" during the Annual Banquet. He has appeared and been enjoyed at other state municipal leagues and Virginia was no exception. Numerous local officials have indicated that this year's VML Conference was definitely a success. Workshops and sessions were well attended and the issues were timely and important for local government. �Put yourself in his seat It's evident to the operator: Cat Series G Motor Graders are designed for high productivity and cost-saving performance. Every feature proves the point. There's the non-surge direct drive power shift transmission for on-the-go shifting. Hydraulic blade control provides fast blade positioning. And full sit-down machine operation is possible with the adjustable steering wheel and control console. Most important is availability. Series G Motor Graders stay on the job because they are designed tough from the inside out. . . with four-wheel oil disc brakes that are adjustment free and completely sealed; fewer grease fittings for less maintenance time; easy access to the power train for fast removal of major components; and a rigid main frame for long life. Examine all the facts. You'll agree, a Caterpillar Series G Motor Grader is the best investment for your tax dollars. fH CATERPILLAR C a t e r p i l l a r , Cat a n d [ B are T r a r J e m a r k s o1 C a t e r p i l l a r T r a c t o r C o . , P e o r i a , IL 6 1 6 2 9 , U Z CARTER MACHINERY COMPANY, INC. Salem, Norton, Virginia • Bluefield, West Virginia VIRGINIA TRACTOR CO., INC. Richmond, Chesapeake, Fisherville, Haymarket, Virginia O < �EXECUTIVE DIRECTOR'S REPORT R. L. DeCair, Executive Director. u 08 z O < Z > 8 It gives me a great deal of pleasure to report to you some of the exciting and invigorating activities with which your League has been involved, and to offer a few observations on some key issues which the Virginia Municipal League will face this coming year. A consolidated statement of our revenues for the League this year indicates that we collected approximately $360,000 and paid expenses of approximately $348,000. Those revenues included grants and special projects which provide funds for at least one of the League staff employees. It should be pointed out that the Virginia Municipal League has been operating for the last three years on a very tight, very conservative budget. In these times of high inflation and increasing demands for services of a new, much more technical and complex nature, we take pride in the fact that through the leadership of your Executive Committee the League operates on such a small budget. However, it is expected that over the next few years some decisions must be made to provide some limited increase in staff support to insure that these increased demands do not go unmet. It is our view that all present League activities must first be thoroughly reviewed before any such decisions are made and it is my understanding that the Executive Committee will undertake that task shortly after the Convention adjourns. We have also provided within those budgetary constraints an ever increasing range of traditional services. These include survey requests, legislative and research inquiries and training activities. On site visits to member communities have increased this year but such visits must be increased significantly over the next year. We have also increased our liaison with those State agencies having involvement with local government and are continuing to develop a firmer communication link between them and our constituent local government units. We have also been diligently monitoring the plethora of legislative study commissions which operate between each Session of the General Assembly. We believe this increasing rapport should assist you in dealing with State officials either through the League or in direct contact. We have just concluded negotiations with VEPCO for the rate increase related to placing of the North Anna Nuclear Power Plant. An increased involvement with the APCO service area localities, working jointly with other groups to negotiate fair electricity rates for localities, along with VEPCO negotiations, has taken a considerable amount of time from your Director as well as your General Counsel during the last year. VIRGINIA TOWN & CITY magazine which for the last two years has been produced at a reduced page size, has increased from a sixteen page issue, marginally in the red, to a twenty-four page issue, marginally in the black. At last year's convention we initiated the League Letter which has been published in the middle of each month to give further information about items of importance to your local governments. This is an attempt on our part to keep you apprised of some key state and national developments. While my written report does not enumerate every activity or category of activity that your League has been involved with this last year, it does give you some idea of the range of training and research activities which are being provided through your organization. We mention these activities because they are often the most forgotten activities of the League. When one thinks of the League, one most readily thinks of legislative activities and this is certainly an important phase of our activities. However, I would like to stress to your that the majority of the League staff devotes its energies to information, training, and research; not to legislative activities. We believe it is imperative that we strengthen our research capacity if we are to be effective in serving your needs. This is a conscious decision of your Executive Committee and staff because we believe information, training and research are important prerequisites to completely understanding the impact of legislative or administrative activities upon the roles of our member local governments. Now, seemingly like the shepherd crying wolf, I must cite a number of concerns which continue to plague us as your representative staff. We continue to be concerned with insufficient participation by elected local officials in the legislative activities of the League as a major problem in our effectiveness in dealing with state and federal legislative and administrative agencies. While we have seen some improvement in commitment during the last year, we do not believe it is sufficient to generate the level of legislative awareness of your needs and concerns whereby we may be able to gain appropriate legislation to address the state/local fiscal imbalance or to insure that even further inroads are not made into local government powers. We have seen greater concerns being expressed by you at the local level in working with your local legislators and citizens to inform them about your local needs, and this is gratifying for we believe that the root of changing attitudes �about local government lies in the homework you do year round. But, we also need that transferred to state action. The problem of equitable finances for local government has been a predominant issue and it continues to be a top concern for the coming year. In 1979, more than any year in the recent past, it is my prediction that it will become a key element of the so called "annexation package". Our hopes are high that through cooperative efforts of the various localities comprising the League, some package can be developed which will generate support sufficient from the General Assembly to fund programs which will ease considerably the intergovernmental tensions which have existed in recent years. Further, it is our hope that the programs which might be recognized by the General Assembly will recognize present fiscal inequities in State funding programs, speak to the resolution of annexation problems in major areas of the Commonwealth and move our local governments to greater interlocal cooperation. However, legislative action in this regard cannot come if each locality considers itself an island unto itself, for it is my prediction that such attitudes will considerably hinder positive action. One of the most difficult problems of your VML staff is trying to serve as a representative of the mixture of localities which comprise our membership at the same time. One of the greatest benefits the League brings to the legislative process is its ability to speak for such a mixture through well thought out, carefully consolidated viewpoints and statements representing the consensus thinking of officials in the various localities. Our biggest failure is the inability of some to accept a consensus viewpoint as the most reasonably enactable possibility. We must continue to rise above narrow individualistic viewpoints, as you must in your deliberations as council or board members, in order to present programs that provide a broader basis for legislative support. With that understanding and with such commitment on your part, your League provides you with the opportunity to participate in a range of committees and other bodies to work through the various local viewpoints and come to consensus. We urge you to utilize that system in order that we might generate greater legislative assistance or fight against administrative edicts which either support or mitigate against your dealing effectively with local government problems. We have talked earlier about the need for better, more extensive education of local elected and appointed officials and we have indicated that your League is providing a wide range of local training opportunities and in this day and age, you need to follow through on those training activities so that you may keep abreast of and understand the wider than local impact of the multitude of issues which now confront us in local government so that you can thoroughly involve yourself in critical reexaminations of everything that you are presently doing at the local level to insure that you have undertaken all possible measures to insure efficiency and economy. We are here to help you in those pursuits but we can do little or nothing if you do not commit yourselves to excellence, education and statesmanship. Your Executive Committee, with a great deal of effort, has tried to provide you with a full range of topics at this Convention which we hope will assist you in better serving your constituents and better understanding local government problems. This Convention is not only valuable in the social benefits derived from socializing together, but even greater is the tremendous opportunity to speak with another jurisdiction about mutual problems and find that you are not alone in many areas. This is indeed one of the few opportunities where local government officials can sit down and discuss without restraints timely topics of importance to the survival of our local system. We hope that you will take time to participate fully in every session and workshop you can. We ask you to honestly critique the Convention and tell us what you think will improve it next year. We urge you to take time to meet with us and our staff to bring to our attention any concerns you might have about League activities. League administration or League policies, and, most of all, we hope you go home enthused with a new spirit of inventiveness and incentive which will help you in dealing with local government problems in this time of tight dollars and enormous pressures. I commend you for taking on the often thankless task of being a local official. The newspapers are filled with vitriolic remarks indicating citizen disillusionment with government in general. The last bastion of citizen access—where they really feel they can make an impact—is local government. You may be recipients of that invective. We want to make your task in responding as easy as possible. When you put the lid on a paracrete^systenip it stays put! CRP &I CONOm PIPE & PRODUCTS CO.. INC. P.O. BOX 1223. RICHMOND. VA. 23209 PHONE (804)-23S^71 �People Newport News Appoints The City Newport News appointed JOHN DARLING to the position of administrator of planning in the City's Department of Development. He holds a bachelor's degree in urban studies from the University of Minnesota. Darling has been a planning consultant with several firms, president of his own consulting firm and the director of planning for Midwest Planning and Research, Inc. The City also appointed BRADFORD HAMMER as administrator of budget and evaluation. Prior to his appointment, Hammer was the executive director of the Colonial Mental Health and Mental Retardation Services with the Office Management and Budget, Fairfax County and the Office of Federal State Relations, State of West Virginia. Hammer holds a bachelor's and a master's degree from the University of West Virginia. Police Chief Selected Vienna Chief of Police VERNON L. JONES has been selected by Governor John N. Dalton to serve on the Consolidated Laboratory Services Advisory Board. Major Jones will represent the Virginia Association of Chiefs of Police. The Virginia Division of Consolidated Laboratory Services provides testing services in four areas and also trains law enforcement personnel in advanced investigative techniques. City Hall Named >- u z O I- < z u > 10 Virginia Employment Commission and as assistant attorney general representing the Commission. Hudson's post was effective September 5. and a correctional officer at Lorton Reformatory. Coble has been the City's Chief of Police since March, 1959. Baran New Assessor Pigman to Head New Division The City of Petersburg appointed EDWARD S. BARAN as city assessor. Baran is a graduate of the University of Minnesota and the William Mitchell College of Law. A native of Minneapolis, Baran was previously assistant assessor of that city and has headed the assessment program for the District of Columbia. Hamer Acting Manager NORMAN F. HAMER, JR., Herndon's director of planning, was named acting town manager. Hamer has been a Herndon town employee since 1974 and replaces former manager Robert S. Noe, Jr. until a permanent replacement assumes the position. Noe resigned August 1 to become county executive of Prince William County. While Hamer serves as acting manager, planner Blaise Barnes will act as director of planning. Chief Retires Fredericksburg's Chief of Police ROBERT W. COBLE retired September 1. A native of Toledo, Ohio, Coble joined the Marine Corps in 1940 and served until he retired from the Marine Corps Reserve as a major in 1973. He then was a member of the State Police The Council of Falls Church has renamed the city hall building the Harry E. Wells Building, in honor of HARRYE. WELLS, city manager. Wells has been with the City of Falls Church for thirty years, fourteen of those as manager. Prior to his appointment as manager, he had been clerk of council, clerk of court and worked in the purchasing department. New City Engineer ARTHUR R. DANIEL, JR., a registered engineer, was appointed Danville's new city engineer. A graduate of Virginia Polytechnic Institute and State University, Daniel has served as engineering director for the City of Boca Raton and director of traffic engineering for Louisville and Jefferson County, Kentucky. He also has been affiliated with the North Carolina Highway Commission. ORDINANCE CODIFICATION Looseleof Supplement Service Blacksburg Appoints Blacksburg Town Council appointed its first full-time town attorney, W. THOMAS HUDSON. Hudson is a graduate of the Virginia Military Institute and received his law degree from the T. C. Williams School of Law, University of Richmond. Prior to his appointment as town attorney, Hudson served as director of appeals for the EDWARD W. PIGMAN, JR., an Illinois urban transit official, was named to head a newly created public transportation division in the Virginia Department of Highways and Transportation. Pigman will be responsible for formulating and implementing plans and programs for development, improvement and coordination of public transportation facilities and services in Virginia. Since 1976, Pigman has been chief of the Bureau of Technical Studies in the Division of Public Transportation of the Illinois Department of Transportation. He holds a bachelor's and a master's degree from the University of Georgia and a doctorate degree from the University of Illinois. UNICIPAL CODE CORPORATION I ^ J ^ p. O. Bex 2235 TAllAHASSK, FLORIDA 32304 UUphen. (»04) 57M171 • Full time law editorial staff now serving over 1,500 cities and counties in 46 states, including Virginia. • Prompt Looseleaf Supplement Service30-60-90-Day Schedule, �Legal Guidelines ARE YOUR REZONING DECISIONS "FAIRLY DEBATABLE?" By Howard W. Dobbins, Counsel General The opinion (by Justice Harrison) in the recently decided case of Town of Vienna v. Kohler, 244 S.E. 2d 542 (decided June 9, 1978) demonstrates some of the very real difficulties which are presented to governing bodies on rezoning matters. The general rules of zoning law are reasonably well settled and for the most part are well known by governing bodies. The application of those legal principles to the facts and circumstances of a given case, however, often presents some of the most difficult decisions which councilmen and supervisors are called upon to make. Thus, while a council or board may be well aware that a zoning decision must not be arbitrary, capricious or unreasonable, it frequently finds, on the facts before it, that there is a very thin demarcation between what is reasonable and what is not. A council or board normally has no difficulty with the legal proposition that one w h o seeks rezoning has the burden of proving the need thereof and that the decision of the governing body will be upheld (in Virginia) if the issue is "fairly debatable". The extent of the proof necessary to carry the burden of " n e e d " for rezoning on the part of an applicant and the volume of evidence sufficient to make the issue "fairly debatable" both oftentimes require the 20-20 hindsight that few persons possess (other than judges w h o are blessed with that perspective). Kohler demonstates the dilemma with which a council can be confronted on a rezoning request w h i c h , like so many rezoning applications, is hotly opposed by applicants and objecting adjacent landowners. Kohler also serves as an admonition to governing bodies to avoid being influenced by highly vocal citizen opposition and illustrates the care which a governing body must exercise in drawing lines between different zoning districts: Kohler arose on a familiar set of facts—the applicants, owning a parcel of 12.17 acres in an RS-16 zone which permitted single-family detached resi- dential 16,000 square foot lots divided the tract into three parcels and applied for rezoning for parcels 1 and 3 to RTH District permitting townhouse clusters and to RS-10 for parcel 2 permitting 10,000 square foot residential lots. The council denied the application and rezoned the entire tract to RS-12.5 category permitting singlefamily detached residential 12,500 square foot lots. Not surprisingly, this action failed to delight the applicants and so they proceeded to the circuit court on a motion for declaratory judgment to reverse council's decision. The applicants carried the day in the circuit court which decreed that, based on the evidence presented, council's action was arbitrary, capricious and unreasonable or, in other words, the council failed to produce enough evidence to make the matter "fairly debatable". Council thereupon appealed to the Virginia Supreme Court which agreed with the trial court and affirmed its decision. In the opinion, the court states that the principal reason assigned by the council for its failure to rezone parcel 3 was that Church Street, on which the parcel abutted, was determined to be the appropriate dividing line between a single-family detached zone and a cluster townhouse zone and this division was thought necessary to prevent commercial and townhouse encroachment into the residential area north of the subject tract. Unfortunately, the witnesses w h o testified for the landowners in the circuit court stated that a street line was not necessarily the most appropriate demarcation between zones. Even the expert witness for the council testified that both street lines and property lines were frequently used to differentiate between zones. O n this evidence, the trial court f o u n d , and the Supreme Court agreed, that there was no rational basis why the dividing line should be C h u r c h Street and not moved to the property line of the subject parcel (and thereby place the parcel in a different district) and therefore it was an " a r b i t r a r y " decision. Moreover, other evidence indicated that adequate public utilities were available for townhouse clusters in the location and that on the same night that this application was denied, council approved a rezoning for townhouses on an adjoining tract of land. Furthermore, council's expert witness " c o u l d give the court no good reason for why the tract should be zoned as singlefamily detached as opposed to townhouses". The lesson to be learned by governing bodies by this evidence and decision is that there should be good underlying reasons to support the location of a dividing line. Unfortunately, it is not always easy to develop clear and cogent reasons for the location of lines and in some instances, it is impossible. Moreover, a district line must be drawn somewhere and council must exercise some discretion in making the decision—otherwise the business of council would never be accomplished and the courts would always have to draw the lines. The writer fears that in the sterile atmosphere of a court, the basic necessity for legislative discretionary, and sometimes arbitrary, decisions by a governing body is often overlooked or minimized. Testimony presented by the applicants in Kohler indicated that they could develop parcel 3 to greater advantage and more profitably for townhouses than for single-family detached residences. But it was not disputed that the property could also be developed profitably for singlefamily detached residences. The Virginia Supreme Court in previous decisions has held that one purpose of zoning ordinances is to "encourage economic development activities that provide desirable employment and enlarge the tax bases". Moreover, §15.1-490 expressly provides that in drawing up a zoning ordinance and fixing zoning districts "conservation of properties and their values and the encouragement of the most appropriate use of l a n d " is to be considered. The opinion in Kohler seems to go further than the Virginia Court has previously gone, retreating somewhat from the strict "highest and best u s e " principle which has been applied as a standard in rezoning matters. Justice Harrison, in the Kohler opinion, stated that " t h e only difference between a single-family detached residence and a townhouse is that townhouses are constructed in clusters and are not attached", but both are single-family residences. It may be that the entire opinion swung on this finding. If so, we would disagree with the result since governing bodies are charged by statute with the responsibility of dividing land into appro(Continued page 20) >t U ^ Z ^ Q h^ — Z (J >. 11 �WATER IN THE 21ST CENTURY By Soula Gushing Most of us don't think much about water; it's simply there whenever we turn on the faucet. But for local governments responsible for assuring a continuous, reliable supply of pure water for their residents, the problem can be both technically and politically difficult. Even when water is ample, new water systems are technically complex and enormously expensive. As demand increases and competition for water becomes keener, assuring an adequate supply usually requires the cooperation of a myriad of federal and state agencies, other local j u risdictions, regional bodies, advisory groups and local developers. Despite difficulties, there are some success stores, as the City of Falls C h u r c h . This City of 10,000 residents in Northern Virginia owns and operates a water system that supplies 100,000 people in the City and surrounding areas, is valued at five times its cost and annually returns money to the City's general fund. Presently, Falls Church is planning and building an expanded water system to meet the area's needs in the 21st century. "WATER IS AN IMPORTANT SERVICE" This far-reaching accomplishment did not crystalize overnight. Water became an important City service when the City incorporated in 1948. That year, many large real estate developments underway in areas beyond the City's corporate limits were stalled for lack of water. The builders turned to Falls Church for help and the City, in turn, looked to the U.S. Army Corps of Engineers' Washington Aqueduct System as the future source of adequate filtered water. After Congress passed legislation enabling Falls Church to tap this system, residents approved a $1 million bond issue in 1948 to extend the water system. Water was flowing through a new pipeline from the Dalecarlia Reservoir by August 1949 just as the City's two tanks were hitting bottom in a long drought. At the time. Falls C h u r c h had less than 7,000 people. Subsequent bond issues coupled with pay-as-yougo improvement provided the funds to build the water system as its exists today to serve more than 100,000 people. The $5.16 million in bond issues in the past has created a system now valued at more than $25 million. The replacement cost of the water ABOUT THE AUTHOR Soula Gushing is Public Information Officer, Falls Church. system (the amount it would cost to rebuild it today) is more than $50 million. Neither taxes nor water rates were increased to repay the bonds. The water system is a self-supporting entity w h i c h , from its own budget, repays money borrowed for construction and improvements, and sustains its own operating cost in addition to contributing to the general revenue. In spite of the growth, improvement and successful operation of the water system, the water service area continued to grow in population, density and demand. As a result, the City contracted with a firm to study the water system and to plan for its future. "THE CITY HAS ITS EYE O N THE 21ST CENTURY" Because the City has its eye on the 21st century, it has begun a series of improvements to carry the water system through the year 2000. Phase I of the improvement series has now been completed. Phases II and III are planned to begin in 1980 and 1985, respectively. The City recently completed the most important project in the Phase I series, a new booster pumping station near Chain Bridge Road, now in operation. O n e of the largest on the East Coast, the station increases the capacity of the Falls Church Water System by 50 percent. Before constructing the new pumping station, pressure losses over the 12,000 feet of transmission line were becoming increasingly significant as flow rates increased but now Falls Church can assure an adequate supply of water to an area that covers about 33 square miles. In addition, the system provides water to the Fairfax County Water Authority, the Town of Vienna and during a time of crisis, a limited amount to Arlington County and the City of Fairfax. Conversely, if the City's system has a major p r o b l e m it is a b l e , t h r o u g h its interconnections, to receive a limited amount of water from the Fairfax County Water Authority and Arlington County. The Falls Church Water System now has six pumping stations. The new station acts as the control cen- Superintendent floiv readings of Pumping Anthony at the Control Center. Bickrest records the hourly tank and �ter for the five satellite stations. Although each station can be operated automatically or manually, the entire water system can be operated through the control center during an emergency. Information from the various stations is reported to the Chain Bridge Pumping Station by telemetering units via a tone system. A pump station operator is on duty 24 hours in the control center. The operator can manipulate the equipment in the control center to the manual mode when warranted. For example, if a water storage tank should overflow, the operator will be alerted through the system. Information provided will alert the operator that specific action must be taken and to allow him to cope with any malfunction in the system through electronic controls. The operator also checks the gauges on the control panel to see which pumps are running and what the water levels are in each tank. The ample supply of water which the present system produces has been critical to the successful development of Falls Church and its surrounding areas. The availability of water from the Falls Church Water System enabled the development of many housing divisions. It is conceivable that, without the present system, surrounding areas may still be drawing from wells. Despite the success of the present system, water is still very much on the minds of Falls Church public officials as the new pumping station and master plan indicate. The City is developing a water system to serve 200,000 people, which will double its present capacity, by the year 2000. Mayor Harold L. Miller and the City Council are actively working to improve and expand the present system. If the present pattern of success continues. Falls Church and its neighbors will continue to have an ample supply of water, free of the prospects of parched lawns or dry faucets which trouble other jurisdictions. Although construction of the expanded system began only recently, the future looks bright. Marketplace CITY MANAGER Fredericksburg, Virginia. Salary negotiable with $25,900 minimum and fringe benefits. Graduate of accredited college with major work In public administration or closely related field. Degree in civil engineering helpful. Submit resume and salary requirements by November 30 to Mayor Lawrence A. Davis, P.O. Box 239, Fredericksburg 22401. DIRECTOR OF PUBLIC WORKS Suffolk, Virginia. Responsible for direction of public works department that includes full range of municipal services. Requires degree In civil engineering and extensive public works experience. Salary range $19,608-$26,404. Position available December 15, 1978. Send resume to Robert E. Taylor, P.O. Box 1858, Suffolk 23434. CITY PLANNER Danville, Virginia. Minimum of five years experience with three years in responsible job is required. Experience desired in zoning, subdivisions, historical preservation, urban design, etc. Bachelor or masters degree in urban planning is required. Salary $17,052-$23,988. Submit resume and salary history to A. R. Daniel, Jr., Director of Engineering, Planning and Inspections, P.O. Box 3300, Danville 24541. CIVIL ENGINEER Danville, Virginia. Salary $18,000-$24,000. B.S.C.E., registered in Virginia or eligible for registration within one year of appointment, 5 years experience, with 3 years in responsible charge. Supervisory position, responsible for scheduling work, training and instructing employees. Contact A. R. Daniel, Jr., Director of Engi- neering and Planning, P.O. Box 3300, Danville, Virginia 24541. POLICE CHIEF Raleigh, North Carolina, (Capitol City), population 156,000. Responsible for 351 employee department with operating budget of $6.3 million. Present chief retiring. Position requires extensive experience in law enforcement or Public Administration. Salary range $29,236-35,536 with excellent fringe benefits. Council-Manager form of Government with selection and appointment by City Manager. Send resume to: Personnel Director, City of Raleigh, P.O. Box 590, Raleigh, N.C. 27602. The closing date for resumes is November 15, 1978. ASSISTANT COUNTY ADMINISTRATOR York County, Virginia. $20,384-$26,666 with excellent benefits. Salary commensurate with experience, qualifications. Position available November 15, 1978 In suburban-rural county of 32,000 located on peninsula between York and James Rivers in historic colonial Virginia. Responsible for administration, coordination and direction of major programs, special projects, staff responsibilities. Assists the County Administrator In development of $30 million County budget, organization of programs, coordination of services and implementation of policies. Major staff responsibilities include administration of personnel system for 200 employees, training and labor relations, policy development, public information, budget review, preparation and liaison for legislative programs. Position requires graduate degree In public administration or related field. Must have extensive progressively responsible experience in county or municipal government; exten- sive knowledge of organization, legal status and functions of county government, principles, practices and current trends In public administration; ability to direct and coordinate complex management activities; excellent writing skills. Must be perceptive, positive, innovative, tactful. Ability to analyze problems, recommend actions for their solution essential. Apply with resume by November 15, 1978 to R. E. Bain, County Administrator, P.O. Box 532, Yorktown, Virginia 23609. TRAFFIC ENGINEER Chesapeake, Virginia. Seeks individual with over five years professional traffic engineering experience, B.S. Degree In Engineering, and P.E. registration preferred. Salary, $21,360-$29,280. Will be responsible for administration of traffic engineering program within the Public Works Department for growing city of 353 square miles and population of 105,000. Excellent benefits. Send resume and salary requirements to Director of Personnel, City of Chesapeake, Post Office Box 15225, Chesapeake, Virginia 23320. >u < z 13 �Commentary The Shift in Sales Tax Revenues By Bernard J. Caton, Institute of Government, University of Virginia >u Z O I- < z (J > 14 We are told that two things are certain in life—death and taxes. Death, however, visits us but once; taxes, on the other hand, haunt us constantly. One levy in particularly is paid almost daily: the sales tax. Whenever we buy a coat, stop for a loaf of bread on the way home from work, or just order a hamburger for lunch, we pay a four percent sales tax. This particular form of taxation is a relatively recent one, especially in Virginia, where it was introduced only twelve years ago. Proponents of the tax argued that new money was urgently needed to improve educational programs throughout the state. The General Assembly included in the tax legislation a provision allowing localities to add on a one percent levy for their own use. Within two to three years, every city and county in the state had decided to take advantage of this one percent levy for its own use, and since then localities have come to rely on the sales tax as one of their major revenue sources. While many taxes, such as those on personal property and on utility consumption, are paid almost entirely by the residents of a locality, this is not necessarily true of the sales tax. The one percent portion of this levy remains in the jurisdiction in which it was collected, so that non-residents often bear a share of this burden. Thus, the introduction of the sales tax had the immediate effect of increasing the importation or exportation of tax dollars from one political subdivision to another; it did so especially in those less urbanized areas where a small or medium sized city had within it the lion's share of commercial enterprises while the surrounding county or counties lacked a substantial commercial base. The flow of tax revenue from one locality to another often shifts, however, and this has happened even during the short period in which sales have been taxed statewide. Cities have always received more of this money than have counties, but their relative share has shown a slow but steady decrease. During the seven year period from 1970 to 1977, the cities' share of total revenue realized from this source shrank from fifty-five to fifty-one percent. That this is not just a matter of population shifting is indicated by data on per capita sales tax yields. During the 1970 fiscal year, the one percent local levy yielded a statewide average of $15.61 per capita. When cities and counties are examined separately, however, we see a significant gap between the average for these two groups. Cities received $21.29 per capita, or thirty-six percent more than the statewide average. The corresponding figure for counties was $11.75, or twenty-five percent less than the statewide average. By 1977, though a gap still remained between per capita sales tax revenue received by cities and counties, it had narrowed considerably. Specifically, in fiscal year 1977, the city share was $36.59, or only twenty-seven percent higher than the statewide average of $28.72 per capita, while the county share was $23.53, or eighteen percent lower. More importantly, when adjustments are made to account for inflation, counties have actually made larger real dollar gains than cities. At the end of this seven-year period, the amount per capita received by cities in deflated dollars was only $2.27 greater than it had been in 1970, compared with $3.40 for counties. The fact that the statewide per capita yield of the local sales tax almost doubled in this seven year period reflects primarily the impact of price inflation and secondarily of rising levels of disposable income for Virginians. Further examination reveals that there are some counties that have profited more than others from this shift. Surprisingly, the principal gainers are not the most urbanized counties. The proportion going to the five largest counties in the state, those with a population in excess of 100,000, has grown only slightly over the past seven years. It is the less populous counties, those having a population under 100,000, that have made the greatest gain proportionally in sales tax revenues. The average county in this group more than doubled its per capita sales tax revenue during the period under study, increasing it from $9.21 to $19.04. Neither the cities nor the large counties were able to show such gains; their revenues grew, respectively, from $21.29 to $36.59, and from $16.61 to $31.45, during these years. Although small counties still do not receive as much sales tax revenue per capita as cities or large counties, they have been gaining ground. The available data in and of themselves do not explain why these changes have taken place; furthermore, there are no data which can give us this answer. Simple observation and common sense shed some light on this matter, however. We know, for instance, that during this period many suburban communities have become more affluent, and that their residents now have more money to spend on taxable sales. We can also assume that some city residents who moved to the suburbs and continued to patronize city stores for a while gradually transferred many of their commercial allegiances to the suburbs. Finally, only in recent years have many counties been able to develop their commercial potential. A short drive on a major artery through one of these counties, dotted as they are with small and large commercial enterprises, is ample evidence that this has happened. Increasingly, county shopping opportunities attract not only county residents but also shoppers from the nearby city as well. in past years, cities more than counties have profited from the introduction of the sales tax, and it is likely that they will continue to do so well into the future. At the same time, however, counties have slowly expanded their share of this revenue source. What we can expect to see over the next decade or so is a continuation of this trend. �DoiASi the St*Loiiis Blues GometD the1978 Congress of Cities It's more than just the annual business meeting of the National League of Cities. I t ' s a crash course in urban affairs—four days of intensive training on subjects ranging from clean air, and how to get it, to policy leadership, and how to use it; from "neighborhood power" to arts in the city; from the problems of police unions to the potentials of using the elderly as volunteer teachers. It's people—government and urban leaders and 4,000 other local officials, sharing ideas and solutions to common problems. Make your reservation soon. We'd hate to see the evenin' sun go down without you. F o r information, call or write: Conference Registration Center National League of Cities 1620 E y e Street, N W Washington, D . C . 20006 (202) 293-6812 Registration deadlines: $150 if registration is postmarked before September 1; $175 if postmarked before November 3; $200 after November 3 (on-site registration only). St.Louis • November 26 to 29 • 1978 Congress of Cities & Exposition National League of Cities �CETA WORKS by Howard L. Gebeaux U z O h- < z (J > 16 In South Hill, B & J Citgo offers gas and car repairs to passing motorists. It's just a small business, but to mechanic and shop foreman Clarence Thompson, it is his livelihood and support for himself, his wife and their two children. Thompson got the job through the Comprehensive Employment and Training ACT (CETA). CETABalance of State (BOS) covers Virginia, from on-thejob training in auto mechanics that Thompson got in South Hill, to park construction in western Russell County. Over $80 million was distributed to eligible Virginians this past fiscal year, October 1, 1977 to September 30, 1978, in the 77 counties and 21 cities covered by the BOS prime sponsorship, one of 10 in the State. These funds provide nearly 50,000 people with jobs or training they did not have before. CETA operates in Virginia through administrative units covering population segments of 100,000 or more. The area of the State not fitting this population requirement is covered under a single prime sponsorship headed by Governor John N. Dalton and administered through a division of the Virginia Employment Commission. Although CETA in Virginia may be misunderstood and criticized by some, most agree it works. Through the various titles outlining CETA's functions, efforts are made to provide training and jobs to those who are unemployed, underemployed and in financial need. Funds through public service employment are also aime'd at stimulating the economy with temporary jobs offered by public and non-profit organizations. Youths, both in school and out, find jobs and training programs through CETA. In Stephens City, for instance, high school students facing problems and possible expulsion are offered alternatives. Funded through CETA, an Alternative Education Program provides work experience and classroom training to youths 16 to 19 in the regular school system who suffer from handicaps. Offered are three alternatives to dropping out— learning basic skills for a return to the regular school system, preparing for the GED or training in survival and work skills for a successful job. Over the two years of its operation, the school has worked with ABOUT THE AUTHOR Howard L, Gebeaux is affiliated witli the Virginia Employment Commission, Commonwealth of Virginia. nearly 100 students. The director boasts that over 80 percent have successfully entered a job or returned to school. In the western part of the State under a youth program called YCCIP, the Youth Conservation Corps Improvement Projects, youngsters work with the Bristol Park and Recreation Department to clean up and landscape potential park sites. In the Northern Neck, students work in a brand new building on the north campus of Rappahannock Community College (RCC) learning residential wiring, carpentry or air conditioning-heating repair. Many of the students, economically disadvantaged and lacking skills when they enter, study at the CETA-funded program thanks to support from CETA in the form of allowances paid for the hours spent in training. Teachers at the school praise the effort, citing past students now working in private industry and earning a living on their own. Training in these and other skills are offered throughout Virginia classroom training projects such as the one at RCC or other community colleges, through skill centers in Crewe, Abingdon and Wise, or through referral individually to existing training programs anywhere in the State. Through this training, Virginians who might otherwise find job-seeking a nearly impossible task are able to receive a pay check every month. In Russell County, for instance, the recreation department has been able to plan and build a five-park system for residents with the help of CETA. PSE employees help build and maintain ball parks, tennis courts and swimming pools that provide needed recreation. The CETA coordinator in that County points to CETA as the main reason the parks exist, noting the County would "absolutely not have the system" without that help. Across the State in Accomack County, CETAfunded PSE's help build a drainage system to curb damaging flooding to this tidal County. Throughout the State, CETA-funded employees help out financially-strapped municipalities in jobs such as policemen, firemen, bus drivers or administrators. �High school students every summer find work assistance through the CETA Summer Program for Economically Disadvantaged youth (SPEDY). This summer, nearly 6,400 youths earned money through CETA-found jobs. Youths between 14 and 21 found part-time jobs and received counseling and financial assistance. in some way or another, CETA touches most Virginians, if not through employment and training, then in other ways. For instance, planning for CETA programs involves Area Manpower Planning Councils. These are composed of citizens throughout the State who seek out the manpower needs in local areas and determine where help for that need can be found. To most, CETA means a lot of numbers. Large-sounding money totals are matched with every-growing participant totals, but to each Virgin- ian, CETA can be very personal. Take Clarence Thompson in South Hill. Fresh out of the military, he was without a skill and unemployed. At B & j Citgo, the owner needed help but could not afford to hire a full-time mechanic so CETA got the two together. Under the OJT program, a portion of Thompson's training costs were paid by CETA while he learned the skills to be a mechanic. This allowed the station owner to take him as an employee. After completion of the training, the owner not only kept Thompson on under full salary, but promoted him to shop foreman. There are lots of Clarence Thompsons working in Virginia. CETA is working in Virginia, just look around. Ideas COON RAPIDS, MINNESOTA (30,500), has developed a "Policies M a n u a l " in three parts. The first part deals with existing policy, the second shows previous city policies on the same subject and the third is an appendix with copies of council resolutions, motions, contracts and leases which established the policies. The manual was designed to be helpful to new staff, citizens and future council members. (Contact: Office of the City Manager, 1313 Coon Rapids Boulevard, C o o n Rapids, Minnesota 55433.) WEST MILFORD TOWNSHIP, NEW JERSEY (20,000), coordinates its annual order of paper supplies with the township board of education. The township averages a savings of 30 percent over the cost of individual purchasing. (Contact: Township M a n ager, 1480 Union Valley Road, West Milford, New Jersey 07480.) Mr. KISCO, NEW YORK (9,500), has developed a standard permit and license form applicable to nearly all departments. This standardization has eliminated 16 varied license and permit forms, thus cutting printing costs and eliminating some clerical positions. (Contact: Village Manager, 104 Main Street, M t . Kisco, New York 10549.) NASHVILLE-DAVIDSON COUNTY, TENNESSEE (500,000), has tested effectiveness measures for several service areas including police, fire, transportation, refuse collection, street cleanliness, wastewater treatment, water supply, libraries and parks and recreation. (Contact: Assistant Director of Finance, 1018 Stahlman Building, Nashville, Tennessee 37301.) KISSIMMEE, FLORIDA (7,119), A number of jurisdictions have set up service and information centers as clearinghouses for complaints and service requests. The centers handle routine questions directly and channel larger problems to the appropriate department. The center also follows up on requests and complaints to ensure satisfactory service. (Contact: City M a n ager, P.O. Box 340, Kissimmee, Florida 32741.) FOND DU LAC, WISCONSIN (36,500), has held citizen meetings in inner-city school cafeterias to solicit the participation of low-income residents. The meetings helped to determine community needs, explore alternatives and recommend priorities for investing federal community developmerit block grant funds. The recommendations were narrowed to 13 priorities, sent to the community development committee for review and forwarded to the city council. This procedure gave all citizens the opportunity to contribute ideas to the program planning process. (Contact: City Manager, P.O. Box 150, Fond du lac, Wisconsin 54935.) SALEM, OREGON (77,700), has assigned community service officers to neighborhood planning groups to develop solutions for particular city problems. (Contact: City Manager, City Hall, Salem, Oregon 97301.) HAMILTON, OHIO (67,900), has assigned three police officers to work full-time in three city high schools with teacher aides. (Contact: Assistant to the City Manager, City Hall, Hamilton, O h i o 45011.) FORT WORTH, TEXAS (393,500), is using larger trucks to reduce the number of trips to the landfill station. Because of the increased capacity of these trucks, routes have been lengthened and the total number of routes reduced. (Contact: Assistant Public Works Director, 1000 Throckmorton, Fort W o r t h , Texas 76102.) SANTA ROSA, CALIFORNIA (65,000), has held 2-day training seminars for executive and middle managers. Discussion topics at these seminars have included general management responsibilities, communications and work scheduling. (Contact: Personnel Director, P.O. Box 1678, Santa Rosa, California 95403.) EL DORADO, KANSAS (12,308), has consolidated its police and fire operations. Police respond to fires on their beat with specially equipped vehicles; firemen surpervise the jail, do booking, and conduct security inspections for residents. (Contact: Director, Public Safety Department, 220 East 1st Street, El Dorado, Kansas 67042.) u < z o 17 �GOVERNOR NAMES COUNCIL The Honorable John N. Dalton, Governor, Commonwealth of Virginia appointed the following local officials to serve for a term of four years as a member of the Local Government Advisory Council: Hon. Carl A. Stark, Mayor, Wytheville; Hon. Noel C. Taylor, Mayor, Roanoke; Mrs. Dorothy T. Grotos, Member, Arlington County Board; Hon. J. Willard Lineweaver, Mayor, Warrenton; Hon. Laurence A. Brunton, Mayor, Charlottesville; Francis T. West, Councilman, Martinsville and an Executive Committeeman, Virginia Municipal League; Hon. E. Norborne Doyle, Mayor, Lawrenceville; Hon. J. David Crute, Mayor, Farmville; Hon. William T. Robinson, Mayor, West Point; Hon. Patrick L. Standing, Mayor, Virginia Beach; George E. Hunnicutt. Councilman, Norton; E. Merlin O'Neill, Member, Board of Supervisors, Chesterfield County; E. W. Burrow, Member, Prince George County Board of Supervisors; and Jerome W. Hogge, Councilman, Newport News. Six other county officials were also appointed. Richard L. DeCair, Executive Director, Virginia Municipal League, and George R. Long, Executive Director, Virginia Association of Counties, also serve on the Advisory Council. Governor Dalton is the Chairman of the Council and Lt. Governor Charles S. Robb serves as Vice Chairman. u Z < z a > 18 MUNICIPAL CLERKS INSTITUTE The 1978 Municipal Clerks Institute will be held Sunday, December 3-Friday, December 8 at the Holiday Inn-Scope. Sponsored by the Institute of Management School of Continuing Studies, Old Dominion University and Municipal Clerks of Virginia, the program is designed to increase the effectiveness of municipal clerks by further developing their administrative leadership skills in areas important to the daily operations of a clerk's office. Areas of Announcing VIRGINIA FORMS Volume 1: Civil Litigation by W. Clyde Gouldman, II Consulfant: and Amy T. Munford Morris Hess Boyd Extensive changes in Virginia statutory and judicial law over the past 25 years have indicated the need for a new Virginia formbook. The book announced here, undertaken originally as a revision of Gregory's Forms, 1952 edition, is the result. It retains the basic structure and format of the Gregory book, but provides forms whose style and content are more suitable for current practice. $60.00 Approx. 500 pages The Michie Company Bobbs-Merrill Law Publishing P.O.Box lit! Chirlottesville. CAPITAL Virginit 22S0S EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD • P. O. BOX 9609 RICHMOND, VIRGINIA 23228 PHONES: 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY—C/iem/ca/ Spreaders, Slurry Pavers LINK BELT —Cranes — Excavators FMC/BEAN — Sewer Cleaner LAYTON MFG. CO. — Asphalt Pavers MEYERS-SHERMAN — "Vactor Jet Rodder" RICHMOND MFG. CO. — Horizontal Boring Machines instruction will include general administrative skills, social and inner-personal skills, local government, fiscal and budgetary policy, decision making and records management. The purpose of the Virginia Municipal Clerks Institute is to assist municipal clerks in developing and maintaining the high level of administrative expertise needed for the successful operation of the increasing complex government. The Old Dominion University training program has been approved by the International Institute of Municipal Clerks and indi- ELGIN-LEACH — Sweepers, Refuse Bodies ATHEY MANUFACTURING CO.-Maintainer Grader ROYER FOUNDRY — Shredders GIANT-VAC - Leaf Collectors DAVEY — Air Compressors MASSEY-FERGUSON - Backhoe Loaders vidual certificates can be awarded for the three phases of successful completion of the program. The registration fee for the 1978 Institute is $250 and includes educational materials, coffee breaks, lunches and one evening banquet. A reservation is not included and should be made directly with the Holiday-Inn Scope, 700 Monticello Avenue, Norfolk, Virginia, (804) 627-5555. Preregistration material is required and should be obtained from the Institute of Management, School of Continuing Studies, Old Dominion University, Norfolk 23508. �Each year heart attack accounts for over 350,000 deaths which occur before the victim reaches the hospital. It doesn't have to be that way. What is done for a victim within the first few minutes after a heart attack may determine survival or death. Cardiopulmonary resuscitation ( C P R ) could make the difference. And you can learn it. Some day, with CPR, you could save a life. Some day, your own life could depend on it. CPR is a basic life-saving technique, performed after a person has suffered "cardiac arrest" — that is, after the heart has stopped beating. It provides emergency life support until more advanced support is available, through a combination of chest compression and mouth-to-mouth breathing. Trained instructors, certified by the American Heart Association, can teach you CPR. It takes several hours. It could mean a lifetime. Contact your local Heart Association for more information on this program. The American Heart Association Cl? WE'RE FIGHTING FOR YOUR LIFE �Places office building. The proposal shows space on the ground floor for shops and office space for the three upper floors. T h e proposal meets the need for professional and business office space in the downtown area and is consistent with the City's downtown development plans. HAMPTON—The C i t y has b e e n a w a r d e d a C e r t i f i c a t e of C o n formance in Financial Reporting by the Municipal Finance Officers Association of the United States and Canada for its annual financial report of the fiscal year ending June 30, 1977. The Certificate of Conformance is the highest honor of recognition in governmental accounting and financial reporting and represents a significant accomplishment by a governmental unit and its management. A c c o m panying this award is an award of financial reporting achievement presented to Darius C o o k , director of finance, w h o has been designated the individual most responsible for the City of Hampton receiving the Certificate of Conformance. SALTVILLE—The Town Council decided in a special meeting to lease a portion of land within the corporate limits of the Town to a local firm to store liquid propane gas. The Town will receive a flat sum for the years the land is leased plus 10 percent of revenues on salt mined. A Public Service of This Magazine S The Advertising Council Couic l(bur Business can be one, too. z O Red Cross needs individual volunteers, and donors of blood and money, by the millions. But we need even more help. We need the solid support of American Business. And we never needed it more. If your business is already helping, by organizing blood drives, and by supporting payroll deductions— either directly for the Red Cross, or through the local combined fund drive—the whole community owes you thanks. And we thank you, too. Last year, with help from our friends, we offered major aid at over 30,000 disasters—from typhoons, to local (but just as devastating) house fires. We were able to help the elderly with practical programs, we helped veterans by the hundreds of thousands, we taught people by the millions to swim or swim better. And that's just the tip of the iceberg. Think of America without The American Red Cross. And you'll know why we need your business as a Red Cross Volunteer. In your community. And all across America. Contact your local Red Cross Chapter to see how your company can become a volunteer Red Cross is counting on you. 20 STEPHENS CITY—Town Council voted to authorize construction money of $68,000 to begin a new town hall. Currently, the Town offices are located in the former Stephens City Elementary School. ALEXANDRIA—The Flora Krause C a sey Health Center was recently dedicated. A native Alexandrian, Flora K. Casey became involved in medical care for low income residents and HARRISONBURG—Oty Council has received plans to build a four-story u eventually opened the Alexandria Community Health Center where she served as director for many years until she retired in 1971. Some of the funds for the center were provided by the City of Alexandria. LOCAL GOVERNMENT OFFICIALS DAY Local Government Officials Day will be held Friday, January 19,1979 at The John Marshall Hotel, Richmond. The program, sponsored by the Virginia Municipal League, follows the Governor's Prayer Breakfast. Local Government Officials Day affords local leaders an opportunity to meet with members of the General Assembly to discuss items of local anci State interest. Speakers and topics will be announced at a later date. Mark your calendar now for Local Government Officials Day. (Continued from p. 11) priate zones as they " m a y deem best suited to carry out the purposes" of the zoning statutes; the courts should not substitute their judgment for that of the governing body. �Professional Directory HARLAND BARTHOLOMEW & ASSOCIATES CHEWNING-HOGGARD AND A S S O C I A T E S , I N C . LANDSCAPE Geological, Soils and E n v i r o n m e n t a l Consultants G r o u n d W a t e r Studies L a n d Disposal o f Effluents and Sludges Solid Waste Studies • Foundation Evaluations 11524 Jetterwn Avmue, Newport Nt-ws. Virginia 2 W l l * 8()4 Y)") 5561 P. O . B o x 2125 ARCHnXCTURE PLANNING COMMUNITY DEVELOPMENT ENGINEERING • MUNICIPAL PLANNING H B & A OF VIRGINIA X ' l r s i n i a B i - a c h . X a . 23(:)2 ENGINEERING 201 E a j t G a r y S t r e e t R i c h m o n d , V a . 23219 P h o n e 804/649-8627 P h o n , - ROt ',TtO-")(lJ(' HENNINGSON, DURHAM & RICHARDSON DEWBERRY, NEALON & DAVIS Betz-Converse-Murdoch Potomac Group, Inc. Consuttmg Engineers, Planners and Environmental and Public Works Engineering Engineering Plans. Studies and Laboratory Services Architecis 8 4 1 1 Arlington Blvd., Fairfa.x, Virginia (703) 560-1100 V i e n n a , V i r g i n i a • P h o n e : (703) 281-2400 S t a u n t o n , V i r g i n i a • P h o n e : (703) 836-8555 113 South Chestnut St„ Manon, Virginia (703) 783-7271 1640 Maple Dr., Danville, Virginia (804) 799-9403 1400 Pleasant View, Staunton, Virginia (703) 886-3957 Austin /9v BflLDUJin nriD LTD. ^GREGG Planners Surveyors Q P E E L E Y AIMD A L Construction Services For Water. CONSULTING O L M P I R N I L ENVIRONMENTAL ENGINEERS 1514 W i l l o w L a w n D r i v e 23226 P h o n e 282-7657 BUCK, S E I F E R T 4 JOST, INCORPORATED Consulting Engineers W a s t e Treaiment • Treatability S t u d i e s Consultants 1111 Northstiore Driie Knoiville, Tennessee 37919 Telephone; 615/588-6444 1028 Olde Forge Pla2a Fredericksburg, Virginia 22401 Telephone; 703/371-8040 THE PITOMETER ASSOCIATES Engineers - Planners - |j) I yncKburg, Virg.nia 3450fi Telephone (804) 847-7796 1933 Fort Avenue FREDERICK G. GRIFFIN, ENGINEERS 4 INC. PLANNERS C o m m u n i c a t i o n s , 911 S t u d i e s , A l a r m Systems, M o b i l e R a d i o Systems, T e l e p h o n e , C a b l e Television, Industrial Enginccrin.i; M o n i t o r a n d T e l e m e t r y Systems. 7212 T i m b e r l a k e R o a d • L y n c h b u r g , V a . 24502 804/237-2044 J. K. TIMMONS & ASSOCIATES, INC. C 0 . \ S U L 1 1314 W. l.\ Main St. Teleijlicme S.WIT.MIY Reporli, • Phins. 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B E C K Over 500 Surveys • • • • • Position Classification and Pay Plans Management and Organizational Studies Test Construction—Fire and Police Studies A N D ASSOCIA IKS ud Con.Hllanls ihty Pl3tltlln^^ il and Design Seiv Hate SMdCoiitiact EvaluatiQii. Technical and Financial Feasiliild/. Utility Properly Appraisals, load Management and Energy Conservalion Analysis. Energy Source [vaiuaiion. fossil - Nuclear - Hydro Solid Wasie-Solar. WILLIAM C. OVERMAN ASSOCIATES engineers- surveyors-planners 5721 Sellger Drive 2S30 Mary Street, Falls Church, Va. 22042 40 Grove Street, Weltesley, Mass. 0Z181 P.O. Box 464, Bedfotd Va. 24525 7U3/560-6900 ROSSER H . PAYNE 6 ASSOCIATES • ZONING, SUPERVISION i n d ECONOMIC ENGIIMEEnS. SURVEYORS • PLANNERS st. STUDIES. PLANNING ANU D E S I G N FOR COMMERCIAL. L a n d Surveying Q Land Developmi Water & W a s t e w a t e r E n g i n e e r s Planning Traffic E n g i n e e r s STUDIES 1151 H a n o v e r G r e e n Drive 59 . ulpeper B E N G T S O N , D E B E L L & ELKIN. INC. CC>JSULTING ErJGINEEFIS a SURVEYORS -^-^1 BREMNER,VOUNGBLOaD,S,KINC3,IMC. planning ^ nunagemcnT consultants warrenton , Norfolk, Virginia (617) 2J7-4870 .703) 586-1881 I N D U S T R I A L AND RESIDENTIAL PROPERTIES Mechanic P O BOX 429 3924 BRADDOCK ROAD . VIRGINIA 2 2 0 2 0 703-369 5700 Phone ( 8 0 4 ) 7 4 6 - 5 2 8 5 (703) 347-3600 WHITMAN, Engineers-Consultants COMPLETE ENGINEERING PURDUM SERVICES 2733 TIDEWATER A ENGINEERS AND LAND SURVEYORS 1023 N, C a l v e r t St. Baltimore, M d . 301 837-0194 Development Water Sewerage Drainage Highways Studies Reports Design Surveys Inspection Raymond, Parish, Pine & Plavnick Planning & Communily Development Consultants 1010 Vermont Avenue N . W „ Suite 800 Washington, D C . 20005 202 783-2924 DR. NORFOLK. 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PA / Dover, DE / Chillicothe, OH McMANIS A S S O C I A T E S , I N C . Washington, D . C Management Consultants to City and County Governments Fiscal and Management Systems Community Development ° CETA/Manpovi/er Services " Economic Development Connecticut Avenue, N,W., Washington, D.C. (202) , 1625 Eye street Washington, DC 20006 (202)331-1440 Patton, Harris, Rust |St Guy a proloMional corporation Engineers , Surveyor* , Planners Complete pratessionel Mrvwes for munc^Mlities and public agwvMt WHITESCARVER- 1201 Design Management 804-547-2955 • BRIENGGERE Productivity Analysis Studies, Construction 4 1 1 Cedar Road, Chesapeake, Virginia 2 3 3 2 0 and JESCHKE CONSULTING and Water Supply and Purification • Sewerage and Sewage Treatment • Streets and Highways • Investigations and Reports • Supervision ot Construction. N. Charles S t , Baltimore, Md. 21201 n i l Environmental R. K E N N E T H W E E K S ENGINEERS REQUARDT AND ASSOCIATES 296-1355 ENGINEERS OFFICE BOX 4038 P0ANOKE,VIRGINIA24015 (703) 344-5113 Mechanical-Electrical Airport Lighting Emergency Pov^e\ Connmunications �MUNICIPAL ADVISORS INCORPORATED BOOZ • A L L E N & HAMILTON, INC. . . . Provides a full range of consulting local and regional governments. FINANCIAL AND MANAGEMEN'I' C O N S I I L T A N TS T O M U N I C I P A L I T I K S services to • FOR FURTHER I N F O R M A T I O N CONTACT: • ERIC S. H A N S S E N DIR. L O C A l G O V T , SERVICES 4 3 4 0 EAST WEST H I G H W A Y S O U T H T O W E R - 7 t h FLOOR BETHESDA, M D 2 0 0 1 4 301-951-2915 SAN FRANCISCO CHICAGO A d v i s o r on Kirnnici.il .iiid M.irkclinj^ M j l l f r s Rcl.ilin^ 1(1 Issiumcc ol' M i i n i c i p i i l Bonds Posilion Cihissilicidion/Clompi-nScilion Pl.ms • M i i n a ^ c m o n l iind (Irj^iiiliziilion Sliidics • H x f ' c i i l i v r Sr,troll .ind Sclcclion L A W R E N C E B. W A L E S P.O. B O X 45 WASHINGTON NEW Y O R K R O G E R M. S C O T T Virginia Beach, V a . 23458 804/422-1711 Korman Signs H E A D Q U A R T E R S FOR TRAFFIC PRODUCTS A N D SIGNS 3027 LINCOLN AVE. RICHMOND, VA, 23228 OFFICE 262-6050 PARKING CONTROL DECALS Pressure-sensitive. A p p l y t o b u m p e r s or nside w i n d s h i e l d s . 1/4" t o 1 " high No's. f,ee catalog and samples S E T O N NAME P L A T E CORP. 2353 Blud,, New Haven, C I 06505 • (203) 772-2520 ^^fV "^ ^ Public Research and Management, Inc. MANAGEMENT CONSULTANTS ORDINANCE CODIFIERS 157 L u c k i e s t , , N.W. Suite 4 1 6 AUanta, Georgia Wash. Bldg. 30303 Washington, D C . Directory PUBLIC ADMINISTRATION SERVICE , , , Providing management regional, • • • • Management Systems Police and Fire Personnel Administration Financial Management assistance and state • • • • since Courts Community Development Community Attitude Surveys Proqram Evaluations 1776 M a s s a c h u s e t t s A v e n u e . N,W, • WASHINGTON • • and consultant governments CHICAGO • • • • services local, Labor Relations Productivity Analysis Public Works Employee Relations Surveys W a s h i n g t o n , D,C, 20036 LOSANGELES to 1933. • (202)833-2505 George C u n n i n g h a m , Field Representative "imagineered" PLAYGROUND and PARK EQUIPMENT BY G A M E TIME, I N C . C U N N I N G H A M ASSOC, INC, Bex 9 5 5 4 Lakeside Br,, R i c h m o n d , Phone 804/262-2401 V a , 23228 �F r o m t h e s u b u r b s to 2iicl a n d Main J o h n D e e r e B a c k h o e s s p e e d public worics They've done it all—sewer work, sidewalk and street repair, the kind of big projects and little details that crowd your calendar. Backhoe work goes fast, with closed-center hydraulics and easy-to-operate controls. The closed-center system maintains a constant working pressure without overheating. When a control valve is operated, only the amount of oil required to do the job is pumped, and there's plenty of reserve for operating two or more functions at once. A single lever lets you raise, lower, dump, roll or float the loader bucket without ever changing your grip. Two-lever backhoe controls operate according to your natural responses, and you can blend digging functions for faster, more efficient digging cycles. Other standard equipment includes an 8-speed transmission (Power Shift on JD500-C and JD510); hydraulic direction reverser; power steering; inboard planetary final drives; and sealed, self-adjusting wet-disk brakes. For the whole story on John Deere Backhoe Loaders, see your John Deere dealer. He's listed in the Yellow Pages. John Deere, Moline, Illinois 61265. Four backhoe loaders f r o m 58 to 80 net hp let y o u c h o o s e the power and d i g g i n g capacities y o u need. Digging depths range f r o m 14 feet 7 inches to 17 feet 3 inches. Ten backhoe buckets f r o m 12 to 36 Inches wide are also available. JOHN DEERE on the move � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 13, Number 11 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource November 1978 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197811 https://www.virginiaroom.org/digital/files/original/69/6423/197812.pdf 7f1a7d81d3826045ea42675e82f16539 PDF Text Text Virginia *Clty s e m i H Aou^N ^^TL. P R O P O S I T I O N 13?" P R O P O S I T I O N 13? �Editorial PROPOSITION 13 AND ITS CONSEQUENCES FOR PUBLIC MANAGEMENT* Adoption of Proposition 13 by the citizens of California was certainly an important event. It was not, however, as it has been frequently characterized, a turning point in the 'public concern about government spending. My experience as a mayor, and that of many of my colleagues, indicated that efforts to close the seemingly ever widening revenueexpenditure gap we face every year in putting our budgets together is not a new phenomenon. During the decade of the seventies, local governments have faced a slow down in the rate of growth in federal government assistance, double digit inflation and a recession which has been worse than any since the Great Depression of the 1930s. Proposition 13 does not represent something new; it is also not simply a property tax revolt. It is an extreme and exaggerated example of dificulties which local governments around the country have been facing for many years. The special circumstances which existed in California, rapidly rising tax assessments and a five billion dollar surplus at the state government level with no plans for its use, helped to create the extreme reactions on the part of the citizens of California. Other states adopted, prior to Proposition 13, devices for limiting the growth of expenditures at the state level. Still other states have considered similar proposals in the past and, of course, are considering them now. Perhaps more important, mayors, city councilmen and the public in general through the political process have been placing severe restrictions on the ability of local govenment to finance additional activities and in some cases have made it necessary to reduce significantly local public spending and services. It does not appear to me the Proposition 13 is the issue we should be talking about. The real issue is what does Proposition 13 symbolize: What is it an example of? Is it a taxpayer revolt? Is it a quest for property tax reform? Is it an expression of lack of confidence in government? Is it an expression of frustration by the public in reaction to the problems growing out of high levels of inflation and a slowly growing economy which has resulted in many people having a loss in real income? Is it a desire on the part of the public to obtain greater accountability for the monies they provide to government? Perhaps all of these factors are at the root of the growing resistance on the part of the public to approve increased taxes or higher levels of spending by government unless they have a clear understanding and appreciation of how much bang they are getting for their bucks. Some of our staff at the U.S. Conference of Mayors have coined the phrase "political management" which embraces the increasing amount of attention mayors are giving to political decision making about management issues. Management and finance receive a great deal more attention in local elections now than they have received in the past. Once in office the questions of which taxes to cut or to raise, what function should u 08 z O < z u > be carried out by local government, which services should be cut, require a combination of political and managerial decision making. Mayors and city councilmen are increasingly being held accountable for their ability to make wise political management decisions. One result, therefore, of the economic and social problems of the seventies for local government has been the increasing involvement of political leadership in managerial questions at the local level. A second key development growing out of the particular circumstances of the seventies has been the growing importance of the strategic use of public funds and authorities to achieve public goals through private action. In my own city of Portsmouth, we developed a project which actually involves the private sector constructing a public building for our use. This unique arrangement typifies that an increasing number of localities are attempting to do in using public powers to influence private investment in ways which are profitable for both. Improved management of local government is another high priority issue growing out of the experience of the seventies. An increasing number of elected officials are looking upon their city government as a corporation much like a private free enterprise corporation president attempts to deal with making a profit. Productivity is not simply a buzz word for local officials; it actually means taking specific measures to get a more efficient operation, to find and promote employees based on their performance and to identify measures by which city government activities can be evaluated and monitored. Labor management relations is another critical area and in some cities productivity measures are being made a part of collective bargaining agreements. Several mayors have resisted what they have felt to be budget-busting labor union agreements and have had to withstand recall petitions in order to maintain the fiscal integrity of their city government. This private corporation approach to the management of local government has many hazards: however, most of the mayors that I know recognize the need for a political balance between the needs of the citizens and the manitenance of the fiscal integrity of local government. The real test for the elected official is whether or not the public is satisfied with the management of the corporation. Simply balancing the books is not enough. The manner is which the books are balanced and what receives a priority must be subjected to the scrutiny of the voters through the ballot box. Therefore, those of us who are mayors know it is impossible to look at local government exclusively as a private corporation. We also, recognize how much more difficult it is to achieve an efficient, well-managed, fiscally sound local government as compared to making a profit in the private business world. There is a final hoped for consequence of the Proposition 13 phenomenon which was addressed in some detail in a resolution adopted at the Annual Meeting of the U.S. Conference of Mayors. It is called "Tax Reform and Needed Municipal Services." It is our hope that the Proposition 13 fever will enable us to engage in a nation-wide debate about the need for altering our intergovernmental fiscal system. Some items should be paid for and administered at the local level. Other governmental functions should be administered at the local level but financed by federal taxes. The present crazy quilt system should be changed. It will take a long time to do it but the time to start is now. Many of these proposals would require a major shifting of responsibilities within the intergovernmental system. In our view, that should be the consequence of the Proposition 13 debate and discussion. Richard J . Davis, Mayor Portsmouth and Executive Committeeman, VML * The editorial is an excerpt of Mayor Davis' remarks at Georgetown University, September 15, 1978. �Virginia *City Editor-in-Chief Richard L. DeCair Editor Charlotte Kingery Associate Editor Advertising Manager Financial Secretary VOLUME 13 Michael S. Deeb Johns S. Ziolkowski, Jr. Sandra Harmon 6 7 16 TELEPHONE 804/649-8471 NUMBER 12 P R O P O S I T I O N 13 IN V I R G I N I A "Virginians have said they believe the chances of a tax limitation are slim." C O M M E N T S O N C A L I F O R N I A P R O P O S I T I O N 13 W H Y N O T VOLUNTEERS? "Benjamin Franklin organized volunteers to perform a municipal service but local governments today have not utilized the volunteer." WILL V I R G I N I A G O T O l/M? Virginia is looking at the new program for checking vehicular air pollution control systems. DEPARTMENTS 2 8 10 10 11 12 21 Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of VIRGINIA TOWN & CITY or the Virginia Municipal League. DECEMBER 1978 Editorial People Places Calendar Marketplace Legal Guidelines Directories u o3 'PROPOSITION 13?' ON THE COVER: Proposition 13 cover designed by Virginia Municipal League staff. "PROPOSITION 13?" "PROPOSITION 13?" VIRGINIA TOWN & CITY is the only official magazine of the O Virginia Municipal League (formerly the League of Virginia Muni- I cipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. All contents, copyright ® 1977 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per copy. > �PROPOSITION 13 IN VIRGINIA A VML Staff Report u 08 z O 1< z o > Political observers nationwide have been awaiting the aftermath of California's Proposition 13 "tax revolt". Many observers feel that it is only a matter of time before this revolt spreads nationwide. However, those who are expecting a series of Proposition 13s around the country may be in for a surprise. As Mark Keane, Executive Director of the International City Management Association, has clearly stated: "It is not necessarily true that the San Andreas fault runs from Marin County, California to Dade County, Florida. The tax revolt need not be inevitable elsewhere."'' Several prominent Virginians have said they believe the chances of a tax limitation as stringent as Proposition 13 are slim in the Commonwealth because our property tax burden is not nearly as great as California's. Additionally, the Virginia Constitution does not permit a referendum by petition, which was the vehicle used by proponents of Proposition 13 in California. Even though the chances of a repeat of the California experience in Virginia may be slim, it is clear that the seeds for some form of tax or expenditure limitations have been planted. Many individuals in the public sector have assumed that the tax revolt mentality represents an anti-government philosophy. This is not necessarily the case. While it may be true that the most ardent supporters of a tax revolt earnestly believe that government is full of fat and is growing for the sake of growth, surveys have shown that the demand for tax relief reaches across all spectrums and ideologies. California's Proposition 13 received strong support across that state from liberals, moderates and conservatives. The key point is that voters in California were not necessarily enticed into supporting Proposition 13 by a strong anti-government feeling. Rather, the voters were striking out against the pressures of inflation. High property taxes in California resulted from skyrocketing prices in the real estate market. We all know the personal frustration of feeling trapped by inflation. In a small way many of us try to beat inflation by efforts to economize, and cut back in our family budgets. But, what can you do when the demand for real estate in your community is such that the assessable value of your home continues to rise at unprecedented rates? Nothing you have done ^ Mark E. Keane "The Crumbling Consensus or the Shrinking Pie". Public Management, August, 1978. has caused this increase, nor have you received any immediate benefits. To the contrary, the only recognition you receive is from the tax assessor who tells you that more taxes are due on your now more valuable (but physically unchanged) house, even though the tax rate remained stable. What is the reaction? Taxes are too high, and no end is in sight for this ever increasing burden. William Schneider, associate professor of Government at Harvard, has stated: "It would be a mistake to interpret the Proposition 13 vote as more than it was. It was a vote against high taxes. The property tax is a particularly good target because it is bi led and not withheld, because its rate of increase in most areas has been truly outrageous, and because it taxes what most Americans regard as an essential component of success and security— owning your own home. The "yes of 13" forces pointedly advertised their campaign as one to "save the American Dream. Noted economist Walter Heller has also identified inflation as a key culprit in the California tax revolt. Heller claims that the dramatic increase in property tax revenues was largely inadvertant, as a result of inflation. This was compounded by the skyrocketing property values in California and also by the practice of keeping assessments current. These factors were all related to the rapid increase in revenues going to government. Heller's criticism is that instead of returning these revenue increases to the taxpayers by lowering rates as assessment increased, the local governments "just went right ahead and spent it."^ To compound the problem, the State treasury was accumulating a $5 billion surplus. Thus, there was overspending at the local level, overtaxing at the State level and a surge of reassessments, all of which set the mood for a "tax revolt." The Situation In Virginia Virginia can hardly be accused of reckless and excessive spending at the local level or of overtaxing at the State level. Neither the State nor local governments have had such surplus funds available. On the contrary, Virginia has developed an outstanding record of fiscal conservatism. Proponents of tax expenditure limitations in Virginia have recognized the fiscal responsibility in Virginia's governments, but still say taxes are too high. Again, the culprit is inflation. Tax revenue in "real" dollars may have increased only marginally, but the absolute dollar amounts of the tax bills have increased dramatically due to inflation. Mark Keane, Executive Director of ICMA, has stated, "The clearest lesson of California's Proposition 13 is that we are too dependent on the property tax."" Opinion polls show income taxes and sales taxes to be much more favorably accepted by the public than are property taxes. The fact that the property tax comes in a lump bill instead of being withheld from a paycheck or added to a retail purchase adds further to its negative image. And, of 2 William Schneider, Los Angeles Times, June 11, 1978. 3 "Tax Revolt: The Lady or the Tiger?", Public Opinion, July/ August, 1978. " Mark E. Keane, ibid. , �course, the property tax can be extremely regressive to those on fixed or limited incomes. All of these factors indicate that the property tax is an undersirable means of raising revenue. Yet, local governments in Virginia are faced with the dilemma that the property tax is virtually the only revenue source which they control. Limitations and constraints have been put on virtually every other source of revenue that has been granted to localities by the General Assembly. To place a limitation on that remaining source would nearly place local government in a financial straight-jacket. Even if alternative revenue sources are found which could be used by local governments to reduce the burden of the property tax, local elected officials must remain aware of an important lesson from the California experience: inflation is a double edged sword, in this volatile world of ours prices can fluctuate so widely as to make living within a budget a real nightmare. Public finance officers have stressed the importance of adopting taxes which track inflation such as sales or income taxes. They have also stressed the importance of keeping assessments current so that the property tax rolls do not fall far behind due to inf ation. O n e edge of the two edged sword of inflation is found when a tax source does not grow with inflation (an example is gasoline taxes by the gallon). In order to match the revenue source with rising costs caused by inflation, elected officials are forced into raising the tax rate, which may prove to be difficult and unpopular. By relying on taxes that track inflation, elected officials have avoided the cumbersome prospects of raising rates, since tax revenues increase as dollar levels increase. The other edge of that two edged sword of inflation comes into play if the elected officials allow revenues to escalate unchecked. Even though the tax rate may remain unchanged, it is entirely possible in this day of constant inflation for revenues to exceed the readily justifiable and needed expenditures in a locality. This has not happened in Virginia because tax rates and property values are still nominal. However, the lesson has been clearly shown that unless elected officials voluntarily return surplus revenues to the taxpayers in the form of lower tax rates, (which means not using the funds to start new programs), the voters will demand that mandatory tax and e x penditure limitations be imposed. Efforts should be made to reduce the property tax and local governments are willing to do this IF alternative revenue sources are available. The General Assembly need not fear that local government will use the new revenue sources to fund vast expansions of service. The climate is such now that services are being curtailed. Yet, the pressure on the property tax remains and can only be alleviated by additional sources of revenue. GRIFFIN Ductile Iron Pipe for water and sewer installations .l.ilJJMI D U C T I L E IRON U z O CAST IRON SOIL PIPE & FITTINGS GRIFFIN PIPE P R O D U C T S CO. BOX 740 • LYNCHBURG, VIRGINIA 24505 • 804-845-8021 . /\msted > .5 �COMMENTS ON CALIFORNIA'S PROPOSITION 13* "The passage of Proposition 13 is the political miracle of the year, for few Americans felt that there could be a reduction in the size of government. The tax structure in Virginia and California are not the same and, therefore, the demands for tax change are not the same, but the movement in Virginia for lower taxes by reduction in the size of government—federal, state, and local—is strong. Virginians are aware that inflation is our Number One problem, and that it cannot be controlled unless the growth of government and taxes are arrested. Proposition 13, with all its faults, gives hope for the future." E. C. Ferguson, President Virginia State Chamber of Commerce, Richmond, Virginia "I think that to lock yourself into expenditure limitations in the constitution just runs counter to the sensible principles of constitution making." Walter W, Heller, former chairman of the Council of Economic Advisors, quoted in State Legislatures, July/August 1978 "About 30 percent of the projected cutbacks of $7 billion in property taxes will go to business property and about 30 percent to income producing housing. . . Pacific Telephone and Telegraph Company will save $130.2 million annually . . . the Southern California Edison Company $53.8 million, the Pacific Gas and Electric Company $90.6 million. . ." New York Times, June 13,1978 "The small homeowners will find that it is the corporations and the big land owners who are getting the tax break and that the little guy will, once again, be paying the bills." George Meany, President, AFL-CIO, quoted in the New Haven Register, August 22, 1978 "It's rather obvious that the very much vaunted savings of Proposition 13 are not being passed on to all the tenants of California." California Governor Edmund G. Brown, Jr., quoted in the New Haven Register, August 30, 1978 "This vote means layoffs, with minority workers who have least seniority losing their jobs; it means curtailed services for poor people, and it means the crippling of affirmative action programs. If people look carefully at what they are calling the new black middle class, they will find that a large portion of those people are employed in public jobs. Those are the jobs that are Imperilled by Proposition 13." Carl Holman, president of the National Urban Coalition, quoted in the New York Times, June 23, 1978 "Virginia is not California, Proposition 13 was brought on in California by the State government starving the localities. This began under Governor Reagan and continued under Governor Brown. The result was an ever increasing tax burden on the property owner at the local level until the people revolted and I think rightfully so. I am against any legislation that will freeze taxes at the State level at this time because such a freezing would restrict tax monies collected at the state level that go back to the localities. At present 56 percent of all money collected in the general fund goes to locaj governments. This does not include the localities share of the sales tax. Before we think in terms of putting restrictions on the General Assembly as to tax authority, we need to formulate and adopt a better plan of local/state tax revenue division than we have at present. William B. Hopkins Member, Virginia State Senate "Q—You mean that (President) Jefferson would have voted "no" on Proposition 13? "A— . . . (President Jefferson) would probably have been appalled by such a silly question as whether the people wanted higher or lower taxes. He would have been pleased that the people of California warned the Government not to go too far in their tendency to tax and tax and spend and spend but he would probably have insisted that Proposition 13 was a sensible warning but a ridiculous basis for policy, that went too far." James Reston, "Uniquack on Propostition 13," New York Times, June 9, 1978 * Reprinted with permission of Connecticut Conference of Municipalities except for direct quotes of Mr. E. C. Ferguson and Senator William B. Hopkins. �WHY NOT VOLUNTEERS? by Edwin S. Clay, III One out of every five Americans (more than 42 million) volunteer in some capacity. This figure, accordingly, constitutes an incredible commitment to community betterment and serves to document the "people helping people idea." Private agencies have benefited from volunteers for many years. Few are unaware of the work performed by Red Cross volunteers and volunteers in United Community Fund campaigns. These agencies, and hundreds of others, literally could not function without the volunteer. They have learned how to deal with and be assisted by the volunteer. On the State level, Virginia has been a leader in the encouragement of the use of volunteers in state agencies. By executive order of former Governor Miles Godwin, the Office of Volunteerism was established initially as a part of his office, and is now a bureau of the Department of Intergovernmental Affairs. This order was later formalized in the Virginia State Government Volunteers Act. Enacted by the 1976 Virginia General Assembly, this legislation was intended; . . ." to assure that people of Virginia may derive optimal benefit from volunteers and that the time and talents of volunteers in state service may be put to their best use." A arimary role of the State Office is to prepare guideines for the development of volunteer programs and the utilization of volunteers within state agencies. Since its establishment, the State Office has been most successful in fostering volunteerism in state offices. (Ed.'s Note: See the July, 1978 issue of this publication for further information on the Office of Volunteerism.) Local governments have not utilized volunteers Although one of the earliest organized volunteer efforts was formed to supply a municipal service, fire protection (Benjamin Franklin organized one of the first companies), local governments have not utilized volunteers to a great extent. Of course, citizens have been appointed to various boards and commissions, but they have not been concerned with departmental activities. ABOUT THE AUTHOR Edwin S. Clay, 111, is Assistant City Manager for Human Resources and Public Information, Virginia Beach. Two forces now appear to be moving in a direction that may lead to more volunteers active in local governmental agencies: inflation and the changing role of the volunteer. As inflation challenges a locality's ability to continue providing adequate municipal services, city agencies begin to see the benefits of recruiting qualified volunteers to assist in enriching and strengthening ongoing city programs. The result is better programs for citizens and satisfied volunteers. Several assumptions and definitions are basic to a philosophy regarding the involvement of volunteers in municipal service: • there are departmental tasks that can be effectively accomplished by volunteers; • there is within the city an adequate and qualified volunteer resource pool; •city departments wish to integrate volunteers within departmental activities; • city departments are able to recruit and to train these volunteer workers; and •"volunteer" shall mean any person who, of his own freewill, provides goods or services, without financial gain, to any agency, instrumentality, or department. The Virginia Beach Model In a recent telephone survey of Virginia cities and counties with a population in excess of 100,000, only Virginia Beach was found to be in the process of establishing a city-wide coordinated usage of volunteers in terms of recruitment, placement and evaluation. The City of Norfolk has investigated the possibility of creating a city office of volunteerism. Before initiating a coordinated volunteer program, staff members and members of Council should examine thoroughly the potential advantages and disadvantages of such an endeavor. An approach to this issue taken by the City of Virginia Beach may serve as an example. On October 3,1977, the Virginia Beach City Council appointed the Mayor's Committee on the Use of Volunteers. Composed of one member of Council (who served as chairman), three citizen-volunteers, the City's Personnel Director and an assistant to the City Manager, the Committee sought to respond initially to two questions: What has been the experience with municipal services volunteers in other cities? What are the needs and attitudes relative to municipal services volunteers among City of Virginia Beach department heads? In an attempt to obtain answers to these questions, information relative to local government volunteer programs was secured from five volunteer information agencies, eight local governments and two states. A survey was also conducted of Virginia Beach department heads for their reactions to the utilization of volunteers. The city survey found that more than 1,400 individuals served in voluntary positions within city agencies with a combined total value of services of $7.3 million; agency support costs equaled $181,000. It is most important to note that the majority of �agencies already used volunteers. Based upon t h e information a n d data obtained and codified, the C o m m i t t e e met several times to develop a plan for the m o r e effective a n d c o o r d i n a t e d u t i l i z a t i o n of v o l u n t e e r s w i t h i n t h e m u n i c i p a l c o r p o r a t i o n . T h e resulting draft plan w a s f o r w a r d e d t o all city a g e n c i e s , t h e U n i t e d C o m m u n i t y F u n d a n d t h e local V o l u n t a r y A c t i o n C e n t e r f o r r e v i e w a n d c o m m e n t . T h e c o n s e n s u s of t h o s e a g e n c i e s w h i c h c o m m e n t e d was that t h e original plan was too heavily s t r u c t u r e d a n d r i g i d ; c o n s e q u e n t l y , t h e p r o p o s a l was streamlined and simplified. T h e revised proposal w a s t h e n s e n t o u t f o r a s e c o n d r e v i e w . It w a s s u b sequently presented to City C o u n c i l on M a y 8,1978 and approval was forthcoming. Volunteers complement staff, not replace T h e a i m of t h e V i r g i n i a B e a c h C i t y V o l u n t e e r P r o g r a m is t o e x p a n d a n d e n h a n c e e x i s t i n g city s e r v i c e s t h r o u g h i n v o l v e m e n t o f v o l u n t e e r s in s e r v i c e s d e l i v e r y . I m p l i c i t in this s t a t e m e n t of p u r p o s e is t h e i n t e n t to have volunteers s u p p l e m e n t a n d c o m p l e m e n t , r a t h e r t h a n r e p l a c e city staff. H e a d s of d e p a r t m e n t s m u s t i n s u r e t h a t s u c h is t h e c a s e a n d a s s u r e d e p a r t m e n t a l staff t h a t v o l u n t e e r s p o s e n o t h r e a t to t h e i r j o b s e c u r i t y . F a i l u r e t o p r o m o t e t h i s a s s u r a n c e c o u l d result in l o w e r e d staff m o r a l e a n d f r i c t i o n b e t w e e n staff a n d v o l u n t e e r s . Staff o r i e n t a t i o n s e s s i o n s o n t h e status a n d u t i l i z a t i o n of v o l u n t e e r s s h o u l d b e u n d e r t a k e n t o a v o i d this s i t u a t i o n . T h e Virginia Beach City V o l u n t e e r Program will e n d e a v o r to r e c r u i t v o l u n t e e r s f r o m all s e g m e n t s of t h e city's p o p u l a t i o n w h e n e v e r a n d w h e r e v e r s u c h r e c r u i t m e n t is f e a s i b l e . R e p r e s e n t a t i o n o n t h e V o l unteer Policy Board will be a w a r d e d those groups, agencies a n d institutions having key program roles or large n u m b e r s of p r o g r a m p a r t i c i p a n t s . D e p a r t m e n t staff n e e d to a f f o r d v o u n t e e r w o r k e r s t h e s a m e r e s p e c t g i v e n r e g u l a r city e m p l o y e e s . S u pervisory personnel must insure that t h e volunteers a r e a s s i g n e d tasks t h a t a r e m e a n i n g f u l a n d p o t e n tially r e w a r d i n g . R e c o g n i t i o n f o r e x c e p t i o n a l p e r f o r m a n c e m u s t b e r e a d i l y g i v e n t h e v o l u n t e e r , as c o m p l i m e n t a r y r e c o g n i t i o n is t h e v o l u n t e e r ' s salary. F o r m a l r e c o g n i t i o n of all v o l u n t e e r p r o g r a m p a r t i c i pants is a c c o m p l i s h e d a n n u a l l y v i a t h e city's c i v i c recognition dinner. C o o r d i n a t i o n of t h e p r o g r a m is a c c o m p l i s h e d by the Department-Volunteer Council. Membership inc l u d e s t w o i n d i v i d u a l s ( o n e r e p r e s e n t a t i v e of t h e d e p a r t m e n t , o n e representative of the department's volunteers) f r o m each agency using volunteers a n d o n e person f r o m an agency not n o w using v o l u n t e e r s . It is c h a i r e d by a n assistant t o t h e C i t y M a n a g e r a n d a v o l u n t e e r a p p o i n t e d by C i t y C o u n c i l . I n f o r m a t i o n s h a r i n g , t h e d e v e l o p m e n t of r e c r u i t ment programs and orientation programs are t h e initial goals of t h e C o u n c i l . U n r e s o l v e d issues t o be dealt with involve insurance for volunteers a n d cooperation with other area volunteer agencies. N o o n e p l a n w i l l w o r k best f o r all l o c a l i t i e s . T h e r e a r e , h o w e v e r , h u n d r e d s of s u c c e s s f u l c i t y - w i d e v o l u n t e e r p r o g r a m s in e x i s t e n c e t h r o u g h o u t t h e c o u n try t h a t c a n s e r v e as e x a m p l e s . R e g a r d l e s s of w h e t h e r o r n o t a locality d e c i d e s t o go w i t h a c o o r d i n a t e d program or an individual department-based prog r a m , s e r i o u s c o n s i d e r a t i o n s h o u l d be g i v e n to t h e p o t e n t i a l of v o l u n t e e r a s s i s t a n c e . People O'Grady Appointed u z O h- < z u > Norfolk Employee Honored PAUL T. O'GRADY was chosen by the Falls Church City Council as the City's first appointed city attorney. As city attorney, O'Grady will advise the city council, boards and commissions on a wide variety of matters. Mr. O'Grady received his law degree from Boston College Law School. Before assuming the appointed position, O'Grady served as the elected city attorney from 1974 to 1979. City of Norfolk Police Planner SARAH WILLIAMS recently received the 1978 J. Sargeant Reynolds Award for outstanding service in public administration. The honor was awarded by Virginia members of the American Society for Public Administration. Mrs. Williams has been affiliated with the City since 1974 and is responsible for police department budgeting and affirmative action issues. Poquoson Appoints White Honored The City Council of Poquoson appointed CHARLES R. BROWN as city treasurer. Brown is a former Air Force Lieutenant Colonel and served on the advance team for presidential flight support. He has a degree from Christopher Newport College and replaces former treasurer Wiley Gene White. O. WENDELL WHITE, Hampton City Manager, received the T. Edward Temple Award for distinguished service in public administration recently by the Tidewater, Northern Virginia and the Central Virginia Chapters of the American Society for Public Administration. White was assistant city manager of Hampton from 1961 to 1974 and became city manager in 1975. A native of Charleston, West Virginia, White holds degrees from Berea College and Maxwell Graduate School of Citizenship and Public Administration, University of Syracuse. He was also recently appointed to State level committees, the Council on Criminal Justice and the Marine Patrol Study Commission. Burton Named Lynchburg City Manager David B. Norman appointed /. W. BURTON as director of fiscal management for the City. Prior to his appointment. Burton was president and a member of the board of directors of Virginia National Bank of Lynchburg. He was formerly affiliated with the Fidelity National Bank and Jefferson National Bank,,A �graduate of Lynchburg College, Burton assumed his new office on October 1. Bluefield State College and Radford College. Borberg Named Hendrix Elected COLE HENDRIX, City Manager, Charlottesville, was elected to the International City Management Association Executive Board as the Southeast Regional Vice President. Hendrix, who will serve a two year term as regional vice president, also serves as vice chairman of the Virginia Local Government Administrators Committee for Professional Development. Library Names The Henrico County Public Library System named CORAL GILLS to the position of public information officer. Ms. Gills holds a degree from Virginia Commonwealth University. Prior to her new post, she was a trade journal editor. Stanley Appoints Mayor MRS. GEORGIA L. ALESHIRE has been appointed mayor of Stanley to succeed her husband, H. Franklin Aleshire. Aleshire died June 19 after serving as mayor for 13 years. Active in Stanley community affairs, Mrs. Aleshire's appointment was effective October 1. Parker Heads PTI JOHN K. PARKER was appointed president of Public Technology, Inc. (PTI), the science and technology service for municipalities. A graduate of George Washington University and the Pels Institute of the Wharton School of Finance, University of Pennsylvania, Parker has held several positions in local government. Prior to his new appointment, he had directed the work of PIT's Urban Consortium Program. Chandler Cited RICHARD A. CHANDLER, Richmond's real estate assessor, has been named outstanding certified assessment evaluator by the International Association of Assessing Officers. The Award was made during an association conference in Toronto, Canada. Chandler also was presented the association's certificate of continuing professional accomplishment. Miles Named ERANK M. MILES has been named director of recreation for the Town of Vinton. A native of Bluefield, Miles was previously director of recreation in Franklin County. He Is a graduate of JAMES R. BORBERG has been named general manager of the Hampton Roads Sanitation District, replacing William ]. Love who resigned in June. Borberg holds degrees from the University of Missouri and Rennsselaer Polytechnic Institute. Kennedy Retires Police Sargeant C. T. KENNEDY retired. His position was Chief of Police of Buchanan. Kennedy had been chief of the department for the past 28 years. Don Bittner has been appointed acting chief. Shaver Retires Ashland Town Manager H. D. SHAVER retired November 30. Shaver has been Ashland's town manager for the past six years. Prior to his appointment to manager, he was a former highway department official. Stover Appointed Chief W. Vernon Ford appointed CAPTAIN WILLIAM K. STOVER as Arlington County Chief of Police. Stover, a 22-year veteran of the Arlington Police Department, began as a patrolman in 1956. He was promoted through the ranks; his most recent appointment was captain in 1976. The bulk of his career has been spent in investigation work. Stover attended Harrisonburg College and the American University in addition to numerous specialized training courses in police work. Stover succeeds Roy C. McLaren who retired In September. Lowry To Serve Ashland Town Council appointed HANK LOWRY to the vacant council position. Lowry was elected to council in 1977 during the special annexation election but lost his bid for reelection In May, 1978. Lowry fills the position left vacant by Richard Glave who moved to South Carolina. Strasburg Names Clerk MS. MARY B. TAYLOR assumed the position of Strasburg clerk and bookkeeper, replacing Kay S. Ritenour who recently resigned to join a local firm. Ms. Taylor attended Triplett Business and Technical Institute. Association Names The State Fire Chiefs Association of Virginia recently honored two retired members. CLARENCE L. KEGLEY, retired fire chief, Newport News, and JOHN F. FINNEGAN, retired fire chief, Richmond, were awarded honorary membership by the Executive Committee at their October meeting. Dombrower Dies RALPH L. DOMBROWER, SR., founder and president of the Ralph L. Dombrower Company, Inc. died October 17. Dombrower was affiliated with the Virginia Municipal Review, a publication of the Virginia Municipal League until 1966. Dombrower continued to publish the Review until his recent illness. He was an organizer and boardmember of the Second National Bank in Richmond. The Virginia Municipal League extends sincere sympathy to his two sons, Malcolm B. and Ralph L. Dombrower, Jr. Richmond Names Chief RONALD C. LEWIS, a battalion chief in the Philadelphia Fire Department, became Richmond's fire chief on November 15. He joined the Philadelphia Fire Department in 1956 and rose through the ranks to become battalion chief In 1974. He had supervised 202 firefighters in his previous position. Lewis succeeds John F. Finnegan, Jr. who retired in January. Roeder Named The Fairfax City Council has appointed WILLIAM F. ROEDER, JR., as city attorney. Roeder Is a partner In the law firm of Chess, Durrett & Roeder. As city attorney, Roeder will provide legal counsel to city officials and prosecution In the city court. He succeeds John H. Rust, Jr., who resigned to devote more time to private law practice. Manassas Park Appoints JACK E. DORM AN has been appointed director of community services and will be the representative for planning, zoning and recreation. Prior to his new post he was a planner for the Northern Virginia Planning District Commission and was zoning administrator for the City of Mobile, Alabama. The new chief of police/director of public safety is THOMAS STONE. He will also serve as administrator for the fire department and Animal Control Bureau. Stone has served as the Investigator for the State Attorney's Office, State of Florida and has been affiliated with the police force for the Town of Courtland and City of Hopewell. �Places GORDONSVILLE—Town Cour.cil recently selected an official seal for !i:e T o w n . Featured in the design is O l d Gordon I n n , the tavern and resting spot f r o m w h i c h Gordonsville adopted its name in 1813. STAUNTON—Chy Council's offer to divide the cost of revitalizing the downtown area with a nonprofit development corporation has captured the attention of a large segment of the Staunton business community. Former mayor Frank R. Pancake, new chairman of the council's advisory committee on community development, reported that the idea has received tentative approval from the advisory committee and commitments from area chambers of commerce. The Council was applauded for its step to increase civic pride and promote public enthusiasm for revitalization. BROOKNEAL—\n the form of a resolution to accept funds from the Federal Aviation Administration, Council made official its commitment to cosponsor an airport. In a joint venture with Campbell County, the Council will accept grant funds of $250,000, 90 percent of the project, for the initial phase. Scheduled to be completed in 1980, the total project, consisting of three phases, is estimated to cost $1 million. NORFOLK, PORTSMOUTH, RICHMOND—These three cities have been selected to participate in a nationwide program to revitalize selected neighborhoods during the next five years. They were among the 118 localities announced by the Department of Housing and Urban Development to receive federal funds in neighborhood strategy areas program. B E D F O R D — T h e City recently started cleaning the streets on Sunday morning. The program, a proposal by Mayor Russell J. Otey, involves only the streets in front of the City's eight churches and public parking lots. Fa- vorable comments on the program have been received and it is hoped that the program will continue. N O R F O L K — T h e City w o n top honors in the 1978 City Hall Public Information Awards competition sponsored by City Hall Digest, the municipal government newsletter. The " G r a n d A w a r d " was given for Norfolk's public information projects. FAIRFAX COUNTY—The County has received an A A A rating for a forthcoming $35 million bond issue. The bond sale will provide for school construction, parks and a new courth o u s e . A d d i t i o n a l l y , t h e Fairfax County Library has been awarded a grant for $83,216 by the Office of Education, Department of Health, Education and Welfare for a consumer education project entitled The Assertive Consumer. T h e purpose of the grant is to prepare videotapes in Vietnamese to introduce Vietnamese consumers to the American marketplace. Calendar Regional Legislative Meetings November 16, O M N I International Hotel, Norfolk, 6:30 p.m.. Tidewater jurisdictions and Eastern Shore Towns. December 5, Martha Washington I n n , Abingdon, 6:00 p.m. December 6, Hotel Roanoke, Roano k e , 6:00 p.m. U o8 Z O < Z a > 10 December 7, Sheraton I n n , 1-81, Harrisonburg, 6:00 p.m. December 12, Marriott Twin Bridges, Arlington County, 6:30 p.m. December 13, Weston's Restaurant, C r e w e , 5:30 p.m. December 14, Holiday Inn Crossroads, R i c h m o n d , 6:30 p.m. Local Government Officials Day, Hotel John Marshall, February 2, Richmond Municipal Electric Power Association of Virginia, April 11-13, Marriott Inn, Blacksburg Virginia Section, International City City Management Association, April 25-27, Marriott I n n , Blacksburg Financing Public Power Requirements State Fire Chiefs Association of Virginia, July 12-14, Sheraton I n n , Harrisonburg Virginia Weights and Measures Association, August 5-7, Sheraton I n n , Fredericksburg Virginia Association of Chiefs of Police, August 26-29, O M N I International Hotel, Norfolk Virginia Building Officials Association, October 14-17, New Cavalier Hotel, Virginia Beach ^First Boston The First Boston Corporation 20 EXCHANGE PLACE NEW YORK, N.Y. 10005 (212) 825-2000 �VIRGINIA MANAGERS HONORED* During the Annual Conference of the International City Management Association in Cincinnati, Ohio, two Virginia managers and their communities were honored in the field of municipal management. The awards are considered joint awards, to the professional behind the program and to the community that supported the effort. Cole Hendrix, City Manager, Charlottesville, received a Management Innovation Award and W. Vernon Ford, County Manager, Arlington, won the Clarence E. Ridley Award. Although Charlottesville has established and supported a number of positive programs in the area of housing, employment, training and neighborhood improvement in an attempt to answer the needs of low—and moderate—income residents, the needs of these residents had not been met. Problem areas were security, employment opportunities, information on city services, recreational opportunities and education of the programs and responsibilities of the police department. Charlottesville then established a Social Development Commission to coordinate planning to answer certain areas of need. A community developer, whose office was in one of the low income areas, established a system of daily contact with the community, requesting problems and solutions through neighborhoods. In addition, the local government and the housing authority developed a position of community service officer to provide security for public housing developments in surrounding com- munities. In an attempt to eliminate the gap between the youth and the establishment, the school resource officer program was established. A police officer enters the school on a daily basis and remains there as part of the school staff for the entire day. Other programs include summer band concerts in low income areas, a tennis and boxing program directed at minority youth, a crisis intervention team in the police department trained to handle family crisis, a homemaker service designed to go into the community to help citizens gain grant money and loan money for home improvement and counsel on home budgeting. The Social Development Commission has had some impact. The crime incident rate around the public housing has decreased and residents are now more active in the City's planning efforts. W. Vernon Ford was cited for inservice training. Ford reviewed the original training model used by the City of Lynchburg, in 1976 and one that had previously received the Clarence E. Ridley Award. He appointed a group of county management personnel to a training task force, chaired by a department head who recently initiated a successful training program for supervisory personnel in his own department. The task force chairman guided the group in the development of a written proposal to the county manager. The report recognized the need for a complete training on a regular systematic cycle to all employees in order "to enhance personal and career development and growth to im- prove employee performance." A multi-year budget was proposed together with targets for participation by 450 supervisory employees. The program attempted to consider the training needs of employees at all levels, supervisory and non-supervisory. A variety of training techniques including self help programs, orientation programs and classroom programs were used. Also, a variety of local, state and federal funding sources were considered and the training program utilized all available resources. A program administrator with prior experience both in teaching and public administration was hired. Although the task force report recommended the initial emphasis be placed on management training and employeecitizen relations, the task force called for a long term development of a larger training program. The task force report is being used currently as a model for interested local governments throughout Virginia. The Virginia Municipal League and the Virginia Section, International City Management Association salutes Cole Hendrix and W. Vernon Ford and their municipalities for their successful ideas to better serve local government. * Information adopted from articles by: C. Robert Stripling, "An Answer to Social Conflict", Public Management, October, 1978. Oliver S. Merriam, "Arlington Produces a Winning Training Program", Ibid. Marketplace u USED HEAVY CONSTRUCTION EQUIPMENT ASSISTANT DIRECTOR Sealed bids for a FWD Compactor, a Terex Dozer, two Allis-Chalmers Towed Scrapers and a Michigan Scraper are being accepted and will be publicly opened at 2:00 P.M., December 19, at the office of Fairfax County Purchasing Agent, 4100 Chain Bridge Road, Fairfax, Virginia 22030. Items may be viewed at Fairfax County Land Fill, 4618 West Ox Road, Fairfax, Virginia, Monday through Friday, between the hours of 7:30 A.M. and 4:00 P.M., November 15th through December 15,1978. For technical information, contact Hubert T. Alexander, Supt., Land Fill, telephone (703) 631-1178 or 631-1179. Bid Invitations will be on hand at the Land Fill or arrangements for obtaining Invitation For Bid 9-0658-12-12 may be made by telephoning Mr. Olson (703) 691-2465. The Center for Public Affairs at Virginia Commonwealth Universi^ is seeking an Assistant Director. Job responsibilities include: conduct of applied research, proposal preparation and grants management, technical assistance to state and local government, assistance in the administration of the Center. Quantifications: (1) background In state and/or local government, (2) skill and experience in sun/ey research and analysis, and (3) expertise In at least one of the following: financial management, personnel management, planning, organizational analysis, or a substantive area in state and local government. Masters degree is required, doctorate desirable but not necessary. The Center for Public Affairs is a newly created unit in the School of Community Services at Virginia Commonwealth University. The Center is de- signed to provide university based skills to state and local government and other publicly oriented organizations through applied research, technical assistance, and continuing education. Deadline for applications is December 15, 1978. Starting date, February 1, 1979 or as soon thereafter as possible. Salary, 20,00025,000 annually, depending on qualifications. Send resume and the names of three references to Ralph Hambrick, Director, Center for Public Affairs, Virginia Commonwealth University, 909 West Franklin Street, Richmond, VA 23284. < z u 11 �ANNOUNCEMENT THE WALLERSTEIN SCHOLARSHIP THE WALLERSTEIN SCHOLARSHIP was established by a gift from Ruth C. and Morton L. Wallerstein to the University of Virginia to foster interest and research in Virginia municipal government. The scholarship is administered by the Virginia Municipal League and the Institute of Government, University of Virginia. ELIGIBILITY: Applicants must be: 1. An employee or official of a Virginia municipality who would like to spend a year at the University of Virginia engaged in research and study with the Institute of Government; or 2. A person, preferably an employee or official of a Virginia municipality, seeking to undertake graduate work at the University of Virginia in a field related to municipal government. It is hoped, but not required, that the recipient intends to enter or re-enter Virginia municipal government service upon completion of the graduate work. SELECTION CRITERIA: While an applicant must show promise of benefiting substantially from a year at the University and a degree applicant must meet admission standards, the selection committee will pace heavy emphasis upon the individual's potential for public service in Virginia. DURATION OF THE AWARD: The award is made for a twelve-month period, beginning, at the recipient's wishes, between June 1,1979 and September 1, 1979, and may continue for a second year dependent upon the recipient's need and his or her first year record. AMOUNT OF THE AWARD: The amount is $4,200, with an additional $400 each for up to two dependents. APPLICATION PROCEDURE: Applicants for the scholarship may obtain the necessary forms by writing to the Institute. Applicants seeking a graduate degree must fulfill all the requirements for admission to the graduate school of the University. Contact for information regarding graduate school requirements should be made to the Dean of the Graduate School of Arts and Sciences, 438 Cabell hall, University of Virginia, Charlottesville 22903. DATES FOR SELECTION: All applications must be submitted no later than February 1, 1979. A personal interview may be requested either at the Institute or the Virginia Municipal League, or both. The recipient will be notified not later than April 15, 1979. If further information is desired, please write to INSTITUTE OF GOVERNMENT University of Virginia 207 Minor Hall Charlottesville, Virginia 22903 �Legal Guidelines PUBLIC SERVICE CORPORATIONS—TAX EQUALITY? By Howard W. Dobbins, General Counsel A recent decision by the Virginia Supreme Court {Richmond, Fredericksburg and Potomac Railroad Company V. State Corporation Commission, decided August 31, 1978) will cause chagrin and perhaps some confusion in the minds of local government officials with respect to the equalization of taxation between public service corporations and other taxpayers. The Virginia Constitution and pertinent statutes require the State Corporation Commission to assess for local taxation the value of real property of railroads and other public service corporations. This has been accomplished by the State Corporation Commission's Division of Public Service Taxation (the "Division") first determining the appraised property value and then determining assessed values which are certified to the various localities which in turn apply their respective tax rates to such values and levy a tax. Prior to 1966, the assessed values of public service property were usually determined by applying a uniform 40 percent assessment ratio. However, as a result of the "Bemiss Bill", adopted by the General Assembly in 1966 (Code § 58-512.1), the Division has been required to appraise values, not on the uniform 40 percent rate but on "the local assessment ratio prevailing in such taxation district for other real estate as determined by the most recently published findings of the Department of Taxation". Subsequent to the Bemiss Bill, public service corporations' property has been appraised by the Division by comparing the property being appraised with other land which was appraised by the locality, this method being known as the "over the fence" method of appraisal. The Commission's appraiser having an idea of the appraised values of parcels surrounding the public service property then inspected the public service property and proceeded to make a determination of value. However, it has been the practice of the Division to adjust the value of the property being appraised by a "factor" which reflects the relationship of locally appraised land values to fair market values as determined by the Virginia Department of Taxation and to that adjusted valuation an appropriate percentage established by the Bemiss Bill was applied thereby reducing the assessment of the particular parcel for local taxation. This procedure came under attack when in 1975 the RF&P filed its application for a review and correction of its assessment contending that use of the adjustment "factor" was unlawful. The see affirmed the tax assessment against the RF&P and that decision was appealed to the Virginia Supreme Court. The Supreme Court, in the opinion written by Justice Compton concluded that the use by the Division of the "factor" to adjust to fair market value was unlawful, characterizing the factor as an "additive". Although the RF&P questioned the "over the fence" method of valuing property, the Supreme Court refused to reverse on that ground but specifically disapproved the use of the "additive" factor saying: "We believe employment of the factor in this case was contrary to law. Such a procedure directly violates the constitutional provision requiring assessments of realty to be made based upon fair market value. Under the Commission's procedure employed in this case, the assessment was made based upon fair market value increased and inflated by the amount computed by use of the factor. Such a system is constitutionally infirm." Arlington County and the State Corporation Commission argued that the equalization process set in motion by the Bemiss Bill justified use of the additive factor. However, the Court disagreed saying: "The provisions of the Bemiss Bill contemplate application of the true assessment ratio to the fair market value properly determined and does not authorize employment of the ratio twice— once to compute on additive factor and again to fix the assessment. The equalization of assessments is to be accomplished by use of the formula set out in the statute, which is to be applied after fair market value has been established, and not before." Immediately after receipt of the opinion in this case, Arlington County and the SCC filed a petition with the Supreme Court for reconsideration. The Virginia Municipal League, the Attorney General of Virginia and the Virginia Association of Counties also filed briefs as amicus curiae supporting the petitions for rehearing, it being the position of all petitioners that the Court's opinion resulted in inequality rather than equality of assessment which was the aim of the Bemiss Bill, and use of the factor was essential in order to develop "fair market value". Sad to say, the Court in a brief order refused the petitions for rehearing and the initial opinion of August 31, 1978 stands as the law of Virginia unless the legislature sees fit to change it. As the League stated in its brief filed with the Supreme Court, this decision will have enormous adverse economic effect on Virginia local governments. U Z O > 13 �VML AFFILIATED ORGANIZATIONS VIRGINIA SECTION, INTERNATIONAL CITY MANAGEMENT ASSOCIATION J. deKoven Bowen, Chief of Police, Charlottesville, First Vice President EXECUTIVE COMMITTEE Hugh G. Cooper, City Manager, Bristol, President Col. William W. Davis, Chief of Police, Virginia Beach, Second Vice President C. M. Moyer, Jr., City Manager, Manassas, First Vice President C. H. Benson, Chief of Police, Waynesboro, Third Vice President Frank Force, City Manager, Williamsburg, Second Vice President Col. Francis A. Gard, Sr., Chief of Police, Martinsville, Board Member William J. Paxton, Jr. City Manager, Salem, Committeeman Col. Richard A. King, Chief of Police, Fairfax Co., Board Member David B. Norman, City Manager, Lynchburg, mitteeman Com- H. B. Childress, Chief of Police, Pulaski, Board Member William B. Fletcher, Administrative Assistant, Waynesboro, Committeeman Col. Roland A. Lakoski, Chief of Police, Chesapeake, Board Member Wendell L. Seldon, City Manager, Winchester, Past President James A. Kirby, Chief of Police, Lexington, Board Member VIRGINIA BUILDING OFFICIALS ASSOCIATION Col. Frank S. Duling, Chief of Police, Richmond, Past President BOARD OF DIRECTORS Garland L. Moore, Chief-Building Inspector, Danville, President STATE FIRE CHIEFS ASSOCIATION OF VIRGINIA Joseph Bertoni, Chief Building Inspector, Fairfax County, First Vice President Harry T. Gladding, Jr., Fire Chief, Tappahannock VFD, First Vice President D. Bain Reed, Building Commissioner, Roanoke, Second Vice President John H. Byrd, Jr., Building Official, Harrisonburg, Sergeant at Arms E. Wayne O'Dell, Building Official, Bristol, Board Member James B. Jones, Building Official, Martinsville, Board Member Edward J. Weld, Building Official, Culpeper County, Board Member Bernard M. Poole, Jr., Building Official, Sussex County, Board Member Edward M. Williams, Building Official, Virginia Beach, Board Member R. A. Ledbetter, Jr., Building Official, Norfolk, Board Member D. Paul Jack, Building Official, Hampton, Board Member EXECUTIVE COMMITTEE Harold E. Dailey, Fire Chief, Winchester, President Carl C. Holt, Fire Chief, Roanoke, Second Vice President Harry E. Diezel, Fire Chief, Virginia Beach, Committeeman W. J. Robertson, Fire Chief, York Volunteer Fire Department, Committeeman Julian Taliaferro, mitteeman Fire Chief, Charlottesville, Com- James W. Epperly, Fire Chief, Christiansburg, mitteeman Com- William A. Anderson, Fire Chief, Lynchburg, mitteeman Com- Odell Benton, Fire Chief, Portsmouth, Past President James Kelly, Director, Fire Services Training, Richmond, Ex-Officio VIRGINIA WEIGHTS AND MEASURES ASSOCIATION Clarence Diersing, Code Administrator, Newport News, Board Member EXECUTIVE COMMITTEE G. W. Diggs, III, Insp., Virginia Department of Agriculture and Commerce, Richmond, President Joseph R. Keys, Chief Mechanical Inspector, Fairfax County, Board Member M. P. Gleason, Bureau of Weights and Measures, Richmond, First Vice President Frank B. Kaye, Chief Fire Marshal, Arlington County, Board Member J. B. Haun, Insp., Virginia Department of Agriculture and Commerce, Staunton, Second Vice President Richard B. Bier, Asst. Insp. Services Director, Arlington County, Board Member Robert H. Britt, Jr., Sealer, Norfolk, Third Vice President ^ ^ ^ William J. Boiling, Chief Bureau of Fire Protection, Bristol, Past President ^ VIRGINIA ASSOCIATION OF CHIEFS OF POLICE 14 EXECUTIVE BOARD Lt. Col. John S. Pearson, Asst. Superintendent, State Police, Richmond, President >- U z O J. B. Lyies, Supervisor, Virginia Department of Agriculture and Commerce, Richmond, Committeeman J. G. Sanders, Insp. Virginia Department of Agriculture and Commerce, Richmond, Committeeman Joseph F. Hortert, Insp.-lnvestigator, Office of Consumer Affairs, Newport News, Committeeman (Continued on page 20) �INDEX TO ADVERTISERS The Virginia Municipal League/WRC/NM TOWN & CITY would like to take this opportunity to express its sincere appreciation to the many outstanding commercial and professional firms who have taken an interest in this publication during the past year. We thank them for their advertising program with us and hope it has been a worthwhile venture. A special "thank you" is also given to the localities who honored us with an advertisement in the September Convention Issue. A list of 1978 advertisers appears below. Applied Science Labs, Inc. Baldwin and Gregg, Ltd. Bartholomew, Harland and Associates Barton-Ashman Beck, R. W. and Associates Bengston, DeBell & Elkin, Inc. Betz, Converse, Murdoch Bodie, Mills, Taylor and Puryear, Inc. Booz, Allen and Hamilton, Inc. Bremner, Youngblood & King, Inc. Brockenbrough, Austin and Associates Buck, Seifert and Jost, Inc. Capital Equipment Co., Inc. Caterpillar Centrox Corp. CH2M Hill Chesapeake and Potomac Telephone Co. Chewning-Hoggard, Inc. Concrete Pipe and Products Co. Cresap, McCormick and Paget, Co. Crump, B. T. Deere and Company Delta Leasing Company Dewberry, Nealon & Davis Dominion Bankshares Corp. Fort Magruder Gallaher Equipment Co., Inc. Game-Time Gannett, Fleming, Corddry & Carpenter Gilbert Associates of Virginia Greeley and Hansen Griffin Pipe Products Co. Griffin, F. G. Gruendler Crusher & Pulverizer Co. Henningson, Durham & Richardson Horner, Barksdale & Co. Hotel Roanoke Hurt and Proffitt, Inc. John Marshal Hotel Kimley-Horn and Associates, Inc. Korman Signs Kustom Signals, Inc. Lane Metal Langley & McDonald Marsh & Basgier, Inc., P. C. McManis Associates, Inc. Michie Company, The Municipal Advisors Municipal Code Corporation O'Brien and Gere, Inc. Overman, William C. Associates Paper Craft Printing & Design, Co. Pak-Mor Manufacturing Co. Patton, Harris, Rust & Guy Payne, Rosser H. & ALSOciates Petroleum Marketers, Inc. Phillip Morris Pierce Manufacturing Co. Pirnie, Malcolm Engineers Pitometer Associates, The Public Administration Service Public Research and Management, Inc. Purdum & Jeschke Raymond, Parish, Pine & Plavnick Reed, Roberts Associates, Inc. Rish Equipment Company Royer, R. Stuart & Associates Russell & Axon Russnow-Kane and Associates, Inc. Seton Name Plate Corp. Sheraton-Fredericksburg Motor Inn Sheraton, Military Circle Southern Engineering Co. of Virginia Sowers, Rodes & Whitecarver Sverdrup & Parcel Talbot and Associates, Ltd. Temple Foundry, Inc. Timmons, J. K. & Associates Traf-O-Teria Systems Trisafety Symbol Signs U-Haul of Virginia Utility Services Weeks, R. Kenneth Engineers Weston Environmental Consultants Whitman, Requartdt & Associates Yarger & Associates JULY WEIGHTS AND MEASURES "MINI AD" ADVERTISERS Acme Markets Atlantic & Pacific Tea Company ITT Continental Baking Kroger Mick-or-Mack Morton Murry's Steaks New Planters Warehouse Old Dutch Supermarket Pet, Inc. Piedmont Mills, Inc. Piggly-Wiggly, Grundy Piggly-Wiggly, Kennedy Rich's Super Market Safeway Stores Siegel's Supermarkets Shenandoah's Pride Dairy Thomas Foods Thompson-Arthur Paving Company Toledo Scales Valleydale Packers, Inc. Winn-Dixie SEPTEMBER MUNICIPAL ADVERTISERS Abingdon, Town of Alexandria, City of Bedford, City of Bristol, City of Chesapeake, City of Culpeper, Town of Hampton, City of Herndon, Town of Lynchburg, City of BeLo Markets Bennett Pump Co. Big Star Manassas, City of Martinsville, City of Bunker Hill Packing Co. Norfolk, City of U Detecto Scales Petersburg, City of o3 Exxon Richmond, City of Roanoke, City of Rocky Mount, Town of Food Fair Foodtown, Edward's Grand Union Green Market, Inc. Gunnoe's Sausage Co. Hobart Sales & Services Smithfield, Town of < Vienna, Town of Vinton, Town of Virginia Beach, City of z (J Winchester, City of Wytheville, Town of > 15 �WILL VIRGINIA GO TO l/M? by John M. Cabaniss, Jr. For years people have felt that the purposes of vehicular air pollution control systems were counter to the need for good vehicle economy and performance. There is a widely accepted air pollution control strategy involving motor vehicles which not only results in cleaner air, but also facilitates vehicle economy and performance—vehicular inspection and maintenance (l/M). What is l/M? l/M is a program which requires that in-service vehicles have their exhaust emissions checked annually to assure that each vehicle does not emit excessive pollutants into the atmosphere. Currently the pollutants that are checked are carbon monoxide and hydrocarbons. How does l/M work? An inspector checks each vehicle's exhaust emission by inserting a probe in the tailpipe. The measured emission valves are then compared to predetermined standards for that year, make and model vehicle. A pass/fail determination is then made for the vehicle and failing vehicles must undergo repair and retest. It has been other states' experience that the majority of failing vehicles only need to have some simple repair, e.g., carburetor adjustments or air cleaner replacement. However, some vehicles may need a complete tune-up or an air pollution control system repair. u Z o h- < z u > 16 What benefits are provided by l/M? l/M programs have been shown to provide several direct benefits to vehicle owners. Studies of operating I/M programs have shown that vehicles under such programs show improvements in fuel economy of 5 to 10 percent, which is quite a savings in gasoline costs. But there are other benefits as well. Properly tuned and maintained vehicles need fewer major repairs and they have a longer life, which produce a savings either by longer vehicle use or a better tradein. In addition, properly tuned and maintained vehicles are more reliable and safer than untuned vehicles. And last but not least, l/M programs result in cleaner air, a major purpose of l/M. Virginia, like ABOUT THE AUTHOR John M. Cabaniss, Jr. is a planner with the State Air Pollution Control Board. most Other states, does not meet the air quality standard for ozone. Ozone (commonly referred to as smog in the past) is partially attributable to emissions from motor vehicles; therefore, one of the best attainment strategies for Virginia to use in combatting the ozone problem is an I/M program. The inconvenience of other strategies that limit vehicle use by the individual motorist may then be avoided. Who Will Do the l/M Inspection? The 1978 General Assembly appointed an Air Pollution Study Commission. The primary issue under review by the Commission is whether the l/M inspection will be conducted in private franchised garages, as the current safety inspection program is handled, or by a contracting firm specifically retained to conduct the l/M inspections. Both approaches have their advantages and disadvantages. Several factors need to be considered in assessing these two options. One important factor is convenience to the public. A private garage system would mean that many l/M inspection stations would exist similar to the present safety inspection program. Since there would be more stations, there should be more convenience to the public. A private garage system would mean that many l/M inspection stations would exist similar to the present safety inspection program. Since there would be more stations, there should be more convenience for citizens in terms of travel time. With a contractor system the number of l/M inspection stations would be limited. However, through the use of vehicle population density information, it is possible for the contractor to situate the inspection stations so that 70-80 percent of the vehicles are within five miles of a testing site and another 15-20 percent of the vehicles are within 10 miles of a station. A contractor can also include convenience factors by altering his operating schedule regarding hours per day and days per week to meet the needs of the community. In addition, the contractor would handle only l/M inspections and thus would never have any of his facilities tied up for repair purposes. Another important factor in considering the options is public acceptance. The present safety inspection program in the private garages enjoys a high level of citizen support. Citizens are accustomed to the semi-annual safety check and are comfortable with it. Since the private franchised garage l/M option would be very similar to this present system, this procedure might foster quicker public acceptance of l/M. In order to obtain public acceptance, the l/M program must stress quality assurance. With a contractor system the public could be assured of testing uniformity and objectivity, since the contractor would use highly sophisticated, automatic equipment with little or no chance of operator error. Uniformity and objectivity are very important elements in a program dealing with an abstract thing like vehicle emmissions. Cost information is still another important factor in the analysis of the options. The total costs of the two options appear to be roughly equivalent to the surface; however, the nature of the costs differ to some extent. In a private garage system the administration costs to the State would be higher than in a contrac- �} tor system. The main reason for this difference is that a private garage system would require about twice as many State personnel as the contractor system to insure standard testing and uniform quality, statewide. In summary, the private garage option offers possibly more convenience due to the large number of inspection stations and an inspection process to which Virginia's citizens are already accustomed. O n the other hand, the contractor option offers uniformity, objectivity, fewer State employees (more private sector jobs) and separation of the inspection and repair functions. statewide. This latter alternative would also " s p r e a d " the burden to out-of-state vehicle users who pollute Virginia's air. O n the other hand, the vehicle owner could be required to pay an inspection fee w h e n he had his vehicle inspected. This would place most of the burden of paying for the l/M program on those persons w h o were subjected to it. Of course, there are many funding options open to the General Assembly. Those include the ones mentioned above, combinations of them, variations of them and still others not discussed. H o w M u c h oi the State Will be The Commission is presently of the opinion that l/M should be limited to four major metropolitan areas in Virginia. These areas are Northern Virginia, greater R i c h m o n d , Hampton-Newport News, and the southeastern Virginia area surrounding Norfolk. It is felt that limiting l/M to just the " m e t r o " areas would be more cost effective. Since a majority of Virginia's vehicles are in these areas, most vehicles would still be under the program if it is limited to these four areas. Limiting the program would also be much less expensive than a statewide program. If l/M proves to be effective in these areas, it could be expanded to include other areas, or possibly the whole state, at a later time. There are already existing l/M programs in many other states, but there is much variation in the types of programs. Arizona, for example, has a contractor system, while New Jersey uses a state-owned and operated system. Rhode Island recently instituted a private franchised garage program which will start mandatory maintenance in January, 1979. About the only thing that is generally true about other states' programs is that they work. All of the states which have effective l/M programs can identify reductions in vehicle-related pollutants. For this reason and because of the other benefits previously mentioned, over 100 major metropolitan areas in the U.S. are now considering the implementation of l/M programs. When Will l/M What is the State's Role in Affected? Start? What is the Experience with l/M in Other States? l/M? The starting time for l/M in Virginia is uncertain, if the program was instituted in the private franchise garages, it could start as early as January, 1980, but if l/M is handled under a contractor system, it could begin as late as January, 1983. The starting time is dependent on several things. O n e factor is the type of system that is used. Federal guidelines require that a private garage system start one year earlier than a contractor system. Another factor is whether an introductory l/M period is desirable during which the inspection is mandatory but the maintenance is voluntary. Many people advocate the use of such an introductory period for at least a year before mandatory maintenance begins. These matters will have to be settled before the starting time for l/M can be decided. In either option the State's role is to administer the program. There must be general supervision of the inspection process, direction of a public relations campaign, coordination of a mechanics training program and execution of a quality assurance program. Supervision of the program is necessary to assure that proper methods and equipment are being utilized in the inspection process. A public relations campaign is essential to acquaint the public with the l/M program, its purpose, its process and other relevant information. The mechanics training program is necessary to provide an assurance that proper maintenance of failing vehicles is being provided. Finally, an extensive quality assurance effort must be undertaken to provide program effectiveness and public acceptance. What Will l/M Cost What Input do Citizens and Localities have in developing l/M in Virginia? Virginia? It has been estimated that the total cost for an l/M program in Virginia's four major metropolitan areas would be about $10 million per year in terms of 1978 dollars. That boils down to about $7 per vehicle in those areas. The General Assembly will have to decide how the I/M program will be funded. O n one hand, the legislature could require that the program be paid for entirely from the general fund and thus make the inspection process free at the inspection station itself. Such a method would allow the costs of the l/M program to be spread over the whole State. This type of approach might be appropriate since all Virginians wi I benefit from an 1 / M program, even though the program is in the " m e t r o " areas only. Other " s p r e a d i n g " alternatives for funding include a general increase in vehicle registration fees or a slight increase in the fuel tax As mentioned previously, the Air Pollution Study Commission is presently reviewing these matters. The Commission's report to the General Assembly and the Governor was due December 1. Localities are also encouraged to provide input into the l/M program development process. Only those municipalities in the four " m e t r o " areas previously mentioned will be directly affected by I/M initially, but l/M could conceivably be expanded in the future to include perhaps the whole State. Therefore, it is important for localities to provide their inputs now while l/M is in its formative stages. >U Z < z > 17 �Using Your Budget to Plan Budgeting Without Being a Pro The Shift in Sales Tax Revenues Proposition 13 in Virginia? Oct. Oct. Nov. Dec. 4 8 14 4 GENERAL ASSEMBLY League's Legislative Program General Assembly Review: The Local Perspective Jan. 9 May 10 GENERAL SERVICES The Quest For Quiet Urban Roads for Growth The Commodity That's Running Low Water in the 21st Century May June Sept. Nov. 6 14 30 12 INDEX TO VOLUME 13, JANUARY-DECEMBER 1978 COMMUNITY ACTIVITIES MO. Mar. .June .June .July Sept. PC 15 10 7 20 28 COMMUNITY RELATIONS Reflections of a Mayor's Wife Mar. Municipal Public Information Programs— Mar. •Aug. Sept. Sept. COMPUTERS The Computer as a Management Tool FEDERAL GOVERNMENT FINANCE AND TAXATION Problems In Determining An Equitable 8 12 4 14 40 7 .Jan. .Feb. Feb. .June .Sept. 16 5 6 5 34 Feb. .July 18 14 Feb. .May •July •July •July 9 14 5 7 14 •July .Sept. Sept. 16 50 57 GRANTS Keys to G rant Proposals J u ly What To Do Until The Check Comes In ....July The Federal Grant System July 5 7 14 HISTORY Battle of the Monitor 22 HUMAN RESOURCES Community Development Block Grant & Virginia Localities Mar. Human Resources New Partners/ New Roles Apr. New Strategy for Housing & Redevelopment Sept. Outreach Program—Hampton Sept. Master Bikeway Plan Sept. Sophisticated Medical Complex Services .. .Sept. 16 INSTITUTE OF GOVERNMENT COMMENTARY The Intergovernmental Personnel Act and Local Governments Jan. Va Creates a Department of Housing & Community Development Mar. 18 Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division U o8 AUSTIN V . K O E N E N ( 2 1 2 - 5 5 8 - 3 1 8 0 ) BENEDICT T . M A R I N O ( 2 1 2 - 5 5 8 - 2 8 4 0 ) K E V I N C . GAYNOR ( 2 1 2 - 5 5 8 - 3 3 6 0 ) W . PATRICK McMuLLAN ( 2 1 2 - 5 5 8 - 3 1 7 4 ) RICHARD J . ZANARD ( 2 1 2 - 5 5 8 - 3 1 8 2 ) < Z u > 18 Lehman Brothers Kuhn Loeb Incorporated NEW YORK HOUSTON ATLANTA • LOSANOELES • • Sept. BOSTON SAN FRANCISCO CHICAOO • LONDON • DALLAS • TOKYO 5 8 17 20 46 7 �Animal Control Policy Problems in Determining an Equitable Distribution of State Aid The Shift in Sales Tax Revenues May 12 July Nov. 16 14 LEGAL GUIDELINES Interim Zoning Ordinances Part I Jan. Interim Zoning Ordinances Part II Feb. Localities Strike Out in Supreme Court .. .Mar. Riots and Restraints May Respiratory and Heart Diseases—Statutory Presumptions June Municipalities Held Liable for Unconstitutional Action Aug. Are Your Rezoning Decisions Fairly Debatable Nov. LIBRARIES Libraries: Getting the Most for Your Tax Dollar MUNICIPAL GOVERNMENT The Eclipse of Local Government A Look at the Crisis in Municipal Insurance The Computer As a Policy Tool Reflections of a Mayor's Wife Consulting Engineers: Building Better Communities Local Government Officials Day VML Equipment Survey A More Cost/Effective Vehicle Animal Control—Everybody's Burden Animal Control Policy Do's and Don'ts for Councilmembers Role of the Elected Official Liability Insurance Needs Unmet CBD Restoration 1985 Open Space Plan CETA Works Why Not Volunteers? MUNICIPAL MANAGEMENT The Computer as a Management Tool HENRICO HONORED Henrico County was presented a 1978 Achievement Award at the 43rd Annual Conference of the National Association of Counties (NACo). The Annual Awards are given to counties who have been specially honored for their outstanding citizen service and for innovative programs leading to more efficient, modern county government. Henrico received the award for its Volunteer Services Handbook. Since beginning with three volunteers in 1973, Henrico has established a full-time probation department supervisory position to address volunteer services and needs. In May, 1976, 90 citizens, organizations and businesses were recognized for varied volunteer services that year. To assist the volunteers, a Volunteer Services Handbook was developed, dealing with the court process, expectations of volunteers and community resources. The Virginia Municipal League congratulates Henrico County for its service to local government. 19 14 13 17 12 14 A Public Management Career: No Regrets Records Management Establishing a Centralized Purchasing System Proposition 13 in Virginia? Apr. June 4 5 June Dec. 18 4 PERSONNEL AND TRAINING IPA and Local Government .. .Jan. The Well-Paid Public Employee Mar. What is any Given Job Worth? .. .May Statewide Salary Survey ...July What's New In Grievance Procedures .. Sept. CETA Works 18 16 18 17 44 16 June 16 PUBLIC SAFETY Faster Communications—Better Service .. . .Jan. A Look at the Volunteer Department Jan. Riots and Restraints . .May Respiratory and Heart Diseases . June Jan. 4 Public Safety Puts Computers Into Action . .Sept. 11 Jan. Feb. Mar. 12 6 8 Apr. Apr. Apr. Apr. May May July Sept. Sept. Sept. Sept. Nov. Dec. 6 8 12 13 4 12 19 26 42 12 16 16 7 Feb. 5 STATE GOVERNMENT Problems in Determining an Equitable Distribution of State Aid Will Virginia Go To l/M? 16 17 17 12 4 18 34 18 ...July ...July .. .Sept. .. .Dec. 16 20 48 16 May Sept. Nov. Nov. 15 11 4 8 Jan. Feb. 19 17 Nov. 11 VIRGINIA MUNICIPAL LEAGUE VML Services VML Achievement Awards VML Convention—1978 Executive Director's Report ZONING Interim Zoning Ordinances, Part 1 Interim Zoning Ordinances, Part II Are Your Zoning Decisions "Fairly Debatable?" We're Fighting for Your Life American Heart Association U CAPITAL EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD • RICHMOND, VIRGINIA 23228 P. 0. BOX 9609 PHONES: 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY—Chemical Spreaders, Slurry Pavers LINK BELT — Cranes — Excavators FMC/BEAN — Sewer Cleaner LAYTON MFG. CO. — Asphalt Pavers MEYERS-SHERMAN — "Vactor Jet Rodder" RICHMOND MFG. CO. - Horizontal Boring Machines ELGtN-LEACH — Sweepers, Refuse Bodies ATHEY MANUFACTURING CO.—Maintainor Grader ROYER FOUNDRY — Shredders GIANT-VAC - Leaf Collectors DAVEY — Air Compressors MASSEY-FERGUSON — Baclthoe Loaders < z (J > 19 �BARRINGER: RECORD SERVICE By Robert H. McNeil u z o > 20 John Martin Barringer, Jr., professor of business administration at Virginia Tech, has served as Mayor of Blacksburg for more than 35 years, which is believed to be a record in Virginia, and equal to a record established by the mayor of Albany, New York. Barringer, a native of Michigan, attended the University of Virginia, where he received a Bachelor of Arts degree In 1932 and a Master of Science degree in 1933. He joined the faculty of Virginia Polytechnic Institute, (now VPl&SU), in 1937 and in the years that followed advanced through the ranks to full professor. In the department of business administration, he teaches labor problems, labor law and economics. Friends during his early years in Blacksburg recall that he loved to discuss anything that was being considered, whether it was international affairs, national or state politics, economics or political theories. No matter what the topic, he was ready and eager to discuss or debate it. He was urged to make practical use of his debating skills. Less than five years after he came to Blacksburg, he decided to run for Town Council. When Barringer first ran successfully in June, 1942, the terms were for two years, but later, the terms were changed by the town charter to four years. After Barringer assumed his office September 1,1942, the late William W. ("Willie") Argabrlte resigned as mayor to accept appointment as postmaster of Blacksburg. Barringer was then elected by his colleagues on Council to fill the vacancy and he took the oath of office as mayor on April 18, 1943. Some of the winning margins for Barringer in the local elections were close; the last time he was challenged was in 1970. Barringer believes that the greatest achievement during his years as mayor was the creation of the VPl&SU—Blacksburg-Christiansburg Water Authority in 1955 and the formation of the VPI&SU-Blacksburg Sanitation Authority to collect and treat sewage and waste water of the area. Several annexations during Barringer's tenure as mayor saw the area ABOUT THE AUTHOR Robert H. McNeil is Associate Editor, The Blacksburg-Christiansburg News Messenger. of Blacksburg increase from about 3.5 square miles to more than 15 times that amount, and the growth in population Increased from 2,500 persons to more than 32,000. The growth Is attributed to VPl&SU and in recent years to the location of several industries in Blacksburg. Barringer presided at Council meetings with an easy manner and was able to handle situations that might get out of hand. Only once did a quip backfire. It happened as the last councilman to leave a council meeting slammed shut a big textbook and then slammed it on the table to clearly show his anger. Barringer mused "I must have said something that he really didn't like." The mayor emeritus liked to meet people. IHe made the rounds of downtown Blacksburg after teaching his morning classes at VPl&SU and almost daily he visited Town Hall. He was accessible and people sometimes conferred with him as he made his rounds. His manner enabled him to get along with people and he had the ability of getting to the heart of someone's complaint and making suggestions for possible solutions. He also worked well in committees and did not try to dominate any meeting or situation; he often had a solution to enable partisans to compromise without "losing face". Now as mayor emeritus, the title voted by Council to honor him upon his retirement as mayor, Barringer continues to make his rounds of downtown Blacksburg and to drop in at the municipal building and other places he visited when he was mayor. Seven days after he had retired as mayor, Barringer was honored at a testimonial dinner at the Donaldson Brown Center at VPl&SU with more than 200 persons in attendance. He received gifts and heard testimonials to his service as mayor from community and University leaders. Barringer has indeed etched his name In the records as a local elected official that will be difficult for anyone to surpass. "Vbur children can see a Smithsonian exhibition... at school. Every year, school children travel thousands of miles to the Smithsonian Institution in Washington, D.C. But the Smithsonian Institution Traveling Exhibition Service (SITES) can send exciting, informative exhibitions right to your own schools. S I T E S exhibitions are drawn from the vast resources of the Smithsonian Institution and collections throughout the world. It's just another way the Smithsonian is helping Americans to know their world better. Write to SITES, Department PS, Washington, D.C. 20560. SITES js a professional service of the Smithsonian Institution. Eckenrode Elected LEX T. ECKENRODE, Assistant Director of the Virginia Criminal Justice Services Commission, was elected President of the National Association of State Directors of Law Enforcement Training at the recent 85th Conference of the International Association of Chiefs of Police. The National Association of State Directors of Law Enforcement Training is a nationwide organization with representation from each state. Its purpose is to upgrade and maintain effective liaison for the advancement of training in law enforcement and criminal justice. (Contirtued from page 14) Joseph F. Zegan, Sealer, Virginia Beach, Past President MUNICIPAL ELECTRIC POWER ASSOCIATION EXECUTIVE COMMITTEE Robert 1. Corekin, Electric Department Director, Martinsville, President William E. Willis, Electric Department Superintendent, Radford, Vice President Keith Cook, City Manager, Bedford, Committeeman Eldred C. Yerks, Electric Utilities Director, Danville, Committeeman Walter M. 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Planners and Architects 8411 Arlington Blvd., Fairfax, Virginia (703) 560-1100 Vienna, Virginia • Phone: (703) 281-2400 Staunton, Virginia • Phone: (^03) 886-8555 113 South Chestnut St., Marion, Virginia (703) 783-7271 1640 Maple Dr., Danville, Virginia (804) 799-9403 1400 Pleasant View, Staunton, Virginia (703) 886-3957 © ENGINEERS Engineers Planners Surveyors 620 May Avenue - Norfolk , Va. - 23516 Blrchwood Office Park - Va.Beach,Va. - 2 3 4 5 2 S04-46!'635f 301-657-1780 Gannett Fleming J Corddry & Carpenter Engineers Consulting Engineers Indusl'idl Waste T r e d i m e n ! • Highwavs D r a i n a g e - W d l P r & S e w e r a g e S y s t e m s • S u r v e y ing E n v i r o r ^ m e m a l S t u d i e s • Pf luaie Projects o HANSEN ENVIRONMENTAL P. O . B o x 1 2 0 4 7 484 Newtown Rd. Norfolk, Virginia Virginia Beach, V a , R. S T U A R l ^ R O Y r : R & ASSOCIATES DESIGNS • REPORTS E N G I N E E R S • SEWERAGE SEWAGE DISPOSAL • 1028 Olde Forge Plaza Fredericksburg, Virginia 22401 Telephone: 703/371-8040 n i l Notthshore Drive Knoxviile, Tennessee 37919 Telephone: 615/588-6444 Offices In: Florida • Georgia • Tennessee • Missouri Illinois • South Carolina • North Carolina • Virginia THE PITOMETER ASSOCIATES ENGINEERS—PLANNERS—SURVEYORS • ENGINEERS H U R T & P R O F I T T , INC. Engineers - Planners - Surveyors Higlnwavs, Railroads, Foundations, Waterfront Facilities, Water Supply, S e w a g e Disposal, Plarining Studies • Reports • Design • Consultation C O N S U L T I N G I N C . 12368 Warwick Boulevard. 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S u i t e 101 Virginia B e a c h . Va 23462 804-499-4596 FREDERICK J . K. TIMMONS & ASSOCIATES, INC. \V. Main EERS St. • Richmond. Veleplione S.\\'iT.\RY E \ .V Vn. 3S3 66S~ • MUNICIPAL Hcpcrt.^, PJdns. Superviiioyi. • WATEK Ap-praisaJs Engineers Wafer Waste Surveys Trunk Main S u r v e y s W a t e r Distribution Studies S p e c i a l H y d r a u l i c Investigations 100 C h u r c h S t . , N e w Y o r k , N. Y . 10007 Chicago Columbia Atlanta N e w Milford, Ct. b > o d i e , m i l l s , C a y t o r a n d p u r y w a r , ii & PLANNERS Communications, 911 Studies, Alarm Systems, Mobile Radio Systems, Telephone, Cable Television, Industrial Engineering Monitor and Telemetry Systems. 7212 Timberlake Road • Lynchburg, V a . 24502 804/237-2044 C O . V S U L J I .V a X^g^^ G. GRIFFIN, INC. ENGINEERS III ''•^Jf\Jif ( vnchburg, Virg.nia 24506 Teiephorie (804) 847-7796 1933 Fori Avenue xCj^^^ ffWi^YX Wk Mi-nfcpal So, %%. 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OVERMAN ASSOCIATES engineers-surveyors-planners (617) 237-4870 .703) 586-I8H1 5721 Sellger Drive Norfolk, Virginia BErgGTSON, D E B E L L S C E L K I N . I N C CONSULTING ENGINEERS a SURVEYORS ASSOCIATES pUnniog ^ managciTKnt consultants • COMPREHENSIVE PLANNING rOWNS, COUNTIES and CITIES • ZONING, 59 SUPERVISION St. culpcper FOR VIRGINIA'S and ECONOMIC COMPLETE AND STUDIES 703-63I-9630 703-369-5700 703-430-9I99 warraiton . v». (703) 347-3600 WHITMAN, REQUARDT AND R. Engineers-Consultants Water Supply Sewage ENGINEERING N. Charles n i l SERVICES St., Baltimore, a n d Purification Treatment Investigations • Streets a n d Reports Studies, and C o n s t r u c t i o n • Sewerage and a n d Highways • ENGINEERING SERVICES P O BOX 429 13924 B R A D D O C K ROAD I T R E V I L L E , VIRGINIA 2 2 0 2 0 Enuironmental KENNETH WEEKS ENGINEERS ASSOCIATES COMPLETE PUBLIC WORKS LAND SURVEYING Design Management Gilbert Associates of Virginia, Inc. • S u p e n / i s i o n of C'o[istniction. 2733 Md. 2 1 2 0 1 TiDEW.MLR D « . NORFOLK. Engineers/Consuttants V A . 2350'j 4 1 1 Cedar Road, Chesapeake, Virginia 2 3 3 2 0 804-547-2955 PURDUM C O N S U L T I N G A N D E N G I N E E R S EnginMn L A N D S U R V E Y O R S 1023 N. Calvert St, Baltimore, M d . 301 837-0194 Development Water Sewerage Drainage Highways Studies Reports Design Surveys Inspection 1625 Eye street VKishlngton, DC 20006 (202)331-1440 Patton Harris, Rust & Guy a profMSK>nal corporation and J E S C H K E 8720 Georgia Avenue Silver Spring, MD 20910 . (301)585-«001 , Survoyon , Ptanners Comptot* pfo*«s»»ooal vices for rmncipalities and puWic agancm MHn Oft« , Fairtmx.Va. 22030 . (703)273-8700 10S23 Main St n o S Main SI Planning & Community Development Consultants 1010 Vermont Avenue N W., Suite 800 Washington, D C , 20005 202 783-2924 m CH2M : : HILL TalbotCAxteciate/.W. Englr»«rs Archittcti Plonntr* Survayori on Environmental Systems Eastern Regional Oftice;1930 Isaac Newton Square t Reston, VA 22090 SOWERS, • n n RODEs & PC Box 3855, Charlotte, NC 28203 / 704-374-1822 Syracuse, NY / Poughkeepsie, NY / Philadelphia, PA / Dover, DE / Chillicothe, OH |¥i5tl McMANIS A S S O C I A T E S , INC. IICII Washington, D.a Management Consultants to City and County Governments Productivity Analysis * Fiscal and Management Systems Community Development ° CETA/Manpower Services ° Economic Development 1201 Connecticut Avenue, N.W., Washington, D.C. (202) 296-1355 CONSULTING POST BOX 4038 Energy Audits Energy Savings Lighting Emergency f;OANOKE,VIRGlNIA24015 (703) Phone (703) 471-9710 Airport ENGINEERS OFFICE • Mechanical-Electrical WHITESCARVER- Consulting Engineers fn^incers planners etonomisl^ it'ntists Consultants to Municipalities MUNICIPAL ENGINEERING, ARCHITECTURAL DESIGN LAND DEVELOPMENT - PLANNING, ENGINEERING, SURVEYING, CONSTRUCTION MANAGEMENT URBAN PLANNING FEASIBILITY STUDIES I S OBniENBGEnE Construction Management • Design • Planning BrkJgMwlw^.N* 22812 . (703)828-2616 Icl Raymond, Parish, Pine & Plavnick ' Power Communications 344-5113 V„9,n,a', Onl, MUNICIPAL BOND Spe<loiiil& 7 2 5 C h u r c h St • L y n c h b u r g . V o • 604 846-2711 W i l l i a m W . W i n f r e e , Jr E d w a r d T Pettigrew, Jr ind Undei . Finoncio! Adv, f o ' Bond hiu< �MUNICIPAL ADVISORS INCORPORATED BOOZ • A L L E N & HAMILTON, INC. . . . Provides a full local and regional FOR SAN range of consulting governments. service'; to FINANCIAL A N D MANAC'.EMEN T CONSUL'I'ANTS F U R T H E R INFORMATION CONTACT: ERIC S- HANSSEN DIR. lOCAL GOVT. SERVICES 4340 EAST-WEST HIGHWAY SOUTH TOWER-7tli FLOOR BETHESDA, MD 20014 301-951-2915 FRANCISCO CHICAGO NEW TO M U N I C I P A L I T I E S • A(l\r on Kinanciiil .ind M.irkclinji M.illc^rs Rfl.itinH to Is.suanoc of Miinioi[)al Bonds • Position (;i.issifi(;iition/(;om|)i'ns.ilion Plans • M a n a j i C M T i o n I and OrjJanizalion Studies • I'ixcciitivo Soafch and Sidoclion L A W R E N C E B. W A L E S P.O. WASHINGTON YORK B O X 45 R O G E R M. S C O T T Virginia Beach, V a . 23458 804/422-1711 Korman Signs INC HEADQUARTERS FOR TRAFFIC P R O D U C T S AND S I G N S 3027 LINCOLN A V E . RICHMOND, VA 23228 O F F I C E 262-6050 TRUCK Management, Inc. SIGNS i^^^ifl G e o r g e C u n n i n g h a m , Field Representative "imagineered" Public Research and AND EQUIPMENT Permanent Waterproof Self-Stick Vinyl. Easy to A p p l y . r\/lany S t y l e s , L o w C o s t Free I l l u s t r a t e d Catalog Samples MANAGEMENT CONSULTANTS ORDINANCE CODIFIERS 157 Luckie St., N.W. Suite 416 Atlanta, Georgia Wash. BIdg. 30303 SETON NAME PLATE CORP. Washington, D.C. P L A Y G R O U N D and P A R < E Q U I P M E N T B Y G A M E TIME, I N C . CUNNINGHAM ASSOC. INC. B e x 9 5 5 4 L s k e s i d s Br., R i c t m i o n d , V s . 2 3 2 2 8 Phone 804/262-2401 )iSy«f-_jg 2564 Blud., New Haven, C t . 0 6 5 0 5 Directory PUBLIC ADMINISTRATION S E R V I C E . . . Providing management regional, • • • • Management S y s t e m s Police and Fire Personnel Administration Financial Management assistance and state and consultant governments since •Courts •Community Development • Community Altitude Surveys • Program Evaluations • W a s h i n g t o n , D.C, WASHINGTON • CHICAGO LOSANGELES to local, • Labor Relations • Productivity Analysis • Public Works •Employee Relations Surveys 1776 M a s s a c h u s e t t s A v e n u e , N.W. • services 1933. 20036 . • {202)833-2505 Q ^ O I- < z o > 23 �Through rain, sleet and snozv, the woman of 1909 ahvai/s made sure her mah^ got tli rough.' You ve come a long way baby. VIRGINIA SUMS Slimmer than the fat cigarettes men smoke. VIRGINIA SUMS 15 mg' 'tar!' 0.9 mg nicotine av. per cigarette by FTC Method. Warning: The Surgeon General Has Determined That Cigarette Smoking Is Dangerous to Your Health. u � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 13, Number 12 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource December 1978 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197812 https://www.virginiaroom.org/digital/files/original/69/6424/197901.pdf 872d807085931d99ac1cdd28b6742b92 PDF Text Text AURORA HILLS CENTER ARLINGTON COUNTY �Editorial WHERE'S THE MONEY COMING FROM? Few V i r g i n i a n s were s u r p r i s e d when the national call w a s sounded urging the country to go " b a c k to the b a s i c s " . Most Virginians had clung to the basics all along, believing that budgets should be balanced, that government services could be delivered best at the local level and that while government was needed to provide essential needs, long-term economic solutions could only come from the private sector. But while we have clung to these principles of limited government, at least philosophically, a closer inspection of the situation reveals that we have become substantially dependent upon the federal dollar. Reluctant to accept federal assistance for many years, communities in the Commonwealth have come to help themselves to a piece of the federal pie. As pointed out by Rochelle Stansfield in the NationalJournal, the federal aid habit for communities across the country has risen from about 21/2$ for every locally raised dollar in 1957 to 50ii in 1 9 7 8 . Thus, in many cases, communities are only raising about half of what they need to support themselves. As far a s localities are concerned, it's not only a matter of " w e ' d rather do it ourselves," but recognition that federal aid dollars undoubtedly will decrease. As seen in the closing days of the 95th Congress, the tax reform movement has just begun to draw a bead where the big tax bucks a r e — i n Washington. The President has also set the tone for a period of financial austerity and the belttightening has only just begun. As the federal supply lines grow shorter and the size of the federal pot begins to shrink, localities have no alternative but to take a long look at where the money Is coming from. This dollars and cents soul-searching brings to the forefront some very basic questions: What can we ask of government? What can we expect from government? What are we prepared to spend for government? To a certain extent localities are left with limited options. Many of the programs, like the provision of public education, are "give n s " while others like garbage pick-up, police and fire protection are essentials. I feel the citizens generally want localities to keep the schools open and the criminals off the streets. But once you proceed beyond the basics, the going gets tougher. Momentum is growing to cut the fat and the frills and to find ways to get more from each tax dollar. It isn't easy to wrestle with the budget, our conscience, the cost of goods and services and then arrive at a compromise we can all live with. So the challenge facing our communities is not only how to live within our territorial boundaries, but how to survive within our financial means. And without substantial foresight and hard-nosed planning, we stand to handicap those who can afford it least. If we are to meet our social and fiscal goals in the long run, we must give cities the tools they need to stand on their own feet or with only limited assistance. First, we need to keep mandated state and federal programs to a minimum. As local officials are well aware, the programs continue to come down the pike at an increasing clip but funds have failed to keep pace with the costs. Recent estimates by the National League of Cities suggest that federal paperwork requirements alone cost state and local governments $ 5 billion annually. It will be up to the federal government to get a handle on the problem in Washington, but at the state level we can take the lead by requiring a review of the local impact of state mandates before passing additional mandatory programs. The dilemma for the General Assembly is obvious. The State will have to assume a larger share of the costs or localities will have to be given the means for increasing their financial base to meet their obligations or we will have to cut back the programs and reduce mandatory requirements. The solution may involve all three. Second, we must recognize that public assistance alone won't keep our cities financially afloat. Large scale investment by business and industry will be required to ensure the long-term viability of our communities. Here State and local officials can play an important role in focusing funds for the necessary facilities to service existing businesses and to attract new development. There will never be enough federal funds to keep our cities financially solvent in the absence of private support. But creative, imaginative community development projects and strong neighborhood programs can help encourage business to return to the city and to rediscover our urban potential. In the final analysis, localities won't be able to solve their problems unless they can financially sustain themselves. To keep the local ledgers in the black we have to search for ways to enhance the economic future of our communities, to provide the skilled labor, the tax structure, the transportation system and the services that will attract new and expanding businesses. My office is already working with a number of localities, the State Division of Industrial Development and state and local Chambers of Commerce to bring in new jobs. I look forward to expanding this working relationship this year and to improving the economic climate in our communities. Our common goal is to ensure that cities and towns aren't places where people are forced to live, but places full of vitality where exciting ideas come together with the financial resources to build the foundation for the future. The prospect of limited public assistance doesn't make the task impossible but only makes it more imperative that we succeed in securing private sector support. CSU^ Charles S. Robb Lieutenant Governor Commonwealth of Virginia r �Virginia olown &aty Editor-in-Chief Richard L, DeCair Editor Charlotte Kingery Associate Editor Advertising Manager Financial Secretary Michael S. Deeb Volume 14 4 Johns S. Ziolkowski, Jr. January, 1979 Number 1 THE A M B U L A N C E SERVICE DILEMMA A Virginia locality makes the transition from private to municipal delivery of ambulance service. Sandra Harmon TELEPHONE 804/649-8471 DEPARTMENTS 2 Editorial 6 8 9 Places People Commentary 10 Legal Guidelines 10 Marketplace 15 Ideas 13-15 Directories Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of VIRGINIA TOWN & CITY or the Virginia Municipal League. U z ON THE COVER: Arlington County's Aurora Hills Center was dedicated on February 26, 1978 and houses the recreation center, fire station #5, visitor's center, air pollution monitor station and a branch library. AURORA HILLS CENTER ARLINGTON COUNIY VIRGINIA TOWN & CITY is the only official magazine of the Virginia Municipal League (formerly the League of Virginia Municipalities). It is published monthly at 311 Confronts, 1011 East Main Street, Richmond, Virginia 23219. All contents, copyright ® 1977 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per copy. O I- < z u > �THE AMBULANCE SERVICE DILEMMA by C. Reggie Whitley and William A. Anderson The City of Lynchburg has confronted the community need for both public transit and ambulance transportation. While the Lynchburg approach to public transit was patterned after the successful effort of another Virginia locality, the events surrounding the transition from private to municipal delivery of ambulance services offer an insight into the responses of one community to an ambulance service dilemma. HISTORY OF COMMUNITY AMBULANCE SERVICE As in many municipalities, early ambulance transportation in Lynchburg has been provided by the mortuaries as a free public service. Multiple providers of community ambulance services existed during that period and their services were occasionally of a competitive nature. Although generally effective in fulfilling the most basic transportation need in emergency medical situations, these early activities probably lacked much of the professionalism and related medical skills which customarily are associated with ambulance services today. With the demise of free ambulance transportation by morturial providers, a period came in which a rapid succession of varying service arrangements existed at short intervals, including an interval of emergency medical transportation by taxicab operators. Recognizing the medical transportation need of the community, a private company commenced operation on a fee basis in the mid-1960s as the sole provider of ambulance service. Apparently this venture functioned effectively until late 1972 when the owner notified the Lynchburg City Council of worsening company finances due to collection difficulties, and requested municipal assistance. In response to this appeal, the governing body agreed to subsidize the company with $2,500 monthly. Simultaneous with the ongoing private ambulance operations, the Transportation Committee of Council began an investigation of alternative approaches. Following months of research and discussion, the Committee recommended, and Council subsequently approved, a continuation of these monthly ABOUT THE AUTHORS C. Reggie Whitley is Deputy City Manager for Operations, Lynchburg and William A. Anderson is Lynchburg's Fire Chief. Chief Anderson is also an Executive Committeeman, State Fire Chiefs Association of Virginia. subsidies to the private ambulance company through September 30,1973. In conjunction with this, simultaneous municipal efforts began to seek competitive proposals from qualified parties throughout Virginia for providing quality ambulance service within the City of Lynchburg. Only two competitive service proposals were received, however, and the proposal of the existing private operator was ultimately approved. The resulting ambulance service contract, which became effective on October 1, 1973, included specific service requirements which the contractor was obligated to provide throughout the following three year period in return for a municipal subsidy of $4,000 per month. Approximately half-way through the contract period, in March, 1975, the private ambulance company requested a sizable increase in the monthly service subsidy. While consistently refusing to consider increased subsidy payments during the term of the contract, the City Council eventually agreed to a $5.00 increase in the ambulance user charge raising it to $35.00 per call in late August, 1975. IMPACT OF ANNEXATION On January 1, 1976, the City of Lynchburg was expanded by approximately 14,000 citizens and 25 square miles into two adjacent counties as the result of a massive annexation award. Along with the major impact of annexation on all municipal functions, this event particularly affected the delivery of community ambulance services. Three volunteer organizations previously had provided no-charge ambulance/rescue services in the newly-annexed areas of the City prior to January 1, 1976, and upon request of City Council, all consented to continue their services at least temporarily in their respective areas. Hence, in spring 1976, pre-annexation City residents were receiving ambulance services from a private company at a rate of $35.00 per call while residents in the newly-annexed area received free ambulance/rescue service from three volunteer organizations. In addition to these agencies, a highly-respected volunteer organization also existed within the pre-annexation City, providing rescue and first aid assistance only. With four volunteer agencies and one private company providing differing ambulance and/or rescue services in segments of the City, and with some Lynchburg citizens receiving no-charge ambulance service while other citizens paid a user charge, the need for both coordination and equity in the delivery of community ambulance services became an important objective for the municipal government. Moreover, the September 30, 1976 expiration date of the City's ambulance service contract with the locallybased private company lay ahead; municipal officials learned that the company again intended to seek a sizable increase in the monthly subsidy in exchange for extended services to the newly-annexed area. CONCEPT OF THE "VOLUNTEER/MUNICIPAL/ PRIVATE" APPROACH Working with the affected volunteer agencies, the Lynchburg City administration developed and presented in June, 1976, an imaginative, yet comparatively inexpensive, concept for the delivery of J �community-wide ambulance and rescue services. Dubbed the "volunteer/municipal/private" approach, the arrangement would have combined all the existing community resources for the provision of (a) emergency ambulance and rescue services on a non-charge basis by municipal and volunteer forces and (b) non-emergency ambulance transportation by a private "ambulette" service on a per call, user fee basis. In accordance with this 1976 plan, the Lynchburg Fire Department would have provided emergency ambulance services from 6:00 a.m. to 6:00 p.m. each day when volunteer personnel are less available; in the remaining interval from 6:00 p.m. to 6:00 a.m., two volunteer rescue organizations would have shared in the emergency services responsibility. Municipal and volunteer forces would have rendered back-up ambulance assistance in particularly critical, overlapping emergency situations. In order to fulfill the nonemergency ambulance transportation needs between private homes, hospitals, clinics and nursing centers, the 1976 service proposal recommended reliance upon private enterprise with appropriate user fees and a limited schedule of private operations (8:00 a.m. to 5:00 p.m., Monday through Friday) was envisioned to enhance profitability, thus eliminating the need for any ongoing municipal subsidy. Despite initial optimism, a variety of problems and concerns developed to prevent implementation of the "volunteer/municipal/private" approach. One aspect of considerable misgiving to all parties focused upon the no-charge concept of emergency ambulance transportation with its negative potential of becoming a "free taxi" service if not monitored closely. EMERGENCE OF A REVISED APPROACH Following the preceding, unsuccessful attempt to facilitate an ambulance/rescue services arrangement, the municipal contract with the private ambulance company was extended through November 30, 1976. Throughout this period, both the Transportation Committee of Council and administration officials considered a variety of alternative service strategies. Following discussions with the representatives of the ambulance company, a revised approach was achieved in the fall of 1976 which incorporated a charge to all service users. As approved by the governing body in November, this approach included both transition and extended procedures for the shared municipal/private delivery of community ambulance services. During the transition period for December, 1976, through February, 1977, the private ambulance company continued to provide emergency as well as nonemergency ambulance services in the City area prior to annexation in return for a $6,500 municipal subsidy per month. Back-up ambulance service responsibility, however, was transferred to the Lynchburg Fire Department during this same interval in anticipation of the department's assumption of the role for emergency ambulance services on March 1, 1977. Citizens of the newly-annexed City area continued to receive no-charge volunteer ambulance services from December, 1976 through February, 1977. In accordance with the extended service approach, March 1 marked the Lynchburg Fire Department's total assumption of the emergency ambulance responsibility on a per call fee basis to the entire City of Lynchburg, the pre-annexation area as well as the newly-annexed area. To perform this function on a twenty-four hour daily schedule, the Department employed fifteen EMT/Fire Cadets and acquired three modular ambulances. Simultaneously with the commencement of this municipal service, two volunteer organizations assumed responsibility for back-up ambulance services and full-time rescue assistance. As another aspect of this extended service arrangement, the private ambulance operator was scheduled to discontinue all emergency ambulance activities on March 1, 1977, and to retain only the non-emergency portion of the former service. In accordance with the written agreement which preceded Council's authorization enterprise, all municipal subsidization ceased and the private operator agreed to provide advance written notice at least ninety days prior to any discontinuation of services. Following several months operating as a non-emergency service, the private company advised municipal officials of its intent to discontinue business. On July 27, 1977, the Lynchburg Fire Department became the provider of emergency and non-emergency ambulance services throughout the City of Lynchburg. In view of this added service requirement, seven additional EMT/Fire Cadets and two additional ambulance units (van-type) were authorized in July, 1977. Rescue assistance and back-up ambulance services are shared by two capable volunteer agencies, the Lynchburg Life Savings Crew and the Campbell County Rescue Squad. Each organization receives a municipal contribution annually toward the costs of its support services. INNOVATIVE ASPECTS OF APPROACH To date, this approach has functioned effectively in responding to approximately 5,000-6,000 ambulance service requests annually. Some of its more innovative features or developments are as follows: • EMT/Fire Cadet Program—By employing ambulance personnel initially as EMT/Fire Cadets, the municipality is able to provide training and opportunities for career progression into the municipal fire service. Moreover, this program allows the fire department to acquire talented individuals at a younger age than allowed by customary employment criteria for firefighter positions, and to maintain a more available supply of trained personnel when firefighter position vacancies occur. Despite these position enhancements, some elevated turnover has occurred among personnel in this classification due to the very high working performance required in emergency situations. This same aspect has, nevertheless, served as a positive job factor for other EMT/Fire Cadets. • Ambulance Vehicle Types—Through the acquisition and application of both modular and van units, department personnel intend to maintain accurate cost and performance records to evaluate these two vastly different types of ambulance vehicles. This data �will, in turn, greatly assist in the types of replacement equipment which are purchased. • Regional Cooperation—The revised approach to ambulance/rescue services, as implemented in 1977, has improved the coordination of activities and, in turn, relationships among a variety of municipal, volunteer and non-profit agencies in the region. A reg i o n a l , rescue services organization with multiagency representation has subsequently emerged for the purpose of promoting cooperation and communications among member agencies. • Specialized Fee Schedules—The application of incentive "waiting fees" by the municipal ambulance service has encouraged efficiency by hospitals in the processing of patients who require round-trip ambulance transportation. In considering frequent use and cost, major adjustments have occurred with regard to supplemental charges for specialized ambulance supplies. • Service Protocols—Another innovative feature of the Lynchburg program focuses upon the "Pre-hospital and Inter-hospital Protocol Committee" which was established in November, 1977. This committee is comprised of fifteen members, including physicians, nurses, staff representatives from two area hospitals, hospital "emergency r o o m " personnel, several EMT/Fire Cadets and Fire Department administrators. To date, the committee has established service protocol procedures for EMT/Fire Cadets in the emergency medical care and ambulance transportation of patients in the following specialized circumstances: burn victims, possible spinal injuries, overdoses/poisoning, pediatric overdoses/poisoning, cardiac arrest stroke victim, attempted suicide, emotionally disturbed and dead-on-arrival. As the municipal experience with community amb u l a n c e s e r v i c e s e x p a n d s , n u m e r o u s o t h e r innovations will, no doubt, occur. Whether it be refinements to emergency a m b u l a n c e d i s p a t c h i n g , or coronary care capabilities, or other service enhancements—the Lynchburg municipal ambulance service, although in its infancy, is fulfilling an important community need in a positive and professional manner. Places lAMES CITY COUNTY—The County won a $41,904 grant from the federal government to build 12 units of housing for the elderly in the Berkley district. The low income housing is being built under the auspices of the Mental Health and Mental Retardation Services Board. MARION—Merchants recently spoke in favor of the revitalization of d o w n town Marion at a public hearing held by Council to discuss the Urban Development Action Grant. Citizens acknowledged the Council's help in enabling the merchants to coordinate several activities that had not been possible prior to the grant. u z O > DANV/LLE—The new Fire Station (No. 3) was recently dedicated by the City. The unique aspect of this station is its solar heating system, the first municipal building to use solar energy. The station was financed with community block grant funds at a cost of $191,729. BRISTOL—Two new additions in the city are nearing completion. The addition to the City Hall will include offices for the city registrar, juvenile and domestic relations court and the community development office. The expansion of the 2.3 million-gallon water reservoir should be finished this year. It will bring the City's water storage capacity to 3.3 million gallons. COEBURN—At a joint public hearing of the Town Council and the Planning Commission, officials were in favor of rezoning a portion of the Bondtown section for business but agreed to postpone a final vote until a larger area could be advertised for rezoning. Town Manager Terry Gibson emphasized that the rezoning was necessary in order to revitalize the Bondtown area, as did Mayor Harold Ringley. WINDSOR—Town Council has unanimously approved an ordinance designed to deal with delapidated buildings. T h e ordinance will allow the Council to order a property owner to repair or remove any building or structure it feels constitutes a health or safety hazard. HAYMARKET—Town Council voted to send a resolution to the Environmental Protection Agency requesting it to expedite approval of the facilities plan study for sewage in the Gainsville-Haymarket area. The EPA recognizes that the Town has a serious sewage p r o b l e m a n d that the h e a l t h hazard which exists should be remedied. VINTON—Town Council authorized Town Manager Ronald Miller to inquire about federal aid to develop a reservoir in order to set up an independent water system. Miller said the grant and loan funds are available through the Farmer's Home Administration for municipal water development by localities under 10,000 in population. In another matter, Council appointed a committee to study the feasibility of renovating the municipal building and to examine county/town fire, water and recreational cooperation. CLARKSVILLE—Mayor Robert E. Buchanan recently thanked the Fidelity Corporation for making it possible for the T o w n to purchase the building they now occupy. In the near future the deed will be released to the T o w n , providing a savings of $21,000. Town Manager David W . Reynal said that the $833 savings per year can now be used to make necessary repairs to the building. ROANOKE—City Council raised the possibility that it will sell up to $15 million in short-term bonds to pay for several p r o j e c t s , i n c l u d i n g a n e w courthouse. The project will also provide money for storm drains, renovation of the old post office and highway improvements. �There's a big difference between buying on price and buying on cost Low-bid buying often costs more in tlie long run. Through excessive repairs. More-than-average maintenance. Fast depreciation. And low resale value. For that reason, many state, county and city agencies have adopted a purchasing policy that goes beyond the purchase price. We call it Total Cost Evaluation—the difference between buying on price and buying on cost. To the initial price you add maintenance, repair and downtime costs. Then subtract resale value to give the total cost of a machine. TCE gives the purchaser a more exact picture of what a machine will cost his taxpayers. It tells what the real cost of ownership will be, from the time a piece of equipment is purchased to the time it is sold or traded in. Your Caterpillar Dealer has a wide variety of equipment to meet your needs. Compare it with others on a Total Cost Evaluation basis—you'll find that a Caterpillar machine is your best and most efficient expenditure of tax dollars. CARTER MACHINERY COMPANY, INC. Salem, Norton, Virginia • Bluefield, West Virginia VIRGINIA TRACTOR CO., INC. Richmond, Cliesapealce, Fiiherville, Haymarlcet, Virginia C a t e f p i l l a r , Cat and [B are T r a d e m a r k s of Caterpillar Tractor Co. �People Drumwright Named G E O R G E T. DRUMWRICHT, JR. was appointed deputy county manager for human resources for the County of Henrico. He is responsible for public health, public welfare, recreation and parks, mental health and mental retardation and CETA. Drumwright first joined Henrico County as an administrative assistant in April, 1977 and has served as acting deputy county manager since July, 1978. A graduate of Old Dominion University, he also has a master's degree from The American University. Prior to e m p l o y m e n t at Henrico County, Drumwright worked for the City of Norfolk in the research division of the Department of Marketing, Information and Research as an administrative analyst. In 1975, he was promoted to intergovernmental relations coordinator, a position he held until his move to Henrico C o u n t y . Drumwright's post was effective November 22. Lambert Appointed I. HAMILTON LAMBERT w a s appointed acting county executive pending appointment of a successor to Leonard Whorton, who resigned November 3. Lambert has been affiliated with the County since 1959 and has served as the assistant director of the Department of Public Works and director of General Services, among others. Lambert also served as acting c o u n t y e x e c u t i v e in 1976 prior to Whorton's appointment. Lambert received the A. Heath Onthank Award, the County's highest employee award, in 1970. >u 08 O I- < z u > Greeley award was established to recognize public works administrators w h o have served a local government agency honorably and efficiently for at least thirty years. McCormick was presented the award at the A P W A Awards Breakfast in Boston, Massachusetts. Andrews Resigns ELIZABETH L. ANDREWS, York Assistant County Administrator, resigned her post effective November 30. Ms. Andrews, who had been affiliated with the County since April, 1977, has held positions with the Virginia Association of C o u n t i e s and the University of Georgia's Institute of G o v e r n m e n t . She also taught at the University of Virginia. Front Royal Chief Captain MILTON j . ROBERTSON, a 22-year veteran of the Falls Church Police Department, accepted the position of Police Chief of the Town of Front Royal. Captain Robertson joined the Falls Church Police Department in 1957 as a police officer and was later promoted to sergeant. His post in Front Royal was effective October 13. Summers Elected Virginia Assistant Chief Fire Marshal H O W A R D H. S U M M E R S , JR., Richmond, has been reelected to the Executive Committee of the Fire Marshal's Association of N o r t h America ( F M A N A ) . FMANA, a section of the National Fire Protection Association, is comprised of more than 1,000 state, county and municipal fire marshals in the United States and Canada. Povar Hired TED E. POVAR, assistant city manager of Ashland, Kentucky, has been hired as assistant city manager of Emporia. Povar is a graduate of Lake Forest College in Lake Forest, Illinois and is currently working on his graduate degree at the University of North Carolina, Chapel Hill. Murden Dies XENOPHON D. MURDEN, retired Portsmouth director of utilities, died October 27, 1978. A native of Portsmouth, he retired from the city in 1968 after serving 51 years. Murden was a past president of the Virginia Section, American Society of Civil Engineers and of the Portsmouth Municipal Executive Club. The Virginia Municipal League extends sincere sympathy to the family of Xenophon Murden and the City of Portsmouth. Blackmore Elected R O B R. BLACKMORE, director of the Virginia Commission of Outdoor Recreation, has been elected President of the National Association of State Outdoor Recreation Liaison Officers. The Association, composed of the 50 state recreation directors, provides a unified state effort in presenting state views to the U.S. Congress on existing and proposed legislation, related regulations and appropriations affecting recreation programs across the nation. Pennino Named MARTHA D. PENNINO, Vice Chairman, Fairfax County Board of Supervisors, has been named vice chairman of the subcommittee for Noise Abatement of the National Association of Counties ( N A C O ) Environment and Energy Steering Committee. The appointment was made by N A C O President, Charlotte Williams. McCormick Honored The American Public Works Association awarded HERMAN M. McCORMICK, JR. the Samuel A. Greeley Local Government Service Award. McCormick is the superintendent of public works for the Town of Abingdon. The ORDINANCE CODIFICATION LooseJeof Supplement Service M UNICIPAL CODE CORPORATION p. O. Bex 213S TALLAHASSEE, FLORIDA 32304 TaUphen* (904) 576-3171 • Full time law editorial staff now serving over 1,500 cities and counties in 46 states, including 32 in Virginia. • Prompt Looseleaf Supplement S e r v i c e 30-60-90-Day Schedule. �Commentary Changes: Employee Grievance Procedure By Mary )o Fields, Institute of Government, University of Virginia The expansion of local service responsibilities and the accompanying growth of municipal and county government have generated Increasing concern with the problems of public personnel administration, particularly in the e m p l o y e e g r i e v a n c e procedures. In 1973, the G e n e r a l A s s e m b l y enacted legislation requiring counties, cities and towns employing over fifteen persons to provide a grievance procedure for the impartial settlement of employee disputes. The 1978 G e n eral Assembly, acting upon recommendations submitted by a joint subc o m m i t t e e s t u d y i n g the g r i e v a n c e procedure, substantially modified its scope and content. Localities must amend their procedures to comply with the changes by January 1, 1979, the effective date for the amendments. The 1978 legislation, which supersedes charter provisions, defines a grievance and prescribes a minimum t w o - s t e p p r o c e d u r e . I n c l u d e d as grievable complaints are disputes involving disciplinary actions (including dismissals, demotions and suspens i o n s ) , the a p p l i c a t i o n and interpretation of personnel policies, complaints of discrimination and acts of reprisal resulting from the use of the grievance p r o c e d u r e . The required first step of the procedure is an informal processing of the complaint by the aggrieved employee's immediate supervisor. The final step must be a hearing on the grievance by an impartial, three-member panel. The locality and the employee each select a member of the panel and these two persons then select the third member. The decisions of the panel are binding. Localities may include other steps in the grievance procedure in addition to the required two. In every case, procedures must be submitted to the State Director of Personnel for approval. Prior to the 1978 amendments, the city or town manager, the council, or, in a few instances, a civil service or personnel board had the final authority to rule on appeals of dismissals of municipal e m p l o y e e s . T h e a m e n d ments to the grievance procedure will affect personnel administration in most Virginia cities and towns; the magnitude of change, however, is not certain. Some municipal administrators feel the required changes in the grievance procedure will make it more difficult to dismiss or discipline incompetent employees and will lengthen the already time-consuming disciplinary process. Supervisors will hesitate to take needed disciplinary actions because of a fear of the appeals process, and the end result will be the downgrading of public service through the r e t e n t i o n of m e d i o c r e a n d incompetent employees. Some administrators go even further saying that the authority to dismiss and discipline employees is the c o r n e r s t o n e of the council-manager form of government. Allowing a grievance panel to overturn a decision to discharge an employee is, in their eyes, a serious threat to the manager's ability to administer municipal affairs. Finally, localities are prevented from finding their own solutions to local problems because of state requirements. For example, some managers advocate the use of a grievance panel w i t h advisory p o w e r s , thereby ensuring the review of employee complaints by an unbiased body w h i l e at the same time protecting the administrator's ability to control the work force. All administrators, however, are not opposed to the amendments to the grievance procedure. Instead, some consider them to be in tune with a progressive personnel policy. Allowing the panel to make final decisions on grievances stemming from disciplinary matters assures employees that administrators have a firm commitment to the impartial settlement of complaints. T h e additional powers assigned to the grievance panel do not alter significantly the lines of accountability in municipal administration and do not pose any real threat to managerial authority. Because high level officials such as department heads are not included in the procedure's coverage, the top administrator still can exercise control over persons with significant policy-making powers. Some employees and state legislators feel the amendments to the grievance panel are necessary because no fair method for contesting dismissals presently exists. During public hear- ings c o n d u c t e d by the j o i n t subcommittee considering revisions to the grievance procedure, employees testified that arbitrary dismissals had occurred and that an impartial panel was needed to hear complaints involving disciplinary actions. In this way, employees who feel dismissals are unwarranted have the opportunity to present their cases to an inbiased body for review. Because dismissals and other disciplinary actions can have a substantial impact on the future career of an employee, some employees feel that an impartial body to review complaints is essential. Proponents of grievance panels with binding decision-making powers claim that dismissals based on just cause and backed by supporting documentation probably will be upheld by the panel. Therefore, according to this argument, the panel will not erode managerial responsibilities or make it impossible to fire a bad employee, but will protect employees from capricious action. A panel with only advisory powers, however, will not protect employees from arbitrary actions by the top administrator. Perhaps the requirement for a grievance panel whose decisions are binding and final should be examined in the context of overall personnel management policies. Public sector employees often opt for union representation because of their perception that they do not receive fair treatment from administrators; sound personnel policies can dilute this contention. A comprehensive grievance procedure attempts to protect employees from arbitrary and capricious actions, while also enabling them to present their side of a controversy. If municipal employees perceive that they have no recourse to an impartial settlement of dismissal grievances, they may feel that their interests would be better protected in a union setting. Conceivably, the mandated grievance procedure could contribute to more stable relations between employees and administrators. It should be made clear, however, that not all administrators agree that a grievance procedure will deter public employee unionization. In fact, some feel that the grievance panel with binding decision-making powers may (Con't. on page 11) u o3 O I- > �Legal Guidelines PRIVATE SCHOOLS AND A CONSTITUTIONAL RIGHT By Howard W. Dobbins, General Counsel u Z O < z u > 10 A recent case decided in Virginia which may interest local officials deals with a different subject—high school athletics. Denis ). O ' C o n n e l l High S c h o o l (O'Connell), a state-accredited private non-profit Catholic high school located in Arlington County, Virginia, applied in February, 1977 for admiss i o n to the V i r g i n i a High S c h o o l League, Northern Region (the League). The application was denied because the League's Constitution limits m e m b e r s h i p to p u b l i c high schools. The League is an unincorporated association of public high schools in Virginia under the sponsorship of the School of Continuing Education of the University of Virginia. The League is maintained by public funds derived in part from the University of Virginia, in part from local school boards and in part from gate receipts from Leaguesponsored tournaments. Private schools are excluded from Leaguesponsored tournaments involving such "major" sports as football, basketball and baseball although they are invited to participate as a distinct class in certain statewide tournaments, such as those involving tennis, debating and speaking. O'Connell brought suit against the League pursuant to Section 1983, 42 U.S.C., alleging that the League's refusal to admit O'Connell on the sole basis that it is a private school was an arbitrary classification in violation of the Equal Protection Clause of the Fourteenth Amendment and alleging further that as a result of this exclusion, O'Connell's students' choice of private education denies them the right to compete on a tournament level in major sports, thus placing them in a less favorable competitive position than public high school students w h o receive athletic scholarships, professional bonuses and other benefits that accrue to gifted athletes. At the trial in the United States District Court for the Eastern District of Virginia, the League asserted that because O ' C o n n e l l had not been deprived of any federally protected right there was no federal question presented to support federal jurisdiction under 28 U.S.C.§1343. Secondly, the League argued that its limitation of membership to public schools is rationally related to the League's interest in enforcing its eligibility rules concerning transfer students; the League then presented testimony to the effect that, because public schools draw students only from strictly defined zones, whereas private schools are not so limited, the League's transfer rules would be difficult to enforce with respect to private schools. Further, the L e a g u e a r g u e d that a d m i s s i o n of O'Connell, a parochial school, into the L e a g u e w o u l d v i o l a t e the E s t a b lishment Clause of the First Amendment. The District Court refused to accept any of the League's arguments a n d e n j o i n e d the L e a g u e f r o m denying O'Connell the membership it sought. diction. However, the appellant court did agree that the League's contention that there was a rational basis for limiting membership to public schools and therefore reversed the District Court on this basis. The Court of Appeals c o n c l u d e d that the District C o u r t erred in failing to give credence to the League's assertion that public and private schools lack similar attendance zones and determined that the lack of specifically defined drawing areas with respect to many private schools would create difficulties in the enforcement of the League's transfer rule. Without an adequate transfer rule a student could presumably transfer back and forth between schools without suffering ineligibility, exposing himself to pressures and temptations against which the League attempts to protect its students. O n appeal (Denis I. O'Connell High School v. Virginia High School League, 581 F. 2d 8 1 , August, 1978), the Circuit Court of Appeals (majority opinion written by Justice D o n a l d Russell) concluded that the gravamen of the case was the right of private school students to be treated similarly as public school students with regard to interscholastic competition without any rational basis for distinguishing the two classes of students. Moreover, the Court stated that such a claim of denial of equal protection by state action unless unsubstantial and frivolous would normally be under the District Court's jurisdiction under §1343. Determining that under the facts the claim was not unsubstantial or frivolous, the appellant court held that the District C o u r t properly took juris- Marketplace PARKS AND R E C . DIR. County of Frederick, Virginia. Applicants must have the knowledge and ability to develop and execute a well rounded community recreational program as well as a parks development and planning program, with special emphasis on departmental personnel and budget administration. Graduation from an accredited college or university; major work in recreational and park development activities desired. Salary range $14,853 to $16,365. Send resume to County Administrator, P.O. Box 6 0 1 , Winchester, Virginia 2 2 6 0 1 . CAPITAL 9002 MOUNTAIN E Q U I P M E N T C O M P A N Y , INC. ROAD • R I C H M O N D , VIRGINIA 23228 P. O. B O X 9609 P H O N E S : 804-262-7341 C O M P L E T E LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS H I G H W A Y — C h e m / c a / Spreaders, Slurry Pavers LINK B E L T — C r a n e s — Excavators F M C / B E A N — Sewer Cleaner LAYTON MFG. C O . — Asphalt Pavers M E Y E R S - S H E R M A N - "Vactor Jet Rodder" R I C H M O N D M F G . C O . — Horizontal B o r i n g Machines E L G I N - L E A C H — Sweepers, Refuse Bodies A T H E Y M A N U F A C T U R I N G CO.—Maintainer Grader ROYER FOUNDRY — Shredders G I A N T - V A C - Leaf Collectors D A V E Y — Air C o m p r e s s o r s MASSEY-FERGUSON - Backhoe Loaders �FALL WORKSHOPS The Virginia Municipal League sponsored two worl<shops for local elected officials and staffed a workshop for town and city managers. The LENOWISCO District Local Officials Workshop was held November 12. Officials were from the counties of Lee, Scott and Wise, the towns of Appalachia. Big Stone Gap, Coeburn, Gate City, Pound and St. Paul and the City of Norton. The first one of its type in the State, the workshop was cosponsored by the LENOWISCO Planning District Commission and Virginia Polytechnic Institute and State University. Coeburn Town Manager Terry L. Gibson also provided assistance in planning the workshop. The Shirtsleeve Session, a roundtable discussion for mayors and councilmembers, was held in Waynesboro on November 9-10. Gordonsville Mayor Arlie Payne was the facilitator and the localities of Elkton, Winchester, Grottoes, Staunton and Waynesboro were represented. On November 2-3, the Managers Interchange Workshop was also held in Waynesboro. Charles Yancey, City Manager, Waynesboro, was the facilitator. The Interchange program is an informal workshop for the town and city managers who serve populations of less than 50,000. Managers from Staunton, Manassas, Bristol, Winchester, Elkton, Buena Vista, Clifton Forge, Culpeper and Lexington participated. Originally funded through a grant from the Intergovernmental Personnel Act, the workshop is now sponsored by the Virginia Section, International City Management Association and staffed by the League. grievance panel as a safety valve for the expression of employee irritations and misunderstandings. Management actually can use the grievance procedure to pinpoint problem areas in personnel policies. Whether a grievance panel having the authority to make binding decisions will contribute to improved employee relations in Virginia remains to be seen. (COMMENTARY con't.) be unnecessary in Virginia because of the professionalism of municipal administrators in the Commonwealth. In highly politicized localities, employees need the protection offered by grievance panels, but this situation does not apply in Virginia. Literature on public personnel administration stresses the role of a LGOD Day Local Government Officials Day will be held on Friday, February 2 at The John Marshall Hotel, Richmond. The conference coincides with the Governor's Prayer Breakfast and will feature key legislative speakers. The format of the League's mid-winter conference also allows local officials to meet with their representatives in Richmond. For more information, contact Brad Harmes, VML office. Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . K O E N E N (212-558-3180) BENEDICT T . M A R I N O (212-558-2840) ROBERT M. BROWN I I I (212-558-3356) W . P A T R I C K M c M u L L A N (212-558-3174) RICHARD J . ZANARD (212-558-3182) Lehman Brothers Kuhn Loeb Incorporated NEW YORK HOUSTON ATLANTA • LOS ANGELES • • BOSTON • SAN FRANCISCO CHICAGO • LONDON DALLAS • TOKYO �ARSON PROGRAM DEEB T O LEAVE MICHAEL S. DEEB, Research Director, with the Virginia Municipal League since 1971, has resigned his position with the League. As Research Director his responsibilities Included the preparation of studies, reports and surveys and providing general information and technical assistance to member localities. In addition, he conducted a number of training programs for local government officials, and staffed three of the affiliate organizations of the V M L — t h e V i r g i n i a A s s o c i a t i o n of Chiefs of Police, the Virginia Building Officials Association and the Virginia Weights and Measures Association. A noted author, his articles on various local g o v e r n m e n t issues have appeared in a number of state and national publications. Deeb received a bachelor's degree from the University of Rhode Island and a master's degree from the University of Connecticut. Prior to his employment at the League, he served as research assistant and executive assistant at the Institute of Government, University of Virginia, Charlottesville. Mr. Deeb plans to continue work in local government. The Virginia State Crime Commission is sponsoring a statewide series of the workshop entitled "Arson Awareness Program". This seminar is aimed at public safety officials and the business c o m m u n i t y . F u n d e d by a f e d e r a l grant, the first workshop will be held January 11, 9:00 a.m.—1:00 p.m.. Technology Building, O l d Dominion University, N o r f o l k . T h e speakers are Wyatt G . O'Neal special agent. Insurance Crime Prevention Institute; Robert Wetherington, chief arson investigator. State Crime Commission; and Samuel S. C o b b , Jr., assistant director. Tidewater Regional Police Academy and formerly affiliated with the Norfolk Fire Department. For further information, contact Craig McCormick or Charlotte Kingery, VML office. New Councilmembers Glade Spring Council appointed TRULA BROWNING to fill the position on Council left vacant by the death of Thomas R. Sawyers. RONNIE BOYD is the newest member of Madison Town Council. Financing Public Power Requirements ©First Boston The First Boston Corporation 20 EXCHANGE PLACE NEW YORK, N.Y. 10005 (212) 825-2000 mm*-. u U > 12 NICHOLS NAMED M A R G A R E T A. NICHOLS, VML administrative assistant since June 1975, has been promoted to Staff Assistant by League Director R. L. DeCair. In her new responsibilities, Ms. Nichols will serve as office manager and assist in coordinating the activities of the VML affiliated organizations. She will also continue to serve as the chief financial officer. Prior to her affiliation with the VML, she was employed by Bank of Virginia Mortgage Corporation. Her new League position was effective November 6. ( 9 ince 19S5, we have stressed the importance of excellence In our products, which include sanitary sewers, storm sewers, culverts and manholes .We have placed the same emphasis on our service. Both of which mean our customers can depend on us for quality. Concrete Pipe & Products Company, Inc. P.O. Box, 1223, Richmond,VA 23209 ( 8 0 4 ) 233-5471 �Professional Directory HARLAND BARTHOLOMEW & ASSOCIATES CHEWNING-HOGGARD AND A S S O C I A T E S , I N C . LANDSCAPE ARCHITECTUIUE Geological, Soils and Environmental Consultants Ground Water Studies Land DisposaJ of Effluents and Sludges Solid Waste Studies • Foundation Evaluations 11524 Jefferson Avenue, Newport News, Virginia 2?601-804-595-5561 BetZ'Converse-Murdoch Potomac Group, Inc. 1'. O . Box 2125 \-irginia Beach. \ ' a . 23-132 Phone 804/340-5050 PLANNING COMMUNITY DEVELOPMENT CONSULTING ENGINEERING • MUNICIPAL PLANNING HB&A OF VIRGINIA ENGINEERING 201 East Cary Strett Richmond, Va. 23219 Phone 804/649-8627 HENNINGSON, DURHAM & RICHARDSON DEWBERRY, NEALON & DAVIS Environmental and Public Works Engineering Engineering Plans, Studies and Laboratory Services Consulting Engineers, Planners and Architects Vienna, Virginia • Phone: (703) 281-2400 Staunton, Virginia • Phone: (703) 886-8555 • W A T E Engineers Planners Surveyors a • • W A S TEW A T E R • • S O L I D W A S T E S • , Yor-k - PhilladelDt-iia • RiCl-ima'ld • Tar-r GREELEY A M O HAN5EIM LANGLEY AND McDONALD ENGINEERS—PLANNERS—SURVEYORS Highways, Railroads, Foundations, Waterfront Facilities, Water Supply, S e w a g e Disposal, Planning Studies • Reports • Design • Consultation P. O . B o x 12047 Norfolk, Virginia R. STUART 484 N e w t o w n Rd. Virginia Beach, V a . e n v i r o n m e n t a l Studies • Privale Pro|ects 301-657-(780 ENGTNEKRS WATER S U P P L Y • REPORTS • S E W E R A G E S Y S T E M S DESIGNS • S E W A G E DISPOSAL • APPRAISALS P. O . Box 8687 1514 Willow L a w n Drive Richmond, Virginia 23226 Phone 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers W a t e r S u p p l y • S e w a g e • Intdustrial W a s t e T r e a t m e n t • T r e a t a b i l i t y Slutdies ' 1 4 0 S y l v a n A v e n u e . P.O. B o x 1 2 1 8 E n g l e w o o d C l i t f s . N J . 0 7 6 3 2 201 - 5 6 7 - 6 9 9 0 • 4 0 5 S o . P a r l i a m e n t D r i v e . S u i t e 101 V i r g i n i a B e a c h . Va 2 3 4 6 2 8 0 4 - 4 9 9 - 4 5 9 6 Gannett Fleming Corddry & Carpenter Norfolk, VA Falls Church, VA 804/461-0155 703/534-8716 R U S S E L L S. A X O N PIRNIE ENGINEER I R N G I N E K K S . INC, CONSULTING ENVIRONMENTAL ENGINEERS Municipal Surveyors Waief Soil* & Found»t(Ooi I y n c h b u r g , Virg.nia 2 4 5 0 5 1933 F o r i A v e n u e Telephone (804) 847-7796 FREDERICK G . GRIFFIN, INC. ENGINEERS & PLANNERS Communications, 911 Studies, Alarm Systems, Mobile Radio Systems, Telephone, Cable Television, Industrial En.^neering Monitor and Telemetry Systems. 7212 Timberlake Road • Lynchburg, V a . 24502 804/237-2044 J. K. TIMMONS & ASSOCIATES, INC. CONSULTING ENGINEERS 711 N. C o u r t h o u s e Rd R i c h m o n d , Virginia 23235 804-794-3500 SAXIT.^RV •MUNICIPAL Reports, Plans. Supervision. 1020 DLOE FORGE PLAZA FREDERICKSBURG, VA 22401 703/371-8040 615/5B8-6444 HURT & PROFITT, INC. S«n<tarv PLANNERS ARCHITECTS INCORPORATED 111 NORTHSHDRE DRIVE KNOXVILLE. TW 37919 12368 Warwick Boulevard. Newport News, VA 23606 Engineers - Planners - PLANNERS 5454 Wisconsin Ave Wash. DC 20015 Engineers and Planners 114 East Cary Stra«I • Rictimond, Virginia 23219 T i l a p h o n a : 804/644 9493 IMAIXXDLM ARCHITECTS 6 Koger Eicecutive ClrNorlolk. Va- 23502 ODnsulring Engineers Industrial W a u p Trearmenl • Highways Drainage • Water & Sewerage Systems • Survey mg R0Y1:R & ASSOCIATES CONSULTING ENGINEERS Austin Drockenbrough and Associates LTD. 620 Moy Av«nu» - Norfolk, Va. 23516 BirchwoodOfficePark-Va.Beach.Vo.- 23452 207 Soutti Patrick Street Alexandria,Va,- 22314 8411 Arlington BW., Fairfax, Virginia (703) 560-1100 113 Soutti Chestnut St., Marion, Virginia (703) 783-7271 1640 Maple Dr., Danville, Virginia (804) 799-9403 1400 Pleasant View, Staunton, Virginia (703) 886-3957 • WATER Appraisals THE PITOMETER ASSOCIATES / | ^ ^ ^ // Engineers • H v\e Surveys )/J,J Trunk Main Surveys Water Distribution Studies Vs^rr^.^r/ Special Hydraulic Investigations 100 Church St., New York, N. Y. 10007 Chicago Columbia Atlanta New Milford, Ct. b o d i e , mtlla, t a y l o r o o d purvwar-, ir»c CONSULTING ENGINEERS &T1 r-«Msrx:t^ r d . . r i c t v T K X i d , Virginia 2 3 8 3 S Dtxine C a O O ) 7 9 4 - S a S 3 SOUTHERN COMPANY ENGINEERING O F VIRGINIA CONSULTING ENGINEERS 1000 Crescent Avenue, N.E. Atlanta, Georgia 30309 404-892-7171 �YARGER AND ASSOCIATES, INC. Over 500 Surveys Position Classification and P a y Plans Management and Organizational Studies Test Construction—Fire and Police Studies 28.10 Mary Street, Falls Church, Va. 22042 703/560-6900 A ERLE ROAD R.W B E C K A N DASSOCIATES • • > • • I •s. and Consullanl.^ n and Design Seiv RaieanUoiitiaclEi-alualioii Technical nntl Financial Feasibil Utility Property Appraisals. LDad Manaeemenl and Energy Conservation Analyimii Source Evaluation. Fossil- Muclear-Hydi Solid Waste - Solar. Street, Wellesley, Mass. 02181 464, Bedford. Va. 24523 A Professional engineers-surveyors-planners 5721 (617) 237-4870 ,703) 586-1881 Sellger Drive Norfolk. Virginia B E N G T S O N , D E B E L L & ELKIN, INC. CONSULTING ENGINEERS & SURVEYORS Corporation tNCINEERS. PLANNERS. CONSULTANTS 804/746-4520 cor|)or.)tion WILLIAM C. OVERMAN ASSOCIATES LINGERFELT & ASSOCIATES, INC. COMPLETE PUBLIC WORKS ENGINEERING P. O . BOX 338 AND LAND SURVEYING S E R V I C E S M E C H A N I C S V I L L E , VA. 23111 WATER SUPPLY & SEWERAGE COLLECTION HIGHWAY & DRAINAGE DESIGN SUBDIVISION & INDUSTRIAL SITE PLANNING 703-631-9630 703-369-5700 703-430-9199 WHITIVIAN, REQUARDT AND ASSOCIATES Engineers-Consultants COMPLETE ENGINEERING SERVICES n i l N. Charles St., Baltimore, Md. 21201 R. 2733 TIDEWATER D R . Sewerage Design Drainage Surveys STUDIES • FACILITY PLANNING, DESIGN CONSTRUCTION MANAGEMENT . GPERATIONS Higfiways Inspection NORFOLK. WATER / WASTEWATER • SOLID WASTE HYDRAULIC SYSTEMS & STRUCTURES \. 23509 1625 E y e street Washington. OC 20006 (202)331-1440 Pancxi, Harris, Rust & Guy • profnSKXUl corporclion CONSULTING ENGINEERS AND LAND SURVEYORS Water Reports • sfVlrslitta.lnG. W a t e r Supply and Purification • Sewerage and S e w a g e T r e a t m e n t • Streets a n d H i g h w a y s • Investigations a n d R e p o r t s • S u p e r v i s i o n of Construction. 1023 N. Calvert St. Baltimore, M d . 301 837-0194 P. O. B O X 4 2 9 13924 B R A D D O C K R O A D C E N T R E V I L L E . VIRGINIA 2 2 0 2 0 KENNETH WEEKS ENGINEERS PURDUM and JESCHKE Development Studies I itrofessioit.il EnginMr* , Survavora , P l a m a n 8720 Georgia Avenue Silver Spring, MD 20910 (301) 585-6001 CofTip(«» pro*««s«n*l Mrvtces tar rTwc«>alltl«s and public aganciM 800 North 12lh Boulevard St. Louis, l « 0 63101 (314)436-7600 MM> Ode* 10533 Main S I . F « i r t . « . V . 22030 , (703)273-8^00 valley 0*1K« 100 S Mun St CH2M : : HILL lUboCCAjoociatar.itd. Raymond, Parish, Pine & Plavnick Planning & Community Development Consultants 1010 Vermont Avenue N W , Suite 800 Washington, D C 20005 202 783-2924 Engin««r» • Plannara Archltacit • Sufv«yori • BniENGGERE Consulting Engineers PC Box 3855, C h a r l o t t e , NC 28203 / 704-374-1822 Syracuse, NY / Poughkeepsie. NY / Philadelphia, PA / Dover, DE / C h i l l i c o t h e , OH I H | Eastern Regional O f f i c e : 1930 Isaac Newton Square t. Reston, VA 22090 SOWERS, RODES & WHITESCARVER- CONSULTING POST ENGINEERS OFFICE BOX 4038 POANOKE, VIRGINIA 2 4 0 1 5 (703) engineers planners economists sc ientists Consultants to Municipalities on Environmental Systems MUNICIPAL ENGINEERING, ARCHITECTURAL DESIGN LAND DEVELOPMENT - PLANNING, ENGINEERING, SURVEYING, CONSTRUCTION MANAGEMENT URBAN PLANNING FEASIBILITY STUDIES m Construction Management • Design • Planning » i d g « M l w , V k 22812 , (703)828-2816 344-5113 • P h o n e (703) 471-9710 Energy Audits Energy Savings Mechanical-Electrical Airport Lighting Emergency Power Communications �MUNICIPAL ADVISORS INCORPORATED F I N A N C I A L AND M A N A G E M E N T CONSULTANTS TO MUNICIPALITIES • Advisor on P'iniinciiil and Miirkolinj^ tvliilliM-s • BOOZ • A L L E N & HAMILTON, INC. Rc^liilinn 1(1 Issiiiincf' of Municipal Bonds Ptisilion C]!assifi(;iilion/(;t)mpensation Plans • Mana^cmnnl and Organizalion Sludins • Hxficiilivf; Search and Selection L A W R E N C E B. W A L E S . . . Provides a full range of consulting services to local and regional governments. P.O. B O X 45 R O G E R M. S C O T T Virginia Beach, Va. 23458 804(422-1711 FOR F U R T H E R I N F O R M A T I O N C O N T A C T : E R I C 5. H A N S S E N DIR. L O C A L G O V T . S E R V I C E S 4340 EAST-WEST HIGHWAY SOUTH T0WER-7th FLOOR BETHESDA, MD 20014 301-951-2915 SAN F R A N C I S C O WASHINGTON NEW Y O R K CHICAGO PubUc Research and Management, Inc. ' MANAGEMENT CONSULTANTS ORDINANCE CODIFIERS 157 Luckie St., N.W. Suite416 Atlanta, Georgia 30303 Wash. Bldg. Washington, D.C. PUBLIC ADMINISTRATION SERVICE . . Providing • • • • management assistance and consultant services regional, and state governments since 1933. Management Systems Police and Fire Personnel Administration Financial Management • Courts • Community Development • Community Attitude Surveys • Program Evaluations 1776 Massachusetts Avenue, N.W. • WASHINGTON • • CHICAGO • • • • to local, Labor Relations Productivity Analysis Public Works Employee Relations Surveys Washington, D.C. 20036 • (202)833-2505 LOS A N G E L E S McMANIS ASSOCIATES, INC. George C u n n i n g h a m , Field Representative "imagineered" P L A Y G R O U N D and Productivity Analysis F iscal and Management Systems Community Devetopment " CETA/Manpower Services " Economic Development 1201 Connecticut Avenue, N.W..Washington, D.C. (2021 296-1355 EQUIPMENT BY G A M E TIME, I N C . CUNNINGHAM ASSOC. JNC. Box 9554 L a k e s i d e Br., R i c h m o n d , V a . 23228 Phone 804/262-2401 PARKING CONTROL DECALS Washington, D.C Management Consultants to City and County Governments PARK '/Q^ Pressure-sensitive. A p p l y to b u m p e r s or V X i i s i d e windshields. CO " v ^ ^ / " " ' ° 1 " h i g h N o ' s . b3 -c,^ p,ee c a t a l o g and s a m p l e s S E T O N NAME P L A T E CORP. 2 3 5 3 B l v d . , Nev« H a v e n , C T 0 6 5 0 5 • ( 2 0 3 ) 7 7 2 - 2 5 2 0 Ideas MANKATO, MINNESOTA (31,900), has completed an experiment in which a telephone company computer automatically reads gas and w a ter meters over telephone lines. While the field trial has proven that such a system can operate successfully, economic considerations do not make it practical at present. (Contact: City Manager, 202 West Jackson Street, Mankato, Minnesota 65001.) DAVIS, CALIFORNIA (33,000), has incorporated energy conservation requirements into its building code to ensure the use of conservation techniques in the development of residential structures. (Contact: Building Official, 226 F Street, Davis, California 95616.) CLEMSON, SOUTH CAROLINA (6,000), has replaced full-size police and fire sedans with subcompacts to improve tenance istrator, Carolina gas mileage and lower maincosts. (Contact: City A d m i n City Hall, C l e m s o n , South 29631). to neighborhood playgrounds. (Contact: Director of Services, 380 Highland A v e n u e , Worthington, O h i o 43805.) CHULA VISTA, CALIFORNIA (68,000), has purchased a telephone answering device to handle requests for building inspections 24 hours a day. This reduces the number of inspection calls in the first hour after the office is open. Chula Vista has also established a two-way communications system between the inspectors' vehicles and the office. (Contact: Director of Buildings and Housing, City of Chula Vista, Chula Vista, California 92010.) WILLINGBORO, NEW JERSEY (43,000), uses a "disk harrow disk", a device which is attached to the front'end bucket of a backhoe, enabling efficient and neat removal of grass, weeds and debris from curb sides. (Contact: Town Manager, Municipal C o m p l e x , Salem Road, Willingboro, New Jersey 08046.) V\/ORTHINGTON, OHIO (16,500), has converted an infrequently used threewheel scooter into a valuable piece of equipment for summer use. A small trailer attached to the scooter hauls lawnmowers and related equipment OXFORD, OHIO (15,900), keeps hand triming and mowing to a minimum by Diacing wood chips around trees and Dushes on public property. The use of wood chips produces an attractive visual effect and reduces the need for maintenance in these areas. (Contact: City Manager, Municipal Building, O x f o r d , O h i o 45056.) �J o h n Deere Loaders are operator designed Like all John Deere equipment, John Deere Loaders are designed with full attention to operator comfort and efficiency. All controls are easy to operate and within an arm's reach. The single shift-lever gives you simple control over four forward and two reverse speed ranges. Loader functions are also controlled by a single lever Position-responsive power steering and sealed wet-disk power brakes provide sure, positive braking. The fully adjustable foam-padded seat includes armrests and an extra-high backrest. Operator has a full view of bucket edges, and being on the engine frame, he doesn't have to check tail swing. Seatbelt and R O P S protection is standard. For all the details on operatori designed John Deere Loaders, ^ see your John Deere ConTiBiiiii^ struction Equipment dealer John Deere, Moline, Illinois. on the move f � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 14, Number 1 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource January 1979 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197901 https://www.virginiaroom.org/digital/files/original/69/6425/197902.pdf c3549e5d22b82feed6df726074cd3160 PDF Text Text .4 ,„ ,,,,,,->\'^' •»?,;:J!SSR_^^^^ H i s s H s n c y Himes Library Director ilunisipal Builiing Roanoke, V i r g i n i a 24011 6/61 .• �Editorial THE ALL-AMERICA CITY AWARD Citizen involvement is "trying" in many ways. Some view it as striving to acliieve an objective; others perceive it as an annoyance or difficulty. Defining the process is troublesome. Its meaning usually is colored if not determined by who is doing the defining—public interest advocate, elected official or public bureaucrat, social scientist or service volunteer. People get involved in community activities as the result of builtup feelings about an issue or a project. Citizen involvement also has a lot to do with perceptions of the threats or benefits a particular project or issue bears. The motive for being involved may never be clear-cut—a general call to civic duty, enlightened self-interest, moral outrage, the need to help a neighbor or any combination of these. Nevertheless, the healthy functioning of a democratic society relies on the effective execution of the office which respects individual views and through which its participants have some sense of control over their fate. Out of this process is developed a sense of community, a mutual support system. Public decisions reached by authentic involvement of those affected are enriched by that involvement. On the one hand participation is a means to an end, but it also can be an end in itself. Today, much of the initiative for work done in urban neighborhoods and rural communities is based on the needs felt by ordinary citizens and not solely on the basis of what the career professional knows is the "right answer." Local officials, established civic groups and newly emerging activists are learning that they must talk together to find common values so that they can work together to build communities that can be satisfying to all. The paradox, however, is the tension this process implies. Achieving citizen involvement has its attendant risks for a group as well as for individual members. Conflict is a regular part of the change process, however, not an aberration. Much of the creative energy which fuels the process is absent without it. For more than 85 years, the National Municipal League has had a commitment to fostering effective citizenship—preparing citizens to participate in the political process as voters, public officials or members of a civic group. The League's research, publications and services have had an impact on each of these roles. The League provides a unique link, helping citizen organizations and city hall, to define common objectives and achieve results through informed collaboration. Its 30-year-old All-America Cities program gives particular emphasis to this collaborative process. It works to identify and recognize civic success, to find out why particular efforts succeed or fail, and to share those lessons with citizens and officials throughout the nation. 08 Z O > As the All-America Cities program has broadened its emphasis to include service and research, it has become more sensitive to the issues which spark citizen involvement and to community improvement processes with ongoing elements. In the early years of the program the accomplishments most frequently recognized dealt with governmental reform and citizen support of public education. Over the years the focus shifted to economic development, health and social service projects, with an enduring concern for improvement in race relations. The program has reflected citizen perceptions of changing community needs. Generally, what the All-America Cities experience affirms each year is the value of understanding the interlocking elements in the process of solving community problems. It is apparent that historic preservation or cultural enrichment, housing and job development, governmental and civic organizations and human relations/social action are all critical elements in the formula for sustaining a healthy equilibrium in community building. Developing " a sense of place," through symbols which speak to the importance of that place in the past and present, provides feelings of roots and continuity. Attention to physical or environmental concerns is another way in which caring is expressed; business revitalization in old centers, and new industrial and commercial activity are evidence of economic caring; social caring is reflected by meeting the needs of the underrepresented in the community—the poor, the elderly, young people, racial and ethnic minorities and the handicapped. The organization of government and the private and voluntary sectors provide a framework and resources which foster this wide angle definition of community. What is typical of the current finalists, Charlottesville and Roanoke, and former recent winners, Hampton, Danville, Richmond, and Portsmouth? These places, though different, worked at local issues that they have identified as important to improve the quality of life. In most cases, too, accomplishments have come through the efforts of citizens and local officials negotiating and exchanging ideas about alternative problem solving approaches. Yes, the All-America City title has little to do with "pretty faces." It has to do with the fact that, in those communities, machinery has been developed and set in place which enables citizens and local officials to negotiate and exchange ideas about alternative problemsolving approaches. The measure of how well that process works is the level of improved services, better housing, etc. Its symbols also include the volume of coffee consumed at meetings, worn pencils, stacks of reports and newsletters, press releases and delayed or missed meals and . . . , all of which project a commitment to care and persist in order to "do it." WILLIAM G. ANDERSEN, Jr. Senior Associate National Municipal League �Virginia &City Editor-in-Chief Richard L. DeCair Editor Charlotte Kingery Associate Editor Advertising Manager Financial Secretary F E B R U A R Y , 1979 V O L U M E 14 NUMBER 2 Michael S. Deeb Johns S. Z i o l k o w s k i , Jr. 4 WHERE HELPING COMES NATURALLY Sandra Harmon 5 Q U A L I T Y OF LIVING IN THE VALLEY 10 TELEPHONE 804/649-8471 LEESBURG'S C O U N C I L OPERATES AIRPORT DEPARTMENTS 2 Editorial 7 People 9 Legal G u i d e l i n e s 11 Ideas 12 Places 14-16 Directories Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia M u n i c i p a l League, u z VIRGINIA TOWN & CITY is the only official magazine of the Virginia M u n i c i p a l League (formerly the League of Virginia M u n i cipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, R i c h m o n d , Virginia 23219. All contents, copyright ® 1977 by the Virginia M u n i c i p a l League. Any reproduction or use of O N THE COVER: The w i n ter scene of the Carillon in Byrd Park, Richmond, Virginia is courtesy of the Virginia State Library. O h- < contents must have prior approval of the Virginia Municipal League u and if granted must be accompanied by credit to V I R G I N I A T O W N > & C I T Y or the Virginia Municipal League. Second-class postage paid at R i c h m o n d , Virginia. Subscription rates: $7.00 per year, $1.50 per copy. �WHERE HELPING COMES NATURALLY By C. Robert Stripling able to accomplish housing rehabilitation by conventional private methods and thus are eligible for CHIP assistance. CHIP grew out of an effort to repair housing damage caused by a major hurricane. Madison House, a university oriented coordinator for volunteer efforts in a number of social service areas, assisted in providing CHIP'S volunteer base. CHIP was initially financed with a $5,000 grant from the national Jaycees' Project Mainstream. Additional funds were raised from local foundations and the Virginia Office on Aging but its major resource continues to be volunteer workers. " C H I P is a solution which centers around people, fixing up lives as well as homes." (Editor's Note: The Virginia Municipal League would like to recognize all cities in Virginia who have been distinguished as All-America Cities [see the Editorial, page 2]. In this issue, we highlight Chadottesville and Roanoke who have been named finalists. Even though they will not know whether they are winners until this spring, both cities wished to tell other member localities of their successful programs in hopes that others might implement the same solution to a similar problem. Herewith are their narratives.) Charlottesville has always been known as a city rich in history. As the home of Thomas Jefferson and the University of Virginia, it has probably had more than its share of publicity for a city its size. But history is not the only story to be told of this Central Virginia community, and in the summer of 1978, its citizens seized on an opportunity to tell another important part of life in Charlottesville by entering the National Municipal League's All-America Cities Award program. The All-America Cities program focuses on citizen volunteer effort, not government sponsored projects. O n c e the emphasis was clear, we felt that it was an even greater opportunity to tell the real story of Charlottesville. Afterail, most of the successful programs in our community were initiated by volunteer citizen groups. Government had helped, of course, but the initial efforts and the driving force behind many programs came from outside the government structure. HIGHLIGHTED PROGRAMS Out of a seemingly endless list of examples, three citizen efforts were highlighted in the All-America Cities entry: • Charlottesville Housing Improvement Program; • Central Virginia Child Development Association; and • Downtown Revitalization. CHARLOTTESVILLE HOUSING IMPROVEMENT PROGRAM, INC., (CHIP), is a local non-profit corporation established to rehabilitate substandard housing in the community. Families with critical safety and sanitary deficiencies in their homes generally are un- A B O U T THE A U T H O R C. Robert Stripling is Assistant City Manager, Charlottesville. CHIP is viewed in the tradition of a "barn raising"—a cooperative effort where neighbors come to each other's aid in manpower, leadership and materials to accomplish an otherwise impossible job. Volunteer crews work regularly under the direction of experienced construction managers. The labor is free to the owner, who must pay only for the material and subcontracting costs. Since CHIP requires the active participation in the projects of those receiving assistance and most of the labor is volunteer in nature, the program demands intensive citizen involvement. By involving community leaders as volunteers in early projects, CHIP established a pool of future boosters. CHIP also stands as an alternative to the large lowincome housing projects with the impersonal bulldozing of not only bricks and mortar, but families, friends and dreams. CHIP is a solution which centers around people, fixing up lives as well as homes. In the past four years, CHIP has helped some 315 people fix up their homes with over 80,000 hours of volunteer labor. THE CENTRAL VIRGINIA CHILD DEVELOPMENT ASSOCIATION (CVCDA) was organized in 1972 by a group of concerned parents and professionals who were dissatisfied with the community child care system. With more seeking full-time employment, quality child care in the Charlottesville area was in short supply. As new facilities sprang up, coordination and training became more important needs. CVCDA's early efforts included teaching child care providers the skills necessary for them to deliver effective child care, improving communication between parents and children receiving care, and increasing the awareness of both social service agencies and agencies providing special child care needs for handicapped and abused youngsters and others. Working with the City's social Development Commission and Department of Community Development, C V C D A participated in a study of local child care services in 1974. The commission's report confirmed a need to coordinate and encourage cooperation among existing day care centers in the use of limited resources and staff and equipment, to develop extensive training programs for day care providers, to take advantage of available volunteer services and to design an effective in-home day care program which could recognize children's dev6^op- �ment needs. C V C D A is now a non-profit corporation which has a s s u m e d responsibiMty for placement functions, training of providers, public education, technical assistance and service coordination through a contract with the City Department of Social Services. A citizens' Board of Directors oversees this unusual linking of the public and private sectors. "The citizens of Charlottesville have continued this aggressive involvement in the revitalization of the central city." The third program emphasized was DOWNTOWN REVITALIZATION. Facing substantial growth in both residential and commercial development in suburbs north of the city, a Central City Commission was organized in 1973 to study a method to halt the trend in a declining downtown. The Commission was comprised of representatives from the business community, elected officials, neighborhood groups and other citizens. O u t of this commission the concept of a pedestrian mall and multi-storied parking facility was developed and ultimately the facilities were constructed. This initial public effort, funded by local tax revenues and special assessments on adjacent property owners, has led to private investment exceeding two million dollars in the last two years in the downtown area. The citizens of Charlottesville have continued this aggressive involvement in the revitalization of the central city. Over the last five years a number of separate but related efforts has given birth to a downtown artist center, a hotel conversion to condominiums and the purchase of an old post office building for use as a library. During the last year, an extension to the downtown mail has been approved, a vacated school in the central business district has been sold to the county government for use as the County Office Building and the renovation of an old armory for use as a recreation center has been finished; in addition, a significant number of older homes in the downtown area has changed ownership and been renovated for single family use, work has begun on the rehabilitation of an adjacent blighted neighborhood and an economic development advisory group has begun study of a proposed hotel/convention center on a central city site. WORKING TOGETHER After the City received word of our selection as one of twenty finalists, things really began to happen. Groups cutting across all social, economic and political persuasions pitched in to prepare a presentation which would really tell the City's story. The Chamber of Commerce, League of Women Voters, University League, Neighborhood Associations and individual citizens devoted their resources to this effort. All the local media worked together day and night to package an exhibit which would tell the Charlottesville story through photographs, slides and sound. The newspaper editor mustered his forces to meet tight deadlines with quality work and local architects designed an exhibit structure which matched the visual aids to perfection. The work on the presentation and exhibit held true to the groups chosen theme, "where helping comes naturally." Enough money was raised privately to send a seventeen member delegation of citizens to Louisville in November. With many of them meeting for the first time, a sense of community developed which will carry over for years to come. The effort has paid off in many ways. Part of the All-America Cities material has been used in the City's economic development program and the exhibit now stands in the lobby of City Hall, telling the story to the community. The announcement of the cities chosen for the All-America Cities Award will not come until this spring, but the projects highlighted in the competition and the excitement generated by the efforts itself have already proven that Charlottesville is a place "where helping comes naturally." QUALITY OF LIVING IN THE VALLEY by H. B. Ewert and J. W. Eure Roanoke, which had won the National Municipal League's All-America City designation once in 1952, and had twice tried without success to repeat, decided they could win this time. The initiative lay with Roanoke's two-term mayor, the Reverend Noel C. Taylor, w h o challenged the Roanoke Valley Chamber of Commerce, which had engineered the earlier efforts. From there, it was a matter of tapping the right sources of information and assembling it within the rigid framework prescribed by the National Municipal League. Jack M. Goodykoontz, manager of the Business Service Department of the Chamber, drew together a broadly-based advisory committee, chaired by a retired newspaperman. The assignment attracted the conscientious attention of a dozen knowledgeable leaders from business, the private social agencies, the arts and cultural pursuits, neighborhood preservation groups and the downtown revitalization movement. A series of brain-storming sessions produced a twopage list of projects and activities, all started, ad- A B O U T THE A U T H O R S H. Bern Ewert is the City Manager and J. W, Eure, retired Day Managing Editor, Roanoke Times & World-News. �market and its neighborhood, and positive steps to create a pleasant living and shopping environment d o w n t o w n . To cap it off a new plan was being designed on commercial television, a first in American urban design. Simultaneously, residents of several d o w n t o w n neighborhoods organized and they were able to preserve and better their communities. MEETING CITIZEN NEEDS Photo: Robert D o w n e y vanced or brought to successful completion within the 18 months prior to the application's deadline. That list formed the skeleton on which the community's case for All-America status was to rest. The task now was to organize the material within the framework required, and to "flesh o u t " the skeleton. "The achievements did not acknowledge boundary lines . . . it was a Roanoke Valley submission." °^ Z ^ O ^ < it was apparent at once that the Roanoke community's claim to consideration rested on a broader base than the central city alone. The decision was to make it the story of citizen activity for the entire Roanoke Valley, encompassing the two Cities of Roanoke and Salem, the Town of Vinton and the County of Roanoke whose boundaries take in all these localities. Most of the achievements noted, like the problems they solved and the needs they met, took no account of municipal boundaries. The leadership and the citizen-energy which moved the projects came from all the political subdivisions and it became a Roanoke Valley submission. Individual members of the All-America Cities Committee assumed the responsibility of gathering and verifying the detailed information in their areas of special knowledge. They found answers to questions such as; How were the needs identified? What organizations or individuals initiated the effort and carried the load? How was the activity financed? How many people took part? Was there opposition and how was it dealt with? What techniques were used to get input from the ordinary citizens affected and to involve them in the solutions? As the process advanced, it became clear that there would be no single, dramatic problem overcome or no overwhelming crisis met on which to peg the submission. Instead, there was a multiplicity of needs met and projects carried through. The advisory committee set about organizing these into a framework and determined that the Roanoke Valley had advanced measurably in three fields. ^ SAVE D O W N T O W N ^ ^ The decade-long effort to "save d o w n t o w n " was reaching a new peak of interest and support. It produced new businesses to fill vacant stores, new enthusiasm to exploit the nearly unique outdoor city ^_ (J A new consciousness of the community's obligations to its less able citizens had given birth to a whole series of new and expanded programs for the elderly, the handicapped, minorities, abused children and others in need. Also, a dozen citizen groups were actively identifying and filling in the gaps in the community's cultural history, sciences and new technology was bright lighted, too. These three—save d o w n t o w n , citizen needs and the arts, formed the framework around which the Roanoke Valley's case for All-America status was built. All were aimed at improving the "Quality of Living in the Valley." That phrase became the cornerstone of the structure. After filing the application for the award with the League, the waiting was difficult but the challenge was worth it—Roanoke Valley was a finalist. Roanoke Valley's strategy had already been decided for the presentation in Louisville, Kentucky. Mayor Taylor, who is an effective speaker, was a natural to make the address and Bern Ewert, Roanoke's manager, would answer the panel's questions following the mayor's presentation. An advertising agency, known both for creativity and civic-awareness, was enlisted to turn the entry information into a precisely-timed script, matched with slides, for the mayor's use. Anne Hammersley, a freelance writer familiar with Mayor Taylor's speaking style, wrote the script, while photographers roamed the Valley for shots of people and scenes to give the community's accomplishment visual impact. A simple display, made up of photos of Roanoke Valley faces, was prepared by the ad agency. Three women were chosen to be hostesses at the Roanoke Valley display. Quantities of Roanoke Valley apple cider and Virginia ham biscuits were procured to give others attending the All-America Cities event a taste of Virginia hospitality. This idea, interesting enough, was suggested by jim Lord, City Manager, Danville and also a manager of an All-America City, when he was asked for suggestions by Roanoke's Bern Ewert. Roanoke Valley had been built into an All-American community over the years by the character and civic efforts of hundreds of concerned and compassionate citizens. A handful of these citizens had spent the late summer putting the story of their achievements into a words-and-pictures presentation. They left Louisville full of confidence that the Roanoke Valley would be given All-America recognition. It will be early spring of 1979 before the National Municipal League completes the verification process and names the All-America Cities for 1978. r �People Armel Resigns Winchester Mayor Stewart Bell announced the resignation of Commissioner of Revenue JULIAN ARMEL, SR. Armel cited poor health as the reason for his resignation, which was effective January 1. His term would have run until January 1, 1981, giving him three more years to serve. However, an appointee, appointed by the majority decision of the circuit court judges, will serve until the next general election In November. T o w n Council Changes Boones Mill T o w n Council appointed MRS. ROSEMARY H. BUCHANAN and STEVEN PALMER to fill vacancies left on the g o v e r n i n g b o d y . M r s . Buchanan, wife of a former mayor, Lewis R. Buchanan, is a savings and loan counselor at First Federal Savings and Loan. Steven Palmer attended Virginia Tech and is now employed at Continental Homes. H. A. RUFF was unanimously voted as Boones Mill's Vice Mayor. Strasburg C o u n c i l m a n CAULTER STICKLEY resigned from Council due to poor health. A replacement for Stickley has not been named. JAMES H. PAINTER was unanimously elected by Council as the Town's new mayor. Electricities Names RALPH W. SHAW, general manager of the O m a h a Public Power district and one of the nation's top ten public power executives, has been employed as director of Electricities' management services staff. He will oversee the creation of the staff which will provide administrative, accounting and general services for the three North Carolina m u n i c i p a l p o w e r agencies. Electricities special committee has also employed a finance director, JAMES T. BOBO, program leader for finance administration for the Washington Public Power Supply System. A number of localities having municipal electric power systems in Virginia also belong to Electricities. New Ashland Manager G E O R G E W. NESTER was appointed to the position of town manager of Ashland. Nester previously served as administrative assistant to Vinton's town manager, Ronald Miller. He at- tended Bluefield Junior College and is a graduate of VPI & S U , where he is also a candidate for a graduate degree in urban affairs. James Dies Herndon building inspector G R A H A M JAMES, JR., died December 18, 1978. Prior to his e m p l o y m e n t w i t h the T o w n in 1973, James was a private contractor. Some of the homes he had contracted for were in House Beautiful magazine and he received an Award of Merit from the American Institute of Architects in 1972. James is also a former mayor of the Town of Hernd o n . The Virginia Municipal League and the Virginia Building Officials Association extend sincere sympathy to the family of Graham James, Jr. W e b b o n Retires, Smith Named RICHARD J. WEBBON retired as Virginia Beach's City Clerk on December 31. Webbon had served 23 years with the City. He studied at Newark College of Engineering and Stevens Institute of Technology. Prior to his service with Virginia Beach, he was employed by Miles City, Montana. V i r g i n i a B e a c h City C o u n c i l appointed R U T H HODGES SMITH as City Clerk, replacing Richard Webbon. Ms. Smith is a graduate of Potomac State College of West Virginia, with a degree in administration. Prior to her new position, she was corporate treasurer, Nepratex Industries and assistant secretary treasurer, McArthur Memorial Foundation. Ms. Smith's post was effective January 1. Mazziotti Resigns VICTOR MAZZIOTTI, Charlottesville's finance director, resigned December 15 to accept a position with American Management Systems in Washington, D.C. Mazziotti is a graduate of Shippensburg State College and Roosevelt University. He has served as village manager, Richton Park, Illinois and assistant to the village manager in Park Forest, Illinois. Lockwood Appointed RICHARD C. LOCKWOOD has been named State Transportation Planning Engineer for the Virginia Department of Highways and Transportation. Assistant head of the Transportation Planning Division since it was formed four years ago, Lockwood succeeds O s c a r K. Mabry, w h o was recently named director of planning for the department. Lockwood holds a bachelor's and master's degree in civil engineering from Georgia Tech. Financing Public Power Requirements Rees Appointed J. CONWAY REES has been named director of the new Office of Local Government Management Relations. The new office is within the Department of Personnel and T r a i n i n g , C o m m o n wealth of Virginia. An experienced personnel manager, Rees has worked with local governments extensively, especially regarding grievance administration. DAVID ARMSTRONG, manager of Local Government Programs, and his staff will be transferred from Management Development and Training Service (MOTS) to the new Office of Local G o v e r n m e n t Management Relations. U o3 O • F i r s t Boston The First Boston Corporation 20 EXCHANGE PLACE NEW YORK, N.Y. 10005 (212) 825-2000 1- �VIRGINIA MUNICIPAL L E A G U E ACHIEVEMENT AWARDS PROGRAM The Award Recognizing that localities in the Commonwealth strive towards improving municipal service, the Virginia Municipal League, through the Achievement Awards, wishes to honor these endeavors. The entry for a given award should be innovative and structured to meet specific needs and desires of your locality. Eligibility Any member locality, town, city or urban county, is eligible to enter the VML Achievement Awards Program. Categories Twelve awards are available—six for towns and six for cities and counties (one award for each group, in each of the six areas that parallel the VML policy committees). The categories are the following: —Community Development (housing and urban renewal) —Effective Government (finances, management, training programs) —Environmental Quality (water quality, local planning and land use, energy use, solid waste management) —Human Resources (child care programs, health care, alcohol and mental health programs, recreational services, education) —Public Safety (court system, fire and rescue services, emergency preparedness, law enforcement) —Transportation (streets and roads improvement, public transportation systems, bicycle ways, transportation of the handicapped) Criteria for judging Entries U Judging The entries will be judged by a special committee whose members are selected for their expertise in the area of the awards. Presentation of Awards Awards will be announced in September and appropriate recognition will be given to each recipient during the VML Conference Opening Session. In addition, the awards will be highlighted in the Conference issue of V I R G I N I A T O W N & CITY magazine. H o w to Enter Each entry must be preceded by an application form, due by March 30, 1979. Localities may enter all six categories but may only have one entry in a given category. All entries must be received by the Virginia Municipal League, P.O. Box 753, Richmond, Virginia 23206, no later than April 27, 1979. It is our hope that you will support this program and take this opportunity to be recognized for outstanding municipal service. Z o > —Maximum six double-spaced typed pages to explain the entry —Maximum 3 pages of appendices, charts, etc. —Use of black and white photographs —Use of camera ready graphs, charts and architects' renditions, etc. —All entries must have 3 copies of all visual materials —All entries must be signed by the chief elected official (mayor, board chairman) �Legal Guiddines S T A T U T O R Y P R E S U M P T I O N O F G O O D HEALTH by Howard W. Dobbins, General Counsel A c a s e w h i c h is d e e m e d to b e of interest to local officials is the r e c e n t d e c i s i o n of t h e V i r g i n i a S u p r e m e C o u r t in Berry v. County of Henrico (decided August 3 1 , 1978). In this c a s e w h i c h w a s earl i e r r e f e r r e d t o in t h i s c o l u m n . B e r r y , a f i r e m a n in t h e C i t y of R i c h m o n d , w a s hired by Henrico C o u n t y in D e c e m b e r , 1970. A s a part of t h e C o u n t y ' s e m p l o y m e n t procedure. Berry was examined by the C o u n t y physician w h o found h i m " f i t f o r d u t y as a firefighter." In 1 9 7 2 , t h e G e n e r a l A s s e m b l y r e w r o t e V i r g i n i a C o d e §27-40.1 e s t a b l i s h i n g that a n y firefighter w h o s u f f e r e d i m p a i r m e n t of health by r e a s o n of r e s p i r a t o r y d i s e a s e s , h y p e r t e n s i o n o r heart d i s e a s e w o u l d b e p r e s u m e d to h a v e s u f f e r e d that c o n d i t i o n in t h e line of d u t y unless the contrary be s h o w n by competent evidence. Subsequent t h e r e t o . B e r r y w a s r e e x a m i n e d as p r o v i d e d by t h e a m e n d e d statute a n d d i s p l a y e d n o e v i d e n c e of h y p e r t e n s i o n o r h e a r t d i s e a s e . In O c t o b e r , 1973, B e r r y s u f f e r e d a m y o c a r d i a l i n f a r c t i o n c a u s e d by lack of o x y g e n to t h e heart m u s c l e brought about by arteriosclerosis o r h a r d e n i n g of t h e arteries of t h e heart. T h e e v i d e n c e d i s c l o s e d that this c o n d i t i o n w a s a c h r o n i c p r o c ess of l o n g d u r a t i o n a n d i n determinate onset. While the dise a s e is of u n k n o w n etiology, t h e e v i d e n c e indicated that certain f a c t o r s a r e k n o w n to b e a s s o c i a t e d with the disease, including "familial h i s t o r y o f p r e m a t u r e a r t e r i osclerosis, sex (male), abnormal s e r u m lipids ( c h o l e s t e r o l a n d / o r triglycerides), hypertension, cigarette s m o k i n g , o b e s i t y a n d d i a b e tes m e l l i t u s . H o w e v e r , less t h a n half of t h e patients w i t h c o r o n a r y heart disease have these major i d e n t i f i e d a n d a c c e p t e d risk f a c tors, s o that t h e a b s e n c e of s u c h risk f a c t o r s d o e s n o t m e a n that t h e disease will not occur, because o t h e r f a c t o r s as y e t u n i d e n t i f i e d may produce the disease." T h e report of B e r r y ' s e x a m i n a t i o n in 1973 i n d i c a t e d that s o m e of t h e f a c t o r s a s s o c i a t e d w i t h the d i s e a s e w e r e p r e s e n t in B e r r y ' s hist o r y , b u t s o m e w e r e not. M o r e over, apparently Berry did not r e c e i v e a n " e x e r c i s e stress t e s t " a n d t h e e v i d e n c e of t h e p h y s i c i a n in t h e c a s e w a s that stress testing was necessary before o n e could be certain that c o r o n a r y arterio s c l e r o s i s w a s n o t p r e s e n t at the t i m e of e m p l o y m e n t . amination conducted under the d i r e c t i o n a n d c o n t r o l of t h e e m p l o y e r fails to m a k e a positive f i n d i n g of t h e diseases w h i c h s u b sequently brings about the disability o r d e a t h of t h e firefighter." Further, the S u p r e m e Court held that t h e real b u r d e n of p r o o f is o n the e m p l o y e r , citing t h e earlier p o l i c e m a n ' s c a s e of Page v. City of Richmond, 218 V a . , 241 S.E. 2 d 775 (1978) to t h e effect " t h e e m p l o y e r must adduce competent medical e v i d e n c e of a n o n w o r k i n g - r e l a t e d c a u s e of t h e d i s a b l i n g d i s e a s e " in o r d e r to r e b u t t h e statutory p r e sumption. O n t h e basis of this e v i d e n c e , the Virginia Industrial C o m m i s s i o n d e n i e d B e r r y t h e b e n e f i t of a statutory p r e s u m p t i o n o n t h e g r o u n d that t h e r e w a s " c o m p e t e n t m e d i cal e v i d e n c e in t h e r e c o r d failing to p r o v e that B e r r y w a s f r e e of t h e c o n d i t i o n p r i o r to m a k i n g his c l a i m . " In r e v e r s i n g t h e Industrial C o m m i s s i o n , the Virginia Supreme C o u r t in a n o p i n i o n w r i t t e n b y J u s tice H a r m a n s t a t e d , " w e t h i n k it clear that t h e G e n e r a l A s s e m b l y i n t e n d e d t h e p r e s u m p t i o n to a p ply in t h o s e c a s e s w h e r e i n a n e x - W h e n the General Assembly was considering these presumpt i o n s , r e p r e s e n t a t i v e s of the V i r ginia Municipal League argued that, a l t h o u g h t h e p r e s u m p t i o n is e x p r e s s e d in t h e statute as a r e b u t table o n e , the presumption a m o u n t s to a c o n c l u s i v e o n e b e c a u s e of t h e a l m o s t i m p o s s i b l e b u r d e n of p r o v i n g that this t y p e of disease resulted from a n o n - w o r k related c a u s e . >U o3 CAPITAL 9002 MOUNTAIN RICHMOND, E Q U I P M E N T C O M P A N Y , INC. ROAD VIRGINIA • 23228 P. 0 . C O M P L E T E L I N E S OF EQUIPMENT FOR MUNICIPAL H I G H W A Y — C / i e m / c a / Spreaders. Slurry Pavers LINK B E L T — C r a n e s — Excavators FMC/BEAN - SewerCleaner LAYTON MFG. C O . — Asphalt Pavers M E Y E R S - S H E R M A N — "Vactor Jet Rodder" R I C H M O N D M F G . C O . — Horizontal B o r i n g Mactiines B O X 9609 P H O N E S : 804-262-7341 GOVERNMENTS E L G I N - L E A C H — Sweepers, Refuse Bodies ATHEY MANUFACTURING CO.-MaintalnerGrader ROYER FOUNDRY — Shredders G I A N T - V A C — Leaf Collectors D A V E Y — Air C o m p r e s s o r s MASSEY-FERGUSON — Backhoe Loaders O < z u > �LEESBURG'S C O U N C I L OPERATES AIRPORT problem and recommended construction of a new airport. In the early 1960s, the Federal Aviation Administration authorized a $231,000 grant, matched by municipal funds received from proceeds of the sale of the original site, for construction of the new airport. While many communities were issuing bonds for airport construction, Leesburg received its new facility on a veritable silver platter. The new Godfrey Field, named after the famed radio and television personality, is now located about t w o m i l e s s o u t h e a s t of t o w n among the rolling hills of Loudoun County. Leesburg found development was far simpler than operations as financial and management problems continued to surface over the next fifteen years. With the airport's location outside of town and few town residents owning aircraft, enthusiasm and financial resources were difficult to muster. By John Niccolls and Jeffrey H. Minor Leesburg's first airport, a cow pasture owned by Arthur Godfrey, is now a growing condominium townhouse development. In the early 1950s, Mr. Godfrey dedicated this site to the town to operate as an airfield. Soon, however. Leesburg officials and community leaders recognized this land was too valuable a site for an airport. An airport study committee, later to form the nucleus of the Leesburg Airport Commission, analyzed the ABOUT THE AUTHORS John Niccolls is Leesburg's T o w n Manager and Jeffrey H. Minor serves as Assistant T o w n Manager. Copies of the relevant documents described in this article are available to Virginia Town & City readers upon request. FBO Disputes Climax Like most general aviation air- p o r t s , ramp s e r v i c e s , a i r p l a n e sales, aircraft repair and aviation fuel sales were performed by fixed base operators (FBOs). FBOs lease airport space and usually pay a flat monthly rent or a percentage of gross sales to the airport owner. In 1974 Leesburg's FBOs paid a combined total of only $6,200 in rent to the T o w n , not enough to cover expenses which exceeded $25,000. Even with low rental payments, the principal operator experienced increasing difficulty in meeting its contractual obligations to provide quality aeronautical services at the airport. Air traffic decreased as services and safety continued to erode. The year 1976 saw suits and counter suits filed over various disputes between the Town and the main FBO. Finally, Leesburg resolved the litigation by making a settlement of $70,000, which essentially bought back the lease from the main operator. The Town for a brief, but what will be longremembered period, provided direct aeronautical services to the remaining airport users. Council- Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . K O E N E N ( 2 1 2 - 5 5 8 - 3 1 8 0 ) B E N E D I C T T . MARINO ( 2 1 2 - 5 5 8 - 2 8 4 0 ) ROBERT M . BROWN I I I ( 2 1 2 - 5 5 8 - 3 3 5 6 ) W. PATRICK M c M u L L A N (212-558-3174) RICHARD J . ZANARD ( 2 1 2 - 5 5 8 - 3 1 8 2 ) Lehman Brothers Kuhn Loeb Incorporated NEW YORK HOUSTON 10 • • ATLANTA LOS ANGELES BOSTON • • SAN FRANCISCO CHICAGO • LONDON • DALLAS • TOKYO �members quickly learned about tie-down space requirements, fuel-pricing policies and navigational-air maintenance problems. The remaining FBO (a small corporation offering only T-hangers, open-air tie-downs and a key operated fuel facility) pays only $800 per year in rent under a lease set to expire in 1984. To further exacerbate mounting financial problems, the Town in 1977 began a $650,000 FAA Airport Development Air Project for strengthening the two runways, taxiway and construction of an 85-aircraft paved parking apron. Leesburg's five percent share of this project exceeded $34,000. Leesburg learned that self-sustaining airport operations require successful commercial operators contributing to the substantial cost of maintenance, safety and improvements. With these goals in mind, Leesburg started to rebuild operations. First, the Airport Commission was reorganized under Council legislation to strengthen Commission authority over airport operations and to resolve years of uncertainty about the responsibilities of this advisory group. Second, an aviation consultant was hired to help prepare a request for FBO proposals. Third, using authority provided in State Code Section 5.1-44, the Town adopted a fixed base operator fee ordinance. This requires FBOs to pay fees to the Town annually based on gross receipts or other measures of business volume conducted at the airport. These are earmarked for airport expenses. FBO fees compensate the Town for the operators' privileges of conducting commercial aeronautic activity at the airport as distinct from the value of leasehold interest. Also, the approval process for new fixed base operators was clarified and strengthened to require lease approval from the Town Council and formal licensing by the Airport Commission. The fact these new fees were to be separate, additional payments was made very clear when several months later a new request for proposals for a main FBO was circulated. Following a long and arduous selection process. Century Aviation, Inc., (already holders of leased operations at Dulles and Frederick, Maryland airports) was named Leesburg's new FBO. Happily, Century's proposal gave the Town a $70,000 non-refundable advance payment which returned the previous outlay required to evict the former unsuccessful FBO. FBO Ordinance Faces Legal Challenge A series of frustrating attempts to require the original FBO (not the new FBO, Century Aviation) to comply with the new ordinance culminated in a declaratory judgment suit challenging the Town's authority to levy the new fees. The operator argued the new ordinance was an unconstitutional impairment of its contractual rights under the lease. The FBO further contended that the Town was authorized under State law to operate the airport either by contract or municipal regulation and that the Town, through its lease, had elected to proceed by contract, thus preempting additional municipal regulation. Leesburg Council answered that rental payments are compensation only for the value of the leasehold without granting special privileges for the conduct of commercial operations on the common-use areas of the airport. Further, the Town contended the lease itself made the operator subject to "all regulations imposed by lessor" and required it to "obtain all necessary permits". Fortunately, the Loudoun Circuit Court upheld the Leesburg's position that the FBO fees applied to existing fixed base operators. The court said "compliance with town regulations" must be construed to include both current and prospective regulations, especially in light of the fact that enabling authority for municipalities to charge such fees was in effect at the time the lease was executed. The court is, however, at variance with a 1966 State attorney general's opinion in rejecting another town argument that the lease was subject to the State's franchise statute. The fee ordinance means an additional $24,000 in revenue from the original operator over the remaining life of the lease. Further improvements at the airport have been planned and a new ADAP grant application for holding aprons, a visual-approach slope indicator system and runway-end indicator lights has been filed. Summary Leesburg believes the fixed based operator fees are a reasonable and an effective method to raise airport revenues at a time when lease arrangements made in earlier pre-inflation times have become insufficient to meet the financial obligations of a modern airport. FBOs should pay a fair share of the cost of airport operations, such as insurance, air-navigational-aid repairs and maintenance, electricity and what is now a ten percent share of FAA sponsored development projects. All potential revenue sources must be explored and utilized for small general aviation airports to continue to provide safe and convenient facilities for non-scheduled aircraft and provide relief for major airports from increasing general aviation traffic. Ideas COLUMBIA, SOUTH CAROLINA (113,000) has adopted an incentive or task system for meter readers. Readers are allowed to leave work each day once routes are completed. (Contact: City Manager, City Hall, Columbia, South Carolina 292901.) WINSTON-SALEM, NORTH CAROLINA (132,000), uses vacuum-cleanerlike extension hoses for collecting leaves and small debris. The cost is approximately $1,000 per hose. (Contact: City Manager, P.O. Box 2511, Winston-Salem, North Carolina 27102.) NEW CARROLLTON, MARYLAND (14,870), collects glass, aluminum, other metals and leaves, but encourages citizens to bring these materials to a central location. Volunteers flatten cans and crush the glass with machines donated by a local bottler. The leaves are transported to the City's compost pile. Compost is used for municipal projects and is free for citizens' use. (Contact: City Administrator, City Hall, New Carrollton, Maryland 20784.) �Places VIRGINIA B E A C H — T h e Department of Economic Development won four literature and promotion awards at the Southern industrial Development Council's annual conference in San Antonio, Texas. The competition included 230 entries with more than 400 pieces of literature. The Development department won an excellence award for its industrial advertising campaign and its recent special report to the City's citizens. A. James DeBellis, director of the Department, accepted the award in San Antonio. VIENNA/FAIRFAX COUNTY—The Fairfax County Board of Supervisors has a p p r o v e d the r e q u e s t of the Vienna Volunteer Fire Department for personnel to staff the Mobile Intensive Care Unit ( M I C U ) at the Vienna Fire Station. The M I C U , an ambulance that permits very quick response time, was purchased entirely with contributions from Vienna area citizens, businesses and Town funds. The Town of Vienna thanked the Board of Supervisors for supporting the Town's efforts to man the M I C U . was good to know that the City can be called upon for assistance when it Is needed. VINTON—The Vinton Baptist Church held a special service for Town employees as an expression of their appreciation for the good service that Town employees had given to the Vinton community. Town Manager Ron Miller commented that it was a "first" that had happened for the Town and he c o m p l i m e n t e d V i n t o n Baptist Church for this special recognition. G R E T N A — T o w n Council approved a new Town Charter that requires staggered council elections and permits the manager form of government. The Town presently employs a town superintendent. Another provision of the updated Charter calls for an industrial park. NORTON/DANVILLE—The City of Norton, suffering from a drought, received equipment from the City of Danville w h i c h allowed Norton to pump water from a larger area to help relieve the water shortage. Danville had acquired over 10,000 feet of steel pipe through the Civil Defense for emergency use and was able to make arrangements to transport the pipe to N o r t o n , after the City r e c e i v e d a request for assistance from the Norton city manager. Danville officials said it CLAREMONT—Citizens and members of the Town Council welcomed Drs. Mike Schroering and June Tunstall, w h o requested permission for the use of the T o w n Hall because the present facility does not have enough floor space. The Town Hall will be used at least once a week to serve as a satellite clinic for the recently established Surry Family Health Improvement, Inc. Council approved the use of the Town building to meet the needs of the new medical program. IT PAYS TO LISTEN WHEN EF HUTTON TALKS! U z O I- < We can talk about our experience, our marketing and distribution abilities our willingness to maintain a secondary market in your issue, but. . . most significantly, we can talk about our innovative approach to complex tax-exempt financings. There's none better at it than the EFHutton Team. Let us show you why it pays to listen when EFHutton talks! __=Hutton 12 Contact: Richard S. Locke 212-742-5098 or Stephen S. Sloan 212-742^6651 �Professional Diiectory HARLAND BARTHOLOMEW & ASSOCIATES CHEWNING-HOGGARD AND A S S O C I A T E S , I N C . Geological, Soils and Environmental Consultants ENGINEERING Ground Water Studies Land Disposal of Effluents and Sludges Solid Waste Studies • Foundation Evaluations I> ( ) , B o x 2125 11524 Jefferson Avenue, Newpon News. Virginia 2 Consulting Engineers. Planners and G R E G G . LTD. ' S O L I D Engineering Plans, Studies and Laboratory Services 113 Soutti Ctiestnut St., Marion, Virginia ( 7 0 3 ) 783-7271 1640 Maple Dr., Danville, Virginia (8041 799-9403 Engineers Planners Surveyors Environmental Studies LANGLEY AND McDONALD 484 N e w t o w n Rd. Beach, Va. R. S T U A R T R O Y E R & ASSOCIATES CONSULTING WATER SUPPLY DESIGNS • • REPORTS ENGINEERS • SEWERAGE SEWAGE DISPOSAL • Engineers SYSTEMS APPRAISALS P. O . B o x 8687 1514 W i l l o w L a w n D r i v e R i c h m o n d , V i r g i n i a 23226 P h o n e 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers I ynchburg, 615/588-6444 VirgiOia 2 4 5 0 6 7796 Engineers Water W a s t e S u r v e y s Trunk Main S u r v e y s Water Distribution Studies Special H y d r a u l i c I n v e s t i g a t i o n s INC. J. K. TIMMONS & ASSOCIATES, INC. F..VCI,VEERS 711 N. C o u r t i i o u s c Rd • MuMCIP.lL Finns. Snvervisioit. b o c l i e , m i l i B , C a y l o r ar-td p u r y e a r , ~ e n r, CONSULTING • W A T E H Ap^riti'iah 2 3 2 3 5 Dhorte ( 8 0 4 ) 7 9 4 - 6 8 2 3 SOUTHERN ENGINEERING C O M P A N Y OF VIRGINIA 1000 inc. ENGINEERS r - e s e a n c h rxd., r i c l - t r r * o n d , v t r g i o t a CONSULTING R i c h m o n d , Virginia 23235 S.\MT.\HV 100 C h u r c h St., New^ Y o r k , N. Y . 10007 Chicago Columbia Atlanta New Milford, Ct. Si P L A N N E R S C o m m u n i c a t i o n s , 911 S t u d i e s , A l a r m Systems, M o b i l e R a d i o Systems, T e l e p h o n e , Cable Television, Industrial Engineering Monitor and T e l e m e t r y Systems. 7212 T i m b e r l a k e R o a d • L y n c h b u r g , V a . 24502 804/237-2044 Reports. \/A 2^401 703/371-B040 THE PITOMETER ASSOCIATES W«ier FREDERICK G. GRIFFIN, 804-794-3500 10^0 (unt F-oBGt; P L A Z O FREDERICKSBUHG i: Florida > h Carolin Telephone (804) 8 4 7 c o .\s u L JI y a Falls Church, VA 703/534-8716 fiEGIONfll I •MCES I 1 1 NOBTHSHORE DRIVE KNOXVILLE. TN 37919 ENGINEERS Mur^.c.pal ENGINEERS Planners ENGINEEKS PLANNERS ARCHITECTS INCORPORATED Soili & Foundations 1933 Fort Avenue Wisconsin Ave DC 20015 R U S S E L L S- A X O N Engineers - Planners - Surveyors W a t e r S u p p l y • S e w a g e • Inidustrial Waste Treatment • Treatability Studies ' 1 4 0 S y l v a n A v e n u e , P.O B o x 1 2 1 8 E n g l e w o o d C l i f f s . N,J. 0 7 6 3 2 201 -567-8990 • 4 0 5 S o , P a r l i a m e n t Drive. S u i t e 101 Virginia B e a c h . Va 23462 804-499-4596 ENVIRONMENTAL Sjnilarv and Norfolk, VA 804/461-0155 • Priwate P r o i e c l s HURT & PROFITT, INC. H i g h w a y s , Railroads, Foundations, Waterfront Facilities, Water Supply, S e w a g e Disposal, Planning Studies • Reports • Design • Consultation Virginia 301-657-1780 12368 Warwick Boulevard. Newport News. VA 23606 H A N S E N ENGINEERS—PLANNERS—SURVEYORS Norfolk, Virginia 304-461-6351 IMALCOLM PIHNIE I E N G I N E E R S . INC. R PLANNERS 5454 Wash • Highways 114 East C s r v S t r M I • R i c h m o n d . Virginia 2 3 2 1 9 T.l.phon. 804/644 9493 CONSULTING P. O . B o x 1 2 0 4 7 ARCHITECTS 6 K o g e r Executive CU Nor talk. V a 2 3 5 0 ? Consulting Engineers I n d u s t r i a l Wastp T f e j t m e n r W A S T E S AND ENGINEERS Gannett Fleming Corddry & Carpenter D r a i n a g e " W a t e r & S e w e r a g e Sy s t e m s • S u r v e y ing n • C3REELEY HENNINGSON. DURHAM & RICHARDSON Austin Drockenbrough and Associates BALDUJin nnD T E W A T E ENGINEERING 201 East Gary Street R i c h m o n d . V a . 23219 Phone 804/649-8627 DEWBERRY, NEALON & DAVIS 1400 Pleasant View, Staunton, Virginia ( 7 0 3 ) 886-3957 • W A T E CONSULTING HB&A OF VIRGINIA Environmental and Public Works Engineering 8 4 1 1 Arlington Blvd. Fairfax, Virginia ( 7 0 3 ) 560-1100 • W A S PLANNING DEVELOPMENT Architects Vienna. Virginia • Phone: (703} 281-2400 Staunton, Virginia - Phone: |703) 886-8555 6 2 0 May Avenue - N o r f o l k , V a . 23516 Bi rchwood Office Pork - Vo-Beach ,Va. - 2 3 4 5 2 2 0 7 South Patrick Street AleKondrio,Va.- 2 2 3 1 4 ARCHITZCTURE COMMUNITY PLANNING B e a c h . \ a . 2,Tt.l2 P h o n e OOt'.HO-iOjO 9(M-^91 5V)1 Betz-Converse-Murdoch-lnc. Potomac Group • MUNICIPAL LANDSCAPE ENGINEERS U Z O < z u C r e s c e n t A v e n u e , N.E. Atlanta, Georgia 30309 404-892-7171 T3 �YARGER AND ASSOCIATES, INC. Over 500 R.W. B E C K AND ASSOCIATES i:ngiin;-rs and Consullanis » Utilility PlaflniiiE, Manageitient and Design Services. 1 Sate and Conliacltvaluahoii. • rechnicsl anil Financial Feasibilily. > Utility Properl, Appraisals. • load Managenieni and Energy Conservation Analysis. • Energy Source Evaluation. Fossil -- Nuclear-Hyifrii Solid Waste-Solar. Surveys Position Classification and Pay P l a n s ManaKement and OrKanizational Studies Test C o n s t r u c t i o n — F i r e and Police Studies 2830 M a r y S t r e e t , F a l l s C h u r c h , V a . 22042 40 (Iruvc Street. Wellesley, .Mas*. 02IB1 P.O. 464, Btdford, Va. 2452,1 703/560-6900 Icl L INGERFELT & A S S O C I A T E S , INC. A Proie^sional Corporation ENGINEERS. PLANNERS. CONSULTANTS 804/745-4520 P. O . BOX 338 M E C H A N I C S V I L L E , VA. 23111 Engineers-Consultarts n i l ENGINEERING N. Charles St.. Baltimore, Md. 21201 !-33 A N D :)rj3| B E N G T S O N . DEBELLSC Ziiil CONSULTING ENGINEERS & SURVEYORS m Englni.r. • Plonn.r. Archiucti • Surveyors TinEw.vTiR D R . COMPLETE PUBLIC WORKS AND LAND S U R V E Y I N G 3-631-9630 ^-369-5700 3 430-9199 ^jlg^ E N G I N E E R S L A N D S U R V E Y O R S 1023 N . C a l v e r t St. Baltimore, M d . 301 837-0194 Water Sewerage Drainage Highways Studies Reports Design Surveys Inspection . Fairfax.Va 2 2 0 3 0 P O BOX 429 13924 B R A D D O C K ROAD C E N T R E V I L L E , VIRGINIA 2 2 0 2 0 Oilbert AsBociatBS of Virgima, ln&^ Consultants to Municipalities on Environmental Systems . (703)273-8700 Vmlirr 0<lic« KX) S Main St ENGINEERING SERVICES CH2M::HILL ig:.^ Ofica 1 0 5 2 3 Main St Development INC. \ " A . 23509 NORFOLK. Comptote pro<«s»w«>al »w»nces tor nx«c«>»lnpw and pubtic Mgancm Mam ELKIN. STUDIES • FACILITY PLANNING •'DtSIGN CONSTRUCTION tVlANAGEMENT • OPERATIONS WATER/WASTEWATER • SOLID W A S T E HYDRAULIC SYSTEMS & STRUCTURES Patton,Harris,Rust &Guy a pfOf«»»»on«l ccpofalon Engmaar* . Survayora , Plannara P U R D U M a n d JESCHKE C O N S U L T I N G •WbotCAx»ciate/.W. Water Supply a n d Purification • Sewerage and Sewage T r e a t m e n t • Streets a n d H i g h w a y s • Investigations a n d R e p o r t s • S u p e r v i s i o n of Consiruction. SERVICES Norfolk, Virginia 5721 Sellger Drive R. K E N N E I H W E E K S ENGINEERS REQUARDT AND ASSOCIATES COMPLETE engineers • surveyors- planners (617) 237-4870 ,70J) 586-1881 MUNICIPAL ENGINEERING, ARCHITECTURAL DESIGN LAND DEVELOPMENT - PLANNING, ENGINEERING, SURVEYING, CONSTRUCTION MANAGEMENT URBAN PLANNING FEASIBILITY STUDIES W A T E R SUPPLY & S E W E R A G E C O L L E C T I O N HIGHWAY & DRAINAGE DESIGN S U B D I V I S I O N & I N D U S T R I A L SITE P L A N N I N G WHITMAN, WILLIAM C. OVERMAN ASSOCIATES E a s t e r n R e g i o n a l O f f i c e : 1930 I s a a c N e w t o n S q u a r e t fridoaMtar.Vk 22812 . (703)82e-2«1C I j Consulting Engineers H Etiergy S a v i n g s Mechanical-Electrical WHITESCARVER- Airport ENGINEERS OFFICE BOX 4 0 3 8 (703) Ligtiting Emergency POANOKE, VIRGINIA 24015 P O B o x 3 8 5 5 , C h a r l o t t e . N C 2820,3 / 7 0 4 - 3 7 4 - 1 8 2 2 S y r a c u s e . N Y / Poughkeepsie, NY / Philadelphia, PA / Dover, D E / C h i l l i c o t h e , O H P h o n e ( 7 0 3 ) 471-9710 E n e r g y Audits RODES & CONSULTING POST • SOWERS, m • BRIENCGEnE Reston, V A 22090 Pov\/er Communications 344-5113 Directory MUNICIPAL ADVISORS INCORPORATED FINANCIAL AND MANACEMKNT CONSULTANTS T(J MUNICIPALITIES • A d v i s o r on F i n a n c i i i l a n d MarkiHinj^ Mattiirs Ri'laling lo I s s u a n c e o f M u n i c i p a l B o n d s • Position C^hissificalion/Comptrnsalion • ManajiiMUf-nl and O r g a n i z a l i o n • LAWRENCE P.O. B. W A L E S B O X 45 BOOZ • ALLEN & HAMILTON, INC. . . . Provides a full range of consulting local and regional governments. FOR FURTHER INFORMATION FRANCISCO CHICAGO NEW R O G E R M. S C O T T Virginia B e a c h , V a . 23458 804/422-1711 services to CONTACT: liJJH ^ — ^ ERIC S, H A N S S E N DIR. L O C A L G O V T - S E R V I C E S 4340 EAST-WEST H I G H W A Y SOUTH TOWER-7th FLOOR 8ETHESDA, MD 20014 301-951-2915 SAN i'luns Sludics K x c c u l i v c Sfari:h and Si'li-clion Public Research and Management, Inc. MANAGEMENT CONSULTANTS ORDINANCE 1 5 7 L u c k i e S t . , N.W. Atlanta, Georgia YORK WASHINGTON 30303 CODIFIERS Suite 4 1 6 Wash. Bldg. Washington, D . C ' �PUBLIC ADMINISTRATION SERVICE Providing management assistance and consultant services regional, and state governments since 1933. Management Systems Police and Fire Personnel Administration Financial Management • ' ' ' Courts Community Development C o m m u n i t y Attitude Sun/eys Program Evaluations 1776 Massachusetts Avenue. N.W. • WASHINGTON • • CHICAGO • • • • to G e o r g e C u n n i n g h a m , Field R e p r e s e n t a t i v e "imagineered" local, Labor Relations Productivity Analysis Public Worl<s Employee Relations Surveys Washington, D C . 20036 P L A Y G R O U N D a n d P A R K E Q U I P M E N T BY G A M E TIME, I N C . C U N N I N G H A M ASSOC. INC. Box 9554 L a k e s i d e B r . , R i c h m o n d , V a 23228 Phone 804/262-2401 • (202)833-2505 LOS A N G E L E S McMANIS A S S O C I A T E S , INC. Washington, D.G Management Consultants to City and County Governments Productivity Analysis ° Fiscal and Management Systems Community Development ° CETA/Manpower Services ° Economic Development 1201 Connecticut Avenue, N.W., Wastiington, D.C. (202) 296-1355 PARKING CONTROL DECALS 609^ Pressure-sensitive. Apply t o b u m p e r s or _vinside w i n d s h i e l d s . (;Q 1/4" t o 1" high No's - v \p catalog PARKING ^ \ S E T O N NAME P L A T E CORP. 2353 B l v d . , Nev; Haven, CT O6505 • (203) 7 7 2 - 2 5 2 0 What is the most powerful influence on your city tod^? The single most important influence on most American cities is the federal government. Daily in Washington, Congress, the federal agencies, and the White House make decisions that affect the way your city is run. The federal government regulates the wages, hours, and working conditions of your employees. It mandates costs that influence the way you allocate your city's budget. It has a lot to say about whether Come to the Congressional-City Conferyour city can proceed with maintenance or construction of sewers, streets, and other ence this spring and let Washington know essential faciUties. I t affects your local where you stand. decision-making process in a hundred other It may be the most important thing you do ways. for your city all year. These decisions are of crucial importance For full information write the Conference to your city. The Congressional-City Conference is the most effective way for you to Registration Center, National League of make your views on them heard in Washing- Cities, 1620 Eye Street, NW, Washington, D . C , or call (202) 293-6812. ton. 1979 Congressional-City Conference * March 4*6,1979 * Washington, D.C. u z < z National League of Cities > '15 �WHO DOESN'T NEED MONEY? Ever heard that old cliche? Unfortunately, the people that really need money don't have the money to secure a loan of the type they need, nor do they know where to go to get that much needed financing. FINDING MONEY — 8U$iKESS EXPANSION THAT'S OUR BUSINESS Wordlwide Finance Exchange have the sources and we will share them with you for only pennies each. You can finance almost any venture, expand your business, or lease now and purchase later for as little as one dollar, buy that piece of real estate you've had your eye on, or just secure financing for whatever you have in mind, even that new idea you have. Our sources are proven and have the money available now. LISTED BELOW ARE JUST A FEW MONEY IS AVAIUBLE FOR MAJOR Names and addresses of over 300 firms that will loan or invest in proposed ventures or present businesses, including several that specialize in loans to minorities. FIELDS NEED WORKING CAPITAL FOR EXPANSION OF YOUR PRESENT BUSINESS? Names and address of over 100 firms that will loan you capital on: equipment, inventories, account receivables, factoring, time sales contracts, and Redis counting. LEASING NEED CAPITAL FOR EQUIPMENT, MACHINERY, OFFICE FURNITURE, COMPUTERS? REAL ESTATE NEED CAPITAL FOR FIRST AND SECOND MORTGAGES, SALE LEASE-BACKS, REFINANCING OR JOINT VENTURES AND PARTNERSHIPS? Names and address of over 200 firms that will loan or invest in: warehouses, apartments, shopping centers, office buildings, recreation facilities, mobile home parks, nursing homes, hospitals and agricultural. VENTURE CAPITAL NEED CAPITAL FOR A NEW BUSINESS OR EXPANSION OF YOUR PRESENT BUSINESS IN CONSTRUCTION, TECHNOLOGY, MOVIES, MANUFACTURING, OIL & GAS AND OTHER ENERGY RELATED PROJECTS. Names and addresses of 400 firms that will buy your equipment for you and lease it to you with the option to buy for as little as one dollar at the end of lease term. HELPING YOU NESS TOO. SECURE FINANCING IS OUR BUSI- We'll share our sources with you for less than 50 each. Not only will we give you their names, addresses and telephone numbers; we'll include the person to contact. We will even introduce you personally if you need it. All you have to do is fill in the coupon below and mail it today, we'll do the rest. Hurry! Our lenders already have over 50 billion dollars on their books. CLIP AND MAIL TODAY Worldwide Finance Exchange Box 2952 Tulsa, Oklahoma 74101 N5 1802 Please send the lists I have indicated: • Leasing — $25.00 • Venture Capital — $25.00 • Business expansion — $25.00 • Real Estate — $25.00 • Any 2 — $40.00 • Any 3 — $52.00 • All 4 — $60.00 Enclosed cash, checl< or money order to cover above, or charge to my Visa Master-Charge -Expiration date- Account No.. JMaster-Charge only) Interbank No.. Name. Address. City State Zip code � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 14, Number 2 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource February 1979 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197902 https://www.virginiaroom.org/digital/files/original/69/6426/197903.pdf a9e20c013dd095f181f22f132eff20d9 PDF Text Text Virsinia VOLUME 14 . M A R C H 1979 . NUMBER 3 C - -J to ^004^2 TAX LIDS SUNBELT-FROSTBELT 150BJ0JJ0P 'S 90/, �Editorial THE VIRGINIA SPIRIT Limited government, individual freedom and fiscal responsibility have been hallmarks of Virginia's philosophy of public policy for more than 200 years. Each precept is equal to the other, and together they have been at the core of decisions by Virginia's leaders in governing generation after generation of citizens of the Commonwealth. Few states share this philosophy even though Virginians such as Thomas Jefferson and George Mason succeeded in incorporating its basic tenets in our Constitution and Bill of Rights. Adherence to this philosophy has kept Virginia communities prosperous, with a growing economy, low unemployment rate and moderate taxation—a stable government in a stable society—unlike New York City, teetering on the brink of bankruptcy, or Cleveland, facing its own brand of fiscal horror. Virginia's philosophy of government is threatened today. The Commonwealth is a long way from a New York City or Cleveland situation, but the fact is that some federal laws, bureaucratic regulations and national government policies have made adherence to the Virginia philosophy difficult for state and local government officials. This must stop and I hope, as senator, to take a leading role in that effort. When I was sworn into office in Richmond on January 2, I noted that, in 1776 when our forefathers prepared for the struggle for independence, John Adams of Massachusetts wrote to Virginia's Patrick Henry: "We all look to Virginia for examples." I expressed my belief that the thoughts behind those words are as valid today as they were 200 years ago. Across our Nation there is a renaissance of thinking that is characterized as "the Virginia Spirit." Once again, the American people are calling for the Virginia philosophy of Thomas Jefferson, George Mason, James >- u Z Madison and James Monroe—^the philosophy of limited government and of restraining a federal government which is straying from the course set by our forefathers. I am pledged to a partnership in the Virginia spirit with Governor John Dalton and with the Virginia General Assembly to work hand in hand with them in their dealings and relations with the federal bureaucracy and the Congress. Similarly I am pledged to a Virginia Spirit of cooperation with Virginia's local governments. I am pledged also to nonpartisan interaction with the rest of Virginia's congressional delegation in the best interests of the Commonwealth. Of those interests is the issue of inflation, which not only undermines the way families want to live, but also damages state and local governments attempting to provide services without greater tax burdens on the people. Inflation is a foe I will fight gladly, aware that a primary cause is the federal government's economic policy—faulty in concept, fiscally unbalanced and thwarting of initiative. To prepare the way for a Virginia Spirit of partnership with state and local governments in Virginia, I am establishing regional offices throughout the Commonwealth to provide a constituent service, not only for those people who are unable to bring their problems to Washington but also for local and state government leaders. The Richmond office is operating now to serve that area of the state and to provide a liaison with the state government. Other offices will be opening soon in the areas of Tidewater, Southwest Virginia and Northern Virginia. National defense is important to Virginia, not only philosophically but economically as well. A large part of Virginia's work force is employed in defense-related industries, and all military services have key installations in the Commonwealth, including the Pentagon. The Senate Commerce Committee to which I have been appointed, is, among many matters, involved in merchant marine and maritime subjects, the fishing industry, navigation, tourism and coastal zone management, which are major elements of Virginia's economy and keys to its future. I am fortunate also to have been appointed to the Senate's Armed Services Committee, a body having jurisdiction over a very broad range of matters of concern and interest to our state. "We look to Virginia for examples," John Adams wrote, and Virginians still provide them. on John W. Warner U.S. Senator Commonwealth of Virginia �Virginia *City Editor-in-Chief Editor Editorial Assistant Advertising Manager Financial Secretary VML President The official publication of the Virginia Municipal League Richard L. DeCair M A R C H , 1979 V O L U M E 14 NUMBER 3 Charlotte Kingery Margaret A. Nichols John S. Ziolkowski, Jr. 4 THE PROPERTY TAX DILEMMA "Realizing the property tax is a problem, we have been seeking alternative resources." 8 ANSWERING THE NEEDS OF POTENTIAL PUBLIC ADMINISTRATORS "Effective management of government requires a specific professional education." Sandra Harmon lessie M. Rattley Officers: First Vice President, Gus W. Nicks; Second Vice President, Roy H. Erickson; Third Vice President, Harold S. Atkinson; and Fourth Vice President, Raynnond F. Ratcliffe. Executive Committee: Richard A. Farrier, Francis T. West, Richard J. Davis, Charles A. Robinson, |r. Mary Sherwood Holt, Jane L. Hough and Ann H. Kilgore. 10 H U D FUNDS FOR LOCALITIES "A look at the Small Cities Community Development Block Grant and Urban Development Action Grant." 17 H O W N O T T O HAVE A CIVIL " T h e Sunbelt-Frostbelt Issue." WAR DEPARTMENTS TELEPHONE 804/649-8471 2 Editorial 6 People 12 Affiliates 15 Commentary 16 Places 19 Marketplace 21-23 Directories 23 Ideas Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. O N THE COVER: Photograph of the Capital Building is courtesy of the Virginia State Library. U o8 V I R G I N I A T O W N & C I T Y (ISSN0042-6784) is the only official magazine of the Virginia Municipal League (formerly the League of Virginia M u nicipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. All contents, copyright 1979 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA T O W N & CITY or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per copy. a > �THE PROPERTY TAX DILEMMA by The VML Task Force Tax and expenditure limitations have become part of a trend created by taxpayers to reduce so called tax burdens, and eliminate what are perceived to be unnecessary expenditures. The prevailing myth of fat in local government must be addressed, and if there is fat in some localities, we must be prepared to react. The Virginia Municipal League is in agreement with many taxpayer groups concerning property tax relief. Recognizing that the property tax is a problem and contains many inequities, we have been seeking alternative revenue resources which would provide relief to the property taxpayer, and also provide funds to local government. In order for us to respond to the limitation movement, we must get our facts together and have our alternatives ready. Prior to the 1978 General Assembly Session, the League had included alternative revenue resources in its legislative program such as a local income surtax and a local sales tax. The State has been adamant about keeping these revenue resources as exclusive tax resources for the State, thereby forcing local governments in Virginia to depend almost entirely on the property tax. In fact, the property tax is the only major local tax which has not been capped. Because the VML has been actively seeking alternative revenue resources to provide relief from the property tax, it has been viewed as a proponent of higher taxes rather than a good government organization. We can respond to this misconception by supporting "good government" changes. PROMOTE EQUITABLE ASSESSMENT OF REAL ESTATE One way we can accomplish this is to promote precise and equitable assessment of real estate. Local tax rates in Virginia vary greatly and these differing rates are partially the result of differences in assessments. The State has mandated the 100 percent assessment of real property. If all communities strive for 100 percent or as close to 100 percent assessment as practical, the true rates in some localities will go down, reducing the variance in tax rates. The larger urban localities, however, which have the higher tax rates also have professional assessments and are close to the 100 percent evaluation. Some property owners This article was adapted from the discussion of the first VML Task Force meeting held In January. will suffer as a result of having been under assessed; however, the rate of taxation can be reduced as the assessed values are increased. For example, the City of Richmond has reduced its rates six times in the last 10 years. Additionally, the closer a locality is to 100 percent assessment, the more effective it can be in winning appeals against the assessments. Another approach to making the property tax more equitable would be a standardization of tax exemptions. The property tax produces an inordinate burden on individuals who are on fixed incomes. However, providing tax exemptions for individuals in this group is a social service and should be funded as such. This would be a major tax reform if standards were set and fully funded by the State. The Revenue Resources and Economic Commission has recommended that a property tax deferral rotating fund be set up whereby an elderly home owner may defer payment of property taxes above the level paid at age 65 until the settling of the estate. The State would pay the deferral to the locality until the estate is settled, at which time the money would be returned to the State fund. This is impractical because it is unpopular with those eligible for the deferral. In essence, eligible property owners borrow against their estate, thus placing the obligation on their heirs. REALIGN RESPONSIBILITY BETWEEN STATE/LOCAL GOVERNMENT A realignment of responsibility and authority between State and local government addressing the question of which level should provide and fund which services, is another way to reduce the burden on the property tax. There are services which are State-mandated but not fully State funded, and there are also services which are controlled by the State or federal government but are completely or partially funded at the local level. Services should be funded by the level of government which has control. On the brighter side, the Virginia General Assembly has shown concern over mandating costs to local governments; however, this could be enhanced by requiring fiscal impact statements for any legislation placing a mandate on local government. Equitable distribution of State aid to localities could reduce the property tax burden in those localities not receiving an equitable share. In fact, those localities with high property tax rates are also those localities which are adversely affected by the inequitable distribution of State aid in its present form. Education is the largest budget item in all localities in the State, often amounting to at least 50 percent of the total budget. In addition, it is also the largest category of State aid, comprising 64 percent of the total State aid to localities. Personal income is a factor used in determining the locality's ability to pay, but a locality is unable to tax personal income. The cost of the standards of quality, which is a State mandate, is closer to $1,300 than to the $901 now set by the State. Setting a more realistic figure for the cost of standards of quality is an important factor towards full funding of State mandates. There are many inequities in State funds received by cities and towns versus rural counties. Streets and roads are maintained by the State in counties �whereas street maintenance is only partially funded in cities. Police departments are not funded in cities and towns, and those in urban counties having police departments, whereas sheriffs' departments are funded up to two thirds by the State. There are many inequities of this nature but they are not all limited to urban versus rural issues. There will always be a scarcity of resources; therefore, the issue of distributing funds in the most equitable way possible is important. WORK WITH SPECIAL INTEREST GROUPS Local elected officials must become cognizant of and responsible to the problem of programs of special interest groups versus the taxpayers in general; however, these are often overlapping. This issue was addressed by Tom Moody, Past President of the National League of Cities, when he spoke of the "new immaturity". Moody stated that those groups demanding tax and expenditure limitations ironically fought against any spending cuts in programs they support. People are angry about taxes but expect the same services for less money. It must be admitted that there are some examples of waste and inefficiencies in Virginia's local governments. This problem could be approached by emphasizing the VML as a good government organization and offering member localities ways of improving efficiency and effectiveness in government. For example, the League has created such an incentive by awarding localities for programs which promote efficiency and effectiveness in local government. Tax and expenditure limitations are at least partially a backlash from the 1960's approach to government spending and special programs. This backlash is taking the form of a conservative movement with an emphasis on cutting back social services and is generally beyond local control. Yet much of the movement for tax and expenditure limitations is directed towards local governments. Many groups are lining up behind proposals by taxpayer groups, such as local chambers of commerce, the State Chamber of Commerce and other business groups. These associations may not have a great deal of strength individually but the movement is growing. In addition to responding to taxpayer groups, we need to develop a general strategy to deal with groups and individuals who call even bare-bones programs wasteful. Strictly on a local level, the issue of the quality and quantity of services demanded and the ability of localities to pay must be addressed. The general feeling is that there will be a tax or expenditure lid of some type; therefore, we need to lessen the damage. First, we should point out the desirability of permitting citizens in various localities to request different levels of services and maintaining diversity between local governments. There is no need to develop a 100 percent solution for a problem that may be isolated in nature. It would be difficult for the VML task force on the property tax to draft a meaningful statement that covers all potential tax and expenditure limitation proposals that may arise; consequently, we must observe caution and watch the process in Virginia and other states. Second, we need to study the result of the actions taken in other states and be willing to study new tax and expenditure limitation proposals. Third, we should work with the groups proposing lids. This includes the possibility of adding State legislators, private citizens and members of taxpayer groups to the task force. W e must reiterate that we have been pleading for alternative revenue resources without success, and a tax expenditure limitation may require the State to take over some services. Decisions must be made as to which programs localities would give up if it becomes necessary. The public and State legislators should be cautioned that when services are taken over by a higher level of government they often cost more. But if this is necessary, the most logical programs to give up would be those that localities have little control over, such as the courts, health and welfare. In summary, the task force will review alternative revenue resources to lessen the burden of property taxes. Assessing property at 100 percent, standardizing tax exemptions, realigning the area of responsibility between State and local governments and pursuing a more equitable distribution of State aid to localities are areas the task force will explore. Additionally, the task force hopes to assist local officials in responding to taxpayer associations and other citizen groups. DANVILLE RECREATION AND PARKS AWARDED At the State Convention of the Virginia Recreation and Parks Society held recently, the Danville Recreation and Parks Department was the recipient of the best youth program award for its Outdoor Adventure Program. The Outdoor Adventure Program began in Danville on June 20, 1977 under the direction of Ford Alexander, currently State Director for the Young Adult Conservation Corps; it has continued under the leadership of Jim Stutts and Pete Haislip. The award was based on all aspects of the Outdoor Adventure Program, including the new addition that is funded through the Division of Justice and Crime Prevention. T O L L (Total Outdoor Living Experience) is designed to give youth an alternative to crime by placing them in situations where they must learn to work with and depend on each other. TOLE is the only program of its kind in Virginia operated through a municipal parks and recreation department. Also honored at the State Convention was John B. Gilstrap, Director of Danville's Recreation and Parks Department, who was elected president of the Virginia Society. U Z O I- < �People Scanlan Resigns JOHN D. SCANLAN, Falls C h u r c h councilman since July, 1976, resigned his post on January 3 1 . Scanlan, a veteran with the State Department, has been assigned to the American Embassy in Belgrade, Yugoslavia as deputy to the Ambassador. Prior to his appointment in Yugoslavia, Councilman Scanlan was deputy director for Europe of the International Communications Agency and he is a specialist in Eastern European Affairs. McGovern Appointed WILLIAM L. McGOVERN w a s appointed to director of public works of Manassas Park. He is a registered professional engineer with a graduate degree in engineering administration. McGovern will be directly responsible for engineering activities and administration of the Departments of Public Works and Water and Sewer. Richmond Appointed Deese R i c h m o n d City C o u n c i l appointed MANUEL DEESE City Manager. Deese had previously served as acting city manager. A graduate of Morgan State College, he also holds a graduate degree from American University. His background includes being a policy analyst for the National League of Cities and assistant to the city manager in A l e x a n d r i a . In 1974, he was appointed assistant city manager for Richmond until his appointment as acting city manager in October, 1978. New Quantico Mayor Quantico Town Council elected busin e s s m a n T. A. "PHIL" CIANNOPOULOS as mayor to succeed DeRonda Wilkinson, Wilkinson, first elected mayor in 1976 and reelected in 1978, resigned because he and his family plan to relocate. Giannopoulos previously served as chairman of the planning commission. Mrs. Wake Appointed R i c h m o n d City C o u n c i l appointed MRS. CAROLYN C. WAKE as the governing body's newest member. She fills the vacancy left by former councilman William G o l d i n g . A native of Richmond, Mrs. Wake is a graduate of Madison College (now James Madison University) and serves as vice president of the Alumni Board for the University. She is a partner in the family business, Tom Brown Hardware and Home Center, Inc., and has been active in civic and church work. Davis Gets Top Post Portsmouth mayor RICHARD j . DAVIS was elected chairman of the Virginia Democratic Party. A native of Portsmouth, he is a graduate of the College of William and Mary and the University of Virginia Law School. Elected mayor in 1976, Davis also serves on the Virginia Municipal League Executive Committee. Hammer Named Stanley T o w n Council named MIKE HAMMER to Town superintendent of w a t e r and s e w e r w o r k s . A f o r m e r teacher. Hammer will supervise water and sewer projects as well as be res p o n s i b l e for o b t a i n i n g grants for funding and construction. Manager Appointed U o8 Z O I- < T h e Purcellville T o w n C o u n c i l appointed SAMUEL EDMONDSON to the post of town manager. A native of Purcellville, Edmondson is a retired revenue officer of the Internal Revenue Service and had served 26 years with the IRS. Edmondson succeeds Wayne G . Reed, w h o is now Buena Vista's city manager. ^ ^ a l l (804) 220-2250, collect, to book meeting space i n Williamsburg's most complete conference facility. Presenting the 10,000 square foot Fort Magruder Conference Center, Williamsburg, Virginia. Halfway between T h e Restored Area and Busch Gardens. There's a cheerful hello (and a lot of old-fashioned help) awaiting your call. Asbury Named by Radford ROBERT p. ASBURY became Radford's city manager last month. A former resident of Radford, he served as assistant superintendent of the Utility Department and later superintendent from 1963-1967. Prior to his new position in Radford, Asbury was also city manager of Mount Holly, North Carolina and most recently, Elizabethton, Tennessee. He holds a degree from Virginia Polytechnic Institute and State University. CoitfeteiK^Center, WiOiamsbtDfli Artist s rondefing of our 10.000 square tool Conference Center Route 60 East between The Restored Area and Busch Gardens. �Norman Resigns as Manager L y n c h b u r g c i t y m a n a g e r DAVID B. NORMAN resigned his post o n February 2 w h i c h e n d e d m o r e than eight years of service as Lynchburg's top a d m i n i s t r a t o r . N o r m a n is n o w t h e V i r g i n i a d i r e c t o r of t h e M a n a g e m e n t I m provement Corporation of America ( M I C A ) , a private municipal consulting firm. A g r a d u a t e o f t h e U n i v e r s i t y o f Mississippi, N o r m a n also holds a graduate degree f r o m Florida State. H e has s e r v e d a s a s s i s t a n t city m a n a g e r o f Ferg u s o n , Missouri a n d Virginia Beach, and manager of C a n t o n , North C a r o l i n a a n d N o r t o n . In 1 9 7 6 , t h e International City Management Association a w a r d e d N o r m a n t h e C l a r e n c e E. R i d ley I n - S e r v i c e T r a i n i n g a w a r d . H e a l s o s e r v e d as a n e x e c u t i v e c o m m i t t e e m a n with the Virginia Section, International C i t y M a n a g e m e n t A s s o c i a t i o n . E. A l l e n "Sonny" Cuiverhouse was named interim city manager f o l l o w i n g Norman's resignation. Moore To Head Agency V i r g i n i a B e a c h C i t y M a n a g e r G e o r g e L. H a n b u r y a p p o i n t e d B E N MOORE to the n e w l y created post of director of community development. Moore, a veteran of minority assistance efforts in t h e T i d e w a t e r a r e a , is a f o r m e r e x e c utive director of t h e Tidewater Area Minority Contractors Association, and also headed the City's Clean C o m m u nity p r o g r a m . Leo Jackson Dies F o r m e r D u b l i n m a y o r H. LEO lACKSON d i e d D e c e m b e r 2 3 f o l l o w i n g a l o n g i l l n e s s . H e h a d s e r v e d a s m a y o r in D u b l i n f r o m 1968 u n t i l A u g u s t 1978 w h e n h e resigned because of health r e a s o n s . J a c k s o n w a s a n a t i v e of C h i l howie a n d had been employed by a local coal c o m p a n y . T h e Virginia M u nicipal League extends sincere sympathy to L e o Jackson's wife a n d to t h e T o w n of Dublin. Gibson Named ALFRED N. C / B S O N w a s n a m e d a c t i n g a u d i t o r f o r t h e C i t y o f N o r f o l k . Prior t o his a p p o i n t m e n t h e w a s e x e c u t i v e s e c retary of t h e Norfolk City E m p l o y e e s Retirement System. Gibson w a s Roan o k e City auditor a n d finance director before h e resigned a n d m o v e d to Norf o l k in 1976. H e h a d s e r v e d 2 9 y e a r s w i t h R o a n o k e . G i b s o n w a s n a m e d acting director following t h e resignation of F r a n k l i n R o s e n . Olin Cook Retires OLIN K. COOK, water superintendent f o r t h e C i t y o f W a y n e s b o r o , retired January 1. C o o k had served approxim a t e l y 31 y e a r s w i t h t h e C i t y ' s D e p a r t m e n t of Public W o r k s , beginning his s e r v i c e o n J a n u a r y 1 , 1947. C o o k h a d served t h e past ten years as water s u perintendent. Pennino Reelected Fairfax C o u n t y s u p e r v i s o r MARTHA V. PENNINO began h e r second term as p r e s i d e n t of t h e M e t r o W a s h i n g t o n C o u n c i l of G o v e r n m e n t s . P e n n i n o also s e r v e s a s v i c e c h a i r m a n o f t h e Fairfax County Board. Suffolk Appoints THOMAS G. HINES, a retired U.S. A r m y aviator, b e c a m e Suffolk's n e w public w o r k s department director o n January 1 . Prior to his a p p o i n t m e n t he w a s a life i n s u r a n c e s a l e s m a n . H e s u c c e e d s F e n t o n J o r d o n as p u b l i c w o r k s director. Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . KOENEN (212-558-3180) B E N E D I C T T . MARINO ( 2 1 2 - 5 5 8 - 2 8 4 0 ) L E E K . B A R B A (212-558-2168) R O B E R T M . BROWN, I I I ( 2 1 2 - 5 5 8 - 3 3 5 6 ) T O M E . G R E E N E I I I (212-558-2680) MARSHALI. LANCASTER ( 2 1 2 - 5 5 8 - 2 1 6 6 ) W . PATRICK M C M U L L A N (212-558-3174) RICHARD J . ZANARD ( 2 1 2 - 5 5 8 - 3 1 8 2 ) Lehman Brothers Kuhn Loeb Incorporated NEW YORK • ATLANTA HOUSTON • LOS ANGELES • BOSTON • CHICAGO SAN FRANCISCO • LONDON • DALLAS TOKYO �ANSWERING THE NEEDS OF POTENTIAL PUBLIC ADMINISTRATORS by Leigh E. Grosenick During the past ten years a quiet revolution has taken place in the teaching of public administration, in the type of student who pursues a MPA (Master of Public Administration), the faculty and the classroom instruction. This educational change is turning out competent public service managers who can contribute immediately rather than after several years of being "trained on the job". The new graduates are demonstrating an attitude of professional service to the citizen, and moreover, their professional education has been flavored with an ethic of public responsibility for their actions and decisions. TEACHING IMPROVEMENTS Since 1924, when Syracuse University offered the first graduate program in public administration until the mid 1960s, graduate education in public administration was highly theoretical and general. One year of full-time graduate study was required and students studied governmental institutions, public sector economics and administrative law. They were chosen for advanced studies because of high undergraduate grades and top examination scores, and generally were young and inexperienced. Public managers wanted "bright people" who could be trained on the job. But unfortunately for potential public administrators, there were many bright individuals who were educated in economics, law, business administration, sociology or philosophy; any of whom could be trained on the job, and successfully compete for public sector jobs. This left public administration graduate students with little to contribute educationally for governmental management employment. THE STUDENT OF THE 1970s Changes in the graduate students have made an impact in the trend toward greater professionalism in public service education. Where students enrolled in graduate programs were once dominated by the young college graduate, we now find the majority of graduate students are governmental employees with five or more years of experience, individuals seeking second career opportunities and many who hold responsible public sector positions. The student who ABOUT THE AUTHOR Dr. Leigh E. Grosenick is Chairman of the Department of Public Administration, Virginia Commonwealth University. has had some experience has a good idea of what his or her education shortcomings are; in addition, the student knows what is important if he or she is to succeed as a public manager and, consequently, demands a more professional education than does the youngster who is content to argue theory for a year. Additionally, more students now have average grades in undergraduate school and their test scores are lower but maturity, drive and direction more than make up the difference. Because this student probably works full-time, has family responsibilities and professional duties, he or she is better organized. Naturally, this type of student tends to be more demanding of the instructional staff and the institution while seeking a graduate degree. Individuals who hold one advanced degree add another dimension to today's student body. Increasingly, persons with Masters' degrees in social work, education, urban and regional planning and other professions are enrolling in public administration programs. This trend reflects the fact that specialists and technicians often rise to a supervisory or management level because of their technical expertise. Once they arrive, however, they find themselves truly unprepared for the responsibilities of management. Many have discovered that the "quick fix" of government management—the three day training session in "how to supervise," or "how to prepare a budget" or "how to handle a grievance" simply does not prepare them for long term management responsibility. They realize that the effective management of governmental programs requires a specific professional education. PUBLIC MANAGEMENT FACULTY During its formative years graduate education in public administration tended to be the responsibility of a political science or economics department. Instructional staff held Ph.D.s in these disciplines, taught theory and institutions and seldom left academe except to do off-campus research. This type of individual, while competent in a discipline, has not added much to the new professionalism in public administration education. Today, the trends indicate that the effective public teacher is a "pracademic," an individual who carries the necessary educational credentials into the classroom, and who has had substantial executive-level public service experience. Individuals who have had both the academic training and the public service experience tend to be most effective with the students. Those students who are working relate better to the teacher who has had public service management responsibilities. Younger students feel that the professor's practical experience will show them what is important. On the other hand, the instructor has experienced the frustration of getting things done, of attempting to fit square pegs into round holes which enables him to indicate to the student how he can best benefit from an education. The importance of the experience factor for faculty is best shown by the number of governmental fellowship programs that allow instructors, without direct management experience, to take time off to work for a governmental agency. �Adjunct faculty, professional public administrators who teach one course a term, are another valuable element of professional public administration education. Most graduate schools will employ a number of adjunct faculty to teach special courses. The increasing use of practicing public service executives as teachers is a further indication of the new professionalization of the discipline. Like attorneys and doctors who dominate the teaching of law and medicine, the influence of the public executive is being felt in the classroom. Financing Public Power Requirements INSTRUCTIONAL AVAILABILITY Similar to the factors discussed above, changes in the availability of instruction have also contributed to the new professionalization of the public administration curriculum. No longer is it necessary to take time from work to enroll since most schools offer graduate classes during evening hours or in concentrated formats on weekends. This allows the working individual to attend classes outside of a working schedule and benefits both the employee and the public agency. Although it may take the individual several years to complete a curriculum, the availability of graduate programs on an evening-weekend basis is an additional positive indicator of the intentions of Virginia's institutions of higher education to provide a quality education to those in public work. ^First Boston T h e First B o s t o n C o r p o r a t i o n 20 EXCHANGE PLACE NEW YORK, N.Y. 10005 (212) 825-2000 GRIFFIN® Ductile Iron Pipe for water and sewer installations M.IUJMI D U C T I U E IRON U z O I< CAST IRON SOIL PIPE & FITTINGS GRIFFIN PIPE PRODUCTS CO. z o . /\insted BOX 740 • LYNCHBURG, VIRGINIA 24505 • 804-845-8021 > r 9 �The U.S. Department of Housing and Urban Development is often thought of as the arm of the Federal government whose primary if not total concentration is on the nation's larger cities. Certainly, the seriousness of the problem in major urban centers calls for financial effort on HUD's part. The problems of Philadelphia and Washington, D.C., however, are no more difficult for the residents of those cities than the problems of Radford or Charlottesville citiz e n s . W h i l e H U D does have a number of programs which focus on large cities, there are two specifically aimed at assisting small cities and towns. These are the Small Cities Community Development Block Grant and Urban Development Action Grant. The Community Development Block Grants are made to small cities on a competitive basis. Unlike its sister program for large cities which provides funding according to a set formula, the small cities program offers dollars to those eligible towns w h i c h develop the best proposals on how the money will be spent. H U D allocates a lump sum to a particular state each year and then notifies town officials of the availability of the funds with an invitation to submit requests for funding specific projects. All proposals are then reviewed by the H U D field office in whose jurisdiction the towns are located, and a decision is made as to which proposals will be funded. u z O I- < In selecting the recipient cities, H U D first considers the characteristics of the project, such as its impact on low and moderate-income families and the capacity of the local government to carry out the work. The second consideration involves the characteristics of the community itself such as poverty l e v e l , u n e m p l o y m e n t rate and housing conditions. In Fiscal Year 1978, Virginia received about 13 million dollars in Small Cities Community Development funding which was spread among 34 cities and counties. The o ABOUT THE AUTHOR 10 John Forte is the Communications Officer for the Mid-Atlantic Regional Office for H U D . HUD FUNDS FOR LOCALITIES By John Forte grants ranged from $50 thousand to the Town of Pulaski for a sewer line extension, to $1 million to H a r r i s o n b u r g for h o u s i n g improvements and rehabilitation, and commercial revitalization. The H U D Area Office in Richmond is now receiving proposals from cities and towns for participation in this year's program. The Urban Development Action Grant program, both for large and small cities, is an economic development tool designed to bring together government, private industry and the community to fight developmental problems in distressed cities and towns. An initiative of the Carter Administration, it is a key element in the National Urban Policy and is indicative of the Federal government's commitment to encourage private investment in the cities. A town must be considered "distressed" to be eligible for an action grant. The factors used to determine eligibility are per capita income, age of h o u s i n g s t o c k , p o p u l a t i o n growth rate and poverty level. The In the Mid-Atlantic Regional Office, we feel there are other ways HUD can serve the cities and towns of Virginia. The Federal government should be a resource to local governments for getting information and cutting through red-tape. It is surprising what can be accomplished through a telephone call. If you think we can provide some assistance let us know. Regional Administrator Thomas Maloney suggests that phone calls for General assistance or information be directed to the Regional Public Affairs Office in Philadelphia (215)597-2580. For information on Local Programs, call the Richmond Area Office of HUD at (804)782-2721. In Northern Virginia, call the Washington, D.C. Area Office at (202)673-5837. final selection of the recipient is based on relative distress and a number of other factors. Among these are: —the impact of the project on low and m o d e r a t e - i n c o m e persons; —the type and extent of private sector financial involvement; and — t h e n u m b e r of p e r m a n e n t jobs created or retained. Last year, H U D made $95.7 million available in Small Cities Action Grants to 105 localities for 109 projects. This amount, coupled with a commitment of $818 million from the private sector, will create 25,729 new jobs, continue 3,141 existing jobs and generate 14,224 jobs for construction workers. In Virginia, grants were made to Martinsville and Suffolk in 1978. Martinsville received a $3 million action grant to expand its water system. This will enable five major firms from textile, furniture and housing industries to add to their existing facilities. The expansion of these businesses would have been impossible without the H U D dollars because of the inadequacy of the existing water system. The total effort involves a $19 million dollar commitment from private industry, and will create 1,100 new permanent jobs for low and moderate-income people, and 180 construction jobs. The City of Suffolk will use $1.5 million in action grant funds to construct an access road that allows traffic to bypass the congested downtown area en route to a nearby industrial park. The H U D funds will generate over $23 million dollars in private investment for construction and renovation of industrial plants which will in turn create 91 new jobs, retain 90 existing positions and provide work for 1,732 construction workers. The federal dollars going to Virginia municipalities should go far in meeting some of the critical needs of communities. However, these federal dollars are limited. With President Carter's commitment to fight inflation and keep down the cost of government, we need to develop ways to get more from our tax dollars. In selecting projects to be funded, H U D will be looking closely at the cost-effectiveness of each proposal. �Cillii^far cheapo: Wherever in the world you want to go a station-to-station call is the cPfcapest way toget there. France Italy Germany lapan Australia riiilippines United Kingdom station-to-station Person-to-person $6/5 $|2JD0 $9,00 $12.00 o8 $960 < Station rates are available to most countries of the world. "^'^^^ ^'^ a-mmule daytime rates and do not mclude tax And to some counthes you save even more when you call station-to-station on nights or Sunday For instance, if you call the United Kingdom nights or Sunday it's only $4.05. Collect calls are usually accepted only at the person-to-person rate. Telephone Company credit cards are honored for calls from the U.S. to all countries. So, when you want to be in another country on business or pleasure, O D T I U a station-to-station call is the cheapest way to get there. v^OC K l©iepnOn© u Z > 11 �VML AFFILIATED ORGANIZATIONS VA. W & M The Executive Committee of the Virginia Weights and Measures Association met November 9, 1978 to consider several important matters. Jimmy S t e w a r t , C h a i r m a n of the B y - l a w s Committee, reviewed the draft of the revised B y - l a w s . He w a s a s k e d to make several changes in the draft, and it was agreed to consider the final draft at the March meeting. It is anticipated that the proposed, new By-laws will be presented to the membership for their approval at the 1979 Conference, to be held August 5, 6 and 7, at the S h e r a t o n I n n , F r e d e r i c k s b u r g . Copies of the proposed By-laws will be sent to the members prior to the Conference. Among other items at the November meeting, the 1979 budget was approved. No increases in membership dues or Conference registration fees were made. Weights and Measures w e e k is o b s e r v e d M a r c h 1-7 by Weights and Measures officials in the U.S. It is held each year to pay tribute to the first U.S. Weights and Measures Law of 1799. VACP >U Z < z u > 12 The Executive Board of the Virginia Association of Chiefs of Police met in December and again on January 18. At the December meeting, the Board app r o v e d the 1979 b u d g e t a n d appointed Dan Balfour as the Association's legislative lobbyist for the 1979 G e n e r a l Assembly session. He will work with the staff to address those issues of interest to the V A C P . James Cotter, head of the Statewide Training Study for Virginia, appeared at the December meeting to review developments in his study. One of the proposals calls for the creation of five regional training academies in the State. It is anticipated that no action on the study will be taken until later this year. T h e 1979 V A C P C o n f e r e n c e is scheduled for Norfolk, August 26-29, at the O m n i International Hotel. VBOA The Board of Directors of the Virginia Building Officials Association met December 8, 1978. President Garland L. Moore requested a committee report concerning a proposed Housing Code Committee as part of the V B O A . The Committee will report at the next Board meeting. Leo Cantor presented proposals for d e v e l o p i n g the V B O A into an involved, viable B O C A Charter Chapter, primarily by having all B O C A members b e c o m i n g V B O A m e m b e r s through payment of a lump sum to the V B O A by the State Division of Housing. V B O A members were sent copies of the proposals for comments. T h e 1979 V B O A C o n f e r e n c e is scheduled for Virginia Beach, October 14-17, at the New Cavalier Hotel. SFCAV The Executive Committee has initiated many changes in the State Fire Chiefs Association of Virginia under President Harold E. " G e n e " Dailey's leadership. The first membership m e m o , published in December, informed members of new stationery, the creation of a new member packet and the expansion of the Annual Conference. Added features to the Annual C o n f e r e n c e in July are a memorial service and a fire safety education and equipment display. The Conference will be held at the Sheraton Inn, Harrisonburg on Thursday, July 12 - Saturday, July 14. Governor John N. Dalton signed a proclamation that designates April 4 as "Burn Prevention Through Education" day. The SFCAV joined other fire service organizations to support the move. During the General Assembly, a Legislative Bulletin was mailed to all members that included all legislation important to the fire service. Virginia B e a c h Fire C h i e f , Harry E. D i e z e l , chairs the S F C A V Legislative C o m mittee. VA. SECTION, ICMA The Executive Committee of the Virginia Section, International City Man- agement Association will meet this month to review the Annual Conference to be held April 25-27, Marriott Inn, Blacksburg. President Hugh G . Cooper will preside over the activities. Some of the topics are "Income, Estate and Personal Financial Management", " M u n i c i p a l Financial Management" and "79 Legislation". The Conference will begin on Wednesday evening with the O p e n i n g Dinner. Dr. Edwin C. Marsh, VPI & S U , is the guest speaker. O n Thursday afternoon, tennis and golf tournaments are scheduled and a visit to the City of Salem to see the Solid Waste Disposal-Energy Recovery Unit. T h e C o n f e r e n c e will adjourn Friday evening. E. Allen " S o n n y " Culverhouse is the new vice chairman of the Virginia Local Government Administrators Committee for Professional Development and Jim Lord is the new committee member. The Committee met January 24 to consider the training needs of city, town and county managers. A conference, for chief administrative officers and their key elected officials, was sponsored by the Committee last month at the Arlie House in Warrenton. MEPAV The Annual Conference of the Municipal Electric Power Association will be held on April 11-13 at the Marriott Inn in Blacksburg. President Robert I. Corekin serves as program planner. Speakers include Frederick H. Ritts, C o u n s e l l o r at L a w , N o r t h c u t t Ely speaking on the energy bill and Dr. Leonard Grisby, Professor, VPI & S U , discussing energy research. A tour of the Electric Engineering facilities at VPI & SU is scheduled for Thursday afternoon and a panel discussion of Association goals will be held during the Thursday morning breakfast. ORDINANCE CODIFICATION Looseleaf Supplement Service M U N I C I P A L CODE CORPORATION p. O. Sex 3235 TALLAHASSEE, FLORIDA 32304 Tchphen* (*04) S7t-3I71 > Full time law editorial staff now serving over 1,500 cities and counties in 46 states, including 32 in Virginia. • Prompt Looseleaf Supplement Service30-60-90-Day Schedule. �74th ANNUAL VML CONFERENCE ROANOKE. There's no better way to make progress than by meeting together. The meeting for municipal progress in Virginia this year is the 74th Annual Conference of the Virginia Municipal League, September 23 through 25 at the Civic Center in Roanoke. The attendees will gather to discuss issues, form policy, and review products and services. Mayors, Councilmembers, appointed officials, firms in the municipal market plan to attend. Will your be there? Will you have the opportunity to profit from Virginia's largest gathering of municipal officials? Make your plans now! �I VIRGINIA MUNICIPAL. L E A G U E ACHIEVEMENT AWARDS PROGRAM The Award Recognizing that localities in the Commonwealth strive towards Improving municipal service, the Virginia Municipal League, through the Achievement Awards, wishes to honor these endeavors. The entry for a given award should be Innovative and structured to meet specific needs and desires of your locality. Eligibility Any member locality, town, city or urban county, is eligible to enter the VML Achievement Awards Program. Categories Twelve awards are available—six for towns and six for cities and counties (one award for each group, in each of the six areas that parallel the VML policy committees). The categories are the following: —Community Development (housing and urban renewal) —Effective Government (finances, management, training programs) —Environmental Quality (water quality, local planning and land use, energy use, solid waste management) —Human Resources (child care programs, health care, alcohol and mental health programs, recreational services, education) —Public Safety (court system, fire and rescue services, emergency preparedness, law enforcement) —Transportation (streets and roads improvement, public transportation systems, bicycle ways, transportation of the handicapped) Criteria for Judging Entries U judging The entries will be judged by a special committee whose members are selected for their expertise in the area of the awards. Presentation of Awards Awards will be announced in September and appropriate recognition will be given to each recipient during the VML Conference Opening Session. In addition, the awards will be highlighted in the Conference issue of V I R G I N I A T O W N & CITY magazine. How to Enter Each entry must be preceded by an application form, due by March 30, 1979. Localities may enter all six categories but may only have one entry In a given category. All entries must be received by the Virginia Municipal League, P.O. Box 753, Richmond, Virginia 23206, no later than April 27, 1979. It is our hope that you will support this program and take this opportunity to be recognized for outstanding municipal service. Z < Z o > 14 —Maximum six double-spaced typed pages to explain the entry —Maximum 3 pages of appendices, charts, etc. — U s e of black and white photographs —LJse of camera ready graphs, charts and architects' renditions, etc. —All entries must have 3 copies of all visual materials —All entries must be signed by the chief elected official (mayor, board chairman) �Commentary REFORMING WELFARE By Timothy G . O'Rourke, Institute of Government, University of Virginia In testimony before a House subcommittee in 1977, the Secretary of Health, Education, and Welfare, Joseph A. Califano, criticized the current welfare sytem as inadequate, unfair, anti-work, anti-family and administratively chaotic. Data on the operation of the present system clearly sustain these criticisms. Although federal, state and local income assistance programs (not including Social Security) spent, in benefits and administrative costs, almost $1700 per person below the federal poverty line in 1977, the current organization of the welfare system tends to undermine both the adequacy and fairness of public assistance expenditures. A major source of inequality is the discretion exercised by states over benefit levels and coverage in a federallysupported program. Aid to Families with Dependent Children ( A F D C ) . In 1978 New York paid $373 monthly to the average A F D C family, while Virginia and Mississippi paid $191 and $47, respectively. The wide variation among the states in A F D C benefit levels is compounded by the fact that twenty-six states provide A F D C to both male-headed (intact) and female-headed families, while twentyfour states, including Virginia, limit A F D C to female-headed families. Apart from interstate differences in welfare administration, the multiplicity and inconsistency of welfare programs lead to inequities. For instance, the system discriminates against the working poor since A F D C , Supplemental Security Income (SSI), Medicaid and state-local general assistance are directed primarily to the non-working poor. An exception to this pattern is the Food Stamp program, which covers both the working and nonworking poor. Significantly, many poor families benefit from several welfare programs, while others may benefit from only one or even none. Considerable evidence supports the charge that the current system is antiwork. Secretary Califano cited the case of a two-parent family of four covered by A F D C in O h i o . By doubling his work effort from twenty to forty hours per week, the father would suffer a net loss of income since his additional earnings would disqualify his family for A F D C and Medicaid. The "notch effect"—earning more money but suffering a reduced income through loss of benefits—obviously discourages greater work effort by welfare recipients. Paradoxically, work incentive provisions applicable to A F D C recipients a l l o w s s o m e to earn i n c o m e beyond the cut-off level for benefits, thereby leaving A F D C recipients better off than non-AFDC families with comparable earnings. T h e i n e q u i t i e s a n d w o r k disincentives apparent in the present welfare system might be reduced or e l i m i n a t e d by the a d o p t i o n of a national negative income tax (NIT) applicable to both the working and nonworking poor. The various components of the present system would be absorbed into a uniform federallyfunded structure in order to create an administratively simpler system, free of the inequities in coverage caused by present fragmentation of programs. The NIT would guarantee a minimum income to a family with no earnings. As the family's earnings increased, the federal subsidy would be reduced by only a fraction of the earnings. Therefore, the family would be better off working than not working. system with effective work incentives is equaled by the problem of devising a welfare system that is not anti-family. The present system is anti-family, though not for the reasons usually cited. Critics of the current system, including Secretary Califano, argue that the limitation of A F D C benefits to female-headed families in twenty-four states encourages fathers to desert their families. Yet there is little evidence to sustain this claim. Gilbert Steiner observed that the number of A F D C desertion cases generally grew no faster in those states limiting A F D C to f e m a l e - h e a d e d families than in those states covering intact families. A recent study of California determined that at least one-fifth of the families enrolled in the Unemployed Father segment of A F D C eventually transfer to the basic A F D C program covering f e m a l e - h e a d e d f a m i l i e s . O t h e r research indicates that high A F D C payments, in general, are associated with marital dissolution. The Seattle-Denver income maintenance experiments f o u n d that the rate of marital dissolution in recipient families exceeded that for comparable non-recipient families. Apparently, welfare raises the likelihood of family break-up by decreasing the dependence of the wife and children on the father; welfare makes separation affordable. Whatever the intuitive appeal of the N I T , however, HEW-funded experiments in Seattle and Denver over the past eight years indicate that the NIT discourages work. Estimates based on the Seattle and Denver tests suggest that a nationwide NIT would lead to an estimated 10 to 21 percent decrease in work effort in intact families receiving benefits, and a 6 to 15 percent decrease for female-headed families receiving benefits. Test indications shows that raising the minimum income guarantee further reduces work efforts and emphasizes the apparent incompatibility of providing adequate benefits and maintaining incentives to work. This problem is also evident in the operation of the current welfare system. Research shows, for instance, that A F D C mothers are more likely to work in low-benefit states than in high-benefit states. Reconciling the goals of adequate benefits and work incentives may be possible, but only at the expense of other objectives in welfare policy. The difficulty of creating a welfare The fact that anti-work and antifamily inducements operate under both present and proposed welfare systems provides a crucial insight into the frequent pressure for welfare reform and the inability of government to accomplish this reform. Welfare policy inevitably must strike a balance between nearly irreconcilable objectives, such as adequate benefits and work incentives, for example, or administrative simplicity and work requirements. Defects such as the inc e n t i v e for family d i s s o l u t i o n are almost inescapable in shaping welfare policy. Thus, virtually any welfare reform might raise as many problems as it would solve. This fact might render welfare reform politically impossible, except that many states see welfare reform in terms of federal fiscal relief. However, because at least one-third of such relief would probably go to only two states (California and New York), even the promise of new federal aid may not generate enough support for reform to succeed. U Z O < a 1^ �Places R O C K Y M O U N T — T o w n Council adopted a resolution authorizing Mayor Allen O. Woody, Jr. to seek up to $1 m i l l i o n u n d e r the I m m i n e n t Threat Grant money available from the Department of Housing and Urban Development to defray the cost of building a water treatment plant. The Imminent Threat Grant is available to small cities and counties on a limited basis. Rocky Mount has already received $2.8 million from the Farmers Home Administration for the plant. ALTAVISTA — T o w n manager Stanley Goldsmith reported that the Town has been allocated $1,100 in a Community Development Block grant to aid in its litter control program, making a significant increase over last year's $200 share of a county block grant. Goldsmith also saluted merchants and citizens of the T o w n for their cooperative spirit in connection with the Town's clean-up program. FALLS C H U R C H — C i t y Council voted to approve a proposal to apply to the Department of Housing and Urban Development ( H U D ) for $135,000 in r e h a b i l i t a t i o n f u n d s to renovate a house to serve as a group home for mentally handicapped adults. BRISTOL—The Bristol Public Library has been awarded a grant from the Virginia Foundation for Humanities and Public Policy to hold panel discussions about the past, present and future of downtown areas in American cities. T h e site of one of the discussions is the council chambers and the presentation will be directed to local businesses and government leaders. M t is oiir biaslness at CP&P to u a d e r s t a n d a n d meet the needs a n d reqtxirements of the construction indijstry. That is w h y we have developed the capabUities to manufacture concrete pipe a n d manholes to a l l sizes a n d specifications. Concrete Pipe & Products Company, Inc. P.O. Box, 12S3, Richmond,VA23209 (804) 233-5471 u z O I- < z u > 16 FRANKLIN —The new city hall annex is open and houses the City's Welfare Department, the Redevelopment and Housing Authority, the VPI&SU Extension Service and the offices of the City Manager, City Attorney and the Personnel department. The annex expansion was a $250,000 project financed by the Union Camp Corporation. ARLINGTON COUNTY—The County, already the holder of an AAA longterm bond rating from Moody's Investors Service, now has been recognized as an excellent financial risk for shortterm borrowers by the same institution. Moody's has announced that the County has received their investment Grade 1 (MIG 1), the highest rating given. CHESAPEAKE—City manager John T. Maxwell said that he will recommend that the Council set aside $1.2 million to guarantee the dredging of a deep water channel in the southern branch of the Elizabeth River. The U.S. Army Corps of Engineers has required the City to pay half the cost of the maintenance of the channel each year. The money would come from the City's unappropriated surplus and will not affect the present year's budget. STAUNTON —The Historic Staunton Foundation was awarded $2,000 to help develop a comprehensive plan for the future use of the Wharf Warehouse District, an area dominated by turn-of-the-century commercial and industrial buildings. T h e district is listed in the national register of historic places. FRONT ROYAL—Town Council voted to take steps to provide more recreation for school-age children. Dr. Richard A. Keller, Warren County School Superintendent, described the need for expanded recreational programs for young people, explaining that initially there would be no cost for the program. It would be federally funded and has school system and law enforcement support. Town officials will act as a filing agent for the proposed youth program that envisions a 15 percent decrease in juvenile vandalism and a 10 percent reduction in juvenile delinquency and status offender cases by 1980. �HOW NOT TO HAVE A CIVIL WAR By Brandt Ayers Massive power blocs slid smoothly into place with a noise no more grinding than a stagewhisper but there was another sound, too, the stretching of sectional interests trying to become national ones. There were men from Massachusetts and Pennsylvania, from North Carolina and Georgia, but it wasn't the Constitutional Convention. The meeting was just recently held in Atlanta. It was the annual meeting of the Southern Growth Policies Board (SGPB), but it was more than that. There were two seemingly contradictory things going on: an assembling and focusing of massive Southern political power and the staging of a summit where a peace of sorts can be declared in the Civil War between Frostbelt and Sunbelt states. Ironically, it was Southern leaders this time who wanted to avoid the gathering storm-front of Cold Civil War. The SGPB's chairman. Gov. George Busbee of Georgia, had already initiated a Boston Summit with competitive coalitions—the Northeast-Midwest Economic Advancement Coalition, the Council of Northeastern Governors and the Council for Northeast Economic Action. The summit produced agreement that the Mason-Dixon Line should not divide the sections in promoting trade and exports, agriculture, small business and smalltown growth to relieve pressure on major cities. Also, there was agreement that the staff of the competing regional organizations should try to adopt common definitions of need which become formulas for distributing federal taxdollars. But, meanwhile, the power-blocs of Fortress South were sliding into place—just in case the talks failed and Fort Sumter fired on South Carolina. The SGPB is already plugged into every governor's office and A b o u t the Author Brandt Ayers is the Editor, Anniston, Alabama. Anniston-Star, legislature from West Virginia to Florida to Oklahoma. Now it touches every city hall in the region through the various municipal leagues. This year an effort will be made to link up with congressional delegations and each courthouse through the County Commissioner's Association. This unified and focused Southern Leviathan is made more effective because competing powerblocs are diffused. The NortheastMidwest congressional caucus, the Northeastern governors and the private Northeast Council have separate staff, meetings and agendas. All of this was reported to another gathering of Southerners, men and women who came to the house we built at Booger Hollow, on the outskirts of Anniston, Alabama to tell tall tales and to reflect soberly on their nation and their region, in that order. They came from the highest levels of the State Department and from the statehouses where some of them are organizing new state administrations. They appreciate power because each one knows that domestic factions, like sovereign states, are only interested in negotiating with adversaries who can wage war effectively. But the talk which stretched into Sunday afternoon boiled down to a uniquely moral and American admonition: power is ugly unless it is used for good purposes. They called us back to the original purpose of the Southern Growth Policies Board. It came together out of a recognition that Southern growth was unbalanced. Our rural areas, and the countyseat towns that service them, were becoming an American Sinai desert. Large areas of our cities were becoming refugee camps for our own stateless Palestinians. That job is not only unfinished, it is yet to be begun. No Southern governor has proposed strategies to deal with it and, consequently, no legislature in the South has enacted a growth policy. if Southern leaders need to be reminded what they started out to do, then Northern and Midwestern leaders should be admonished to find an affirmative purpose for their coalitions. They formed for essentially defensive purposes—to stop what they perceived as a Southern rip-off of population, industries and tax dollars. There is a thicket of shared and related national problems made up of urban blight and rural stagnation. Northern and Southern leaders searching blindly in the bush have seized the same animal. How silly and unhappy they both will be if they find out they have been struggling to gain control not of a rabbit but a skunk. At the Boston Summit, Southern leaders made a start on the task of clearing the national thicket of economic problems. It will take the North and South together to finish the job. U z CAPITAL EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD • RICHMOND, VIRGINIA 23228 P. 0. BOX 9609 PHONES: 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY—C/iem/ca; Spreaders, Slurry Pavers LINK BELT — Cranes — Excavators FMC/BEAN —SewerCleaner LAYTON MFG. CO. — Asphalt Pavers MEYERS-SHERMAN - "Vactor Jet Rodder" RICHMOND MFG. CO. - Horizontal Boring Machines ELGIN-LEACH — Sv»eepers, Refuse Bodies ATHEY MANUFACTURING CO.-Maintainer Grader ROYER FOUNDRY — Shredders GIANT-VAC - Leaf Coliectors DAVEY — Air Compressors MASSEY-FERGUSON - Backhoe Loaders O < z u > 17 �Lane Structural Plate makes bridge replacement easy Easy to design, install and maintain Before L a n e structural plate bridges are made from custom-formed sections of steel plate. T h e plate is corrugated for extra strength and punched for easy in-field assembly. T h e n , each plate is hot-dip galvanized for long service life. One specification covers all necessary materials. A n d one order i n c l u d e s e v e r y t h i n g — plates, bolts and nuts—all meeting State and Federal requirements. We can provide design help and do the installing if y o u wish. If y o u have special grade or alignment problems, w e c a n help w o r k those out, too. A n d most likely, we'll save y o u m o n e y while we're at it. T h e r e are ten solid reasons w h y a L a n e structural plate bridge can save y o u money. We'd like to tell y o u about them. Call us at (412) 6 5 2 - 7 7 4 7 or write to P.O. B o x 3 4 5 , Pulaski, P A 16143. After This installation is located along Route 328 near Elmira Heights in Chemung County, N.Y. The old bridge was removed and a new Lane structural plate bridge installed and backfilled within a week. 'A 1 METAL PRODUCTS COMPANY,INC.I �VML TASK FORCE APPOINTED Jessie M. Rattley, Virginia Municipal League President and Councilwoman of Newport News, appointed the VML Task Force on Property Tax. The Task Force is composed of representatives of large, medium and small communities chaired by Portsmouth's Mayor Richard J. Davis. The responsibilities of the Task Force are the following: In the short term, it will —serve as a clearinghouse on pending tax and spending limitation proposals in other states, keep a record of existing limitations and hold the line on taxes and spending; —work with the localities to develop realistic and constructive responses to tax and limit proposals, including setting for possible alternative proposals; and —work with other public and private interest groups, the Governor and State Legislators, county officials, public employees and businessmen, to promote concertive and unified action against ill-conceived tax and spending limits. In the longer term, the Task Force will undertake a major study of and make a recommendation on the financing of public services including, particularly, the role of the property tax. President Rattley appointed the following as members of the Task Force; Vinton Mayor Gus W. Nicks, Harrisonburg Mayor Roy Erickson, Pulaski Mayor Raymond F. Ratcliffe, Marion Mayor Wilson W. Scott, Jr., Warrenton Mayor J. W. Lineweaver, Lynchburg Mayor Elliott Shearer, and Charlottesville Mayor Laurence A. Brunton. Also appointed were Norfolk Mayor Vincent J. Thomas, Roanoke Mayor Noel C. Taylor, Fredericksburg Mayor Lawrence A. Davies, Winchester Mayor Stewart Bell, Jr., Alexandria Councilwoman Beverly Beidler, South Boston Mayor William R. Thomason, Leesburg Town Manager John Niccolls, Richmond Finance Director H. Jack Lissenden, Henrico County Board Member Eugene T. Rilee, Jr., York County Board Member George D. Cole, Chesterfield County Board Member Joan Girone, Richlands Mayor Henry Roberts and Newport News Councilman Donald Patten. AN ABSURD DECISION BY THE SUPREME COURT Again, if it's still allowed to disagree with the Supreme Court, this decision was absurd. By David Brinkley If it is still permissible to disagree with the Supreme Court, I would like to disagree with a decision. It said, in brief, that cities, counties, school boards, and other local government bodies can now be sued—for money—if some local law, rule, policy, or decision violates somebody's rights. It seems to me that in a country where it seems that everybody is already suing everybody, we don't need any more of it. And more is what this decision will produce. Local governments, of course, have to be fair. In the past, if a school board violated a person's rights for reasons of race, religion, sex or sexual preference, age, disability, pregnancy, and so on and on and on, he or she could sue to get the rule changed. But now, under this ruling, the suit can be for money. And judging from what we've seen in the courtrooms lately (such as a child suing her parents for $5 million because she was hurt in the family swimming pool), from what we see in the courts now, we can expect lawsuits against town councils, school boards and so on. The losses, of course, will be paid by the taxpayers, as patients in doctors' offices are now paying the high costs for all the malpractice lawsuits. These days, it is difficult for anyone making decisions to decide anything that won't violate somebody's rights, real or imagined, and new rights are being created every day. Add to that the fact we have a tremendous oversupply of lawyers, many of them more than eager to file suit if they get half of whatever they win—meaning you can file suit without cost and without risk. As in Colorado, a 24-year-old is suing his parents for $350,000—charging they inflicted him with emotional distress. If he should win he and the lawyer would divide the $350,000. This article is from a commentary by David Brinkley on the NBC radio network. AGRICULTURAL SEMINAR The Virginia Municipal League, Virginia Association of Counties, Virginia Farm Bureau Federation, Virginia Agribusiness Council, Virginia Cooperative Extension Service and the Virginia Division of Forestry will co-sponsor, with the Virginia Department of Agriculture and Consumer Services, an Agricultural and Forestal Districts Seminar in six regional locations during March 6, 7 and 9, and 13-15, 1979. The objectives of the Seminars are as follows: • inform all interested citizens and leaders in a systematic and orderly fashion of the purpose, intent and procedures of Agricultural and Forestal Districts; • develop an understanding and interpretation of the Agricultural and Forestal Districts Act; and • stimulate a generation of ideas to improve the Agricultural and Forestal Districts Program. The dates of the Seminars are: Suffolk March 6,1979 Richmond March 7,1979 Culpeper March 9,1979 Lynchburg March 13,1979 Blacksburg March 14,1979 Abingdon March 15,1979 More detailed information on the Seminars will be distributed at a later date through the League office. Please direct any questions to S. Mason Carbaugh. Commissioner, Department of Agriculture and Consumer Services, P.O. Box 1163, Richmond, Virginia 23209 or phone 804/786-3501. u Marketplace z FIRE TRUCK O I- 1972 Dodge Fire Truck, 500 GPM Hale Pump approximately 600 Gallon Tank, Warning Lights and Siren, Very Good Condition. For additional information, call Robert Bagley, Fire Chief, City of Chesapeake, (804) 547-6297. Bids will be received until 3:00 p.m., April 23, 1979, local prevailing time, at the office of the Purchasing Agent, P.O. Box 15225, Chesapeake, Virginia 23320. Bids will be opened publicly and read aloud at that time. The City reserves the right to reject any and all bids and to waive any informalities. < z u > �Dumped the last load? Strip off the loader It'seasy with a John DeereUtility Loader. And it mal<es sense to lighten up for mowing and other 3-point hitch work. Just loosen the bolts from two mounting plates and back out of the loader frame. Hydraulic hoses and controls stay with the 2500-pound-capacity loader. Choose the tractor power and accessories you need from three horsepower classes (43,50 or 62 SAE net hp) and more than 20 options. Equipped with an optional rear PTO (standard on JD401-B) and 3-point hitch, you're ready for mowing, blading and scarifier work. Hydraulic load-and-depth sensing of the hitch automatically compensates for draft changes to help maintain working depth and engine rpm. For a closer look at the entire line of John Deere Utility Tractors, Loaders, Backhoes and Mowers, see your John Deere dealer. John Deere, Moline, Illinois. 3-point lift links provide a vertical float action to follow ground contours, and adjustable sway blocks control side-toside tool movement. JOHN DEERE on the move �Professional Directory m 162S Eye street yifashPngtoit, DC 2000S (202) 331-1440 HARLAND BARTHOLOMEW & ASSOCIATES 8720 Georgia Avenue Sliver Spring, MD 20910 (301) 5SS-60O1 Geological, Soils and E n v i r o n m e n t a l Consultants Ground Water Studies Land Disposal of Effluents and Sludges Solid Waste Studies • Foundation Evaluations 11524 Jefferson Avenue. Newpon News. Virginia 2^W)|- Consulting Engineers, Planners and LTD. Engineers Planners Surveyors 22314 Engineering Plans, Studies and Laboratory Services 113 South Chestnut St., Marion, Virginia ( 7 0 3 ) 7 8 3 - 7 2 7 1 1640 Maple D r . Danville, Virginia ( 8 0 4 ) 799-9403 LANGLEY AND McDONALD H i g h w a y s , Railroads, Foundations, Waterfront Facilities, Water Supply, Sewage Disposal, Planning Studies • Reports • Design • Consultation R. 484Newtown Rd. Virginia Virginia Beach, V a . S T U A R T R O Y E R & ASSOCIATES CONSULTING ENGINEERS WATER SUPPLY DESIGNS • • REPORTS SEWAGE • SEWERAGE DISPOSAL ENGINEERS 6 Koger Norlolk. Environmental • SYSTEMS APPRAISALS P . O . B o x 8687 1514 W i l l o w L a w n D r i v e R i c h m o n d , V i r g i n i a 23226 P h o n e 282-7657 BUCK, S E I F E R T * JOST, INCORPORATED Consulting Enginsftrs Teleption. Va. 23502 Virginia 23219 9493 ^ ' ENGINEERS Engineers - 24505 (804) 847-7796 PLANNERS C o m m u n i c a t i o n s . 911 Studies, A l a r m Systems. Mobile R a d i o Systems, T e l e p h o n e , Cable Television. Industrial Engineering Monitor and T e l e m e t r y Systems. 7212 T i m b e r l a k e R o a d • L y n c h b u r g , V a . 2 4 5 0 2 804/237-2044 J. K. TIMMONS & ASSOCIATES, INC. COSSUI.ll.SG ESGISEERS 711 N. Courthouse Rd Richmond, Virginia 23235 S.^xiT.^RV • MUNICIPAL Plans. Supervision, ARCHITECTS lUUAL OFFICES 10^0 OLDE FORGE THE PIT03IIETER ASSOCIATES Engineers Water Waste Surveys Trunk Main Surveys Water Distribution Studies Special Hydraulic Investigations 100 Church St., New York, N. Y. 10007 Columbia Atlanta e , m i t l f i , Kay/\or C O N S U L T I N G s a r c h rd., richroooel, New Milford, Ct. a n d pur-yoar, inc E N G I N E E R S Virginia W A T E H Appraisals 23235 D h o n e CB04) 7 9 4 - S a S 3 SOUTHERN ENGINEERING C O M P A N Y O F VIRGINIA ENGINEERS 1000 Crescent Avenue, N.E. • PLAZA F R E D E R I C K S B U R G , V A yydUl 703/371-8040 CONSULTING 804-794-3500 Piepons. PLANNEP6 REGIOMAl OFHCJES Water FREDERICK G . GRIFFIN, INC. k Falls Church, VA 703/534-8716 INCORPORATED Chicago ENGINEERS Ave. 200r5 and Planners ENGINEERS Surveyors 1 ynchburg, Virg.nia Telephone DC RUSSELL S- AXON Soils & F o u n d t l i o r t s 1933 Fort Avenue Wisconsin 301-657-1780 615/588-6444 Planners Municipal Wash 1111 N O R T H S H Q R E DRIVE KNOXVILLE, ; N 3 / 9 1 9 HURT & PROFITT, INC. Sjnitarv Studies • 1 4 0 S y l v a n Avenue, P . O . B o x 1218 E n g l e w o o d C l i f f s . N J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t D r i v e . S u i t e 101 Virginia B e a c h , Va 23462 804-499-4596 ENVIRONMENTAL 5454 B04-461-635t Norfolk. VA 804/461-0155 • Pr rva te P r o j e c t s 804/644 CIr. Engineers 12368 Warwick Boulevard, Newport News. VA 23606 Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studres 114 East Gary StrMt • R i c h m o n d ARCHITECTS Executive Consulting Engineers AI>'° H A I M S E I M ENGINEERS—PLANNERS—SURVEYORS Norfolk, V a . 23219 Gannett Fleming Corddry & Carpenter industrial Wasie Treatment • Hrgtiways O r a r n a q e • W d t p r & S e w e r a g e S y s t e m s • S u r v e y ing CONSULTING P. O . B o x 1 2 0 4 7 Richmond, 804/649-8627 HENNINGSON, DURHAM & RICHARDSON [MALCOLM PIRNIE I E N G I N E E R S , INC. • WAT E R • • WASTEWATER • •SOLID WASTES- G R E E L E Y Street Engineering Austin Drockenbrough and Associates 23516 23452 Cary NEALON & DAVIS Environmental and Public Works 1400 Pleasant View, Staunton, Virginia ( 7 0 3 ) 886-3957 6 2 0 M a y Avenue - N o r f o l k , V a . Birchvrood Office Parit - V o . B e a c h , V a . 2 0 7 Soutri P a t r i c k S t r e e t Alexandria,Va.- Eajt Phone 8 4 1 1 Arlington Blvd., Fairfa.x, Virginia ( 7 0 3 ) 560-1100 GREGG ENGINEERING 201 Architects Vienna, Virginia • Phone: (703) 281-2400 Staunton. Virginia • Phone: (703) 886-8555 ^ PLANNING CONSULTING H B & A OF VIRGINIA Construction Management • Design • Planning ARCHITECTURE COMMUNITY DEVELOPMENT 800 North 12lh Boulevard St. Louis, MO 63101 (314)436-7600 DEWBERRY, BetZ'Converse-Murdoch -Inc. Potomac Group LANDSCAJ»E Atlanta, Georgia 30309 404-892-7171 �YARGER AND ASSOCIATES, INC. Over 500 Surveys W. B E C K A N D A S S O C I A T E S r.iriiiticrr.\ ('."nsidlniils • Utilility Planning. Management and Design Services. • RsteaiidConti^clEvaliialiDii. • Tectiiiical and Financial Feasibility. • Utility Property Appraisals. • Load Management and Energy Coniervalion Analysis. • Energy Source Evaluation. Fossil- Nuclear-Hydro Solid Waste-Solar. Position Classification and P a y P l a n s M a n a K e m e n t and O r g a n i z a t i o n a l S t u d i e s T e s t C o n s t r u c t i o n — F i r e and Police S t u d i e s 2830 Mary Street, Falls Church, Va. 22042 40 (;r,.vt Street, Wclleslcy. Mass, 02181 703/560-6900 A P.O. Box 464, Bedford. Va. 24523 la LINGERFELT & A S S O C I A T E S , I N C . A Professional Corporation fcNGINfctRS. PLANNtRS. CONSULTANIS 804/746-4520 P. O . BOX 338 M E C H A N I C S V I L L E , VA. 23111 WAIbR SUPPLY & StWtRACE COLLECTION HIGHWAY & DRAINAGE DESIGN SUBDIVISION & IN[5USIRIAL SITE PLANNING WHITMAN, REQUARDT AND n i l 21201 A N D L A N D Development Studies Water Reports E N G I N E E R S S U R V E Y O R S 1 0 2 3 N . C a l v e r t St. Baltimore, M d . 301 837-0194 Sewerage Design Drainage Surveys 2733 TiDEWATKR D u . A P U R D U M and JESCHKE C O N S U L T I N G una •WbotCAjoociat«/,fcd. Engln««n Plonnar* Architect* • SufvByori Highways Inspection NORFOLK. STUDIES • FACILITY PLANNING/DESIGN CONSTRUCTION MANAGEtVIENI • OPERATIONS V^ATER / WASTEWATER HYDRAULIC SYSTEMS CH2M :S HILL . (703)273-8700 Eastern Regional O f t i c e : 1 9 3 0 Isaac Newton Square h. Reston, V A 22090 mi SOWERS, j j H RODES & POST BOX Airport 4038 Lighting Emergency Power Communications (703) 344-5113 Directory Savings Mechanical-Electrical POANOKE,VIRGINIA 24015 PC Box 3855, C h a r l o t t e , NC 28203 / 704-374-1822 Syracuse. NY / Poughkeepsie. NY / Philadelphia. PA / Dover. DE / C h i l l i c o t h e . O H P h o n e (703) 471-9710 Energy ENGINEERS OFFICE • Energy Audits WHITESCARVER- CONSULTING engineers pl.inners etonomists St ientists Consultants to Municipalities on Environmental Systems Valley Otfe* 100 S Main St . B r i d O ^ t t r . * 22812 . (703i 828- 2618 C o n s u l t i n g Engineers • SO UD WASTE & STRUCTURES \, 2 3 5 0 9 EngiOMra . Surveyor* . Ptamers Comptota profvssnnal MTVICSS for murHC«>«liltts md public •gencws I P. O. B O X 4 2 9 1392d B R A D D O C K R O A D C E N T R E V I L L E . VIRGINIA 2 2 0 2 0 Gilbert AssDCiatas of Virginia, Inc. • pfOfMaK)o«l corporaiwn • BRIENGGERE B E N G T S O N , D E B E L L & E L K I N . INC. CONSULTING E N G I N E E R S & S U R V E Y O R S 703-631-9630 703-369-5700 703-430-9199 Patton, Harris, Rust & Guy 10523 htam St. . F«irlM, V« 22030 Norfolk, Virginia COMPLETE PUBLIC WORKS ENGINEERING AND LAND SURVEYING S E R V I C E S Water Supply a n d rurification • Sewerage and Sewage T r e a t m e n t • Streets a n d H i g h w a y s • Investigations a n d Reports • S u p e i - v i s l o n of Cunstniciion. SERVICES N. Charles St., Baltimore, Md. 5721 Sellger Drive (617) 237-4870 ,703) 586-1881 R. K E N N E T H W E E K S ENGINEERS Engineers-Consultants ENGINEERING engineers- surveyors-planners MUNICIPAL ENGINEERING, ARCHITECTURAL DESIGN LAND DEVELOPMENT - PLANNING, ENGINEERING, SURVEYING, CONSTRUCTION MANAGEMENT URBAN PLANNING FEASIBILITY STUDIES ASSOCIATES COMPLETE WILLIAM C. OVERMAN ASSOCIATES MUNICIPAL ADVISORS INCORPORATED FINANCIAL ANi:) CONSlIl/rANTS T O MANAGEMKNT MIJNICIPAI^ITIES • Advisor on Finiincial .nul tvliirkctin^ Mailers Koliiiinj> lo Issiianci' of Municipal lionds • I'usition (;iassifi(;ation/t;i)mp('nsiili(in iMans • Mana^iMntrnl and Orj^anizalion Slll(li(!s • Kxi^cntivc^ S(sin:h and Scdoction [ . A W R E N C E B. W A L E S BOOZ • A L L E N & HAMILTON, INC. P.O. B O X 45 R O G E R M. S C O T T Virginia Beach, V a . 23458 804(422-1711 . . , Provides a full range of consulting services to local and regional governments. FOR FURTHER INFORMATION L A W PUBLISHERS CONTACT: ERIC 5. HANSSEN DIR. LOCAL GOVT. SERVICES 4340 EAST-WEST HIGHWAY SOUTH TOWER-71h FLOOR BETHESDA, MD 20014 301-951-2915 SAN FRANCISCO CHICAGO NEW Public Research and Management, Inc. Suite 416. Washington Building Wastiington. D C 20005 (202) 783-1950 YORK WASHINGTON JAMES V BURGESS, JR. PRESIDENT �PUBLIC ADMINISTRATION S E R V I C E Providing • • • • management assistance and consultant services regional, and state governments since 1933. Management S y s t e m s Police and Fire Personnel Administration Financial Management • • • • Courts Community Development Community Attitude S u r v e y s Program E v a l u a t i o n s 1776 Massachusetts Avenue, N.W. WASHINGTON • CHICAGO • • • • to local, Labor Relations Productivity A n a l y s i s Public Works Employee Relations S u r v e y s Washington, D.C. 20036 George Cunningtiam, Field Representative "imagineered" P L A Y G R O U N D and P A R K E Q U I P M E N T BY GAME TIME, INC. C U N N I N G H A M A S S O C . I,NC. Box 9554 Lakeside Br., Richmond, Va. 23228 Plione 804/262-2401 • (202) 833-2505 LOS A N G E L E S icAN Subaqueous Inspection Specialists INC. Stockton V\/. Rouzie Jr Operations Manager 5400 Sunnywood Drive Virginia Beacti, Va 23455 (804) 460-1136 McMANIS ASSOCIATES, INC. Washington, D.C Management Consultants to City and County Governments Productivity Analysis Fiscal and Management Systems Community Development "CETA/Manpovyer Services ° Economic Development 1 2 0 1 C o n n e c t i c u t A v e n u e , N.W., Wasfiington, D . C . ( 2 0 2 ) 4 6 6 - 7 6 8 0 PARKING CONTROL CECALS Pressure-sensitive. Apply to bumpers or J n s i d e windshields, en'^X 1/4" to 1 " high No's. °^ ""'^ Free catalog and samples SETON NAME PLATE CORP. 2353 Blvd., New Haven, CT 06505 • (203) 772-2520 Ideas SCOTTSDALE, ARIZONA (80,000), holds meetings on approaches to municipal problems attended by representatives of several academic disc i p l i n e s a n d city departments. ( C o n t a c t : City Manager, 3939 C i v i c Center Plaza, Scottsdale, Arizona 85003.) LANCASTER, SOUTH CAROLINA (9,000), established a " W e C a r e " program to i m p r o v e c o m m u n i c a t i o n s with citizens. O n e facet is the use of Fix-a-Grams which are forms that emp l o y e e s turn in w h e n they notice problems such as potholes or missing stop signs. T h e forms are collected daily and routed to the appropriate departments. (Contact: Assistant City Manager, P.O. Box 190, Lancaster, South Carolina 29720.) DODGE CITY (14,000) and FORD COUNTY (22,000), KANSAS, combined their communications systems so that one dispatcher unit notifies the nearest patrol force upon receiving a request for service. The jurisdictions have also c o m b i n e d records, jails, courts and headquarters. (Contact: City Manager, City Hall, Dodge City, Kansas 67801.) PALO ALTO, CALIFORNIA (56,000), has established a service management system, which has involved an analysis of citizens' needs and the development of effectiveness measures for police a n d r e c r e a t i o n d e p a r t m e n t s . (Contact: City Manager's Office, City Hall, Palo Alto, California.) ROCKVILLE, MARYLAND (41,000), has converted all financial reporting data to microfiche from computer printo u t s , resulting in r e d u c e d storage space. The initial investment for microfiche conversion in the software was less than the costs for cabinets and office space that would have been required. (Contact: Budget Analyst, City Hall, Rockville, Maryland 20850.) S A N jOSE, CALIFORNIA (446,000), trained its staff in systems design work to update its computer system. The interest of the employees in the system has been a benefit because they participated in its design. (Contact: Science Adviser to San Jose, 801 North First Street, San Jose, California 95110.) E V A N S T O N , ILLINOIS (80,000), joined with several other localities to purchase its supply of traffic tickets for issuance to traffic violators. The City saved 50 percent on its order and the smaller municipalities saved over 66 percent, with the added convenience of p u r c h a s i n g only the a m o u n t needed for two y e a s . Without this joint venture, each locality would have had to purchase a 20 year supply at a higher unit price. (Contact: Purchasing Agent, 1501 Oak Avenue, Evanston, Illinois 60204.) ROCKVILLE, lYlARYLAND (41,000) used the telephone company's free consultant service and has undertaken a complete investigation of the City's telephone costs by obtaining the telephone c o m p a n y ' s records that list each piece of the City's equipment and the charge per piece. Savings from adjusted use in the first six months offset the c h a r g e s for equipment changes, and Rockville reduced its m o n t h l y p h o n e bill by 5 percent. (Contact: Budget Analyst, City Hall, Rockville, Maryland 20850.) OSHKOSH, WISCONSIN (53,000) offers employees a safety manual that covers office safety, material handling, power tools, scaffolding and ladders. (Contact: Personnel Officer, 215 Church Avenue, Oshkosh, Wisconsin 54901.) >h; U z O I- < a 23 �Cat Plus—solid support for today's landfill operator. The landfill business is tough and very complex under today's conditions. You must take advantage of every opportunity to make your landfill operate at maximum efficiency. That's where we can help. Our CAT PLUS programs offer you professional assistance that include landfil analysis and planning, machine selection and customizing, flexible financing tailored to your needs including rental, leasing anc several purchase plans. Then we stay right with you as you operate, offering programs such as parts exchange, field service, and preventive maintenance all designed to help keep your machine working. Give us a call— we're ready to help you. CARTER MACHINERY COMPANY, I N C Salem, Norton, Oakwood, Virginia • Bluefield, Lewlsburg, West Virginia VIRGINIA TRACTOR CO., INC. Richmond, Chesapeake, Fisherville, Haymarket, Virginia Caterpillar, Cat and CQ are T r a d e m a r k s of Caterpillar Tractor Co. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 14, Number 3 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource March 1979 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197903 https://www.virginiaroom.org/digital/files/original/69/6427/197906.pdf cbf2552d6c96c91dea507928e231439b PDF Text Text PETERSBURG'S BLANDFORDjCHURCH �Editorial .ah THE TRIBLE HOMEMAKER RETIREMENT BILL Marilyn Mannisto, 25, is a homemaker in Newport News. She and her husband, Jason, have three children. Jason, a business manager for a local bakery, earns $14,782 per year. When he retires in 35 years at the age of 65, Jason will receive a monthly pension payment of $573, or $6,876 a year. He will also receive Social Security benefits. u 08 z O I< z u > IVIarilyn's prospects for retirement are not as rosy. If Jason dies or their marriage is dissolved, Marilyn will face retirement with very little money, if any. Marilyn Mannisto, like other homemakers, needs help. A few years ago. Congress faced a similar problem with millions of Americans who were earning wages but were not eligible to participate in a company, union or government pension plan. Fortunately, these people can now prepare for their retirement years through investing in IRA's. IRA is financial shorthand for "Individual Retirement Account." An IRA is just like any other private savings or investment plan with one major exception—^the earnings from the investment are not taxed every year. Instead, IRA earnings are taxed only when the investor retires and withdraws money from the account. In the long run, not paying annual taxes on the earnings from the investment can increase annual, after-tax income by 60 to 100 percent, or as much as $19,000 a year. For example, if Marilyn Mannisto invests $750 a year for 40 years in certificates of deposit earning a quarterly interest rate of 7VA percent, she will have invested a total of $30,000 and will have earned $88,936. From this investment and interest, she can expect an annual, after-tax retirement income of $9,560. However, if Marilyn could use an IRA to defer paying taxes on the earnings until she retires, her $30,000 investment would earn $172,719 and her annual, after-tax retirement income would jump to $18,482 or 93 percent more than she could get today. Unfortunately, very few homemakers can now invest in an IRA. In 1976, Congress passed a law permitting some homemakers with earned income to own an IRA, but the overwhelming majority of America's 46 million homemakers still cannot take advantage of this opportunity. The reason is quite simple: the law defines their labor as being economically worthless, despite the valuable contributions they make to our society. Relatively minor changes in the law would allow all homemakers to have an IRA. By amending the present law to allow homemakers to count as their own income the compensation of their spouses, all homemakers would have a chance to insure financial security in their retirement age. Permitting homemakers to invest in an IRA is basically a question of fairness. It's not fair that the largest group of workers in American should be deprived of the opportunity to prepare for their retirement, just because they earn little or no income. They should be given the same treatment as all other self-employed workers. I have introduced a bill to allow homemakers to open their own Individual Retirement Account. The bill has already drawn 106 cosponsors in the House and 13 in the Senate. The legislation is necessary because the cost of depending on the government to provide retirement income for all homemakers is prohibitive and could bankrupt the Social Security System. The situation can only get worse as a greater percentage of our population reach retirement age. Furthermore, government social programs are traditionally more expensive, less efficient and more impersonal than comparable private programs. Permitting homemakers to invest in IRA's would avoid the impersonality of a mountain of red tape while keeping the cost of administration down and the benefits up. Investments in the IRA's should increase the aggregate level of savings in America. From those increased savings, we can expect more capital investment which, in turn, could reduce unemployment, produce real economic growth, lower interest rates and ultimately raise government revenues. The time to act is now, before many homemakers get too close to retirement age to help themselves, thus shifting the cost of retirement to their children. Future generations will be taxed to the breaking point, just to provide today's homemakers with a minimum level of retirement income. We should accept the responsibility now. Paul Trible Member, United States Congress, 1st District, Commonwealth of Virginia �Virginia olown &City The official publication of the Virginia Municipal League Editor-in-Chief Richard L. DeCair Editor Charlotte Kingery Editorial Assistant Advertising Manager Financial Secretary V O L U M E 14 NUMBER 6 Margaret A. Nichols John S. Ziolkow/ski, Jr. Sandra Harmon 4) V M L President J U N E 1979 Jessie M. Rattley GENERAL ASSEMBLY A C T I O N S BENEFIT LOCALITIES " T h e 1979 session was undoubtedly one of the most productive for local government." Officers: First Vice President, Gus W . Nicks; Second Vice President, Roy H. Erickson; Third Vice President, Harold S. Atkinson; and Fourth Vice President, Raymond F. Ratcliffe. Executive Committee: Richard A. Farrier, Francis T. West, Richard J. Davis, Charles A. Robinson, Jr. Mary Sherwood Holt, Jane L. Hough and Ann H. Kilgore. VIRGINIA MUNICIPAL LEAGUE ANNUAL CONFERENCE SEPTEMBER 23-25, 1979 ROANOKE CIVIC CENTER DEPARTMENTS 2 Editorial 7 People 8 Places 10 Marketplace 12 V M L Affiliates Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. >U TELEPHONE 804/649-8471 o8 Z O IO N THE COVER: One of the oldest churches in the nation, the Blandford Church is seen by tourists each year w h o visit Petersburg. T h e City has an active tourism program that offers many attractions. V I R G I N I A T O W N & C I T Y (ISSN0042-6784) is the only official magazine of the Virginia Municipal League (formerly the League of Virginia M u nicipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. All contents, copyright 1979 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & CITY or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per copy. < z a > �General Assembly Actions Benefit Localities The 1979 session of the Virginia General Assembly was undoubtedly one of the most productive in many years from the perspective of local government. The focal point of the Assembly's actions was the passage of three bills concerning annexation and State aid to localities, commonly referred to as the "Michie package." Delegate Thomas Michie and others tried unsuccessfully to have the legislation enacted during the 1978 Session. In the interim several legislative groups studied the proposals, including the Commission on State Aid to Localities, the Joint Subcommittee on Annexation, the joint VML/ VACO Annexation Task Force, and a special subcommittee of the House Appropriations Committee. It was the latter subcommittee that developed a simplified proposal for distributing an additional $150 million in State aid to localities that was acceptable to a majority of the legislators. The "Michie package" was composed of three pieces of legislation: HB 599, HB 602, and HB 603. The first, HB 599, provides for an additional $150 million in State aid to localities in the 1980-82 biennium. This increased aid is in four major areas: law enforcement, circuit court judges' salaries, commonwealth attorneys' salaries and the State and local hospitalization program. The legislation avoids complex formulas by calling for the State to fully fund the salaries of sheriffs, commonwealth attorneys' and circuit court judges. In addition, the State share of the primarily urban hospitalization program increased from 50 percent to 75 percent. The law enforcement segment of the package provides for the full funding of sheriff's departments and also, for the first time, provides State aid for the operation of police departments. In areas without police departments, the sheriff is responsible for law enforcement activities. Under the provisions of HB 599, all sheriff's departments will be funded 100 percent by the State, according to standards established by the compensation board. Currently two-thirds of the cost of the sheriff's department is borne by the State. The per capita amount of funding for sheriff's departments providing law enforcement services will provide the basis for determining State aid available to localities with police departments. The total population of all areas served by police departments will be multiplied by the per capita amount to establish an urban law enforcement fund. This fund will then be distributed to cities and counties with a police de- partment on a formula basis using an adjusted crime index based on population density and welfare caseload. Towns, however, will receive funding under a formula based on their population and a factor derived from the lowest predicted crime rates for cities. This was necessary due to a lack of statistical information on towns. The second major piece of legislation in the annexation package was the highway maintenance funding provisions that will go into effect July 1, 1979. This bill, HB 602, does not provide new money but redistributes existing highway funds, taking away from the primary, secondary and urban construction funds to provide an increase in maintenance payments for municipalities. Maintenance funding for streets in the primary systems was increased from $2,500 to $3,850 annually per moving lane mile available to peak hour traffic. Maintenance funding for streets not in the primary system was increased from $1,500 to $2,200 per moving lane mile available to peak hour traffic. Equally significant is a provision that requires the Department of Highways and Transportation to adjust maintenance payments to correspond with the percentage of increase or decrease in maintenance cost of primary streets and highways. In addition, as part of the compromise, 3.75 percent of the total funds available for highway construction will be allocated for the paving of non-surface treated secondary roads which carry 50 vehicles or more per day. This resulted in a $14 million increase in maintenance funding, a $11.4 million increase in funding for the paving of non-surface treated secondary roads and resulting decreases in the primary, secondary and urban construction funds. The final bill in the triad was HB 603, the annexation legislation. This bill established the Commission on Local Government. The Commission will be made up of five members appointed by the Governor for five year terms. They will take office on January 1, 1980 and they must have knowledge and experience in local government but they cannot hold another elective or appointed public office. However, they can be employed by the U.S. government or an institution of higher education. This Commission will have the responsibility for mediating between local governments and to investigate, analyze and make findings of fact regarding annexation, immunity from annexation, town or independent city establishment, boundary disputes among local governments, transitions from county to city status and economic growth sharing among localities. The bill spells out procedures for annexation; provides a mechanism for transition of counties to cities; establishes criteria and a mechanism by which counties can be granted immunity from annexation; and provides a mechanism for transition of a town to city status. In addition, the bill provides for minor adjustments of boundary lines, termination of the annexation moratorium, annexation by petition, the setting up of an annexation court, reimbursement for town annexation, town renunciation of certain rights, consolidation of local governments and economic growth sharing. This detailed but workable mechanism for resolution of these various boundary and juris- �dictional related matters was overwhelmingly endorsed by the General Assembly. While the State aid that was a part of the annexation package remained on center stage throughout the session, two other important items should not go unnoticed. In the Governor's budget statement $16.2 million was proposed to implement the quarterly payment of ABC profits to localities. Enabling legislation had been adopted several years ago but had never been implemented. This amounts to a windfull in the coming year because the quarterly payments for October, January and April had not been anticipated by localities. Additional aid for schools was made available by shifting certain funds to allow an increase in per pupil state aid from $936 to $960. The General Assembly should also be commended for their recognition of the problem of mandating costs to local government. Throughout the entire session the legislators made a genuine effort to ensure that none of the programs which they enacted would mandate additional costs on local government. Related to this, legislation was passed which requires Legislative Services to refer any bills which may have an economic impact on local government to the newly established Commission on Local Government and requiring that the Commission on Local Government develop a fiscal impact statement for that legislation. This is indicative of great strides in the awareness of local government problems on the part of the Virginia General Assembly. Another substantive issue during the session affecting localities was the series of nine bills introduced by Delegate Cleaves Manning concerning forms of local government. These bills had been known as House Document 17, HB 63 and most recently as a series of bills often referred to as the "1300 series". The intent of these bills was to revise Title 15.1 of the Code of Virginia in its entirety. The bulk of this revision was contained in HB 1300 which was approximately 100 pages in length and was subjected to continual amendment until it was voted down on the House floor. Contributing to the defeat of this bill was its length and complexity and the fact that it was amended substantially prior to a floor vote. Very few delegates or observers were able to grasp the impact of this key piece of legislation in such a short time frame. However, four measures out of the "1300 series" passed. They were HB 1303, which amended sections related to the granting or amending of municipal charters; HB 1305, which expanded localities authority in the area of exterritorial police powers, providing that counties and towns in addition to cities may exercise police powers on facilities which they own outside their jurisdiction; HB 1306, which provides for uniform fiscal reporting and also provides for uniform fiscal years for all local governments except towns with population under 3,500 (the fiscal year must begin July 1 and end on June 30); and HB 1307, which requires the compensation Board to take into consideration constitutional offices which are shared between local governments when setting salaries. It is almost certain, however, that another bill or package of bills incorporating most of the provisions of HB 1300 will be reintroduced during the 1980 Session. The General Assembly in its collective wisdom chose to study the various tax and expenditure limitation proposals before imposing legislation with such far reaching implications. Two identical resolutions passed both houses requiring a study of tax and expenditure limitation proposals and, in addition, a resolution passed requiring a study of the initiative effort and referendum issue which was the means by which Proposition 13 was placed on the California ballot. One measure relating to tax and expenditure limitations that passed was HJR 323 which, if reenacted next year and passed by voter referendum, would amend the Constitution to change the local debt limit from 18 percent to 10 percent of the assessed value of real property. Another measure was HB 1547 which requires a 1/8 page advertisement and a public hearing whenever total property tax revenues increase by more than 1 percent from the previous year. For most localities this will require advertising, a public hearing and the passing of an ordinance each year because the increase in assessment will inevitably be greater than 1 percent. Although there was a great deal of legislative impact upon local government by the 1979 session, a VML staff analysis has shown that the total number of bills of concern to localities decreased by approximately 300 over previous years. In many respects there were fewer "nuisance" bills for local officials to deal with. This positive note combined with the additional state aid and the adoption of the annexation legislation give evidence to the claim of a productive session for local government. For a more detailed analysis of the activities of the 1979 Session of the General Assembly please consult the recent VML publication Legislation Affecting Local Government. VML STAFF ATTORNEY Bragdon R. Bowling, Jr. was appointed to the newly created position of Staff Attorney. Prior to joining the League, he was a staff attorney with the Division of Legislative Services, an agency of the Virginia General Assembly. His responsibilities included drafting legislation and staffing House and Senate Committees. Bowling was also a law clerk in a Richmond firm. He is a graduate of the University of Richmond and received his J.D. degree from The T. C. Williams School of Law of the University of Richmond. His position was effective April 2, 1979. �C-J> C_J> "There shall be peace on earth; but not until Each child shall daily eat his fill; Go warmly clad against the winter wind And learn his lessons with a tranquil mind." Dorothy Roigt, fl/DfW/WTHfS^/y Demonstrate your love, contact: Virginia Division for Children Richmond, VA. 23219 ^ z O I- < z u > 6 m The Virginia Municipal League endorses this effort to focus attention on one of our most valuable resources—THE CHILD. �People Cook Takes Post Petersburg city manager WILLIAM R. COOK accepted the position of city manager of Kingsport, Tennessee. His resignation was effective April 30. Cook was town manager of Blacksburg prior to his employment in Petersburg. Former Mayor Retires W. STIRLING KING, former mayor of R i c h m o n d , retired from Whittet & Shepperson, the former printer of VIRGINIA TOWN & CITY magazine. King was instrumental in the formation of this publication in 1966 and his guidance helped his firm to receive the "Fine Printing A w a r d " for the League magazine after its first year of publication. King began w o r k i n g with Whittet & Shepperson in 1926 and retired in April after serving 53 years. King is also a past president of the Virginia Municipal League. The League expresses appreciation to Stirling King for his advice and continuing interest in the VML and its publication. Rattley invited Newport News C o u n c i l w o m a n and VML President JESSIE M. RATTLEY has been invited to participate as a delegate in a five-nation tour of Europe as part of a Conference on "Llrban Transport and the Environment." The invitation was extended by the Administrator for the U r b a n Mass T r a n s i t Administration of the United States Department of T r a n s p o r t a t i o n . Included in the delegation will be a number of transportation specialists and mayors from six U.S. cities. Sponsored by the Organization for Economic Cooperation and Development, the Conference will include visits to France, Germany, Sweden, England and Holland from July 6-July 2 1 , 1979. Objectives of the Conference are to continue the efforts of international cooperation to solve the problems of noise, air pollution, danger and difficulties usually associated with travel and transportation. The tour will focus on cities w h i c h have instituted innovative techniques to raise the quality of urban life. Vernon Appointed A native of C u l p e p e r , CLAUDE M. VERNON, )R. was named Abingdon's director of public works, succeeding Kyle Roop. Vernon is a graduate of Virginia Polytechnic Institute with a degree in civil engineering and also has served as a first lieutenant in the U.S. Army Corps of Engineers. His municipal experience includes employm e n t w i t h the C o u n t y of C o n t r a C o s t a , C a l i f o r n i a and the Cities of Vacaville and Fairfield, California. Vernon a s s u m e d his new position on March 12. Ford Selected The International City Management Association selected Arlington county manager W. VERNON FORD to be a member of its European Task Force. In its fourth year, the Task Force will study public/private cooperation for urban management. Most of the cost for the study trip will be borne by the German Marshall Fund of the U.S. and the Charles F. Kettering Foundation. Former Mayor Dies JACK EDWIN GUYNN, former mayor of G a l a x , d i e d M a r c h 19. G u y n n served as mayor from 1968 to 1974 and was president of Guynn Enterprises. He was a graduate of Fork Union Military Academy and Virginia Polytechnic Institute. The Virginia Municipal League extends sincere sympathy to Jack Guynn's family and the City of Galax. Jones Appointed WESLEY D. JONES is the new county engineer of Gloucester County. He had previously been with the Virginia State Water Control Board. Roach Resigns FRANKLIN R. ROACH, assistant director of the Hampton Coliseum, has resigned his post to accept a position as assistant director of tours for the Ringling Brothers and Barnum and Bailey C o m b i n e d Shows, Inc. Roach was named Outstanding City Employee of the Year last year and holds an undergraduate degree from the College of William and Mary and a masters degree from Golden Gate University. Lucy Dies WILLIAM WAYNE LUCY, a member of the Lawrenceville T o w n Council, died M a r c h 22. Lucy had served on the T o w n Council since September, 1972 and was a member of the Brunswick County Planning Commission. He was the o w n e r and operator of the W . W a y n e Lucy Plumbing and Heating Company. The Virginia Municipal League extends sincere sympathy to William Lucy's family and the T o w n o1 Lawrenceville. Elliott Resigns JOHN R. ELLIOTT, director of tourism for the City of Petersburg, left his position on March 23. He became vice president of marketing and promotion for a Missouri tourist firm. Elliott will be replaced temporarily by Wellington Winston, curator and superintendent of the Siege Museum. Financing Public Power Requirements U o3 ©First Boston The First Boston Corporation 20 E X C H A N G E P L A C E N E W Y O R K , N.Y. 10005 (212) 825-2000 < z u > �Places DANVILLE—The City recently celebrated its 149th birthday and marked the beginning of Danville's 150th year as a city. The General Assembly chartered it on November 23, 1783. HENRICO COUNTY—The County of Henrico Public Library has announced an art competition believed to be the first of its kind in public service in Virginia. The library Board of Trustees approved plans to set aside one percent of the building cost of the new Sandston branch library to commission an artist to produce original art for the branch. Instead of purchasing art currently available, the Board has decided to offer to all artists living in Virginia the opportunity of creating art for the library. CHARLOTTESVILLE-CitY officials marked the opening of four new tennis courts, a gift of the Perry Foundation, with a ceremonial match between Mayor Laurence Brunton and former Mayor Francis H. Fife. The donor is a locallybased philanthropic organization which limits its financial aid primarily to organizations and projects in the Charlottesville area. The organization was founded by Hunter S. Perry. WAVERLV—The Town marked the beginning of its 100th anniversary on February 26. According to Mayor William R. Hartz, special events in 1979 will incorporate "the centennial theme" and civic and social events will include a large number of Waverly's citizens. The main celebration will be held on Labor Day. WARRENTON—The Town Council authorized the manager to acquire the old Warrenton Transfer and Storage Company building. Purchase of the building was made possible by a contribution from a Fauquier County resident, Edward L. Stephenson. Stephen- ^ a l l (804) 220-2250, collect, to book meeting space in Williamsburg's most complete conference facility. Presenting the 10,000 square foot Fort Magruder Conference Center, Williamsburg, Virginia. Halfway between The Restored Area and Busch Gardens. There's a cheerful hello (and a lot of old-fashioned help) awaiting your call. u z < z u > Artist's rendering of our 10,000 square foot Conference Center ler Center, WUliamstnii!fi[ Route 60 East between C' The Restored Area and Busch Gardens. son contributed $130,000 for renovating the building and landscaping the property to "make it an attractive part of the Town." Stephenson also bought the Town its present municipal building. AMHERST—Town Council approved an expenditure for a mini-park in the downtown area. Money for the park will come from unallocated federal revenue sharing funds. Plans include a bicycle rack, a flower garden and a steel casing to support the Town's Christmas tree. COLONIAL BEACH—Governor John N. Dalton pledged to help the Town in correcting a serious erosion problem which is washing away the beach and threatening the tourist trade. Dalton met with Mayor Eugene Wicker, Town Manager Josef Dunn, State Senator John H. Chichester, Delegate Calvin G. Sanford and department heads from several State agencies. Although the Governor did not pledge any money for the Town, Chichester and Sanford plan to ask for funds in the next session of the General Assembly. BEDFORD—Citizens have responded to Mayor Russell Otey's office hours. He holds open house from 9:00 a.m. to noon on the first Saturday of each month. Comments and complaints of the citizens are recorded and given to members of Council and department heads for action where possible. Otey says he appreciates the visits that have been made by the citizens. CHARLOTTESVILLE—More than 100 new housing units, including the renovation of the landmark Albemarle Hotel, are in store for the Starr Hill neighborhood. Fifty apartment units for elderly and handicapped persons would result from the renovation of the former hotel and the additional 50 units would be included in three separate buildings. The cost of the entire project would be more than $1 million but the development will hinge on the willingness of the Department of Housing and Urban Development to underwrite the project. The project is being coordinated with the City's revitalization program aimed at the surrounding Starr Hill area. �PHONE EXniAS AT NO EXTRA 1 2 3 4 5 6 Fast, dependable maintenance and repair service. For the life of the deal. Comprehensive equipment insurance coverage. For—you guessed it—the life of the deal. Thorough operations training of your employees. And re-training, if necessary. Ongoing service from a communications specialist in your business. To help your business phone system grow as your B business grows. A variety of flexible, moneysaving payment plans. State-of-the-art genuine Bell equipment. An unbeatable—and very dependable— bonus in itself U In any business deal, what you don't get up front can really cost you extra in the end. So before you make any business phone system deal,findout more about the extras in our complete package. It's something you can do—for no charge at all—just by calling our local C&P Business Office. C&P Telephone o8 ^ > pi > �TWO CITIES NAMED chester, Personnel Department, Rouss City Hall, Winchester, Virginia 2 2 6 0 1 . Marketplace The National Municipal League ann o u n c e d that C h a r l o t t e s v i l l e a n d Roanoke Valley, Virginia have been designated as Ail-American Cities for 1978-1979. The national awards program e n c o u r a g e s citizen initiated community goal setting and problem solving. Charlottesville established a comprehensive system of child care, revitalized downtown residential and commercial areas and created a cooperative housing program. The Roanoke Valley, consisting of the cities of Roanoke and Salem, the T o w n of Vinton and the County of Roanoke, constructed an 800-space municipal garage. The Valley also established an emergency medical service which concentrates on services for the r e t a r d e d , h a n d i c a p p e d and abused children and senior citizens. Other activities of the Roanoke Valley include the State's first free dental clinic and an educational program established for heart attack victims. Both winners were highlighted by V I R G I N I A T O W N & C I T Y magazine ( F e b r u a r y , 1979) w h e n t h e y w e r e named semi-finalists. The Virginia Municipal League congratulates the City of Charlottesville and the Roanoke Valley. DIRECTOR OF ACCOUNTING Chesterfield County, Suburban Richmond, Virginia. Seeking a dynamic and aspiring professional for Director of Accounting. This is an unparalleled challenge for the right person to join a team, serving on of the largest and fastest growing counties in Virginia. Population 13,000. Operating budget in excess of $100,000,000. The person selected must have a degree in accounting, finance, business administration or related field with 5 years' experience, 3 years of which must have been in position demonstrating a strong administrative ability. CPA or graduate degree and municipal experience preferred. Please refer in confidence to R. B. Galusha, Director of Personnel, P.O. Box 40, Chesterfield, Virginia 23832. Equal Opportunity Employer. DIRECTOR OF PUBLIC WORKS Winchester, Virginia. Responsibilities include professional and administrative work overseeing traffic control, street maintenance and repair, sanitation, storm drainage and airport operations. Requires extensive knowledge of principles and practices of civil engineering, public works administration, and planning and design. Education and experience equivalent to B.S. degree in civil engineering or related field. Virginia Professional Engineer Certification, or eligibility for same required. $18,300 minimum with excellent fringe benefits. Final salary commensurate with experience. Send resume with salary requirements to: City of Win- CAPITAL E Q U I P M E N T C O M P A N Y , INC. 9002 MOUNTAIN R O A D RICHMOND, • P. O. B O X 9609 VIRGINIA 23228 P H O N E S : 804-262-7341 C O M P L E T E LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS H I G H W A Y — C / i e m / c a ; Spreaders, Slurry Pavers L I N K B E L T — C r a n e s — Excavators F M C / B E A N — Sewer Cleaner L A Y T O N M F G . C O . - Asphalt P a v e r s M E Y E R S - S H E R M A N ~ "Vactor Jet Rodder" R I C H M O N D M F G . C O . - Horizontal Boring Machines E L G I N - L E A C H — S w e e p e r s , Refuse Bodies ATHEY MANUFACTURING CO.-Maintainer ROYER FOUNDRY —Shredders G I A N T - V A C - Leaf Collectors D A V E Y — Air C o m p r e s s o r s M A S S E Y - F E R G U S O N - Baci<hoe L o a d e r s Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . KOENEN U (212-558-3180) BENEDICT T . MARINO (212-558-2840) L E E K . BARBA (212-558-2168) o3 ROBERT M . BROWN, I I I TOM E . GREENE I I I (212-558-3356) (212-558-2680) MARSHALL LANCASTER (212-558-2166) P W. PATRICK MCMULLAN (212-558-3174) R I C H A R D J . ZANARD ( 2 1 2 - 5 5 8 - 3 1 8 2 ) < L e h m a n Brothers K u h n Loeb Incorporated NEW YORK HOUSTON 10 • • ATLANTA LOS ANGELES • • BOSTON • SAN FRANCISCO CHICAGO • LONDON DALLAS • TOKYO Grader �PERCEPTIONS? Sometimes what you see, isn't! NORFOLK IN CARTOON How do you tell students about city government and keep their attention? The City of Norfolk kept their attention with a cartoon booklet for students. The booklet, "Norfolk, My City," now being used to supplement social studies courses, recently won a "Addy A w a r d " from the Advertising Club of Tidewater. The booklet was chosen above public service brochures and radio and television spots produced by advertising agencies throughout the Tidewater area. Written and designed by the public communications staff of the Norfolk Conventions and Marketing Department, the 16-page, 8V2" X 1 1 " booklet uses bright colors and cartoon characters to graphically depict the history and services of the City and the council/manager form of government. The introduction explains the effect of local government on citizens by answering the question " W h o Needs City Government?" The booklet also deals with city revenues, expenditures, all elected and appointed city officials, the School Board and other boards and commissions. "Norfolk, My City" is the first phase of the three-part student relations program designed to help teachers explain city government. The second phase is an audio/visual presentation, which will elaborate on the material covered in the booklet. This presentation will be made available for duplication by the Norfolk Public School system and will also be used during student tours of Norfolk's Civic Center Complex, which make up the third part of the program. Running a locality is a hard, time consuming business. Literally hundreds of issues confront a local official. The 74th Annual Conference of the Virginia Municipal League will focus on a number of topics that may be obscured by the pressures of your daily operations; topics that will soon impact upon YOU! Join other local officials in Roanoke, 23-25 September, for "Facing The Issues:". Everyone can benefit from sharing knowledge of managing local government "Perceptions". u z O "Facing The Issues:" 74th Annual Conference Virginia Municipal League P.O. Box 753 Richmond, VA 23206 > 11 �VML AFFILIATED ORGANIZATIONS SFCAV At the national level of fire service, former Seattle Fire Chief Gordon Vickery was appointed Administrator of the United States Fire Administration (USFA). The administration has also signed a contract to purchase St. Joseph College in Emmitsburg, Maryland as the site of the National Fire Academy; the target date for on-site course offering is January 1980. The Virginia Fire Services Commission held public hearings across the State in April. The hearings were conducted to receive comments from firefighters and the general public concerning the adequacy of fire services in the State and the need for changes in present manpower, equipment or performance. The Commission is responsible for making recommendations to the legislature regarding fire service. The 49th SFCAV Annual Conference will be held July 12-14, 1979 at the Sheraton Inn, Fredericksburg. VACP Twenty-five participants attended the VACP/VML Law Enforcement Inservice Management Development program held in Williamsburg, April 16, 1979. Chief Larry Vardell and the Williamsburg Police Department provided equipment and firing range instructors. Management topics such as leadership development, supervision of police personnel, stress, police and media relations and handling hostage situations were presented by instructors from the Federal Bureau of Investigation, local law enforcement, the Peninsula Academy of Criminal Justice and the Da/7y Press, a local newspaper. Glen Murphy of the International Association of Chiefs of Police, a recognized speaker in law enforcement circles, spoke on civil liability, and handling and investigation of discipline cases. The next training program will be scheduled for OctoberNovember, 1979. The VACP Annual Conference will be held August 26-29, 1979 at the OMNI International Hotel in Norfolk. Program plans are presently being made by the VACP/VML staff and the staff of the Norfolk Police Department. The Virginia Crime Prevention Association and the American Association of Retired Persons are sponsoring three regional crime prevention programs. The first program is scheduled for the Northern Virginia Police Acad- emy on June 5-6, 1979. The program is directed towards common level personnel in non-crime prevention functions. Details on the other regional programs have not been completed; however, the Lynchburg area may host one of the summer seminars and the Richmond area may host the fail session. There will be no charge for the seminars. For further information contact Harold A. Wright, Division of Justice and Crime Prevention, 8501 Mayland Drive, Richmond, Virginia 23229, (804) 281-9276. VBOA This year marks the 50th Anniversary of the Virginia Building Officials Association. A Program Committee was appointed by the Board of Directors to plan activities and recommend areas of interest to the building officials at the 1979 Annual School and Conference to be held at the Cavalier Hotel, located In Virginia Beach. The Program Committee is composed of D. Bain Reed, Building Commissioner, Roanoke, Chairman; W. C. "Bill" Light, Zoning Administrator, Roanoke; Frank B. Kaye, Chief Fire Marshal, Arlington County; Bernard Poole, Building Official, Sussex County; and Edward Williams, Building Official, Virginia Beach. Also, at the Board meeting, a legislative committee was established to represent the VBOA during the 1980 General Assembly. The committee is composed of Joe Bartell, Chief, Building Construction and Inspections, Henrico County, Chairman; R. A. Ledbetter, Jr., Building Official, Norfolk; Frank B. Kaye, Chief Fire Marshal, Arlington County; and James B. Jones, Building Official, Martinsville. MEPAV The 1979 Annual Conference of the Municipal Electric Power Association of Virginia was held April 11-13 at the Marriott Inn In Blacksburg, Virginia. President Robert I. Corekin, Electric Utility Director, Martinsville, presided over the conference. William Willis, Superintendent of the Electric Department, Radford, was elected President for 1979-80 and D. Keith Cook, City Manager, Bedford, was elected Vice President. Members of the Executive Committee are Eldred Yerks, Superintendent of the Electric Department, Danville; Walter Duncan, Town Manager of Front Royal; and Joseph S. Kearns, Councilman of Culpeper. During the Closing Business Session a dues increase was announced for both regular and associate members. A workshop on joint action will be scheduled for early June and experts in the field will be asked to speak. The membership also adopted resolutions in appreciation of the following persons for their assistance in the passage of Senate Bill 163: State Senator Charles J. Colgan, Delegate David D. Brickley, Manassas City Attorney Turner T. Smith, Virginia Association of Electric Cooperatives Executive Manager Charles C. Jones, Jr., MEPAV Executive Secretary R. L. DeCair, Wheat, First Securities Executive Vice President Walter W. Craigie, Jr., Attorney Samuel I. Hellman and MEPAV President Robert I. Corekin. W &M The 44th Annual School and Conference of the Virginia Weights and Measures Association will be held at the Sheraton—Fredericksburg Motor Inn, August 5-7, 1979. Oscar Armarode, program chairman, and the staff are planning some interesting work sessions and exciting social activities for the delegates and guests. During the Conference representatives from industry will have display booths introducing new innovations and technology in scales and other devices of interest to Weights and Measures officials. This year at the business session the members will vote on the revised Constitution and By-Laws of the Association. VA. SECTION, ICMA The Section held its Annual Conference on April 26-28, 1979 at the Marriott Inn in Blacksburg. President Hugh G. Cooper presided over the 3-day event. The managers and their spouses attended a personal financial management seminar by Douglas Kahle, Coopers & Lybrand, Norfolk. Other speakers included Richmond's Finance Director, H. Jack Lissenden and Conway Rees, Director of the Office of Local Government Relations. Officers for 1979-80 are C. M. Moyer, Manassas, President; Frank Force, Williamsburg, First Vice President; and William J. Paxton, Salem, Second Vice President. The Executive Committee is comprised of James W. Lord, Danville, Ronald Miller, Vinton, William 8. Fletcher, Waynesboro and Hugh G. Cooper, Bristol. , �ProfesskNial Diiectory 1625 Eye street Washington, DC 20006 (202)331-1440 8720 Georgia Avenue Silver Spring. MO 20910 (301) S85-6001 Geological, Soils and Environmental Consultants Ground Water Studies Land Disposal of Effluents and Sludges Solid Waste Studies • Foundation Evaluations 11524 Jefferson Avenue, Newport News, Virjjinia 21(')fll' 804-595-5561 HARLAND BARTHOLOMEW & ASSOCIATES LANDSCAPE 800 North 12th Boulevard SI. Louis. MO 63101 (314)436-7600 Construction Management • Design • Planning ARCHITECTURE COMMUNITY PLANNING DEVELOPMENT CONSULTING H B & A OF VIRGINIA ENOINEERINO 201 East Gary Street RichmoniJ. Va. 23219 Phone 804/649-8627 HENNINGSON, DURHAM & RICHARDSON DEWBERRY, NEALON & DAVIS Betz-Converse-Murdoch'Inc. Potomac Group Consulting Engineers, Planners and Environmental and Public W o r k s Engineering Engineering Plans, Studies and Laboratory Sen/ices Architects 8 4 1 1 Arlington Blvd., Fairfax. Virginia (703) 560-1100 V i e n n a , V i r g i n i a • P h o n e : (703) 281.2400 S t a u n t o n , V i r g i n i a • P n o n e : (703) 886-8555 113 South Chestnut St., Marion, Virginia (703) 783-7271 1640 Maple Dr., Danville, Virginia (804) 799-9403 1400 Pleasant View, Staunton, Virginia (703) 886-3957 BALDUJin flflD GREGG, LTD. Engineers Planners Surveyors 620 May Avenue - Norfolk, Va.23516 BircriwoodOfficePark-Va.Beach,Va.- 23452 207 Soutii Patricit Street Alexandria,Vo.- 22314 Austin Drockenbrough and Associates Consulting Engineers • WAT • E R . WASTEWATER •SOLID Environmental Studies • Private Proiecis 114 East Gary S t r » « t • R i c h r r w n d . Virflinia 2 3 2 1 9 G R E E L E Y Ai^ LANGLEY AND HAIMSEIM L C N G I E CONSULTING O Highways, Railroads, Foundations, Waterfront Facilities, Water Supply, S e w a g e Disposal, Planning Studies ' Reports • Design • Consultation P. O . B o x 1 2 0 4 7 484 N e w t o w n R d . V i r g i n i a Beach- V a . STUART ROYER & ASSOCIATES CONSULTING ENGINEERS L P. O . Box 8687 1514 Willow L a w n Drive Richmond, V i r g i n i a 23226 Phone 282-7657 BUCK, S E I F E R T & JOST, INCORPORATED Consulting Enginftftrs Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies > 1 4 0 S y l v a n A v e n u e , P.O. Box 1218 E n g l e w o o t J C l i f f s , N.J. 0 7 6 3 2 201 -567-8990 • 4 0 5 S o . P a r l i a m e n t D r i v e . S u i t e 101 Virginia B e a c h . Va 23462 804-499-4596 E P 1 F ( N I E M E R S , ENVIRONMENTAL ARCHITECTS Executive Ctr. Va. 2 3 5 0 2 PLANNERS 5454 Wash Wisconsin Ave. DC. 20015 301-657- 804-461-635/ 1780 Gannett FIcniing Corddry & Carpenter I N C . ENGINEERS Norfolk, VA 804/461-0155 Falls Church, VA 703/534-8716 R U S S E L L S. A X O N ENGINEERS PLANNERS ARCHITECTS INCORPORATED REGIONAL OFFICES LOCAL OFFICES I 111 N O R T H S H O R E D R I V E K N O X V I L L E , TN 3 7 9 1 9 615/588-6444 OLDE FORGE PLAZA F R E D E R I C K S B U R G . VA 2 2 4 0 1 703/371-8040 THE PITOMETER ASSOCIATES H U R T & P R O F I T T , INC. Engineers Engineers - Planners - Surveyors S*n.taf¥ Municipal Water Waste Surveys Trunk M a i n S u r v e y s W a t e r Distribution Studies Special Hydraulic Investigations rteter Soill & Foundilioni I ynchburg. Virg.n.a 2 4 5 0 5 T e l e p t i o n e 18041 8 4 7 7 7 9 6 1933 Fort Avenue R. WATER S U P P L Y • REPORTS • SEWERAGE S Y S T E M S DESIGNS . SEWAGE DISPOSAL • APPRAISALS N 12368 Warwick Boulevard, Newport News, V A 23606 McDONALD ENGINEERS—PLANNERS—SURVEYORS Virginia A I 804/6449493 WASTES • Rici-rmor-id • Tamca • Norfolk, IM 6 Koger Norlolk. Engineers and Planners I n d u s l ' i d l W a s t e T r e a t m e n t • Highirtrays Drainage* WaiP' & Sewerage Systems • Surveying T.laphone ENGINEERS FREDERICK G . GRIFFIN, I N C . ENGINEERS 4 PLANNERS Communications, 911 Studies, A l a r m Systems, Mobile Radio Systems, Telephone, Cable Television, Industrial Engineering Monitor and " Telemetry Systems. 7212 Timberlake Road • Lynchburg, V a . 24502 804/237-2044 J . K. TIMMONS & ASSOCIATES, INC. CONSULJISG ESGINEERS 711 N. Courttiouse Rd • MUNICIPAL Supervision, rt C O N S U L T I N G p u r y w a r , ir»c E N G I N E E R S e n r « s e a r - c h r-d.. r S c h m o n d , V i r g i n i a S3SaS D h o n e C a 0 4 ) -794.S823 SOUTHERN ENGINEERING C O M P A N Y O F VIRGINIA ENGINEERS 1000 C r e s c e n t A v e n u e , N.E. 604-794-3500 SAXIT.MIV txxjia, mills, t a y f o r a n d CONSULTING Richmond, Virginia 23235 R e p o r t s , Plans. TOO C h u r c h St., N e w Y o r k , N. Y . 10007 Chicago Columbia Atlanta New Milford, Ct. • W A T E R Aiipraisah Atlanfa, Georgia 404-892-7171 30309 �YARGER AND ASSOCIATES, INC. Over 500 Surveys R.W. P o s i t i o n C l a s s i f i c a t i o n and P a y P l a n s M a n a g e m e n t and O r g a n i z a t i o n a l Studies T e s t C o n s t r u c t i o n — F i r e and Police S t u d i e s 2830 M a r y S t r e e t , F a l l s C h u r c h , V a . 22042 ;e Stroci, Welleslcy. Mass. 02181 X 464, Bedford. Va. 24523 70.V,560-6900 A M E C H A N I C S V I L i e , VA. 23111 WHITMAN, REQUARDT AND ASSOCIATES COMPLETE ENGINEERING SERVICES n i l N. Charles St., Baltimore, Md. 21201 CONSULTING ENGINEERS & SURVEYORS 1 COMPLETE PUBLIC WORKS ENGINEERING AND LAND SURVEYING SERVICES 703-631-963 OUbart A a B o c l a t n of Virginia, inc. STUDIES . FACILITY PLANNING,' DESIGN CONSTRDCTIDN MANAGEMENT . OPERATIONS Water Supply a n d Purification • Sewerage and Sewage T r e a t m e n t • Streets a n d H i g h w a y s • Invrsiigations and Reports • S u p e r v i s i o n of Consiruction. NORFOLK. XA. WATEH / W/ASTEWATER • SOLD WASTE HYDRAUUC SYSTErvIS & STRUCTURES 23.')"'i ENGINEERS DESIGNERS CONSULTING ENGINEERS ind PIANNEBS BUSCH CORPORATE CEMER • SUITE 201 300MCLAWSCIRCLE WILLIAI^SBURG VA. 23185 CONSULTANTS . ARCHITECTS . PLANNERS Greenhorne B U O M A F l X - H O F = ^ r M Dale Building - Suite 2 2 4 • 1 5 0 4 S a n t a R o s a R o a d P O. BOX 4 2 9 13924 8 R A D D O C K ROAD C E N T R E V I L L E . VIRGINIA 2 2 0 2 0 m R. K E N N E T H W E E K S ENGINEERS 2733 T I D E W A T E R D R . Norfolk, Virginia B E N G T S O N . D E B E L L & E L K I N . INC MUNICIPAL ENGINEERING, ARCHITECTURAL DESIGN LAND DEVELOPMENT - PLANNING, ENGINEERING, SURVEYING, CONSTRUCTION MANAGEMENT URBAN PLANNING FEASIBILITY STUDIES W A T E R SUPPLY & S E W E R A G E C O L L E C T I O N HIGHWAY & DRAINAGE DESIGN S U B D I V I S I O N & I N D U S T R I A L SITE P L A N N I N G Engineers-Consultants engineers • surveyors- planners Engina«n - Plannar* ArchlUcK - Surwayori P. O. BOX 338 ASSOCIATES 5721 Sellger Drive (617) U7-4B70 iTOJ) 586-1881 Icl Corporation E N G I N f t R S . PLANNERS. C O N S U L [ANTS 804/746-4520 WILLIAM C. OVERMAN lafcotCAJiociaito/.U. LINGERfELT & ASSOCIATES, INC. A Prnfessionaf BKCK A N D A S S O C I A T E S Rngiucfrs <iiui ConsullnnSs • Utililily Plsnnine. Manajemenl and Oesien Services. • Rale and GoiiliaclEvBlujtiaii. • lectinitsl snd financial Feasibility. • Ulilitr Prapeity Appraisals. • load Managemenl and Energy Conservation Analysis. • Energy Souice Evaluation. Fossil-Nuclear-HydiD Sohfl Waste - Solar. 10710 Richmond, V A 23288 • Phone: 804-288-4051 LEE HIGHWAY, SUITE 202 . SURVEYORS & O'Mara, . FAIRFAX. D A V I D A, W I N T E R PHONE VIRGINIA Inc. 22030 7 0 3 - 3 8 5 - 9 8 0 0 Patton Harris, Rust & Guy [ B S OBniENGGEnE EnginMra , Surwyora , Plannan nxncvMlrties and puWic i Consulting Engineers 10S23 Man St valMv one* P O Box 3 8 5 5 , C h a r l o t t e , N C 2 8 2 0 3 / 7 0 4 - 3 7 4 - 1 8 2 2 S y r a c u s e , NY / Poughkeepsie, NY / Philadelphia, PA / Dover, DE / Chillicothe, u z Directory O OH Productivity Analysis ° Fiscal and Management Systenns Community Development George Cunningham, Field Representative "imagineered" PLAYGROUND and PARK _ 14 Tags & Labels • f"= g^-^Q^ ^ ^ ^ ^ pL;^.^^ 2 5 8 0 Blvd,, New Haven, CT 0 6 5 0 5 • ( 2 0 3 ) 7 7 2 - 2 5 2 0 CETA/Manpower Services ° Economic Development Connecticut Avenue, N.W., Washington, D.C. (202) 466-7680 h- F r e e on R e q u e s t (703)273-8700 McMANIS A S S O C I A T E S , INC. Washington, D.C Management Consultants to City and County Governments 1201 < z u , F«irfu, V> 22030 100 S MM1 St , BridgMMr.W 22812 . (703)g28-28ie EQUIPMENT BY GAME TIME, INC. C U N N I N G H A M ASSOC. INC. Box 9554 Lakeside Br , Richmond, V a . 23228 Phone 804/262-2401 �Public Research and Management, Inc. Suite 416 Washington Bldg., Wasli., D . C . 20005 (202) 783-1950 157 Luckie Street, N.W., Atlanta, Georgia 30303 (404) 525-5687 . . . provides full range of organization, management, planning and development services to local government. MUNICIPAL ADVISORS INCORPORATED FINANCIAL AND MANACEMHNT CONSULTANTS TO MUNICIPALITIES • AtlvisDf on • Management and Organization • Solid Waste Collection • Position Class and Pay Plans • Urban Planning and Zoning • Park and Recreation Plans Finiin(;i;i! .iiid M i i r k r l i n ^ K r l i i l i n ^ lo I s s l t i i n c i ' o f M i i n i c i p i l l • • Managomirnt • and (jr^anizjlion ExfMiutivr S c i f c h and L A W R E N C E B. W A L E S P.O. BOX 45 P R M Law Publishers M.illrrs Bonds Position C^lassificiilion/Componsiilion Plains Studies Scloclion ROGER IV1. SCOTT V i r g i n i a Beach, Va. 23458 804/422-1711 • Ordinance Codification and Charter Revisiot>s BOOZ • ALLEN & HAMILTON, INC. . . . Provides a full local and regional range of consulting governments. services to Subaqueous Inspection Specialists FOR FURTHER I N F O R M A T I O N CONTACT: ERIC S. H A N S 5 E N DIR. L O C A l G O V T , SERVtCES 4 3 4 0 EAST'WEST H t G H W A Y S O U T H TOWER-7tti FLOOR BETHESDA, M D 2 0 0 1 4 301-951-2915 SAN F R A N C I S C O CHICAGO NEW Y O R K Stockton W. R o u z i e Jr Operations Manager 5400 SunnywQod Drive WASHINGTON IT PAYS TO LISTEN WHEN EF HUTTON TALKS! We can talk about our experience, our marketing and distribution abilities our willingness to maintain a secondary market in your issue, but. . . most significantly, we can talk about our innovative approach to complex tax-exempt financings. There's none better at it than the EFHutton Team. Let us show you why it pays to listen when EFHutton talks! IFHutton Contact: Richard S, Locke 212-742-5098 or Stephen 8 Sloan 212-742-6651 Virginia Beach, Va (3041 4 6 0 - 1 1 3 6 23455 �Warning: The Surgeon General Has Determined That Cigarette Smoking Is Dangerous to Your Health. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 14, Number 6 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource June 1979 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197906 https://www.virginiaroom.org/digital/files/original/69/6428/197907.pdf abac6a20dc80fafd2c0e9c60a809a4f1 PDF Text Text �Editorial GRS FACES A STIFF T E S T ^ Q °^ Z ^ O H< ^ — ^ ^ 2 Supporters of the federal government's general revenue sharing program face a stiff test next year in extending the life of the program beyond its current September 3 0 , 1980 expiration date. Several recent developments highlight the skepticism about general revenue sharing which has arisen both within the Congress and the Carter Administration. First, the House of Representatives, as part of its fiscal year 1980 budget resolution, voted 195-190 to eliminate $2.3 billion in revenue sharing funds slated for the states. Although this House vote was essentially symbolic—further Congressional action, considered highly unlikely, would be required to eliminate the FY 1980 revenue sharing entitlements for the states—it does represent a severe erosion of support for general revenue sharing within the Congress. Furthermore, Treasury Secretary Michael Blumenthal recently testified that the Carter Administration is giving serious consideration to recommending the elimination of the states' portion of revenue sharing funds. Finally, Congressman Jack Brooks, who is in a key position to influence the future of general revenue sharing as Chairman of the House Government Operations Committee, has been outspoken in his opposition to the program. Why has such stiff opposition arisen to a program on which 39,000 state and local governments have come to rely so heavily? To be sure, some of the opposition is partisan and even petty. Democrats now control both the White House and Congress, and they have a natural antipathy to a program widely perceived to be a Republican initiative. Moreover, because general revenue sharing was enacted as an en- titlement program, with funds flowing automatically to the states and localities, members of Congress have been denied one of our favorite pastimes—announcing grants to our districts. There is also some resentment over the demand by 30 states for a Convention to amend the Constitution to require a balanced federal budget. House Budget Committee Chairman Bob Giaimo characterized the attitude of the states this way: " Y o u profligate federal government, get your house in order and cut spending and balance your budget. P. S. Do not forget to send us our revenue sharing money." There is, however, a more serious objection to general revenue sharing based on the relative financial health of the federal and state governments. The federal government has run huge deficits in every year since the inception of the revenue sharing program in 1972. During this same period, the fiscal condition of many states has improved considerably, with several states actually enjoying sizeable surpluses this year. What this argument ignores, of course, is that the $7 billion revenue sharing program is a relatively minor portion of the more than $80 billion which the federal government sends to the states and localities each year. If cuts must be made, I would much prefer to reduce or eliminate some of the 500 categorical grant programs, many of which produce excessive red tape, impose undue financial burdens on state and local governments, increase federal intrusion into state, local, and private affairs, and—above all else—^just don't work. By contrast, the general revenue sharing program has allowed state and local officials to spend some federal dollars as they saw fit, rather than as Washington officials ordered. Only a small corps of bureaucrats in Washington has been required to administer revenue sharing. While administrative costs of categorical grant programs have gone up 14 percent annually since 1972, the increase has been one-tenth of 1 percent for the revenue sharing program. The general revenue sharing program has been almost the sole exception to the trend of the past half century to centralize power in Washington. If revenue sharing is defeated or seriously weakened, efforts to decentralize government authority will be stymied for years to come and the American people will find their lives controlled to an ever-increasing degree by the distant bureaucrats in Washington. G. William Whitehurst Member, United States Congress r �Virginia *Gty The official publication of the Virginia Municipal League Richard L. DeCair JULY 1979 V O L U M E 14 Editor-in-Chief Editor NUMBER 6 Charlotte Kingery Associate Editor Editorial Assistant Advertising Manager Financial Secretary Bragdon R. Bowling, Jr. Margaret A. Nichols John S. Ziolkowski, Jr. Sandra Harmon 4 Jessie M . Rattley Officers: First Vice President, Gus W . Nicks; Second Vice President, Roy H. Erickson; Third Vice President, Harold S. Atkinson; and Fourth Vice President, Raymond F. Ratcliffe. Executive Committee: Richard A. Farrier, Francis T. West, Richard J. Davis, Charles A. Robinson, Jr. Mary Sherwood Holt, Jane L. Hough and Ann H. Kilgore. POLICY? "Local government has become "politicized." 8 VML President W H O MAKES L O C A L O B S E R V A T I O N S OF CHINA " V M L President Jessie M. Rattley recalls the spirit, values and structure of a developing communist society." 10-11 16 W E I G H T S & MEASURES POLICE & FIRE MEET DEPARTMENTS VIRGINIA MUNICIPAL LEAGUE ANNUAL CONFERENCE SEPTEIVIBER 23-25, 1979 ROANOKE CIVIC CENTER Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia Municipal League 2 Editorial 6 People 12 Legal Guidelines 13 Places 14 Commentary 18 Ideas 18 Marketplace 21-23 Directories TELEPHONE 804/649-8471 U z O h- O N THE COVER: Fairfax C o u n t y Courth o u s e . P h o t o g r a p h is c o u r t e s y of the V i r g i n i a State Library. FAIRFAX COURTHOUSE V I R G I N I A T O W N & C I T Y (ISSN0042-6784) is the only official magazine of the Virginia Municipal League (formerly the League of Virginia M u nicipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. All contents, copyright 1979 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & CITY or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per copy. > �WHO MAKES LOCAL POLICY? BY ROBERT J. AUSTIN The original council-manager form of government gave little attention to policy and political leadership. The notion was that the consensus of the community guided local decision-makers to make the correct decision. The manager was to be purely an administrator taking policy direction from council; the mayor, heretofore the political leader, was to be an equal member of council with ceremonial executive duties. Not clearly taken into account were the necessary steps to formal decisions—identification of a problem, development of alternatives and determining the choice; nor was there much concern with the political requirement of building support for policies. Local government has become "politicized." Local manager government, however, has become "politicized", not in the partisan sense but in fundamental differences over basic goals. The benefits and costs of local policy increasingly are believed by many citizens to be shared unequally, and it can be argued that the people in many communities are taking a more self-interested view of local politics. This is simply because the political climate has changed. The governmental "crisis of confidence" and cynicism towards institutions and officials which has afflicted the nation over the last decade has not spared local government. Further, although the numbers of people who vote have not necessarily increased, there is much more diversity of participation in community decision making. In states such as Virginia, legal steps taken during the 1960's and 1970's have entitled black citizens to an active role. Another phenomenon across the country and in Virginia has been the rise of neighborhood and civic association activism which usually focuses upon less than the municipal allocation of costs and benefits. The taxpayer revolt also has renewed a traditional source of opposition to the prevailing government direction in many localities. Still further, the rise of public employee activism has been a significant development which pits the government against itself. Finally, federal and state policies and programs are increasingly a factor in local policy making and are received differently by various segments of the community. The need for more direction in local government clearly can be seen within this politicized environABOUT THE AUTHOR Robert J. Austin is Assistant Professor of Political Science, Virginia Commonwealth University. ment. Indications are that the council-manager plan is adapting to the acceptance of the manager as a policy leader and the changing role of the mayor under such a plan. Two recent studies indicate that this is occurring in most Virginia localities. Five years ago the International City Management Association surveyed managers throughout the United States. Michaux Wilkinson, writing in the April, 1976 University of Virginia Newsletter, reported on the specific responses of 57 city and town managers in Virginia to that survey. Rather than being limited to a purely "administrative" role, almost all Virginia managers acknowledged that they commonly participated in local policy making. Further, 7 to 10 managers claimed to be frequent initiators of policy, and almost all acknowledged some policy initiation. About the same number ascribed to themselves a leading ro\e in policy making, while more than onefourth said they a/ways were the primary leaders. The manager's role is not limited to council. Finally, the managers indicated that their role is not limited to dealing with council. More than half the managers said that it was common for them to address controversial local issues in public speeches to community groups and that they sought the support of leading community influentials for their policies (only one in five denied ever taking such steps to build support). In general, the typical Virginia manager is an aggressive salesman for policies which he either initiates or plays a leading role in formulating. The manager hence fills part of the leadership void in council-manager theory. The reasons need not be covered in detail here, but the person who prepares and manages the budget, appoints and supervises the administration and provides full-time monitoring of the municipality becomes a major switchgate in the policy process and goes a long way towards setting the agenda for council. Most managers today indeed find such an opportunity one of the chief attractions of the job and no longer avoid the label "policy manager." Nor do they deny the appropriateness of the label "politician," a subject of some debate within the profession up through the 1950's. Any manager who does not seek to build support for his policies while at the same time reading the "art of the possible" into the mood of council and community is not likely to last long. As a counterbalance to the development of the "policy" as well as "administrative" manager, the mayor in most localities emerges as the chief elected official and an individual whose responsibilities and opportunities for influence far exceed the original ceremonial role accorded him or her. Thus, Nelson Wikstrom, in the January, 1979 University of Virginia News/etter reported on his in-depth study of Virginia mayors. The mayors claimed for themselves the role of the policy leader for council. Their reasons for doing so were twofold: most said that council looks to them for advice on policy; and a majority gave policy leadership reasons either for initially seeking or for wishing to be reelected as mayor. The mayors also ascribe to themselves the task of exercising much of �council's supervision of the manager. A majority of them said that they had the primary council responsibility to do so, and most of them indicated that they meet at least daily with the manager. It is Interesting to note that a majority of the mayors said the managers had only an administrative role, in conflict with the managers' own definitions above. The two parties do seem to have different perspectives on this relationship. Finally, the mayors indicated a policy role when dealing with the broader public. A solid majority of them claim that they have gone directly to the public to win support for policies which presumably they identify as their own. A majority of the mayors said that a considerable amount of time in what is supposed to be a part-time job is given over to serving as a focal point for citizen complaints and comments about the government. A more active mayor is the result of several factors. One factor is the continuing association in the public mind of the role of "mayor" as being of some importance in the local political system. This fact probably is increasingly true because of population mobility and the influx of people who are not familiar with the manager form of government and are accustomed to looking to the mayor. Also, a factor is that the national media centers upon mayors, not managers, as the key local operatives. The local media also enhances the position because the mayor is "newsworthy." His ceremonial duties and the media's need for "symbolic" news increases his public platform. Another reason is the increasing opportunity for the mayor in the intergovernmental arena. Federal programs demand that the mayor execute certain responsibilities and also represent the city or town in dealing with political authorities from national, state and other local entities. On a local level, intergovernmental contacts increasingly demand visible elected leadership. Finally, as councils become more factionalized, the mayor, normally picked by council under the prevailing Virginia practice, increasingly is identified as the chief of the majority faction. In a political environment, he inevitably is identified as the leader of one group with a particular view of policy needs. The current view is that a manager-mayor "team" has developed in many municipalities which gives the manager plan considerably more political and policy leadership than the form of government originally proposed. What has been presented will not shock those in the field, nor did it happen overnight. Any time during the history of manager government, and not just recently, the leadership model described here could have applied to some localities. These developments, after all, are not the end of the manager plan, as some have feared. Some readers will be familiar with the writings of the last decade that question whether the manager plan provides leadership and doubting the applicability or utility of the plan for local government. What the Virginia experience shows is that the manager plan does have more flexibility than often thought, and that this flexibility can allow the plan to adapt to changed circumstances without damaging the fundamental purpose of the plan. PERCEPTIONS? Sometimes what you see, isn't! Running a locality is a hard, time consuming business. Literally hundreds of issues confront a local official. The 74th Annual Conference of the Virginia Municipal League will focus on a number of topics that may be obscured by the pressures of your daily operations; topics that will soon impact upon YOU! join other local officials in Roanoke, 23-25 September, for "Facing The Issues:". Everyone can benefit from sharing knowledge of managing local government "Perceptions". u z O "Facing The Issues:" 74th Annual Conference Virginia Municipal League P.O. Box 753 Richmond, VA 23206 < z a > �People Lynch Appointed Richmond city manager Manuel Deese has appointed DANIEL A. LYNCH as the City's new director of public utilities. Lynch previously served as the manager of the southern division for New Jersey Natural Gas Company for nine years. Lynch is a licensed planner and a licensed professional engineer in New York and New Jersey. He holds a graduate degree from Monmouth College and an undergraduate degree from New York State Maritime College. Lynch assumed his duties on May 21,1979. Council Names The Alexandria City Council has named ROGER MACHANIC, vice president of trade development for the Chamber of Commerce and president of Development Resources, Inc., to be the president pro tern of the new Private Industry Council (PIC). Council approved the creation of the Private Industry Council to administer the new program of the Comprehensive Employment and Training Act (CETA) which increases the involvement of business and industry in the CETA program and redirects its activities to private sector jobs for the economically disadvantaged. Dawson Recognized Taylor Retires Miller Appointed lAMES H. TAYLOR has retired as chief surveyor for the Roanoke City Engineering Department. He worked with the City for more than 23 years, beginning in 1956 as a survey party chief. He was promoted to chief surveyor in 1966. RONALD H. MILLER, town manager of Vinton, was appointed to the Board of Trustees of Ferrum College. He was also elected to the Executive Committee of the Virginia Section, International City Management Association. Hanbury Resigns Authority Elects Two BURTON B. HANBURY, )R. resigned his position as deputy city attorney for the City of Alexandria to become an associate with the law firm of Wrape, Hernly, Booker & Swersky, located in Alexandria. MASTON T. JACKS succeeds Hanbury as deputy city attorney. The Fairfax County Redevelopment and Housing Authority has reelected GERALD W. HOPKINS as its chairman and CARL COAN, JR., vice chairman. Hopkins was first appointed to the Authority in January 1972 and was elected chairman in October 1972. Coan has served on the FCRHA for three years and has also served as chairman of the Fairfax County Consumer Protection and Public Utilities Commission. Burke Honored Mrs. LOUISE BURKE, chairman of the Richmond City Planning Commission, received the Citizen Award from the Virginia Citizens Planning Association. The highest award of VCPA is given to persons considered to have made "notable and constructive contributions to the harmonious and orderly development of their community or region." Mrs. Burke, executive director of the Conservation Council of the Virginia Foundation, has authored numerous articles on environmental subjects and has campaigned for nature preservation throughout the state. CORRECTION In the "Handbook for Virginia Mayors and Councilmembers", published by the Virginia Municipal League and the Institute of Government, University of Virginia, Chapter 1, Paragraph 1 should read " . . . a long term public debt of nearly $1.3 billion.'" The Norton Redevelopment and Housing Authority recognized outgoing executive director WRIGHT DAWSON at a dinner held in April. Dawson remains with the City of Norton in the capacity of community development program administrator. U o3 O > Chief Drass Dies )OHN E. DRASS, Falls Church's chief of police and a 20-year veteran of the Metropolitan Police Department, died May 13. Chief Drass began his career as a patrol officer for the Metropolitan Police Department in 1953 and was promoted through the ranks to captain in 1972. He retired in December, 1973 and was appointed Fall Church's chief of police in January, 1974. The Virginia Municipal League and the Virginia Association of Chiefs of Police extend their sincere sympathy to the family of Chief Drass and to the City of Falls Church. CAPITAL EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD • RICHMOND, VIRGINIA 23228 P. 0. BOX 9609 PHONES: 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY—Chem/ca/ Spreaders, Slurry Pavers LINK BELT — Cranes — Excavators FMC/BEAN — SewerCleaner LAYTON MFG. CO. — Asphalt Pavers MEYERS-SHERMAN — "Vactor Jet Rodder" RICHMOND MFG. CO. — Horizontal Boring Mactiines ELGIN-LEACH — Sweepers, Refuse Bodies ATHEY MANUFACTURING CO.—Maintainer Grader ROYER FOUNDRY — Shredders GIANT-VAC — Leaf Collectors DAVEY — Air Compressors MASSEY-FERGUSON - Backhoe Loaders �Dumped the last load? Strip off the loader It's easy with a John Deere Utility Loader. And it makes sense to lighten up for mowing and other 3-point hitch work. Just loosen the bolts from two mounting plates and back out of the loader frame. Hydraulic hoses and controls stay with the 2500-pound-capacity loader. Choose the tractor power and accessories you need from three horsepower classes (43,50 or 62 SAE net hp) and more than 20 options. Equipped with an optional rear PTO (standard on JD401-B) and 3-point hitch, you're ready for mowing, blading and scarifier work. Hydraulic load-and-depth sensing of the hitch automatically compensates for draft changes to help maintain working depth and engine rpm. For a closer look at the entire line of John Deere Utility Tractors, Loaders, Backhoes and Mowers, see your John Deere dealer. John Deere, Moline, Illinois. 3-point lift links provide a vertical float action to follow ground contours, and adjustable sway blocks control side-toside tool movement. JOHN DEERE on the move �OBSERVATIONS OF CHINA by Jessie M. Rattley Editor's Note: The VML's President, Jessie Rattley, recently returned from a trip to China where she led a delegation of thirtyfive municipal, state and other officials in a goodwill tour of the People's Republic of China. President Carter asked her to make a report of her observations during the trip. I am pleased to submit the following report on the recent trip to the People's Republic of China by a delegation representing the National League of Cities. The cities visited were Canton, Shanghai, Hangchow and Peking. The usual practice in recounting foreign travel is to tire one's audience with the vicissitudes and details of the accommodations (which in our case were elegant), the public transportation ( w h i c h was inexorably punctual), the food (about which I confess some misgivings) and unexpected changes in plans and arrangements (which were a test of administrative skill). I ask your indulgence to dispense with the usual formalities and to focus instead on the substance of what we learned and experienced: the spirit, values and structure of a developing communist or "socialist" society. E C O N O M I C AND POLITICAL LIFE ^ ^ Z ^ O h<; ^ — 2 — 8 The basic decisions of how China's productive capacity is allocated and invested in agriculture, housing, consumer goods, industries and other sectors, of course, are made by the national government rather than by the interrelated operation of private markets, governmental monetary and fiscal policy to which we are accustomed. The extent to which the Chinese government can alter the national economy has limitations which one would expect in a developing country. The Chinese economy is primarily devoted to providing the food, housing, clothing and other goods and services necessary to maintain a basic standard of living. Defense accounts for 10 percent of the PRC's gross national product, by State Department estimates. W e observed in Canton, for example, that virtually every inch of land available for growing vegetables or raising animals for food was in active use. At the local level, economic life is organized into communes and production groups with goals based on targets set by the national government. Each production team sells its goods or harvest to the government and then distributes the income among its members. The official principle of income distribution is "from each according to his ability; to each according to his work; more income for those who work more". The official literature claims the political cadres are paid "in the same way as ordinary commune members", i.e., on the basis of work points for their "public duties". The commune reserves part of its income to pay for the purchase of new equipment and for construction of projects such as hydroelectric plants and irrigation works, and part to provide education and health services for its members. The commune also pays a tax to the national government said to be 5 to 7 percent. Government officials in Peking exhibited keen interest in discussing business alliances with representatives of American industry, and responded quickly to an offer from one of our delegates to follow the initial contact with a visit to the American factory. The political life of the Chinese people is dominated by the slogans of the national government. T w o constantly repeated themes are that everything has improved since the revolution established the communist state in 1949 and that everything associated with the "Gang of Four" is inferior or obstructive. For example, about 800 graduate teachers in the University at Shanghai who received their degrees in the " G a n g of Four" period are taking additional courses to bring their qualifications up to par. Political training in the principles and values of socialism and Maoist thought is an early part of education in the People's Republic, and the inculcation appears to have been highly successful. VALUES AND PERSONALITY OF THE PEOPLE The people of Communist China appear to have internalized to a high degree the socialist values of egalitarianism and group effort. There was no sense of suppression or hidden dissent at least among the working people, with government policies. Although the impressions of a touring group are always suspect, it is fair to say that the Chinese people seemed to be highly motivated and to be working hard to achieve their groups' production goals. This was evident in both the factories and agricultural communes we visited. Both men and women performed hard physical labor in the agricultural commune at Canton; each month the men have four days off and the women have six days off. There was a pervasive sense of equality among the people we saw and met, although we also noticed deference to a party official who had an administrative role at a medicine factory. The people were friendly and somewhat curious about us. When we arrived in Shanghai, they came out to shake hands with us as we walked from the plane into the airport. W h e n w e left a w o r k e r s ' residential area in Shanghai, the people had gathered to say goodbye as we walked through a courtyard. In Peking, however, the people seemed more indifferent and businesslike and we attracted less attention. During the entire trip, there was no indication that the people felt any mistrust or animosity toward us as Americans. T w o striking qualities of the people were their quietness in public, which is perhaps a necessity in a society of China's density; and the uniformity of their dress. Almost everyone wore " M a o " jackets and pants, usually in blue. The children were cheerful and proud. We saw none who appeared to be shy or subdued. The artistry and craftsmanship of the people in the ivory, silk and carpet industries were most impressive. These items are produced for export and sale to tour- �The electricity available to residences and hotels is of low voltage and is used for the limited number of appliances such as clocks, radios, and small televisions. Telephones are scarce, and none were seen in residences. Hospitals, schools and other public facilities seemed to be unheated south of Shanghai, although tourist hotels had steam heat. Cinemas, ballet, concerts and operas were extremely popular. The theme of those we saw carried the moral content of party thought, extoling the value of " c l e a n " living, honesty and frugality. There was no evidence of practice of religion, although temples and shrines are maintained for tourists. The Chinese people mingled with foreigners here and displayed great interest and friendliness to Americans. ists. We could only speculate about whether these and other luxuries are available to ranking officials. QUALITY OF LIFE Life in China is austere, especially in the rural areas where the people seemed to be struggling to maintain a minimum standard of living. Most of the people live in two-bedroom apartments with common kitchen and bathroom facilities. Single-family residences with yards are nonexistent. In Shanghai, the average housing space is only 16 square feet per person. Public bus and rail systems are heavily used, and bicycles and motorized carts are numerous. The few automobiles found in the cities are taxis for tourists, and cars for government officials. In rural areas, the roads are made of packed dirt and are usually narrow. Medical facilities are cold and unsanitary and do not have modern equipment. The use of acupuncture for anesthetic purposes in operations is a source of pride. Education is provided through the age of 13 in agricultural areas and through age 16 in the cities, but China's literacy rate is still low among adults. Students take competitive examinations for entrance to University study. Before beginning advance education, a student must work for at least two years in a commune or production group. n^^\> X^^}^^^ SUMMARY The focus of life for the people of China is a work ethic centered on the common good. The people are highly motivated and industrious; no sense of fear or suppression is apparent. Although the standard of living is austere in the cities and primitive in the rural areas by American standards, it is evident that the people are committed to the economic and political system of which they are a part. Through their great industry and unity of purpose, the Chinese people seem destined to an expanding future both at home and in the world. GRIFFIN^ Ductile Iron Pipe " ^ ^ ^ for water and sewer installations .I.IIJJIM D U C T I L E u IRON Z CAST IRON SOIL PIPE & FITTINGS C3RIFFIN P I P E P R O D U C T S CO. , ^msted BOX 740 • LYNCHBURG, VIRGINIA 24505 • 804-845-8021 r9 �PUMP C O M P A N Y M. S. GODSMAN, DISTRICT MGR. RICHMOND, VIRGINIA EJ^ON Blacksburg, Christiansburg, Lexington, Covington and Roanoke Valley Exxon Greets the Weights & Measures Team PHONE: 804/282-6965 VALLEYDALE PACKERS, INC. Valleydale Meat Products Bristol and Salem, Virginia SHENANDOAH'S PRIDE DAIRY HARRISONBURG EDWARDS WHOLE HOG Compliments of Kennedy's Piggly Wiggly Stores, Inc. Norton, Virginia RICHMOND SCALE SERVICE COUNTRY SAUSAGE RICHMOND HARRISONBURG IS YOUR KIND OF FOOD STORE COMPLIMEWTS OF SALUTES WEIGHTS & MEASURES OFFICIALS TOLEDO SCALE RELIANCE ,i,c™,c Compliments COMPLIMENTS of SUNMARK INDUSTRIES from Division of Sun Oil Company of Penna. WASHINGTON DIVISION SALUTES WEIGHTS & MEASURES OFFICIALS �WEIGHTS & MEASURES Financing Public Power 1979 S C H O O L AND CONFERENCE Requirements Virginia Welglits And Measures Association Program Highlights SUNDAY, AUGUST 5 4:00 p.m. 6:00 p.m. Registration President's Reception and Barbeque MONDAY, AUGUST 6 8:00 a.m. 9:00 a.m. 10:00 a.m. 2:00 p.m. 6:00 p.m. 7:00 p.m. 8:00 p.m. 9:00 p.m. Registration Opening & Morning Sessions Ladies'Tour Afternoon Sessions Open House Banquet Address Dance Rrst Boston The First Boston Corporation 20 EXCHANGE PLACE NEW YORK, N.Y. 10005 (212) 825-2000 TUESDAY, AUGUST 7 8:30 a.m. 10:00 a.m. 11:00 a.m. 12:00 Noon Morning Sessions Ladies' Brunch & Show Business Session Adjournment The Virginia Weights and Measures Association will hold its 44th A n nual School and Conference on August 5-7 at the Sheraton-Fredericksburg Motor Inn. G . W . Diggs, III, Inspector, Weights and Measures Section, Virginia Department of Agriculture and Consumer Services, Richmond and President of the Association, will preside over the C o n ference. Other officers include M. P. Gleason, Bureau of Weights and Measures, R i c h m o n d , First Vice-President; J . B. H a u n , Inspector, Weights and Measures Section, Virginia Department of Agriculture and Consumer Services, Staunton, Second Vice-President; and Robert H. Britt, Jr., Sealer of Weights and Measures, Norfolk, Third Vice-President. Executive Committeemen are J . F. Lyies, Supervisor, Weights and Measures Section, Virginia Department of Agriculture and Consumer Services, Richmond; J . G . Sanders, Inspector, Weights and Measures Section, Virginia Department of Agriculture and Consumer Services, Richmond, and Joseph F. Hortert, Inspector-Investigator, Office of C o n sumer Affairs, Newport News. The Virginia Weights and Measures Association is an affiliate organization of the Virginia Municipal League. Compliments of PIGGLY WIGGLY STORES in Virginia T W O COUNTIES AWARDED Fairfax County and Frederick County have been selected to receive a NaCo New County U.S.A. Achievement A w a r d . T h e National Association of Counties (NaCo) honors those counties that improve a government service for its citizens. Fairfax County was recognized for significantly revising the budget process, including the published budget document, during the past six y e a r s . T h e c h a n g e s w e r e brought about by a directive from the Board of Supervisors to develop a more understandable program budget which would be more useful to the Board and individual agency managers in program and policy decision making. Frederick County developed and reorganized its inspection program. The program allows for construction at the least possible cost consistent with good engineering practices. Aggressive educational and public relations programs helped to accomplish the goals set forth by the reorganization plan. U Z > 11 �Legal Guidelines LOCAL GOVERNMENT LABOR STANDARDS? By Howard W. Dobbins, General Counsel U Z < z (J 12 A recent decision of the United States Circuit Court of Appeals for the Fourth Circuit has pointed out what may be a defect in Virginia's right to work law. Section 40.1-61 of the Code of Virginia prohibits an employer from requiring an employee to abstain or refrain from membership in any labor union or labor organization as a condition of employment. This statute has been cited for the proposition that a Virginia locality has no authority to require even supervisory employees to refrain from membership in the union. York County Fire Fighters Association V. County of York, F. 2d ( C C A . 4th decided December 26, 1978). This case arose under the following facts. Members of the York County Fire Department made contact with the International Association of Fire Fighters and as a result thereof established a local union known as York County Fire Fighters Association, Local 2498. Thereafter, the County made certain changes in the management of its fire department, including the promotion of three members to the position of fire captain. It was apparently intended by the County that such fire fighters would function on behalf of the County in a supervisory capacity. The Board of Supervisors also passed resolutions which prohibited persons In a supervisory capacity from belonging to unions. This was administratively interpreted to restrict membership only in the same union in which rank and file firemen belonged. The three promoted fire captains tendered their resignations from the Fire Fighters Association under protest and instituted suit in the United States District Court for the Eastern District of Virginia contending that the resolutions prohibiting membership of supervisors in the same union with rank and file fire fighters deprived the fire captains of freedom of association and was also contrary to the Virginia right to work law. The matter was heard on affidavits by the District Court which made a finding that the limitation on membership in rank and file unions was a reasonable limitation necessary for the orderly operation of both the fire department and the County and, accordingly, dismissed the captains' complaint. The case was appealed to the Circuit Court of Appeals for the Fourth Circuit which decided (opinion by Circuit Judge Winter) that whereas the County could validly prohibit supervisory personnel in the Fire Department from belonging to a union in which rank and file fire fighters are members, the District Court had made an improper determination that the captains were in fact supervisors and remanded the case to the District Court for a factual determination on whether they were in fact supervisors. In respect to the issue in which the District Court was upheld, the appellate court stated that there was justification for "determining the meaning of an enactment from the administrative gloss which has been placed upon it, at least in the absence of any suggestion either that the enactment was applied differently or that the breadth of the language in the enactment, unrestricted by its gloss, has a chilling effect on the first amendment rights of others who are not litigants before us." Thus, the fact that the County, acting on the advice of the County attorney, had enforced the prohibitory resolutions only with respect to membership in the same union to which rank and file employees belong was evidence of administrative gloss and was determinative of the intent of the supervisors notwithstanding the specific language of the resolution prohibiting membership of the supervisory employees in any union. The appellate court opined that as so administratively construed, the resolutions were valid limitations of the first amendment right of supervisory employees of the Fire Department saying: "An efficient fire department is a legitimate and substantial state interest because of the need of fire fighters to act quickly and effectively to prevent loss of life and property, and the limitation on membership of supervisory personnel in a union of rank and file members is necessary in order to forestall a division of the supervisors' loyalties between the union and their employer. Barring membership in such a union is the least restrictive way of achieving the objective when membership in another union, not having rank and file fire department employees, is not prohibited." In response to the plaintiffs' argument that §60.1-61 of the Code of Virginia prohibited York County from requiring the plaintiffs to refrain from union membership, the appeals court stated that this argument had no bearing on the plaintiffs' constitutional claim of a violation of their first amendment rights and that the contention should be asserted in the state courts of Virginia because the question has never been entertained by the Virginia courts. However, at issue before the District Court on remand will be a determination of what labor standards may be applied by the local government to labor unions. Unquestionably, the question of whether those labor standards are affected by the Virginia right to work law must ultimately be decided, whether in this case or in a subsequent case initiated in the state courts. �Places FAIRFAX COUNTV—The $2.6 million Reston Community Center was formally dedicated on May 20 in a ceremony at the Hunter's Wood Village Center in Reston. Remarks were made by Fairfax Supervisor Martha Pennine and Robert E. Simon, the founder of Reston. The dedication marks the public opening of the new Center which was begun in 1972 by a task force of interested citizens. Pennino and Simon provided much of the guidance for creating the Center. Construction and basic operating costs of the facility are being financed through a special tax district which includes Reston and several adjacent residental areas. Also, Fairfax County has received a $500,000 community development block grant for the County's innovative single family home purchase program. It will provide second trust financing under the moderate income direct sales (MIDS) program for families of low and moderate income who currently live or work in Fairfax County but cannot afford to purchase homes under conventional financing. SALTV/LLE—Environmentalists, concerned citizens and councilmembers met to determine how to preserve rare plants and other life forms in the well fields area while completing the recreation development planned for that area. Plans to build a recreational park in the well fields met with criticism when it was discovered that plants, rare to areas other than seashores, existed in the well fields because of the salt water there. Other living creatures which depend on those plants were also found. The Town conducted a tour so that the objectives of both the park developers and the environmentalists could be met. POQUOSON—City Manager George Dickenson announced that the City has received a $400,000 State grant for outdoor recreation. Poquoson plans to build a public swimming pool, tennis courts, baseball fields and parking facilities. An existing recreational area will also be further developed with grant funds. M/DDLErOWN—Town Council voted to convert a room on the second floor of the Town Hall into a community center. The center, to be used primarily by Middietown teenagers, will be funded by unallocated revenue sharing funds. GALAX—Council and the park commission met to discuss plans for the development of the recreational facilities at Felts Park. A comprehensive plan includes lights for the baseball field, concession and restroom facilities, a running track, a paved court and a swimming pool. Future improvements will add other dimensions to the existing park. COLONIAL BEACH—The resort town received a $1 million federal Housing and Urban Development grant which will be administered by the Colonial Beach Housing Authority. The money is to be used for public improvement projects such as renovation of dilapidated homes, water and sewer improvements, road repair and erosion control. Most of the work, to be done over a two year period, will be concentrated in low and moderate income areas of the town and a third of the grant is earmarked for a housing rehabilitation loan and grant program. MARION—The Town has been awarded a $600,000 Department of Housing and Urban Development grant to construct a senior citizen center for Marion and the surrounding area. The project, known as "The Mayor's Project", will provide numerous services for senior citizens. When completed, the Center will have meeting rooms for use by senior citizens and also rooms for local and federal agencies to use to provide counseling and other services for senior citizens. The project was named in honor of Mayor W. W. Scott who has been a key figure in supporting the Center. >- u O ^ ince 19S5, we have stressed the importance of excellence In our products, which include sanitary sewers, storm sewers, cijlverts and manholes .We have placed the same emphasis on our service. Both of which mean our customers can depend on us for quality. Concrete Pipe & Products Company, I n c . P.O. Box, 1223, Rlclimond,VA 23209 ( 8 0 4 ) 233-5471 < o 13 �Commentary REAL ESTATE TAX RATES By Bruce Ranson, Institute of Government, University of Virginia u z O 1< z u > 14 In the aftermath of Proposition 13, taxpayer associations and individuals in the Old Dominion have tried to persuade policymakers to limit and reduce taxes. (Statutory and constitutional proposals cannot be put on the ballot by citizen initiative in Virginia, unlike the procedure provided in some states.) The tax limitation activity in the Commonwealth has ranged from the request by the Virginia Taxpayers Association that the Virginia General Assembly pass measures to limit taxes and cut spending to efforts by the Norfolk Tea Party and the Petersburg Taxpayers Association to reduce the tax rates in their respective cities. The furor over real estate taxes raises many questions. Two of the most important are whether tax rates on real estate in Virginia are rising or falling and whether Virginia's real estate tax rates are higher or lower than rates in other states. These questions are answered in the 1978 edition of Tax Rates in Virginia Cities and Selected Counties, published jointly by the Institute of Government and the Virginia Municipal League (VML). Tax Rates includes an examination of the trends in the average real property tax rates in categories of localities for even-numbered years from 1970 to 1978. The study analyzes real estate (exclusive of public service corporation property) tax rates in cities and seven of the counties with membership in VML by classifying the localities into five categories: (1) cities, (2) counties (Arlington, Fairfax, Frederick, Goochland, Henrico, Prince George, and York), (3) urban counties (Arlington, Fairfax, Henrico, and York), (4) metropolitan localities (VML members located in a Virginia Metropolitan Statistical Area, as defined by the U.S. Census Bureau, in 1977), and (5) central cities (thirteen major metropolitan cities and Arlington County, as designated by the Tayloe Murphy Institute). Tax rates in those categories are examined by two measures. Because of variations in fractional assessments prior to the implementation of the 1977 state law requiring assessments thereafter to be made at 100 percent of value, the comparison of real property tax rates required the computation of an effective tax rate; that is, the product derived from multiplying the nominal tax rate by the assessment ratio. Significantly, effective tax rates in Virginia localities declined from 1970 to 1978. On the average, the effective tax rate in cities, metropolitan localities, and central cities was about 10 percent lower in 1978 than in 1970. In both county categories, effective tax rates declined by about 3 percent. Interestingly, the variation among categories was not great. For example, in 1978 the seven counties had the lowest mean effective tax rate ($1.06), and central cities had the highest ($1.44). The mean effective tax rate for the four most urban counties was identical to that of metropolitan localities ($1.33). The rate in cities was $1.23. Because local appraisals do not necessarily reflect the full value of property, the effective tax rate does not always yield a valid base for comparison of real estate tax rates. Thus, the study examines a second measure, which is computed by multiplying the "assessment/sales ratio," as determined by the State Department of Taxation, by the nominal tax rate reported to the Institute of Government by each locality. The "assessment/sales ratio" is the ratio of the assessed value of real estate to its full (true) value. Computing the ratio requires obtaining data on the actual sales price of a sample of property. Although the 1978 assessment/sales ratio figures from the Department of Taxation are not yet available, those for the 1970 to 1976 period reveal evidence of declining tax rates. The average true tax rate was 10 percent lower in 1976 than in 1970 in both cities and metropolitan localities. The decline is somewhat higher in the other categories: urban counties, 11 percent; central cities, 12 percent; and counties, 14 percent. Further, the true tax rate expresses the property tax as a percentage of full real estate values. Average true tax rates in 1976 varied among the categories from 0.8 percent in the seven counties to 1.2 percent in central cities, a range very close to the 1 percent maximum rate established by California's Proposition 13. Nationally in 1976, in cities with populations of at least 50,000, for example, the median true tax rate was 1.8 percent for all real property. In comparison with the true tax rates range in urban areas nationally, real estate tax rates in Virginia are low. Indeed, the trend in Virginia is toward lower, not higher, tax rates. Regardless of the measure, a modest decline in tax rates has been taking place. In a period when real estate values have risen sharply, local decision makers have lowered tax rates. Although these decisions may not prevent some increase in annual property tax bills, they do restrict the real estate tax revenue growth rate. Notably, real estate revenue remains the principal source of locally raised revenue. In recent years real estate tax revenue as a percentage of locally raised revenue in Virginia localities has changed only slightly. In fiscal year 1977, real estate revenues were a higher percentage of locally raised revenue than in fiscal year 1970 in twenty-five jurisdictions; lower in eighteen localities; and the same in two others (towns that changed status in 1976 are omitted). The increase was at least five percent in fourteen localities and higher than 10 percent in four jurisdictions (12 percent is the highest). Decreases were five percent or more in only four jurisdictions (again, 12 percent is the highest). In conclusion, the analysis of real estate tax rates indicates that local officials are responding to pressures to restrict the growth of the real estate tax rate. These efforts in some cases are offset by the need to produce greater revenues for expanding or maintaining services. Significantly, in a period when real estate values has risen sharply, local government officials have been able both to maintain stable growth in real estate revenues and to reduce tax rates. �AT TIMES IT PAYS TO PUT ALL YOUR EGGS IN ONE BASKET! BECAUSE THAT'S THE WISEST WAY TO DO IT! Volunteer Firemen's Insurance Services, Inc. is the world's largest insurance agency specializing exclusively in insurance coverages for fire companies/ departments and related emergency service organizations. In just ten stiort years, we have expanded nationwide. This phenomenal growth can be attributed to several factors. First, we are specialists! We understand the problems of emergency service organizations and know how important it is to protect your organization{s), its members and its investments. Our ability to tailor your needs into one complete program of insurance protection has made us the leader in this field. We also have uniquely designed policies and exclusive contracts with three of the nation's largest insurance companies. C O M P L E T E INSURANCE PROTECTION FOR J a c k s o n Ratcliffe, Inc. 9404 Battle Street Manassas, VA 22110 Jim Stokely (703) 368-9271 Our agressive marl<eting techniques have greatly contributed to our rapid growrth. Lastly, in the event of a loss, you will find our response to be both fast and fair. That's our way of doing things. IVIai<e it your way too! Join the growing number of emergency service organizations insured by V.F.I.S. To learn more about the many forms of coverages available, check our Summary of Coverages Available iocated on the back. Tinen call or write your nearest V.F.I.S. representative today. We would be happy to work directly with you or your own local agent. Remember, when purchasing insurance, it pays to put all your eggs in one basket: The V.F.I.S. Basket. ALL E M E R G E N C Y S E R V I C E ORGANIZATIONS Pembroke Realty and Insurance Agency, Inc. Pembroke One, Suite 101 We look forward to Virginia Beach, VA 23462 seeing you at our booth. (804) 497-9611 �VA. ASSOCIATION OF CHIEFS OF POLICE 1979 ANNUAL CONFERENCE AUGUST 26-29,1979 OMNI INTERNATIONAL HOTEL Norfolk, Virginia This year's program will focus on Police Personnel Issues SUNDAY, AUGUST 26 4:00 p.m. Registration 6:30 p.m. President's Reception MONDAY, AUGUST 27 8:30 a.m. Registration 9:00 a.m. Morning Session 10:30 a.m. Ladies Tour and Fashion Show 12:00 p.m. Adjournment for Day 2.:00 p.m. "Spirit of Norfolk" Harbor Cruise 7:00 p.m. Fish Fry/Picnic TUESDAY, AUGUST 28 8:30 a.m. Registration 9:00 a.m. Morning Session 9:30 a.m. Ladies Tour of Norfolk Historic Area 12:00 p.m. Lunch 2:00 p.m. Afternoon Session 6:00 p.m. Open House 7:00 p.m. Banquet 9:00 p.m. Entertainment WEDNESDAY, AUGUST 29 9:00 a.m. Morning Session 10:30 p.m. Business Session 12:00 p.m. Adjournment FIRE CHIEFS TO MEET 49TH Annual Conference, July 12-14,1979 WEDNESDAY, JULY 11 5:00 p.m.-7:00 p.m. Early Registration Evening Free THURSDAY, JULY 12 Registration 8:00 a.m. Memorial Service/Opening Session 10:00 a.m. "Burn Care", Melanie Kowal 1:00 p.m. Reception 6:00 p.m. FRIDAY, JULY 13 8:00 a.m. 9:00 a.m. 10:15-Noon 1:30-3:30 p.m. SATURDAY, JULY 14 8:30 a.m. Registration Selwyn Smith, Secretary for Public 9:00 a.m. Safety, Commonwealth of Virginia 10:00 a.m.-Noon Business Session 2:00 p.m.-5:00 p.m. Public Safety Afternoon 6:00 p.m.-11:00 p.m. Evening of Entertainment 8:15 p.m. Donald D. Flinn, General Manager, lAFC President Harold E. "Gene" Dailey, Fire Chief, Winchester, will preside over the 3-day Conference to be held July 1214, 1979 at the Sheraton Inn, Harrisonburg. The spouses program includes an outing/luncheon to Luray Caverns and a fashion show. The Virginia Association of Chiefs of Police Conference Program will focus on "Police Personnel Issues." We will have noted speakers on such subjects as Police Labor Relations, Civil Liability, Discipline and Psychological Testing and Stress. These include Thomas J. Savage, Counsel at Law from New jersey and Frank Carrington with Americans for Effective Law Enforcement. Hopefully, we will again welcome Glen Murphy from the International Association of Chiefs of Police. The program will be one of interest for Police Chiefs and their spouses. U < Z u > 16 ORDINANCE CODIFICATION Looseleaf Supplement Service M UNICIPAL CODE CORPORATION r. O. »«x 2233 TALLAHASSEE, FLORIDA 32304 Talaphen* («04) 57*^171 • Full time law editorial staff now serving over 1,500 cities and counties in 46 states, Including 32 In Virginia. Registration "Heart/Lung Bill", Charles G. James and Michael S. Shelton Session on Innovative Equipment Committee Work Sessions • Prompt Looseleaf Supplement Service30-60-90-Oay Scliedule. VA SECTION, ICMA Wendell L. Seldon, City Manager, Winchester and former president of the Section and Wendell White, City Manager, Hampton were appointed to serve on the Virginia Professional Development Committee. William J. Paxton, City Manager, Salem chose not to serve another term, after his service of 15 years. Julian F. Hirst, City Manager, Norfolk was appointed chairman of the subcommittee for the Center on Local Government. The ICMA Distinguished Service Award (posthumous) to T. Edward Temple will be presented to his son, T. Edward Temple, on Monday, September 24 at 7:30 a.m. during the VA Section Breakfast Meeting at the Virginia Municipal League Annual Conference. The meeting will be held at the Hotel Roanoke, Roanoke, Virginia. The Annual Conference of the International City Management Association will be held on October 21-25, Phoenix, Arizona. For information write to: ICMA, 1140 Connecticut Avenue, N.W., Washington, D.C. 20036. �SQUARE Members of the Municipal Electric Power Association and supporters of Senate Bill 163 (joint action legislation) surround Governor John N. Dalton as he signed the bill into law on March 26, 1979. Front row, from left to right: R. L. DeCair, Charlotte Kingery, Robert Pietrowski, Ralph Ciilis, Sandra Harmon and Walter W. Craigie, |r. Back row: Turner T. Smith, Robert I. Corekin, R.A. Oliver, John T.S. Kerns and Ronald Waller. DEDICATED A nine-block area of eastern Newport News was dedicated as "Rattley Square" by the city and residents of the area, honoring "the many contributions to the community" by Councilwoman Jessie M. Rattley. The area is the 600 block section of 26th through 35th streets. "I'm very proud," Mrs. Rattley said in accepting the certificate from the city designating the area "Rattley Square." She called on the members of the community to clean the area and after that, there would be an opportunity to secure funds to continue development of the "Rattley Square" area, selected as a focal point to rebuild downtown Newport News by the Greater Southeast Development Corporation, a neighborhood nonprofit corporation working in cooperation with the City. Mrs. Rattley has been a member of City Council since 1970 and was vice mayor from 1976 to 1978. She is President of the Virginia Municipal League and is first Vice President of the National League of Cities. Managing underwriters and distributors of state, municipal, a n d government bonds and notes. Investment bankers a n d advisers to municipalities and government authorities for revenue bond project financing. F o r a d d i t i o n a l i n f o r m a t i o n , p l e a s e contact one of t h e f o l l o w i n g m e m b e r s of our P u b l i c F i n a n c e D i v i s i o n AUSTIN V . K O E N E N (212-558-3180) BENEDICT T.MARINO (212-558-2840) L E E K . B A R B A (212-558-2168) R O B E R T M. B R O W N , I I I TOM E .GREENE I I I (212-558-3356) (212-558-2680) MARSHALL LANCASTER (212-558-2166) W. PATRICK McMuLLAN (212-558-3174) R I C H A R D J . ZANARD ( 2 1 2 - 5 5 8 - 3 1 8 2 ) L e h m a n Brothers K u h n Loeb Incorporated NEW YORK HOUSTON • ATLANTA • LOS ANGELES • • BOSTON • SANFRANCISCO CHICAGO • LONDON DALLAS • TOKYO �Ideas VIENNA, VIRGINIA (18,293), has reactivated its carpool system, which the Town established during the 1973-74 gasoline crisis. Carpool participation cards are distributed through the Town's newsletter and residents return the cards to Town Hall. A color coded tag is hung on the work destination board. The coded tag indicates whether the participants "want riders" or wish to "ride and share expenses." The Town's planning department then attempts to match respondents. (Contact the Planning Department, Town Hall, 127 Center Street, Vienna, Virginia 22180.) CULPEPER, VIRGINIA (7,849), offers a new service that allows citizens to pay their utility bills at three local banks. The agreement between the Town and the banks included the following guidelines: the bill must be presented with the payment; partial payments will not be accepted; there will be a penalty charged on payments made after the 10th of each month; and penalties not collected at the bank will be on the next bill. (Contact Ronald Waller, Town Manager, 118 Davis Street, Culpeper, Virginia 22701.) NEDERLAND, TEXAS (18,500), has developed a method for tapping the water main under a street without digging up the street. Iron rods are punched under the street with a backhoe unit enabling taps to be made faster and eliminating the need for street repair. (Contact the Water and Wastewater Superintendent, P.O. Box 967, Nederland, Texas 77627.) U oQ Z O < z a > 18 NAPERVILLE, ILLINOIS (31,000), has experimented using electric "citicars" for municipal employees. Purchase price is $2,400 per vehicle. Although the vehicles are not totally satisfactory (milage is limited to 20-30 miles per charge), they do show promise for specific applications, such as utility and parking meter reading. (Contact the Community Service Officer, 175 W. Jackson Avenue, Naperville, Illinois 60540.) ELK GROVE VILLAGE, ILLINOIS (24,516), has established a social service section within the police department to provide early intervention and treatment for offenders to prevent further criminal activity. With the social service program located in the police station, counseling services can be introduced at the earliest point of conflict with the law. (Contact the Village Manager, 901 Wellington Avenue, Elk Grove Village, Illinois 60007.) DAVIS, CALIFORNIA (33,000), has instituted a Life Enrichment Program for handicapped children which includes the use of playgrounds as well as transportation to these playgrounds. (Contact the City Manager, City Hall, Davis, California 95616.) CARSON, CALIFORNIA (79,000), has created a job clearinghouse to register unemployed residents and employers. The clearinghouse takes job orders and acts as a referral agency. After 6 months, 22 percent of the businesses are registered, 21 percent of the unemployed residents are registered and 15 percent of those registered have been employed. (Contact the Personnel Analyst, 21919 South Avalon Boulevard, Carson, California 90745.) LAWNDALE, CALIFORNIA (24,800), has entered into an agreement with the United Way to provide the latter with three city-owned bungalows rent free in exchange for expanded social and human resource services. Services now being provided include: Meals on Wheels; marriage, family and child counseling; single parent counseling; and adoption assistance. During the first year of operation, the United Way provided $33,000 worth of services for a cost of $3,000 to the City. (Contact the Director of Social Services, P.O. Box 98, Lawndale, California 90260.) FAIRFAX COUNTY, VIRGINIA (455,000), has implemented an employee carpool program which provides computerized match-up by area and arrival/departure time. Carpool vehicles also receive preferential parking. (Contact the Office of Research and Statistics, 4100 Chain Bridge Road, Fairfax, Virginia 22030.) DELAWARE, OHIO (15,000), has coordinated 16 signalized intersections, and has installed new signal heads and solid state controllers as well as additional pavement markings. Anticipated results include reductions in energy consumption, time, pollution and accidents. (Contact the City Engineer, 13 South Sanduskey Street, Delaware, Ohio 43013.) HELENA, MONTANA (22,700), has converted its bus system to Dial-ARide service. Two 25-passenger buses have been traded for two 17-passenger vans. Even though the daily hours of service have been reduced from 11 to 8, ridership and revenues have increased and operating costs have substantially decreased. (Contact the City Manager, Civic Center Building, Helena, Montana 59601.) C H U M VISTA, CALIFORNIA (68,000), has instituted a single permit system in its building and housing department. The general contractor, owner, or agent may take out all the permits necessary for his or her job. (Contact the Director of Building and Housing, City of Chula Vista, Chula Vista, California 92010.) Marketplace Administrative Assistant/Town Clerk Culpeper, Virginia, Administrative Assistant— Town Clerk. $10,295. Performs management improvement studies. Keeps Council minutes and all offk:ial records. Administers: cemetery, business licenses, solid waste contracts and insurance programs. Culpeper has 7,800 people and is 75 miles from Washington, D.C. Require BA, prefer MPA. Send resume to Ronald L. Walter, Town Manager, 118 W. Davis Street, Culpeper, Virginia 22701. Director of Public Works Charlottesville, Virginia. Position is the highest paid department head in the City. Requires extensive management experience, ability to direct a department and several divisions. Also requires an engineering degree; professional registration preferred. Salary range is $28,000-$38,000. All America City located in central Virginia; population 40,000 residents plus University of Virginia. Please send resume by July 20, 1979 to Cole Hendrix. City Manager, P.O. Box 911, Charlottesville, Virginia 22902. �r,.» HOW TO C U T G O V E E N M E N T SPENDING Taxpayers no longer ask for reductions in government spending, they now demand it. But finding ways to meet those demands is not easy. We can offer one solution — in equipment: Caterpillar Series G Motor Graders. The G is proving to be a budget cutter in the long run. Extra care in manufacture, extra design features combine to get more work done at less cost over a longer service life. Things like easy, responsive controls, operator comforts. Time-cutting articulated maneuverability. Simple, minimum maintenance. High torque engine with reserve power to meet changing loads and with a miserly, foul-free fuel system. Downtime is minimized as are owning/operating expenses. Value is retained for greater trade-in or resale. So, the sometimes higher priced Cat G Motor Grader quickly becomes the lower cost machine . . . and an easy way to cut your total spending. As your Caterpillar Dealer, we would like to prove it to you. Give us a call. CATERPILLAR Caterpillar. Cat and [B are Trademarks of Caterpillar Tractor Co. >U CARTER MACHINERY COMPANY, INC. Salem, Norton, Virginia • Biuefield, West Virginia z O 1- VIRGINIA TRACTOR CO., INC. < Richmond, Chesapeake, Fisherville, Haymarket, Virginia > 19 �They're Fighting for IHis Life. Each year heart attack a c c o u n t s for over 3 5 0 , 0 0 0 deaths w h i c h o c c u r before the victim reaches the hospital. It d o e s n ' t have to be that way. What is d o n e for a victim within the first few minutes after a heart attack may determine survival or death. C a r d i o p u l m o n a r y resuscitation (CPR) c o u l d make the difference. A n d y o u c a n learn it. Some day, with CPR, y o u could save a life. S o m e day, your o w n life c o u l d d e p e n d on it. CPR is a basic life-saving t e c h n i q u e , performed after a person has suffered " c a r d i a c arrest" — that is, after the heart has s t o p p e d beating. It provides e m e r g e n c y life support until more advanced support is available, t h r o u g h a c o m b i n a t i o n of chest compression and mouth-to-mouth breathing. Trained instructors, certified by the American Heart Association, can teach y o u CPR. It takes several hours. It could mean a lifetime. Contact your local Heart Association for more information on this p r o g r a m . The American Heart Associatior^0 WE'RE FIGHTING FOR YOUR LIFE �Professioiial Directory 1625 Eye Street Washington. DC 20006 (202)331-1440 HARLAND BARTHOLOMEW 8720 Georgia Avenue Silver Spring, MD 20910 (301)586-6001 Geological, Soils and Environmental Consultants Ground Water Studies Land Disposal of EfRuents and Sludges Solid Waste Studies • Foundation Evaluations 11524 Jefferson Avenue. Newport News, Virginia 23601- 804-595-5561 Betz-Converse-Murdoch-lnc. Potomac Group Consulting Engineers, Pianners and Archiiects V i e n n a , Virginia • P h o n e : (703) 281-2400 S t a u n t o n , Virginia • P h o n e : (703) 886-8555 620 May Avenue - Norfoil(, Va. 23516 Birctiwood Office Parlt-Va.Beach ,Va.- 23452 207 South Patricit Street Alexandria,Va.- 22314 • Design • Planning Engineers Planners Surveyors • 8411 Arlington Blvd., Fairfa.x, Virginia (703) 560-1100 113 Soutti Chestnut St., Marion, Virginia (703) 783-7271 1640 Maple Dr., Danville, Virginia (804) 799-9403 1400 Pleasant View, Staunton, Virginia (7031 886-3957 Consulting Engineers • . REPORTS SEWERAGE • Municipal Soils & lue SYSTEMS P. O . Box 8687 1514 Willow Lawn Drive Richmond, Virginia 23226 Phone 282-7657 BUCK, S E I F E R T & JOST, INCORPORATED Consulting Engineers Foundations • 1 4 0 S y l v a n A v e n u e , P.O. B o x 1218 E n g l e w o o d C i i l f s , N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t D r i v e . S u i t e 101 Virginia B e a c h . Va 23462 804-499-4596 24506 T e l e p h o n e (804) 847-7796 FREDERICK G. GRIFFIN, INC. & PLANNERS Communications, 911 Studies, Alarm Systi^ms, Mobile Radio Systems, Telephone, Cable Television, Industrial Englneerin.^ Monitor and ~ • Telemetry Systems. 7212 Timberlake Road • Lynchburg, V a . 24502 804/237-2044 J. K. TIMMONS & ASSOCIATES, INC. CONSULTING ENGINEERS 711 N. Courthouse Rd Richmond, Virginia 23235 604-794-35(Xl Water Supply • Sewage • Industrial Waste Treatment • Treatability Studies S.AXiTARv Reports, Norfolk. Va PLANNERS 5454 Wisconsin Ave Wasfy D C. 20015 Ctr. 23502 804-461-6351 30t-657- 7780 Norfolk, V A Falls Church, VA 804/461-0155 703/534-8716 • MUNICIPAL Phins, Siipervision, • R U S S E L L S. A X O N ENGINEERS PLANNERS ARCHITECTS INCORPORATED REGIONAL OFFICES LOCAL OFFICES n n W O R T H S H O R E DRIVE KINJOXVILLE. TN 3 7 9 1 9 615/588-6444 1 0 2 0 OLDE FORGE PLAZA F R E D E R I C K S B U R G . VA 2 2 4 0 1 703/371-8040 THE PrrOMETER ASSOCIATES Water I y n c h b u r g , Vtrg.nia ENGINEERS APPRAISALS ENGINEERS Engineers - Planners - S u r v e y o r s ROYI'R . Projects ENVIRONMENTAL Sanitary ARCHITECTS 6 K o g e r Executive 9493 HURT & PROFITT, INC. 484 N e w t o w n Rd. Virginia Beach, Va. SEWAGE DISPOSAL • Private 12388 Warwick Boulevard, Newport News, VA 23606 HANSEN CONSULTING ENGINEERS DESIGNS Studies 114 East Gary S t r M t • R i c h m o n d . Virginia 2 3 2 1 9 T.l.phon.: 804/644 ENGINEERS Engineers and Planners I n d y s l n a l Waste T r e a t m e n i • Highways D r a i n a g e - W a i e r 8, S e w e r a g e S y s t e m s • S u r v e y ing Environmental RICHARDSON Gannett Fleming Corddry & Carpenter nnMALCOLM & ASSOCIATES WATER S U P P L Y HENNINGSON, DURHAM & Engineering Plans, Studies and Laboratory Services Highways, Railroads, Foundations, Waterfront Facilities, Water S u p p l y , S e w a g e Disposal, Planning Studies • Reports • Design • Consultation R. S ' n i A R T ENGINEERINO DEWBERRY, NEALON & DAVIS LANGLEY AND McDONALD ENGINEERS—PLANNERS—SURVEYORS P. O . Box 12047 Norfolk, V i r g i n i a H B & A OF VIRGINIA Environmental and Public Works Engineering CONSULTING GREEL.EY PLANNING CONSULTING 201 East Gary Street Richmond, Va. 23219 Phone 804/649-8627 Construction Management PIRNil• ^ E N G I N E E R S , INC • W A T E R • • W A S T E W A T E R . • S O L I D W A S T E S • GH • ARCHrTZCTURE COMMUNITY DEVELOPMENT aOONonh 12lh Boulevard St. Louis. UO 63101 (314) 436-7600 Austin Drockenbrough and Associates LTD. & ASSOCIATES LANDSCAPE WATER Ap-prnisah Engineers Water Waste Surveys Trunk Main Surveys Water Distribution Studies Special Hydraulic Investigations 100 Church St., New York, N. Y. 10007 Chicago Columbia Atlanta New Milford, Ct. bodie, m i l l B , caylor ond pury*"'', ioc. CONSULTING ENGINEERS S n roeearch rd., r-ichmood, V i r g i n i a 23S3S •hooe C8CM) 7 9 4 - B a 2 3 SOUTHERN COMPANY ENGINEERING OF VIRGINIA CONSULTING ENGINEERS 1000 Crescent Avenue, N.E. Atlanta, Georgia 30309 404-892-7171 �Patton. Harris Rust & Guy YARGER AND ASSOCIATES, INC. 500 Over a p<Ot»SM>n«l corporatiO(i EngMia«r« , Surv«yort . Ptannert Comptote pn)4«ssion«l 9«fvic«s tor m u n c ^ i t i m and pubtic aganoM Surveys Pftsition Classification and P a y Plans ManaKement and Organizational Studies Test Construction—Fire and Police Studies 2830 M a r y Street. F a l l s C h u r c h , V a . 22042 7ll3/3(i(l-(i900 A 10523 M * r SI . Fw1«x. V« 22030 Icl LINGERFELT & ASSOCIATES, I N C A Profc$i,ional fcNGINttRS. Corporation PLANNERS. C O N S U L T A N T S 804/746-4520 P. O . BOX 338 MECHANICSVILLE, V A . 23111 W A T E R SUPPLY & SfcWfcKAGt HIGHWAY & DRAINAGE WHITMAN, DESIGN PLANNING REQUARDT A N D COMPLETE n i l ENGINEERING SERVICES N. C h a r l e s St., B a l t i m o r e , M d . 2 1 2 0 1 5721 Sellger Drive :jrii| Englnaari - Piannari ArchitBctt Survsyori TiDEWATI.R NORFOLK. Du. 703-631-9630 703-369-5700 703-430-9199 U C M A R T - H O I R STUDIES . FACILITY PLANNING ' DESIGN CONSTRUCTION MANAGEMENT * DPERATIDNS WATER / WASTEWATER • SOLID WASTE HYDRAULIC SYSTEMS & STRUCTURES • ARCHITECTS Green M 10710 • P L A N N E R S home LCE HIGHWAY, SUITE Z 0 2 • SURVEYORS & O'Alar a, Inc. • F A WILLIAMSBUftG \ Dale Building - Suite 224 • 1504 Santa Rosa Road mmm P O BOX 429 13924 B R A D D O C K ROAD CENTREVILLE. VIRGINIA 2 2 0 2 0 \. 2 3 5 0 9 DESIGNERS Rictimond, VA 23288 • Ptione ELKIN. INC- Gllbart AasoclMas of Virginia, Inc. ENGINEERS B D E B E L L & CONSULTING ENGINEERS & SURVEYORS COMPLETE PUBLIC WORKS ENGINEERING AND LAND SURVEYING SERVICES Water Supply a n d Purification • Sewerage a n d S e w a g e T r e a t m e n t • Streets a n d H i g h w a y s ' Invfstigations a n d Reports • Supei-vision of Construction. 2733 Norfolii, Virginia B E N G T S O N . ^ j ™ J R. K E N N l - T H W E E K S ENGINEERS ASSOCIATES Engineers-Consultants "WbotCAxrecttttt/.W. MUNICIPAL ENGINEERING, A R C H I T E C T U R A L DESIGN LAND DEVELOPMENT - PLANNING, ENGINEERING, SURVEYING, CONSTRUCTION MANAGEMENT URBAN PLANNING F E A S I B I L I T Y STUDIES COLLECIION S U B D I V I S I O N & I N D U S T R I A L SITE (703)828-2818 C. OVERMAN ASSOCIATES engineers-surveyors-planners (703)273-8700 ValMy Otfca 100 S Idlaili St . B r i d g M l K A * 22012 WILLIAM 804-288-4051 DAVID A. MINTER PHONE 703-385-9S00 OBmENCGEni: C o n s u l t i n g Engineers PO Box 3855, Ctiarlotte, NC 28203 / 704-374-1822 Syracuse, NY / Poughkeepsie, NY / Ptiiladelptiia, PA / Dover. DE / Chiillicottie. OH u Z O < z u > 22 McMANIS ASSOCIATES, INC. Directory Washington, D . C Management Consultants to City and County Govenunents Productivity Analysis ° Fiscal and Management Systems C o m m u n i t y Development ° CETA/Manpower Services ° Economic Development 1201 Connecticut Avenue. N.W,, W a s t l i n g t o n . D.C. ( 2 0 2 ) 4 6 6 - 7 6 8 0 SETONGUARD" Security Name Plates Protect your property. Easy a p p l i c a t i o n . Black-filled serial numbers. Permanent 3rvi adhesives. Outdoor or indoor. Free samples. Properly applied they will last a l i f e t i m e . SETON NAME PLATE CORPORATION 2 3 9 8 B o u l e u a r d , New H a v e n , CT 0 6 5 0 5 (203) 772-2520 G e o r g e C u n n i n g h a m , Field R e p r e s e n t a t i v e "imagineered" P L A Y G R O U N D a n d P A R K E Q U I P M E N T BY GAME TIME, INC. C U N N I N G H A M ASSOC. I N C . Bex 9 5 5 4 L a k e s i d e Br , R i c t i m o n d , V a . 2 3 2 2 8 Phone 804'262-2401 �Public Research and Management, Inc. Suite 416 Washington B l d g . , W a s h . , D . C . 20005 (202) 783-1950 157 L u c k i e Street, N . W . , A t l a n t a , G e o r g i a 30303 (404) 525-5687 . . . provides full range of organization, management, planning and development to local government. • Management a n d Organization • Solid Waste Collection • Position C l a s s a n d P a y P l a n s • Urban Planning and Zoning • P a r k and R e c r e a t i o n services MUNICIPAL A D V I S O R S INCORPORATED FINANCIAL AND M A N A G E M E N T CONSULTANTS T O MUNICIPALITIES • A d v i s o r o n F i n i i n c u i l a n d Miirk(;tm>> M n t l c r s R r l a l i n j i lo Issiiiincc' of M u n i c i p a l • M a n a g c m i - n t a n d ()r>*ani7.ation S t u d i e s • H x r c n l i v o S('ari:h a n d Srlc'clion L A W R E N C E B. W A L E S Plans P.O. B O X 45 P R M L a w Publishers Bonds Position (;iiissifi(;ation/('.ompc'nsalion Plans • R O G E R M. S C O T T Virginia Beach, Va. 234.")8 8041422-1711 • O r d i n a n c e C o d i f i c a t i o n a n d C h a r t e r Revisions BOOZ • A L L E N & HAMILTON, INC. . . . Provides a full local and regional range of consulting governments. FOR FURTHER I N F O R M A T I O N services to Subaqueous Inspection Specialists CONTACT: ERIC S . H A N S S E N DIR. L O C A L G O V T . S E R V I C E S 4340 EAST.WEST HIGHWAY SOUTH TOWER.7th FLOOR 6ETHESDA, MD 20014 301 9 5 1 2 9 1 5 SAN FRANCISCO CHICAGO NEW Y O R K Stocklon W. Rouzle Jr Operations Manager 5 4 0 0 S u n n y w o o d Drive Virginia B e a c h , V a 2 3 4 5 5 (804) 4 6 0 - 1 1 3 6 WASHINGTON Making S e n s e Out of Dollars: Economic Analysis for Local Government by Eva C. Galambos and Arthur F. Schreiber w h e t h e r y o u w a n t a n overview of how^ a local economy w o r k s or a f u l l course i n how to use specific economic analysis tools to improve poli c y and program decisions, this manu a l can help, w i t h o u t exposing you to technical jargon. T h e Introduction is an executive s u m m a r y for the busy local official, and Chapters 1 through 9 present nine methods of economic analysis, w i t h clear instructions on h o w to apply them to local problems. Chapter 10 presents sample problems and w a y s to develop your o w n shortand long-term strategies. Some of the subjects covered are: • how to classify jobs i n the local -4 economy and understand their i m pact on the local treasury • how to analyze the supply and demand for local jobs • how to project revenues, service expenditures, and capital improvements • how to measure the costs and i m pacts of a local service • how to set rate structures • how to distribute the local tax burden; what's fair and w h o pays w h a t share for w h a t service? Single copies are $10.00 each. B u l k rates for copies purchased at the same time are: 10 to 25 copies, $7.50 each; 26 to 50 copies, $6.00 each; more than 50 copies, $5.00 each. T o p l a c e y o u r order, s e n d t h e c o u p o n b e l o w to: Publications Office N a t i o n a l L e a g u e of C i t i e s 1620 I Street N W Washington, D C 20006 Please send m e : c o p i e s of Making Out of Dollars: Economic for Local Government at $ Sense Analysis ea. • E n c l o s e d i s a c h e c k for $ ( A d d $ 1 . 5 0 for postage a n d h a n d l i n g . ) • Please bill m e . (Orders less than $ 5 0 . 0 0 m u s t be p r e p a i d . ! Name: Title: Address: C i t y , State, & Z i p : _ I I I I u I Z I I O I 1I I I I > I 23 �Whatever you need corrugated steel pipe Lane can deliver. L A N E fabricates, coats and p a v e s corrugated steel pipe for every drainage need. T h e r e ' s galvanized copper-bearing steel pipe for normal environments . . . combinations of asphalt coating and pavements for harsher conditions . . . and the new polymer-coated pipe for hostile situations. W e s t o c k for q u i c k d e l i v e r y a n d p i c k - u p L A N E plants make a full line of corrugated steel pipe products, including fittings and a c c e s s o r i e s . And w e stock most of these products for quick delivery or s a m e - d a y pickup. Call the nearest L A N E plant direct. , , Smooth-Bore Sewer Pipe Half Asphalt-Coated and Paved Fully Asphalt-Coated Plain Galvanized Fully Asphalt-Coated and Paved METAL PRODUCTSCOMPANY.INC. New York Ballston S p a (518) 885-4385 Bath (607) 776-3366 Pennsylvania Bedford (814) 623-1191 King of Prussia (215) 272-4531 Pulasl<i (412) 652-7747 Virginia Bealeton (703) 439-3201 Dublin (703) 674-4645 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 14, Number 7 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource July 1979 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 197907 https://www.virginiaroom.org/digital/files/original/69/6430/198006.pdf ed816f4b6333b341ba404a9260dacde7 PDF Text Text Affirmative Action—Do Y o u Have A Plan? �Editorial Affirmative Action— A Plan or a Document? In these times of government regulation, an affirmative action plan is often viewed as "just another piece of paper," "just another hassle," or "just something to have around if someone (usually the Feds) should want to see i t . " A n affirmative action plan can, however, be much more. A n affirmative action plan can be a blueprint to becoming not only an equal opportunity employer, but an employer with a fair, sound and practical personnel system. While there exists no model affirmative action plan, no " f i l l in the blanks" document, every good plan contains similar elements. These elements could be labeled qualitative and quantitative. Qualitative elements include an assessment of the current personnel system and/or affirmative action plan; a provision for developing and/or maintaining uniform procedures for recruiting, selecting and placing employees; a provision for providing benefits and maintaining records; a provision for employee involvement in the review and administration of the Plan; and a provision for developing a classification and pay plan. Examples of the quantitative elements are an assessment of the current work force by race and sex; a comparison of the work force with the applicable labor market availability; and the goals for hiring to achieve parity with that labor market. Of the two types of elements, I believe that the qualitative are the most important. A creative recruitment program with fair and uniform selection, advancement and placement procedures will do much to attract and retain qualified employees, including women, minorities and the handicapped. Efforts to establish a sound personnel system can, in actuality, be efforts to meet the quantitative goals which are simply tools to evaluate the effectiveness of any program. Since affirmative action plans are required with receipt of various federal monies, why not take full advantage of the benefits they can offer rather than wasting time simply writing a useless document? Maya Hasegawa, Manager Office of Equal Employment Opportunity Commonwealth of Virginia h< Z u > �Virginia *City T h e official p u b l i c a t i o n of the Virginia M u n i c i p a l League Charlotte Kingery Editor JUNE 1980 V O L U M E 15 NUMBER6 B r a g d o n R. B o w l i n g , J r . A s s o c i a t e Editor Margaret A. Nichols Editorial Assistant Advertising and Business Manager Sandra J . Harmon 5 Affirmative Action " R i c h m o n d achieves a more balanced work force with V M L President a p l a n t h a t e v o l v e d in 1 9 7 3 . " R o y H, E r i c k s o n R. M i c h a e l A m y x Executive Director O f f i c e r s : First V i c e P r e s i d e n t , H a r o l d S. A t k i n s o n ; S e c o n d V i c e President, R a y m o n d F, R a t c l i f f e ; T h i r d Vice President, R i c h a r d A Farrier; and Fourth V i c e President, F r a n c i s T. W e s t . E x e c u t i v e C o m m i t t e e : R i c h a r d J . D a v i s , Charles A. Robins o n , J r . , L a w r e n c e A . D a v i e s , A r l i e C . P a y n e , J a n e L. H o u g h , C h a r l e s E. B e a t l e y a n d J e s s i e M . R a t t l e y . 7 Councilmembers Can Cut Time " B y u s i n g v o l u n t e e r s a n d s t u d e n t s , t h e life of a n e l e c t e d o f f i c i a l is e a s i e r . " 14 How To Get Along With Your Council " P u b l i c w o r k s o f f i c i a l s need to k n o w h o w to m a i n t a i n a good relationship w i t h their elected b o s s e s . " 16 Mayor Spiggle Testifies 75th V M L C o n f e r e n c e September 2 8 - 3 0 , 1 9 8 0 Marriott T w i n Bridges, Arlington C o u n t y DEPARTMENTS 2 Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia Municipal League Editorial 6 People 8 Calendar 9 Legal Guidelines 12 Places 15 Affiliates 17-19 Directories 18-19 Marketplace TELEPHONE ON T H E C O V E R : The cover design was adapted from a poster from Together, Incorporated in Tulsa, Oklahoma. The Illustration depicts a spirit of togetherness in the work force, regardless of race, creed, nationality or sex. >o6 804/649-8471 VffsMa alOMni &Citf V I R G I N I A T O W N & C I T Y [ISSN0042-6784] is the only official magazine of the Virginia Municipal League [formerly the League of Virginia Municipalities). It is published monthly at 377 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1980 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per cop y. O I— < u > .3 �Affirmative Action Richmond Achieves A More Balanced Work Force B y Timothy A . McDermott Equa] Employment Opportunity [EEO] is the ". . . state of condition of fair and equitable treatment within an organization that exists for both employees and applicants for employment" Affirmative Action is ". . . the term used to describe the steps or actions that will be undertaken to insure that current practices are nondiscriminatory and that any effects of intentional or unintentional past discrimination are remedied." An Affirmative Action Plan [AAP] is ". . . the tool that is used to outline positive steps to insure that your organization is an Equal Employment Opportunity employer."* Both EEO and Affirmative Action are required by legislation; two public laws which are important are the Age Discrimination in Employment Act of 1972 and Title V I I of the Civil Rights Act, as amended, of 1972. In addition to these laws, there are less powerful acts which also control and mandate Equal Employment Opportunity. Areas of Disagreement Whether an individual, office or agency agrees with EEO and Affirmative Action makes little difference because Equal Employment Opportunity is the law. Court ordered remedies for noncompliance have included awards of back pay, court costs and court ordered changes in employment practices. In 1975, the City entered into a consent decree with the Richmond Black Police Officers Association in which the City agreed to pay settlements to Black policemen according to the following schedule: $200.00 —paid to those from 1 to 5 years; $400.00 —paid to those from 5 to 7y2years, $800.00—paid to those from 7y2 to 10 years; $1,400.00 —paid to those o v e r l O years. employed employed employed employed *Hunter, George, "Affirmative Action Planning," Maine Townsmen, August, 1979. ABOUT THE AUTHOR Mr. McDermott is a Research Assistant with the Virginia Municipal League. He attends Virginia Commonwealth University, seeking a MPA degree. In addition to the case settlements, the court ordered Richmond to revise its promotion policy to insure that Black policemen were not discriminated against because of their race. An effective AAP not only brings a locality into compliance with the law but it also provides for a review of current personnel practices and serves as an ongoing "maintenance function." An AAP also enhances the recruitment and selection process due to a better, more comprehensive personnel system. It is essential to note that the courts have determined that Affirmative Action Plans which set quotas that are to be met regardless of the qualifications of the applicants are illegal. Rather, an effective Affirmative Action Plan works towards achieving objectives or goals, not quotas. All applicants are to be judged equally on the basis of merit. A bona fide Affirmative Action Plan states a qualified minority group member should be hired or promoted where that minority group is currently underutilized in the work force. This applies only when that minority group member has been evaluated on the same basis as other candidates. Neither preferential nor discriminatory treatment should be implied or intended in an Affirmative Action Plan so a properly conceived and implemented plan should enhance the entire personnel system of any locality or business. Affirmative Action In Richmond The City of Richmond's Equal Employment Opportunity Plan, communicated to all city employees on May 1 1 , 1973 by the City Manager, was designed to be implemented in stages with certain objectives with target dates and others working on a continuing basis. According to Richmond's plan, the City Manager is held ultimately responsible for Equal Employment Opportunity but certain responsibilities are delegated to others within the city administration. The Assistant C'ty Manager for Administration is responsible for coordinating the plan and each of the City's department heads designates an E E O cordinator for the department. The coordinator reports to the Assistant City Manager for Adminstration regarding the department's employment profile, citing areas of apparent underutilization. The EEO plan for Richmond is comprehensive in nature as It Includes recruitment, hiring, promotion, training and testing. Special care is taken in all phases of personnel administration in order to eliminate all factors which are not merit related and are therefore prone to have an adverse impact on city applicants or employees. Emphasis is p l a c e d on the recruitment function of the personnel department, where it is easiest to implement any affirmative steps to correct discriminatory policies and procedures. If all groups which comprise the potential work force of a locality are recruited, in time, the actual work force will become representative of the potential work force but only if affirmative steps are also taken in the rest of the personnel administrative function. In accordance with the 1973 plan, the recruiting division was directed to increase their advertising in all media sources which serve ". . . minority groups, women, the unemployed, the underemployed, the underskilled and the economically disadvantaged." Two final points which deserve attention pertain to hiring and testing. As written and communicated to the City's employees, the plan stated: "The Personnel Department shall conduct a review of qualifications and requirements for all positions to assure that such qualifications and requirements are in line with actual job performance requirements. Such review should be conducted periodically to insure that the information Is accurate and recommendations for modifications In qualifications and requirements shall be forwarded to the Personnel Board for its action." All tests were to be evaluated to insure that test questions were job related and nondiscriminatory. Evaluating the Plan Overall, Affirmative Action appears to have been successful; currently there is no glaring underutilizatio'n in �the City's work force. According to 1978 figures, based on an underutilization analysis conducted by the Commonwealth of Virginia Office of Equal Employment Opportunity, there was, at that time, no underutilization of any group except women. Based on the 1978 study, there was 22.4% female underutilization in the service/maintenance job category, 4.7% underutilization in the skilled crafts and 7.5% underutilization in the official/administrative job category. As a result of this study, the City was to revise its goals for the number of women employed in each of these three categories. To further verify the overall success of Richmond's EEO plan, a comparison of the figures stated the City Manager's Annual Reports to City Council on the status of Equal Employment Opportunity is shown in Tablel. Obvious changes can be seen in the City's overall employment profile, reflecting the goals and objectives of the 1973 Equal Employment Opportunity Plan. The City appears to be succeeding in meeting these goals. In discussing the City's E E O plan with the Human Relations Commission's Director, Leonardo A. Chappelle, additional successes of the EEO plan were noted. The Human Relations Commission was created by the City Council in 1968 and given two primary directives: • Improve race relations within the City through a variety of means, including educational and community involvement programs; and • Eliminate employment discrimination. In fulfilling these directives, the commission has helped facilitate Equal Employment Opportunity in the City. The commission's staff has recently completed a one year training program on E E O for the City employees from department heads to first line supervisors. E E O training was one of the objectives set forth in the 1973 plan. The commission is currently undertaking the task of revising the 1973 plan in accordance with the May 29, 1979 City Council directive to design a bona fide Affirmative Action Plan. The first step in this revision is the completion of a comprehensive work force analysis. This analysis will correct one of the shortcomings of the 1973 plan which directed the Personnel Department to conduct a review of all qualifications and requirements. No official work force analysis of this nature has been conducted prior to the Human Relations Commission's current analysis. Although the Personnel Department TOTAL WORK FORCE* Male Fiscal Year 1972-1973 1973-1974 1975-1976 1976-1977 1977-1978 1978-1979 White 2,690(52%) 2,713(50%) 2,503 ( 4 7 % ) 2,373(45%) 2,202(39%) 2,127(42%) Female Black White Black 1,057(20%) 1,145(21%) 1,254(23%) 1,282 ( 2 4 % ) 1,470 ( 2 6 % ) 1,347 ( 2 7 % ) 802 ( 1 5 % ) 876(16%) 777(14%) 724(14%) 904 ( 1 5 % ) 646(18%) 659(13%) 740(14%) 847(16%) 895 ( 1 7 % ) 1,079 ( 1 9 % ) 923(18%) does review position qualifications as problems arise, no comprehensive analysis has yet been conducted. By direction of the 1973 plan, the Personnel Department was also given the responsibility of revising the City's Personnel Manual making sure all possible discriminatory policies were deleted. To the Department's credit, this task was recently completed and the Manual was published in January, 1980. Another success of Richmond's E E O plan can be noted in the continuing use of departmental E E O coordinators. These coordinators continue to play a key role in the location of potential and existing sources of employment discrimination. Although the effectiveness of these coordinators varies from department to department, they remain as information sources of departmental employment profiles. Still More Shortcomings The major shortcomings of Equal Employment Opportunity in Richmond can be found when viewing the City's employment profile by department. Although when viewed as a whole, or by job category without regard to department, the City appears well on its way toward becoming an EEO balanced City, not all departments can make the same claim. The A rr^Hf^m ltll>W^41 CAPITAL job category breakdown of the Departments of Recreation and Parks and Public Utilities-Public Works (based on 1979 data) demonstrates that although the majority of the employees in both of these departments are Black males, in both cases, well over half of these Black males are employed in skilled crafts and service/maintenance categories. With a few exceptions, Richmond's Equal Employment Opportunity Plan is successful in overcoming employment discrimination within City employment. The new Affirmative Action Plan being developed by the Human Relations Commission appears to be a positive step towards rectifying the inadequacies in the current plan. The City also appears to be working in good faith towards the achievement of a completely balanced employment profile. In summary, because of the effect of their Equal Employment Opportunity Plan, Richmond has achieved a more well balanced work force, revised its Personnel Manual which reflects new E E O policy statements, has a better recruiting division, and a more responsive Personnel Department. *Sources.- The data for this table was taken and compiled from City Manager Annual Reports on EEO and from Federal EEOC reports. EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD BRANCH: 1201 CAVALIER BOULEVARD RICHMOND, VIRGINIA 23228 CHESAPEAKE, VIRGINIA 23323 804-485-4485 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY—Chemical Spreaders LINK B E L T — C r a n e s — E x c a v a t o r s FMC/BEAN—Sewer Cleaner LAYTON MFG. CO. —Asphalt P a v e r s MEYERS-SHERMAN—"Vactor J e t Redder" RICHMOND MFG. CO.—Horizontal Boring Machines ELGIN—Sweepers ATHEY MANUFACTURING C O . - M a i n t a i n e r Grader DYNAPAC—Vibratory Rollers GIANT-VAC—Leaf Collectors DAVEY — Air Compressors RO CORP.—Hydraulic C r a n e s �People Appointments Honors Arthur S. Owens, a former Roanoke City Manager, (photo above) was awarded an Honorary Doctorate of Humanities degree at Ferrum College Commencement on May 11. Ferrum President Joseph T. Hart said Mr. Owens was being recognized for his "significant contributions to society, education and the college." A native of the Manchester area of Richmond, Mr. Owens, 79, is a high school dropout who earned his high school equivalency certificate at the age of 69. He has spent the last 13 years at Ferrum College serving in several capacities, including director of college support, special assistant to the president and distinguished lecturer. Known throughout Virginia and the nation for his contributions in the field of public administration, Mr. Owens was City Manager of Roanoke for 17 years, from 1948-1965, and was City Manager of Portsmouth from 1941 to 1946. He was also coordinator of Urban Affairs for the City of Norfolk and in I960, he was elected president of the International City Management Association. His honors include Outstanding Educator of America in 1971, the Junior Chamber of Commerce Award in 1963 and selection for "Who's Who in America." Mr. Owens teaches a course in public administration at Ferrum College and in 1979, his students initiated an award in his honor, the Arthur S. Owens Leadership Award, given annually at commencement to a senior division student with outstanding leadership qualities. Tappahannock Town Council appointed G. G. (Gayle) Belfield Acting Town Manager. A native of Richmond County, Mr. Belfield attended Virginia Commonwealth University. Prior to his appointment at Tappahannock, he was a design draftsman for VEPCO and was affiliated with Investors Loan. In 1977, Mr. Belfield was hired as assistant director of public works and an inspector for the Town of Tappahannock. Active in the community, he teaches a basic emergency medical technician course at Rappahnnock Community College and is an officer in a local volunteer rescue squad. Tim Maupin, Assistant City Manager for the City of Richmond, has been appointed County Administrator of Richland County, South Carolina. Mr. Maupin has been an Assistant Manager since1977. Martinsville City Council appointed Don R. Edmonds City Manager effective July 1, 1980. Mr. Edmonds is currently the Executive Director of the East Texas Council of Governments and has served as City Manager of Hurst, Texas. Earlier in his career, he was a intern for the City of Lubock, Texas. When he graduated from North Texas State, Mr. Edmonds was appointed City Manager of Rosebud, Texas at the age of 22, the youngest city manager in Texas at that time. Pearisburg Town Council appointed James A. Hartley Town Attorney to succeed the late Samuel A. Martin. Mr. Martin served in the post for over 30 years. Jere Lane Johnson, Chief Plumbing Inspector in Stafford County, was named Building Official-Zoning Administrator for the City of Fredericksburg. Mr. Johnson had previously been employed by the Town of Christiansburg as its first fulltime building inspector and also, as field inspector for a sewer construction project. He is a certified electrical inspector as well as a plumbing inspector. Virginia Section Officers Selected The City Manager of Williamsburg, Frank Force, was elected President of the Virginia Section, International City Management Association at the Section's Annual meeting in Virginia Beach last month. William J. Paxton, Jr., City Manager of Salem, was elected First Vice President and Ronald H. Miller, Town Manager of Vinton, was elected Second Vice President. The Executive Committee includes Danville City Manager James W. Lord, Emporia City Manager Robert K. McCord, Portsmouth City Manager Robert T. Williams, Warrenton Town Manager Edward L. Brower, Hampton City Manager O. Wendell White and Petersburg Assistant City Manager Robert D. Swanders C. M. Moyer, Jr., City Manager, Past President of the association, also serves on the Executive Commitee. MFOA Officers Elected The Virginia Municipal Finance Officers Association elected new officers at their Annual meeting on May 2 in Virginia Beach. Elected President was Michael Hill, Comptroller of the City of Lynchburg and elected Vice President was Frank Turk, Chief Accountant for the City of Salem. Continuing as Secretary/Treasurer is Joe Black, Finance Director for Richmond Public Schools. Housing Officials Elected David H. Rice, Executive Director of the Norfolk Redevelopment and Housing Authority, was elected President of the Virginia Association of Housing and Community Development Officials (VAHCDO). Other officers include Vice President L. Judson Barrett of Suffolk, Secretary-Treasurer George D. Morris of Danville and Member-at-Large Leslie J. Faircloth of Lynchburg. The Past President of the Association is Rudolph T. Walker of Portsmouth. Death Samuel A. Martin, Attorney for the Town of Pearisburg, died March 25, 1980. He had served as Town attorney for 32 years. A native of Roanoke, Mr. Martin received a degree from Roanoke College and held a L.L.B. degree from Washington & Lee University. He was president of the Giles County Bar Association in 1975 and was vice president of the Virginia Bar Association in 1962 and 1963. �Councilmembers Can Cut Time Richmonder Uses Volunteers By Willie Dell A public official never has enough time. On one side, local officials are asked to respond to citizen concerns, analyze the constant flow of technical material on local issues, speak to citizen groups and community associations and keep abreast of council matters. On the other side, they must juggle home life, professional responsibilities and personal activities. What's the solution? Use volunteers as staff. During my five years as a member of city council, individual citizens and student interns have served as my staff. It saves money and helps officials to be more involved and accountable to the citizens. Before picking up the telephone, though, decide what duties the volunteers should assume as well as other details. Should the volunteers fill gaps in responding to citizens' concerns? Should they do basic research? Should they write position statements? Should they respond and interact with community groups? Should they cover meetings? How much time is demanded in supervising a staff? How much and at what level should an elected official relinquish control to others? How will staff be viewed by the administration and received by the constituents? If volunteers are used, how many would be required? Would office space and other equipment be needed? What costs, if any, will be incurred? Decide which responsibilities to delegate. An assistant could be of paramount importance in meeting the partially described list of duties and responsibilities. A staff would increase the official's knowledge by the information collected from attending assigned meetings, serving as a sounding board or being instrumental in sampling the community's pulse. The aide could also review professional magazines to obtain ideas for solving local problems. Students are excellent for producing research, answering correspondence, gathering data from community meetings, receiving citizen complaints and assisting with position statements. However, students are limited according to how much work they can assume and the experience and maturity required for the position. Another disadvantage is the time spent in supervising a student, which is often required by the school for field work credit. Students are assigned for a limited period of time and a replacement is needed during their absence and in the summer. ABOUT THE AUTHOR Mrs. Dell is a Councilmember for the City of Richmond and is a member of the National League of Cities' Board of Directors. She holds a degree from Virginia Commonwealth University in sociology. College students are utilized in reading and analyzing printed data, drafting initial correspondence to citizens and performing limited research or in a situation requiring more skill and maturity than a high school student. For example, several years prior to the enactment of our human rights ordinance in Richmond, students had gathered data from Atlanta, New York and California on the issue. This material assisted Council in preparing an ordinance that our citizens needed. Students are a good resource Field work students can be obtained by contacting the educational institution's field placement assignment officer or liaison person. Students are available in the areas of urban studies, political science and social work, both in undergraduate and graduate schools. There are a number of four-year colleges and community colleges in Virginia that could assign a student to work for you. Advanced students from public high schools have also been utilized to a limited degree and have proved to be excellent workers. Teenagers are primarily used for general office tasks, taking telephone messages, typing and neighborhood surveying (phone or door-todoor contacts). Other assistants can be found from citizen volunteer groups or individual volunteers. Volunteer groups, such as the League of Women Voters and community associations, share Council's goal of making the community a better place to live. Because of this, they are aware of current activities and the status of public programs. The American Association of Retired Persons (AARP) is a good source of potential staffers. Retired persons often have a desire to continue working and have a knowledge of what has transpired in the community. Often retired persons have been professionals, such as engineers, accountants, or teachers and can give technical assistance that a student or an individual volunteer cannot give. Citizens are expecting and receiving more from their elected officials and this trend will continue. They are also seeking ways to actively participate so their resources should be seriously considered. The changes in local government will be more positive as new and creative ways are used to encourage citizens to participate. This solution of using volunteer staff promotes the citizen's understanding of the decision making process while assisting overburdened, elected representatives. �Calendar Institutes for Municipal Officials junell -13, lune 25-27, Local Option Workshops, June 6, America House, Richmond and June 19, Donaldson Brown Center, VPI & SU, Blacksburg, Virginia. The one-day workshops were developed to assist localities with local option and are for all local officials, elected and appointed, and social services directors and their staff. For registration information, please contact Charlotte Kingery, 804/649-8471. Newly Elected Officials Conference, June 11-13, VPI & SU, Blacksburg and June 25-27, Charlottesville, Virginia. Please contact Rick Weeks, 804/6498471 for registration information. "Issues of the 80's," June 18-20, 1980, Virginia Beach, Virginia. The two-day workshop is planned for county administrators, managers, e x e c u t i v e s and city and town managers. Sponsored by the Office of Local Government Management Relations, please contact Felicia Monk, 804/786-7406 for information. Small Cities Management Training Program, June 20, 1980, Holiday Inn Crossroads, Richmond. The one-day meeting is designed to reaquaint managers with the small cities program. The registration fee is $65; please contact Brad Harmes, 804/6498471. State Fire Chiefs Association of Virginia, July 9-12, 1980, SheratonFredericksburg Inn. VML 75th Annual Conference, September 28-30, 1980, Marriott Twin Bridges, Arlington, Virginia. Virginia Building Officials Association, October 19-22, 1980, Sheraton Fredericksburg Inn. National League of Cities Congressional Cities Conference, November 29-December 3, 1980, Atlanta, Georgia. CETA Training Session for Local Elected Officials, June 12-13, 1980, Philadelphia, Pennsylvania. Contact the NLC Employment and Training Project, 1620 Eye Street, N.W., Washington, D C . 20006. Blacksburg Charlottesville Wednesday 11:00 a.m.-1:00 p.m. . . . . . Registration 1:00 p.m.-4:30 p.m. . . . . . Opening Session (includes breaks) • Municipal Government in Virginia • Councilmembers, Mayors & Managers: Their Roles and Responsibilities Effective Decisionmaking by Council • Working with Municipal and Regional Boards and Commissions 6:00 p.m Reception 7:00 p.m Banquet Thursday 8:30 a.m.-Noon (includes breaks) 12:00 noon-1:30 p.m 1:30 p.m.-4:45 p.m (includes breaks) Revenue Sources & Trends Dealing with the Budget Debt Management Getting More for the Taxpayers' Money Lunch — VML presentation Controlling and Promoting Growth and Development Working with the News Media Communicating with Citizens Friday 8:30 a.m.-12:00 p.m.. . . . . Annexation Processes and (includes breaks) Politics Legal Issues—FOl, Conflict of Interest, Public Officials' Liability Concurrent Sessions A. City Council and the Schools B. Town/County Relations 12:15p.m Lunch —The Movement to Limit Government Spending VML Policy Committees Meet Last month the VML Policy Committees on Human Development, Effective Government, Community and Economic Development and Environmental Quality met. On June 5, the Transportation Policy Committee will meet followed by the Public Safety Policy Committee which will meet on June 6. The V M L Policy Committee's recommendations are referred to the Legislative Committee for consideration of inclusion in the League's Legislative Program. The 1980 Policy Committee Chairmen are: Transportation—Elizabeth K. Bowles, Councilwoman, Roanoke E f f e c t i v e G o v e r n m e n t - E lliott L. Shearer, Mayor, Lynchburg Human Development—Raymond E. Hicks, Councilman, Vienna Public S a f e t y - C . J . Staylor, Jr., Councilman, Norfolk Environmental Q u a l i t y - A r t h u r J . Walrath, Mayor, Blacksburg Community and Economic Development —James M. Scott, Boardmember, Fairfax County The Legislative Committee chairman is Richard A. Farrier, a Councilman from Staunton and Third Vice President of the Virginia Municipal League. �Legal Guidelines Legislation That "Disciplines" Localities By Howard W. Dobbins, General Counsel The ripple effect of the much commended and much condemned Proposition 13 in CaNfornia continues to extend into the fiscal affairs of Virginia local governments. The 1979 General Assembly adopted what is now Virginia Code Section 58-785.1 prohibiting an increase in property taxes in excess of 101 % of the previous year's levy without a public hearing by the governing body after duly advertised notice. This section was further amended by House Bill No. 770 adopted by the 1980 legislature. In addition. Senate joint Resolution 29, passed by both the 1979 and 1980 sessions of the General Assembly, proposes an amendment to the Constitution of Virginia reducing the debt limit from 1 8 % to 1 0 % of the assessed valuation of real estate in a city or town. This amendment will be on the ballot in the November elections and whereas the evidence before the General Assembly indicated that no Virginia locality would be currently affected by the reduction in debt limit, nevertheless it exhibits a lack of confidence by the General Assembly in the ability of local governing bodies to levy taxes, incur debt, furnish services and indeed, to govern. Unquestionably, this amendment will be adopted, virtually by default. This will be taken as a kind of "no confidence" vote by the general public. Another item of legislation reflecting the continuing atmosphere in the General Assembly for discipline of local governments was introduced in the House of Delegates as House Bill 84 by Delegate Michie and passed by that house but ultimately carried over to 1981 by the Senate Committee on Local Government. This bill, which is now in the form of an Amendment in the Nature of a Substitute, deals with the budget process, purporting to clarify and improve that process. However, in its present form, it represents a very serious threat to the fiscal integrity of many, if not all, of our cities, town and counties. The bill provides for an amendment to Section 15.1-160 of the Code of Virginia requiring the governing bodies of all localities to approve a "balanced" budget (said section now provides that the governing body shall prepare a budget "for informative and fiscal planning purposes only.)" Balanced budget is defined as "a plan of fiscal operations embodying an estimate of the proposed expenditures, including a reasonable contingency reserve for a given period and the proposed equal provision of resources to finance them. Resources shall include estimated revenues in the period and the unappropriated and unencumbered balances of the funds that will be available at the beginning of the fiscal year." Current law (Code Section 58-839 and 58-844) provides that "any funds collected and not expended in any fiscal year shall be carried over to succeeding fiscal years . . thus, not requiring all unappropriated and unencumbered balances to be expended immediately in each succeeding year. Proponents of House Bill 84 contend that the provision in the definition of "balanced budget" permitting "reasonable contingency reserves" sufficiently protect unused balances from immediate application to expenditures. However, reserves for contingencies are necessary to every budget and no prudent fiscal officer would dare develop a budget without a provision for contengencies such as unanticipated increase in personnel costs, replacement of equipment, snow removal, increased utility and fuel costs and the like. But reserves for contingencies do not protect an unappropriated balance or surplus which also is a normal and generally accepted financial provision whether it be with regard to the financial projections of private individuals, private businesses or local governments. Such unappropriated reserves have been maintained and regularly used through the years by Virginia local governments only for governmental purposes. The investment of such funds produces income for current operations and they are available for capital improvements and other needs without the necessity of increasing taxes for such purposes. House Bill 84 bodes no good for local governments and they should be alert to efforts to revive House Bill 84. The budget processes of local governments have been frequently challenged in the courts in the past year. Unappropriated reserves of two of our counties have been challenged on constitutional grounds, the contention of the challengers being that Section 8 of Article X of the Virginia Constitution which provides that "no other or greater amount of tax or revenue shall, at any time, be required for the necessary expenses of the government, or to pay the indebtedness of the Commonwealth" requires all unappropriated reserves to be expended before taxes may be levied. In one of the cases raising this point, the petitioners have challenged the maintenance of a reserve of federal revenue sharing funds and have further contended t h a t ' f u n d s which are required for payments on capital improvements subsequent to the budget year must be included as revenues in the current budget equation of revenues versus expenses Other lawsuits are pending or have been recently adjudicated in which licenses taxes imposed by the Virginia localities have been challenged as being invalid or unconstitutional, the assertions being on various grounds, including invalidity under Section 8 of Article X of the Constitution. The governing bodies of Virginia localities and their administrators have traditionally run the business of our local governments in a conservative and economical manner, almost universally incurring the complete confidence of their constituents. On those rare occasions where that confidence has been lacking, governing bodies and administrators have been replaced. That is as it should be for that is a basic requisite of our democratic process. There is no reason, however, for the legislature to impose onerous fiscal limitations and restrictions on local governing bodies and those of us who have an abiding interst in maintaining the sanctity of government at the lowest and most responsible level should be ever alert to the possibility of such impositions. U Z O u > 9 �VML staff Appointed Virginia Municipal League Executive Director R. Michael Amyx appointed two staff members to new positions. Bradley K. Harmes, Senior Staff Associate, was named Deputy Director effective July 1. A graduate of the University of Evansvilie, he holds a Masters of Public Administration degree from Virginia Commonwealth University. In 1977, Mr. Harmes was a Henderson Fellow at the Federal Executive institute in Charlottesville. His responsibilities with the League include coordinating the development of the VML reciprocal insurance company, monitoring and analyzing the impact of State and federal legislation and regulations upon local governments and assisting with the League's annual budget. Mr. Harmes also coordinates the VML Annual Conference. He came to the League in 1976 as the EEO Project Staff Intern and following graduate school, he became a Staff Associate with the League. In 1977 he became a Senior Staff Associate. Sandra J. Harmon was named Staff Assistant for Advertising and Exhibits. As part of her responsibilities, she will also staff the Municipal Electric Power Association of Virginia and will continue to serve as the business manager for VIRGINIA TOWN & CITY magazine, the publication of the League. She also staffs the VML Executive Committee. A native of Dinwiddle County, Ms. Harmon is a graduate of Smithdale Massey Business College. She served as a secretary with the Division of Legislative Services, Commonwealth of Virginia, and as a legal secretary with a Richmond law firm. In 1977, she became administrative secretary with the League, serving as the secretary to the Executive Director, and responsible for general office duties. Ms. Harmon's appointment was effective Junel. Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers a n d advisers to municipalities a n d government authorities for revenue bond project financing. F o r a d d i t i o n a l i n f o r m a t i o n , p l e a s e contact one of t h e following m e m b e r s of o u r P u b l i c F i n a n c e D i v i s i o n AUSTIN V . K O E N E N (212-558-3180) BENEDICT T . MARINO (212-558-2840) L E E K . B A R B A (212-558-2168) °8 ROBERT M . BROWN, I I I (212-558-3356) TOM E .GREENE I I I (212-558-2680) MARSHALL LANCASTER (212-558-2166) W . PATRICK M C M U L L A N (212-558-3174) O R I C H A R D J . ZANARD ( 2 1 2 - 5 5 8 - 3 1 8 2 ) < ^ ^ L e h m a n Brothers K u h n Loeb Incorporated NEW YORK HOUSTON 10 • ATLANTA • LOS ANGELES BOSTON • • SANFRANCISCO CHICAGO • LONDON DALLAS • TOKYO �Your first step to reduce landfill costs CHOOSING THE RIGHT JOHN DEERE EQUIPMENT JOHN DEERE on the move Putting the wrong machine on a particular landfill job can cost thousands of dollars in extra repair and maintenance. Worse yet, it can shorten the life of costly landfill space. That's why John Deere offers a number of machines to handle specific jobs on both small and large landfills. JD646-B Compactor, with its steel-tooth wheels, delivers a much higher in-place density than a crawler. Its specially-matched torque converter and No-Spin differential provide fast working speeds and good traction... for compacting, excavating, and carrying cover material. Special guards and shields protect vital areas from refuse accumulation and damage. For major excavating and carrying cover over long hauls, self-loading John Deere Scrapers are efficient producers. Both offer twin-turbine torque converter transmissions with fuel-efficient direct-drive lockup in transport speeds. Initial site preparation, ripping, and difficult excavating jobs may require the traction, flotation, and overall production of John Deere Hydrostatic Drive Crawlers. All-hydraulic, articulated motor graders easily handle haul road construction and maintenance, drainage ditch work, and finish grading on completed landfill sites. The speed and mobility of John Deere 4-WheelDrive Loaders make them ideal choices for transfer stations and shredding or recycling plants. To find out more about how the right John Deere equipment can help your landfill operation, see your John Deere dealer today John Deere, Moline, Illinois 61265. �Places Hampton and Norton—Both of these cities won honorable mention in the 1980 All America Cities competition. Winchester—Council is studying the possibility of a Federal Housing Assistance program that would guarantee landlord's rent through subsidation if they agree to low-and medium-income tenants. The program, Section VIII Moderate Rehabilitation Program run by HUD, would involve about 40 houses in the next three years. The program was presented to Council as part of a city-wide housing assistance plan tied to a 1 million Community Development Block Grant application which was approved and forwarded to HUD. Salem — C o u n c i l donated approximately $7,000 in preliminary funds to a new medical center for the treatment of cancer patients. The Pheresis Center, to be built in Roanoke and operated by the Valley Chapter of the American Red Cross, will probably be open in late summer or fall. The Roanoke Valley is the only major urban area in the state without a Pheresis Center and other localities in the area will be asked to help fund the Center. U o3 o I— < > 12 Virginia Beach—The City installed a Daktronics electronic voting system recently. The system includes a display board adaptable for an alphabetical arrangement of the 11-member Council or the 13-member Planning Commission with individual voting consoles customized to the architecture of the Council chambers. The clerk's consoles control the opening and closing of the vote as well as provide a computer printout of the date, item number, item topic and a record of individual votes. The secrecy option allows votes to be displayed simultaneously or held for display until all votes are cast. The vote can be recalled to the display board and not only saves tremendous time by eliminating the verbal roll call but also provides a permanent record of the votes cast. To our knowledge Virginia Beach has the only electronic voting system in Virginia. Rocky Mount—Town Council became the first local governing body to officially adopt a resolution in support of "Franklin County Open House." The event is being promoted by the Marketing Committee of the Franklin County Chamber of Commerce in order to share with neighboring communities the many advantages available to them in Rocky Mount and Franklin County. It is designed to promote the overall community interest in retail, wholesale, industry and recreational and services. A tabloid containing information and promotion is to be circulated through local newspapers. Danville —Council approved a committee's proposal to begin definite planning for the construction of a convention center and multi-purpose recreational facility. Council agreed to hire an architectural and engineering consultant to examine proposed sites, make estimates and prepare a feasibility study for the center. In addition to consultants, the Committee recommended that a development committee be formed of area businessmen, councilmen, restaurant and motel owners. The proposed Center will seat up to 4,000. Fairfax County—The County's decision on whether to become the largest city in Virginia will probably be based primarily on the County's road problems. The Board of Supervisors recently created the Citizen's Committee to study the potential impact of changing from county to city status. Carrington Williams, Chairman of the Citizens Committee, indicated that city status would give the local officials more control over local road construction problems but "it would probably cost more." Members of the Citizens Committee include State Senator Joseph E, Cartlan, Delegate Jack Rust and representatives of the real estate industry, the research and development industry and other civic organizations. Reap. The Benefits. A.s a V I P at the A m e r i c i House, ^.«.,,_ you're guaranteed a reduced rate of $20 for a single room or $26 for a double (plus tax) throughout 1980. You're entitled to a night's , ••'^i^s'i free lodging after staying with 1 """o us seven nights over the period of one year. You can cash personal checks of up to $25 per day, make loci phone rails free of chai'ge and check out as late as 1:30 p.m. Reap the benefits of being a V I P . Write or call us for a V I P application at the America House Motor Inn (fonnerly the Sheraton), Belvidere and Franklin Streets, Richmond,Virginia2,']22(). (804)643-2831. AMERICAS HOUSE �Arlington County—More money is spent on travel and tourism in the County than any other locality in Virginia, according to the Virginia State Travel Service. Slightly more than $221.4 million was spent in Arlington in 1978, which generated an estimated 8,700 jobs and produced more than $4.3 million in local taxes. Virginia Beach ranked second in tourism. Alexandria—Council gave approval to a system that will ticket those who violate the City's trash laws. Anyone who sets trash out long before trash collections or keeps it in improper containers will be subject to a warning ticket and a possible fine for subsequent violations. The program, to begin this fall, will allow inspectors to issue tickets ranging from $22 to $112 to commercial and residential property owners. Virginia Advisory Committee on Arson Prevention The Virginia Advisory Committee on Arson Prevention is a non-profit organization to promote education and understanding between the law enforcement, prosecution, judiciary, fire fighting, legislative, insurance and other interested associations as to arson and arson problems. The committee also fosters cooperation between those communities in efforts to control arson and in continuous efforts to promote public awareness of the arson problem and its consequences. In an effort to reach these objectives, the committee has developed an Arson Reward Program to begin July 1 , 1980 to present dollar rewards to members of the general public for assisting in the arrest of arsonists. Funds for the rewards will be provided by contributions from the Insurance Industry in Virginia. A statewide toll free number will be maintained 24 hours a day to receive arson information. As the start date of the Arson Reward Program approaches, further detailed information will be forwarded to fire, police, commonwealth attorneys and other law enforcement officials in Virginia. The VML views this program as an indication that private industry along with public servants are aware of and interested in the arson problem in Virginia. We applaud this interest and encourage local government officials to fully support the program. Tea Party Loses Case In a hurried per curiam opinion which was argued on April 10 and rendered May 5, the Fourth Circuit Court of Appeals in a terse and brief statement dismissed an action brought by a taxpayers group (The Norfolk Tea Party) to compel Norfolk city officials to conduct a special initiative election on a question they submitted. The Appeals Court in Wright et al v. Mahan held that neither the U.S. Constitution nor any federal statute guarantees citizens of a state a right to compel an initiative referendum. The legality of such an election is "entirely dependent on State law" and the appellants had failed to establish that Virginia law entitled them to require state officials to conduct the election they sought. Since the case is being argued in Virginia's Supreme Court, a final result has not been reached. However, the federal opinion is a blow to the Norfolk taxpayer's group who were attempting to force an initiative on property tax reductions in that city and who had claimed that their first amendment, freedom of expression and the right to vote, was being abridged by a local judge's withdrawal of approval for an initiative. Norfolk City officials felt confident they would prevail in the Virginia Supreme Court, New Issue $44,370,000 Michigan Public Power Agency Campbell Project Revenue Bonds 1980 Series Smith Barney, Harris Upham & Co. Incorporated First of Michigan Corporation Bache Halsey Stuart Shields Incorporated The First Boston Corporation Salomon Brothers �How To Get Along With Your Council William F. Farnam How does a public works official maintain good relationships with his elected bosses? There is no final absorbing answer —each individual is different and the interfacing of human beings is infinite. Certainly the answers will vary with the political structure, its current social environment, the personalities and goals of the body, yourself and an almost unending list of influences. Most of us are civil engineers and we never found in Urquhart's Civil Engineering Handbook the necessary axioms and truisms to assure forthright peace of mind in the political setting. Though some of us have been reinforced with management training and other humanistic experiences, the political awakening is often instantaneous and brutal. Following are my views of how to maintain good political relationships, recognizing that my views are isolated, prejudiced and different from anyone else's. What is hoped for, then, is that there are certain approaches and modes of professional conduct that are common and appropriate to most organizations and people. If not, then hopefully this will be mildly entertaining. Medium-size cities of 30 years ago were markedly different than today. Then, the councilman was a retired hardware store proprietor, a kindly man in a rumpled suit, grateful to his community and wanting to serve in quiet dignity. The loyal civil servant, then, was mild in manner, salary and goals. There was a family togetherness between councilmen and bureaucrats working together as a team, often effectively, sometimes amateurishly. Today's councilman is on his or her way up; professional, politically poised, ambitious and articulate. Today's civil servant rejects the word "servant" and accepts that he is a wellpaid, well-trained professional bureaucrat, who knows how things should be run. Thus, the family togetherness has evolved to an adversary struggle between politician and bureaucrat. Some opinions of councilmen about bureaucrats can be harsh and often painfully accurate. Some see us as selfserving functionaries concerned > 14 ABOUT THE AUTHOR Mr. Farnam is the Public Works Director in Inglewood, California. Reprinted with permission from Public Works, June1979. principally with personal survival and security, unfeeling of citizen needs but rather committed to a comfortable status quo. Other adjectives include over-paid, over-fringed, dedicated to mediocrity and "overly protected species." Some of the views of bureaucrats about politicians have been equally as dark. When politicians and bureaucrats become highly polarized from each other, the public may be poorly served. How do you maintain good relationships? Following are some suggestions. Do's And Don'ts John Kenneth Calbraith tells us, "We may lay it down as a law that without public criticism, all governments will look much better and be much worse." Today, public criticism is evident; public demands are higher; taxes offend; there are greater expectations of government and we have a participating citizenry which demands to be heard. Council meetings frequently overflow. Often it is a forum of reasoning. Just as often, it resembles a theatrical stage and sometimes a three-ring circus. When asked to perform in such a showplace, a public works official must be made of stern stuff. As a public works official you have two principal roles to perform: 1) To be a professional advisor with engineering know-how, experiences and judgment —an expert in the field. This should be given to the council openly, honestly and freely, even if you know that it may be unpopular and not what someone may want to hear. 2) To be a manager who sees that things are done expeditiously and with good humor, even if the work to be done is opposite to the advice with recommendations you made to the council. (Anything unsafe or illegal excepted.) Thus, be an advisor on policy-making, not a competitor. Don't dazzle council with the foreign language of engineering. You may correct believe that councils oversimplify, but don't complicate to compensate. Be well-prepared for council questions. If you must stumble and grope for answers, you will be defrocked of your dignity. If you don't know the answer, don't fake it. For this, you will be admired. Each council has a councilman who appears to be the heartbeat and discipline of the council. He may be either friend or foe. You will tend to write reports and speak with that person in mind. If you do not, it will be sensed by other councilmen and resented. Remember that councilmen take more heat from the public than you do. Who the city manager is and how he sees his role, what his style is and what the council will permit him to do, will, in a large measure, dictate your own role and way of functioning with the council. Some will suggest that the ordinances and charters will mandate the roles. A city manager told me that this is not as important as is what power the manager assumes and the power the city council is willing to give him. Another manager suggests that there are three basic types of managers: • The Doer. He does, builds, changes, stirs up the pot, plans and is a strategist. • The Live-and-Let-Live Manager. He doesn't make waves, is a housekeeper, reacts only to leaks in the dike, concerned with survival and is a tactician. • The Public Relations Manager. He plans grandiose goals, great community involvement, makes cosmetic changes, talks, glows, charms and maintains the status quo with a flair. He can float from a long-range administrative strategist to a shoot-from-the-hip managerial tactician. Each of these managers may be the most appropriate, depending upon the current needs and goals of the community. Often a community will go through all of these phases of managerial needs in a generation. It is probably best that the managerial type be in harmony with the community's current managerial needs. They otherwise may be in loggerhead conflict with each other. Some managers may function so that the council and department heads are isolated and insulated from one another. This can exclude attendance at council meetings, requiring all correspondence and staff reports be directed to the manager who may then edit, rewrite and make presentations to the council. At the other extreme, a forthright leadership role directly with the council can exist with only an �occasional nudge and concurrence from the manager. This manager may vary each department's strength of contact with the council depending on his competence in the various functions and depending on the various department heads' abilities to relate to the council. A west coast manager claims that most public works types have first-class minds but third-rate intuitions about people. He says, "civil engineers are God's frozen people." If he is right, we are in trouble. If he isn't right but everyone thinks we are, we are still in trouble. Helpful Hints Councilmen are human beings and, for the most part, fine ones. The elective process is strenuous and the first year is difficult as a freshman on the council. What is found by the newly elected candidate is that running government is different than what he knew before. The red tape, the slow grinding process, the procedures — they seem to make no sense and everything appears to be functioning lethargically at an unforgivably slow pace. A city attorney helped me to understand why there is red tape and bureaucracy. He stated that in private enterprise you can do anything as long as it is not illegal. In public, the same is true, but, additionally, you must have a law which says you can do something in the first place. This is an enabling law which often shows no concern for reasonableness, economics or the element of time. Thus, a public official must often seem unreasonable, avoid expeditiously getting things done, and ignore economics because the law mandates how he manages. He often is not able to consider wise approaches to management at the risk of being charged with misfeasance, malfeasance or nonfeasance of office. The plethora of laws appears to come about, in government, due to the making of an error in judgment; one error, and a new law is written so that the error won't happen again. In private enterprise, mistakes are solved by replacing someone. In public, we expand laws or magnify the procedure. More effective government can be realized by public officials and councilmen if they develop the ability to distinguish between administration by law, as compared to administration by judgment. New councilmen will most often develop powerful egos. There is no question that the election process transforms personalities. Egos inevitably grow to dimensions commensurate with the agony endured in achieving victory and a touch of paranoia resulting from opponent slander. Do not be an ego ballonbuster nor an ego massager. Maintain an adult rational approach to council relationships. This is not easy. To perform well, public works officials must learn as much as possible about the political process and what makes politicians run. They must be sensitive to politics but not play it. VML AFFILIATED ORGANIZATIONS VA. Section, ICMA The Virginia Section, International City Management Association Annual Conference was held in Virginia Beach on April 30-May 2. City Manager of Manassas and President of the Section, Ches Moyer, Jr., presided over the three-day meeting. Speaking about his years in the Virginia legislature, the Honorable John Warren Cooke was featured at the Opening Dinner. Sanford Groves, Director of Public Finance at the International City Management Association in Washington, DC, explained to members how to determine the financial status of their perspective localities to see if their locality was headed for long term debt or if it was financially healthy. He used several indicators to evaluate a locality's status. O. Wendell White, Hampton City Manager and a member of the ICMA Horizons Committee, told participants about his tenure on the Committee and some of the results of the three-year study about the management profession. A former city manager and now a professor/consultant in community development, Fred E. Fisher, spoke on management styles and Carolyn O. Marsh, the Director of the Office of Employee Relations Counselors, explained how her office works with the Governor's Advisory Council and how managers could use their services. During the Business Session on Friday afternoon. Cole Hendrix, Southeast Regional ICMA Vice President, informed members of organizational changes in the ICMA office. The Minority Placement Program, the only one of its kind in the public sector, will now be on a selfsupporting basis. Without annual contributions, the program will be discontinued. He also requested comments from Virginia managers on the services of ICMA. Mr. Hendrix will serve on the ICMA governing board until the Annual Conference this fall. Janet Garrett, ICMA Assistant Project Director for Economic and Community Development, reviewed the Small Cities Peer Match Program. Funded by a grant from HUD, the Peer Match program provides short-term, on-site consultant service to managers with community development problems. A one-day workshop will be held on July 18 in Charlottesville at the Ramada Inn on Community Development Block Grants. Williamsburg City Manager Frank Force was elected President for 198081. Other officers and the Executive Committee are featured in the People column in this issue of TOWN & CITY. VBOA In February President Bertoni appointed an Educational Committee to actively seek the educational needs of Virginia building officials. The Committee is composed of C. G. Cooper, Chairman, D. Paul Jack, Clarence Diersing, Frank B. Kay, R. A. Ledbetter, Jr., Erwin S. Jackson and Emory Rodgers. After several meetings the Committee decided to develop a training course with an instructural workbook on the administration of the Virginia Uniform Statewide Building Code. The Committee feels that this course will benefit many Virginia building officials. The VBOA proposes to contract with the Virginia Department of Housing and Community Development to fund the program. The Committee is endeavoring to develop and implement the workshop prior to the October Conference. SFCAV The State Fire Chiefs Executive Committee met on May 14, 1980. Mr. R. Michael Amyx, Executive Director of the VML and Executive Secretary of the SFCAV, was introduced to the Executive-Committee. Legislative Chairman Wes Dolezal reviewed all the bills of interest to the fire service that were signed by the Governor following the adjournment of the 1980 General Assembly Session. The Executive Committee adopted guidelines for honorary membership and revised the categories of memberships., The membership proposals will be taken to the full membership for adoption at the Annual Conference in July. �Mayor Spiggle Testifies Before Congress Appomattox Mayor Ronald C. Spiggle testified before a subcommittee of the U.S. House Committee on Appropriations. His testimony was on behalf of cities and towns across the nation supporting adequate funding of Section 201 of the Clean Water Act. In a question and answer period after the testimony, Mayor Spiggle also had the opportunity to expound upon the acute problems faced by small towns forced to comply with the Clean Water Act. Mayor Spiggle was accompanied by Appomattox Town Manager W. R. (Bill) Britton, Jr., VML staff members Rick Weeks and Brag Bowling and Dennis Bass of the National League of Cities. The testimony, presented on May 6, was well received. Below are excerpts from Mayor Spiggle's speech: >u 06 O < > 16 "Over the last decade, EPA has been given mandates by Congress in a number of complex and difficult pollution abatement areas. The National League of Cities has consistently supported the Administration's and this subcommittee's efforts in the last few years to increase funding for federal environmental programs so that adequate resources are committed to achieving the legislative mandates for a cleaner, safer environment. Even though he was faced with extraordinary pressures to balance the fiscal 1981 budget, the President did not recommend any permanent funding reduction for environmental programs. NEC, in general, supports the President's request for EPA's fiscal 1981 budget and is especially concerned that this subcommittee approve the $3.7 billion level of funding for the wastewater treatment construction grant program requested by the President in both his January budget and in his revised March budget. The impact of a reduction below the Administration's request will have a magnified effect through succeeding years. Indications from Congress that funding for the 201 program will fall or become unstable will make local governments hesitant to begin planning and design activities. The situation is complicated this year by the Administration's proposal to defer further obligations of FY 1980 funds in order to reduce outlays in FY 1981 by $95 million. The Administration proposes only a temporary deferral; EPA will resume obligations of $400 million FY 1980 funds in September, with the balance to be 'unfrozen' in fiscal 1981. Even if the deferral is only temporary, it will have a severe impact on at least 19 states that are expected to spend all their FY 1979 funds before September. But an equal danger is that Congress may convert this temporary deferral into a permanent reduction by cutting the FY 1981 appropriation. In summary, it is evident that the deferral of FY 1980 funds will cause serious dislocations in construction programs in half the states. A reduction in the FY 1981 appropriation below the $3.7 billion request will spread the disruption to the other half of the states in upcoming years. Mayor Ron Spiggle and Town Manager Bill Britton on the steps of the Capitol after appearing before the subcommittee. We believe it is imperative that Congress provide an adequate appropriation to enable state and local governments to achieve the mandated goals and timetables of the federal Clean Water Act. As long as federal mandates remain in place, the federal government must continue its assistance to help state and local governments meet those mandates. The President has proposed a FY 1981 funding level for the 201 program that meets this requirement within the framework of a balanced budget. We hope this subcommittee will adopt his recommendation." 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CONSULTING HANSEN; ENVIRONMENTAL ENGINEERS 12368 W a r w i c k B o u l e v a r d , Newport N e w s , V A 23606 804-599-5511 Langley and McDonald ENGINEERS'PLANNERS'SURVEYORS Highways-Utililies-Walerfront Facilities-Municipal Comprehensive Planning-Industrial Park Developmeni R. S ' H A R T R O Y K R & ASSOCLATES CONSULTING H U R T & PROFFITT, INC. Engineers-Planners-Surveyors Water, Wastewater, Solid Wastes, Soils & Foundations Land Development Site Plans Residential, Commercial & Industrial Subdivisions, Road, Dams, Airports 1933 Fort Ave. Lynchburg. VA 24S01 (804) 847-77% H'KEDiERICK G. G R I F F I N , P.C. P. O . B o x 8687 1514 W i l l o w L a w n D r i v i R i c h m o n d , V i r g i n i a 23226 I ' h o n t 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 Sylvan Avenue, P , 0 , Box 1218 Englewood Ciifls. 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B o x 2901 FREDERICK G. GRIFFIN, PRESIDENT 804-237-2044 CH2M HHILL economists scientists Wastewater Treatment, Water Supply Treatment, Airport, Park and Recreational Facilities Planning 1930 Isaac Newlon Square, E. Reslon, Virginia 22090 (TIC!) 471-9710 U z O Richmond, Virginia 23235 804-794-6823 R. K I : . \ . \ I : T H WF.F.K.S I:\GIXI-F.R.S < z u Water Supply a n d Purification • Sewerage a n d Sewage Xreatment • Streets a n d H l c h w a y s • : Investigations a n dReports " Supei-vision o( X'onslruction, 2733 T l D E W , % T l R D l l , NoRroLK, \ 23509 17 �A A LINGERFELT & ASSOCIATES, INC. A Profession^/ fcNGINttRS. Corporation PLANNERS. C O N S U L T A N t S 804/746-4520 P. O . B O X MECHANICSVILLE, WATtR & DRAINAGt SUBDIVISION & INDUSTRIAL a professional c o r p o r a f i o n Engineers , Surveyors , Planners C o m p l e t e p r o f e s s i o n a l services for 1 0 5 2 3 M a i n Street, Fairlax, Virginia 2 2 0 3 0 , [ 7 0 3 ) 2 7 3 - 8 7 0 0 COLLECTION Valtay O f f i c * : DESIGN 100 S o u t h M a m Street B n d g e w a i e r . Virginia 2 2 8 1 2 SITE Engln»»ri • Plonntri Architect* • Survayors m u n i c i p a l i t i e s and public a g e n c i e s Main 0 « i c « : V A . 23111 SUPPLY & SEWERAGE HIGHWAY 338 •WbotCAjoDciats/.W. Patton, Harris, Rust & Guy MUNICIPAL ENGINEERmC, ARCHITECTURAL DESIGN LAND DEVELOPMENT - PLANNING, ENGINEERING, SURVEYING, CONSTRUCTION MANAGEMENT URBAN PLANNING FEASIBILITY STUDIES [703] 828-2616 PLANNING Gtibert Associates of Virginia, IncX WILLIAM COVERMAN STUDIES YARGER • FACILITY CONSTRUCTION MANAGEMENT • OPERATIONS L, ST21 S E L L G E R D R I V E N O R F O L K . V I R G I N I A 23502 (804)424.9755 W A T E R / W A S T E W A T E R • SOLID W A S T E HYDRAULIC SYSTEMS S. STRUCTURES AND A S S O C I A T E S , INC. ASSOCI.VPKS A PROFESSIONAL CORPORATION PLANNING/DESIGN ENGINEERS • SI RVEYORS • PLANNERS Over 500 Surveys Position Classification and P a y Plans Management and Organizational Studies Test Construction — Fire and Police Studies M A R S H & B A S G I E R INC., ENGINFERS • SURVEYORS • 2830 Mary Street FaUs Church, V a . 22042 703/560-6900 SOUTHERN ENGINEERING C O M P A N Y OF VIRGINIA P.C. PLANNERS M & B Office Park, BIdg. One, Suite 1 0 0 Lynnhaven Parkway, P.O. Box 6 2 8 6 Virginia Beach, Virginia 2 3 4 5 6 CONSULTING Atlanta, Georgia 30309 404-892-717) (804)468-2700 ENGINEERS • ARCHITECTS • ENGINEERS 1000 Crescent A v e n u e , N.E. P L A N N E R S • S U R V E Y O R S COMPLETE PUBLIC WORKS ENGINEERING LAND R.W.BECK Grcenhorne AND ASSOCIATES Engineers • 1 0 7 1 0 LEE HI and Consultants HWAY. SUITE & 0'M.ara, Inc. . VIRGINIA 202 22030 Services. E N G I N E E R S & SURVEYORS BOX 4 2 9 13924 703-385-9800 AND SERVICES BENGTSON, DeBELL, ELKIN & TITUS C O N S U L T I N G PO. t utility P l a n n i n g , M a n a g e m e n t a n d D e s i g n SURVEYING P O BOX BRADDOCK CENTREVILLE, VA RD 2 2 0 2 0 5 0 8 EDWARDS LEFSBURG. 703-e31-9«30 FERRY VA 83 RD 22075 703-777-1258 >Rate Contract Evaluation. »Technical a n d F i n a n c i a l F e a s i b i l i t y . WHITMAN. REOUARDT AND ASSOCIATES > Utility PropertyAppraisals. »Load Management and E n e r g y Conservation Analysis. »Energy Source Evaluation, Fossil — Nuclear Hydro - Solid W a s t e - 40 G r o v e S t r e e t , Wellesley. M a s s . 02181 V.O. - Qngmeers Solar. Box 464, Bedford, V a . 24523 I I I ! (6171 237-4S70 = N O R T H BALTIMORE, (703I586-1S81 Qonsulianis C H A R L E S STREET BLJCMARX-MORN CONSULTING ENGINEERS and PLANNERS BUSCH CORPORATE CENTER 203 PACKETS COURT WILLIAMSBURG, VA. Z3185 MARYLAND 21201 (301) 727- 3450 CAMP DRESSER & McKEE 8001 Forbes Place 6408 Silver Hill Road One World Trade Center, Suite 2637 Springfield, Virginia 22151 Suitland, Maryland 20028 New York, New York 10048 703 321-9393 301 568-5700 212 432-6700 environmental planners. engineers, & management scientists, consultants CDM County Administrator Marketplace Giles County, V i r g i n i a (population 16,000). S a l a r y negotiable. Appointment by five man B o a r d . Degree i n management or related field preferred, w i t h experience i n public administration. E x perience i n budget preparation, industrial development, federal and state programs and grants helpful. Send resume and s a l a r y history to Giles County B o a r d of Supervisors, 120 North M a i n Street, Pearisburg, V i r g i n i a 24134. Assessor C i t y of Roanoke, V i r g i n i a . 44,000 parcels, y e a r l y assessments—computer facilitated, staff of nine appraisers. Minimum requirements; s i x years of proven managerial experience i n appraising. Professional designation required. S a l a r y range: $25,000-$35,000. Send resume to Mary P a r k e r , C i t y Clerk, C i t y of Roanoke, Municipal B u i l d i n g , Room 456, Roanoke, V i r g i n i a , 24011 by June 16, 1980. Chief of Police T h e City of V i r g i n i a B e a c h , V i r g i n i a (population 276,000) i s seeking an individual w i t h a comprehensive knowledge of police administration to administer the planning, development and direction of the C i t y ' s Police Department. T h e Department includes 576 personnel, 372 of w h i c h �G e o r g e C u n n i n g h a m , Field Representative "imagineered" Directory P L A Y G R O U N D a n d P A R K E Q U I P M E N T BY G A M E TIME, I N C . CUNNINGHAM AiSOC. INC. Bex 9554 Lakeside Br., Richmond, V s . 23228 P h o n e 804 '262.2401 Overman Robinson Brown Incorporated. rill Pri^i^^iiiiiiil (Iniup Governmental Management Services PUBLIC ADMINISTRATION . Providing • ' ' ' reply to. Otis L . Brown Managing Director 700 Building S u i t e 1521 Seventh & M a i n R i c h m o n d . V a . 23219 Phone 8 0 4 - 6 4 3 - 4 0 4 8 SERVICE management assistance and consultant regional, and state governments since Managoment S y s t e m s Police and Fire Personnet Administration Financial Management ' • ' ' Courts Community Development Community Attitude Surveys Program Evaluations 1776 M a s s a c h u s e t t s A v e n u e , N.W. . WASHINGTON • • CHICAGO ' ' ' ' services 1933. to local, Labor Relations Productivity A n a l y s ' S Public Works Employee Relations Surveys W a s h i n g t o n , D.C, 20036 • (202) 8 3 3 - 2 5 0 5 LOSANGELES mm, Charlottesville - Norfolk - Richmond MUNICIPAL ADVISORS Public Research and Management I n c . Suite 416, Washington B i d g . , W a s h . , D . C . 20005 (202) 783-1950 157 L u c k i e Street, N.W., Atlanta, Georgia 30303 (404) 525-5687 INCORPORATED F I N A N C I A L A N D MANAC;EMh:N'r C O N S U L T A N T S TO M U N I C I P A L I T I E S • . . provides full range of o r g a n i z a t i o n , management, p l a n n i n g and development services to l o c a l g o v e r n m e n t . A l i v i s o r (in F i n a n c i a l .ind Miirkrtinj> M a l t r r s Ri'lalinj> lo I s s u a n c e of M u n i c i p a l Bonds • t'osilion C;iassificalii)n/Cc)mp('nsati(in Plans • Management and Orj^anization S l u d i e s • K x e c u l i v ( ' S e a r c h and Selection LAWRENCE B. W A L E S P.O. B O X 45 R O G E R M. S C O T T V i r g i n i a B o a e h , V a . 23458 8041422-1711 dmq • Management and Organization • Financial Management • City Charter Revisions • Position Classification and Pay Plans • Executive Search and Selection • Police and Fire Studies • P a r k and Recreation Plans • C o m m u n i t y Development • Urban Planning and Zoning DAVID M. GRIFFITH AND ASSOCIATES, LTD. • Solid Waste Management UTiyiysRviCE • Accounting Specialists To Local Government C O M P L E T E STEEL LINERS, MOVING EQUIPMENT 1115 Hunting Ridge R d . , Raleigh. NC 27609 919/847-1069 McMANIS ASSOCIATES, INC. SERVICE • DISMANTLING • O N SANDBLASTING. RECOMMENDATIONS TANKS LADDER AND AND SAFETY • N E W STEEL GROUND TANKS F O R WATER A N D MUNICIPAL Washington, D . C (9191 4 2 7 - 0 2 1 6 TANKS SPECIFICATIONS Cost Aliocalion Plans m a d i s o n . north C a r o l i n a 2 7 0 2 5 MAINTENANCE WATER COATFNGS, National Leaders in the Preparation of p o box 88 S T O R A G E FUEL BOND Speclaliili Management Consultants to City and C o u n t y G o v e r n m e n t s Productivity Analysis ° F iscal and Management Systems Community Development ° C E T A / M a n p o w e r Services ° Economic Development 1 2 0 1 Connecticut A v e n u e , N.W., Wastitngton, D . C . ( 2 0 2 ) 4 6 6 - 7 6 8 0 725 C h u . c h Si • ^ E d w a r d T. Pettigrew, J r . Patricia A, Cooper WiiiiamW. W i n f r e e . J r K h b u r g . V a • 8 0 4 846 2711 • Deoler, ond Underw.iteri u are sworn officers. Position requires extensive administrative experience i n a l l phases of police w o r k and B S / B A degree with major course work i n police science, c r i m i n a l justice, or public a d ministration supplemented by t r a i n i n g at a state or national police training institute. Master's degree preferred. Starting salary range: $32,520-$34,680 annually. Send resume and apply to: C i t y of V i r g i n i a B e a c h Department of Personnel, Municipal Center, V i r g i n i a Beach, V i r g i n i a 23456. A l l applications must be received by August 31,1980. Chief of Police T h e T o w n of B l a c k s b u r g , V i r g i n i a (population 32,000); 31 sworn officers; $750,000 operating budget. Bachelor's degree i n police science or related field with ten years experience as a police officer, five years of w h i c h are i n a command position. Thorough knowledge of modern l a w enforcement practices a n d techniques a n d the ability to function i n a university community environment. S a l a r y range $23,949-30,297 w i t h excellent fringe benefit package including fully paid retirement with five y e a r v e s t i n g , educational incentive pay, medical and life i n surance. A p p l y to T o w n Manager's Office, Municipal B u i l d i n g , 300 South Main Street, B l a c k s b u r g , V i r g i n i a 24060 by J u n e 30,1980. M a r k envelope. Police Chief A p p l i c a t i o n . County Director of Public W o r k s / E n g i n e e r Alleghany County. Degree in C i v i l E n g i n e e r i n g or a related field a n d four years responsible engineering experience in a City or County. S a l a r y $17,000-$22,000 depending on qualifications and experience. Send resume to Victor H . Denton, County Administrator, Alleghany County, County Courthouse, Covington, V i r g i n i a 24426. Closing date J u l y 1,5,1980. Z O > 19 �More Merit Proof! :o B : tr O H ' -1 cr . 1» 3 O O O o - -a v; M, H - rti < > J» Ti l-» C ? ( » CD T o ai* f-" c<- H » O r*H> T <» 3 »-i Oq O O O f Research underscores MERITas proven taste alternative to high tar smoking. MERIT Sweeps Latest Tests. © Results of the newest wave of smoker research are in. ^' The conclusions: undeniable. ^ Blind Taste Tests: In tests where brand identity was concealed, a significant majority of smokers rated the taste of low tar M E R I T as good as—or better than—leading ^ high tar brands. Even cigarettes having twice the tar! Smoker Preference: Among the 95% of smokers stating a preference, the M E R I T low tar/good taste combination was favored 3 to 1 over high tar leaders when tar levels were revealed. M E R I T is the proven alternative to high tar smoking. And you can taste it. Philip Morris Inc. 1980 Warning: The Surgeon General Has Determined That Cigarette Smoking Is Dangerous to Your Health. Kings: 8 mg"tar"0.6 mg nicotine—100's Reg: 10 mg"tar)'0.7 mg nicotine— 100's Men: 11 mg "tar)'0.8 mg nicotine av. per cigarette, FTC Report Dec'.79 •^EF^IT* i-^i-> JVltr\ * Jvienthol ^ Filter MERIT Kings&lOO's s; C � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 15, Number 6 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource June 1980 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198006 https://www.virginiaroom.org/digital/files/original/69/6431/198008.pdf 0009f95d98af4d41a76b33a799681fa4 PDF Text Text �Editorial The Public Works Crisis Can It Really Be True — t h a t others are finally discovering what public works officials have been telling them for many years? The Urban Institute, a much-respected Washington based organization, issued a research report expressing great concern about the problems resulting from deferred maintenance and replacement of public works facilities in our cities. Of course, the researchers studiously avoided using the term public works. Rather, they referred to "capital plant," "urban infrastructure," and "urban capital stock." But they meant public works. That's the accepted terminology used by people working in this field. It's interesting to note that 25 of the 32 largest cities in the United States have departments or boards of public works (or of public service), and that Cincinnati, which is lauded by the Institute for its maintenance and replacement programs, is one of those 25. Last year at the Congress, Cincinnati's Director of Public Works, Arthur Bird, was selected as an Honorary Member by APWA's Institute for Municipal Engineering for his exemplary work. A P W A and public works officials have continually stressed the need for adequate maintenance and programmed replacement of public works facilities. But city after city has deferred maintenance because the need was not "immediate," and refused to program replacement "because everything is working." George Peterson of the Urban Institute notes, "Usually the consequences of deferred maintenance are not immediately visible. They may not show up for four or six years, which is a political lifetime." Apparently it's just too easy for many elected officials to pawn off these problems on whoever will be in office a few years from now. To address this worsening situation, the APWA Board of Directors at its mid-year meeting established a Task Force on Revenue Shortfall. APWA also sponsored a special workshop on politics and professionalism at last year's Congress to help establish better communication between public works and elected officials. But much remains to be done. The problem appears to be attracting more atention, but the weeks and months pass by and each day our old sewers, watermains and streets become older. In this regard, the United States Congress also exhibits a lack of understanding and inability to learn from the past. Federal public works programs for states and municipalities are often designed to achieve other o b j e c t i v e s , s u c h as alleviating unemployment. The tail wags the dog. We must find more effective ways to convince elected representatives that public works investments provide the vital services necessary to sustain urban life and allow the private sector to function more efficiently, produce more goods and employ more people. Funding public works programs for the prime objective of putting more people to work is a band-aid approach to a problem that requires the enactment of a sound investment policy. It's a quick-fix that stresses short-run objectives. A well-planned, continuous public works program would accomplish much more for each dollar invested. Public works facilities provide services for people. They are the life support systems of our cities. When aging facilities of large corporations become obsolete, they are usually closed or replaced so they do not constitute a continuing liability. For the sake of the people who depend upon urban communities, we cannot allow the maintenance of public works facilities to be deferred much longer. The problem has already reached crisis proportions in many areas. If these lifesupport systems fail, business firms and m a n u f a c t u r i n g plants, the lifeblood of the cities will move and their economies will truly collapse. This has already happened in some localities. Will our legislative bodies act in time? 7 Rodney E. Fleming, Editor in Chief apwa reporter Reprinted with permission of apwa reporter. Vol. 47, No. 5, May, 1980. �Virginia &City T h e official p u b l i c a t i o n of the Virginia M u n i c i p a l League Editor Charlotte Kingery Associate Editor Editorial Assistant Advertising and Business Manager VOLUME 15 AUGUST 1980 NUMBERS B r a g d o n R. B o w l i n g , Jr. M a r g a r e t A. N i c h o l s Sandra J. Harmon 4) Newport News Adopts Innovative Pay Plan "New pay plan provides a method to recruit c o m p e t i t i v e l y plus g i v i n g an e m p l o y e e a s a l a r y t h a t r e f l e c t s V M L President Executive Director R o y H. E r i c k s o n R. M i c h a e l A m y x O f f i c e r s : First V i c e P r e s i d e n t , H a r o l d S, A t k i n s o n ; S e c o n d V i c e President, R a y m o n d F, R a t c l i f f e ; T h i r d Vice President, R i c h a r d A Farrier, and Fourth V i c e President, Francis T West E x e c u t i v e C o m m i t t e e : R i c h a r d J . D a v i s , C h a r l e s A. R o b i n s o n , Jr., L a w r e n c e A . D a v i e s , A r l i e C. P a y n e , J a n e L. H o u g h , C h a r l e s E. B e a t l e y a n d J e s s i e M . R a t t l e y . his/her p e r f o r m a n c e . " 15) City Tries New Youth Offender Program " T h e p r o g r a m gives y o u t h in O v e r l a n d P a r k , K a n s a s a c h a n c e to s t a r t o v e r . " 17) 75th Anniversary Conference Information 75th V M L C o n f e r e n c e September 2 8 - 3 0 , 1 9 8 0 Marriott Twin Bridges, Arlington C o u n t y DEPARTMENTS Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & C I T Y or the Virginia Municipal League 2 Editorial 7 People 8 Places 9 Commentary 10 Calendar 24 M a r k e t p l a c e 25-27 Directories U TELEPHONE A B O U T THE C O V E R : The tranquil scene is Otter Lake on the Blue Ridge Parkway, a favorite tourist site in Virginia, The photograph is courtesy of the Virginia State Library. 804/649-8471 V I R G I N I A T O W N & C I T Y [ISSN0042-6784] is the only official magazine of the Virginia Municipal League [formerly the League of Virginia Municipalities]. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1980 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per copy. Z u > �Newport News Adopts Innovative Pay Plan The Newport News City Council has adopted an innovative pay plan whch became effective last month on July 1, 1980. This different approach to the traditional pay plan for public employees attempts to provide the following objectives: • Compensation for positions which are reasonably competitive with the labor markets to which the City must go when recruiting and hiring employees; • Equitable compensation for the individual employee by establishing a mechanism for placing him/her within the salary range at a point that reflects the employee's level of performance. • Progression through a salary range that is based on level of performance rather than length of service; and • Ladders for employee progression to higher pay and more responsible positions with the City. Under the new plan, each salary range has up to 3 sub-ranges defined as follows: A. Entry rate or range. This is the salary level for employees who meet the minimum qualifications for the position. This rate, or range, is used for orientation, training and job development. An employee at this rate or range is expected to satisfactorily perform some of the routine duties of the position. Work is generally performed under close supervision. B. Job range. This is the salary level for employees who are performing the duites of the job at a satisfactory or better level. The job range consists of identified steps or a merit range. An employee is eligible for a step or merit increase within the job range when he attains and sustains a higher, more difficult level of performance. Normally, the first step in the job range indicates the employee is satisfactorily performing the routine tasks of the position under close supervision. The top step indicates the employee is more than satisfactorily performing the most difficult work of the position under general supervision. Steps or merit rates between will reflect the levels of difficulty and performance and the amount of supervision received. (Specific guidelines will be drafted for each structure.) C. Incentive rate. This is the salary level for employees who perform the most complex work of the position under little supervision and who have a long record of outstanding job performance. Incentive rates are not used for designated training level positions. Hiring An applicant who meets all the qualifications for the position is employed at the first step in the salary range. An employee who substantially exceeds the minimum qualifications for the position may be employed at up to 2 steps (10%) above the entry rate upon the approval of the Personnel Administrator. Approval of the City Manager is required to offer a higher starting salary. (The City Manager may give blanket approval for higher starting rates for certain positions.) An employee who does not meet the stated minimum qualifications or equivalent may not be hired in that position unless a special exception is granted by the City Manager. In cases where a qualified applicant cannot be recruited for a vacancy, the position may be underfilled as approved by the Personnel Administrator. Promotion, Demotion, Transfer Generally, when an employee is promoted, demoted or transferred to another position, the employee's salary will be determined on the basis of qualification for the position. No employee will be promoted, demoted or transferred to a position when he does not meet or exceed the stated minimum qualifications for that position. Therefore, the salary of employees placed in another position will be determined individually. Guidelines are given, however, for promotions through a recognized position structure. An employee promoted from a training level position to the next level will receive a promotional increase to the minimum of the new range or a one step increase if the ranges overlap (or 5% if in the merit range). An employee promoted to a senior or supervisory level position will receive a two step promotional increase (or 10% if in the merit range). Administrative Promotion When a position has been designated as a training level or is used for underfilling a budgeted position. the incumbent may be administratively promoted to the budgeted position when he meets the qualifications for the budgeted position and had demonstrated satisfactory performance. This action is not considered a bona fide job opening and is processed without posting and recruiting. The basis of this pay plan is paying equitable, competitive rates for the level of work performed. Automatic awarding of salary increases is eliminated. Supervisors will be given the additional responsibility of counseling employees on what they must achieve to be eligible for an increase. Amount of Increase An increase of up to two steps (10%) in the job rate range may be approved by the Personnel Administrator. Increases exceeding two steps or 10%, or those to the incentive rate, must be approved by the City Manager. Performance Increases A Eligibility for a salary increase An employee is placed at the salary step or area in a range that reflects the level of work performed. To be eligible for a salary increase, the employee must attain and sustain a significantly higher level of work, supported by satisfactory or better general job performance. There is no set interval for increase eligibility but the following guidelines give the usual minimum intervals between increases: Other levels, after the first 6-12 months in a position and thereafter 12-18 months (in nontraining level positions, it normally takes this long to achieve and maintain a higher level of work). Exception may be made to these minimum guidelines in unusual circumstances as recommended by the Personnel Administrator and approved by the City Manager. An employee who is consistently performing below the level required at his salary rate may be demoted, terminated, or receive a salary reduction to the proper level depending upon the operating requirements of the department. Any such action must have the prior approval of the Personnel Administrator and the City Manager. �Comparison of Current and Proposed Pay Plan Hourly Structure The following comparisons are made between the current Pay Plan and the proposed one assuming proposed policy revisions. 1. Length of range 2. Years to progress through a range 3. Number of steps 4. Differential ranges between steps and Current Pay Plan Proposed Pay Plan 46% Approximately 16-27% progression dependent upon level of work performed, ability and performance. Normal anticipated progression In training levels is 1-2 years. Normal anticipated progression in other positions is 3-5 years. ^4V2 10 4 or 5 In grades 1-12. Open ranges In grades 13-18. 5% Flat rate Increases between steps with progressively larger increases between steps. Approximately $1000-$1500 incentive rate. 3% in the Longevity rates 5. Criteria for step increases Length of performance service/Satisfactory 6. Time requirement for Step increase eligibility 6 months in Step A 1 year In Steps B-F 2, 3, or 4 years in the longevity steps 7. Eligibility for promotion from a training position to the next higher level No specific provision. Promoted when vacancy exists or upon special exception. Some employees remain In training level positions long after qualification. 8. Promotional salary increase Normally 5% in overlapping ranges 9. Overlap between ranges Overlap for 5 ranges Level of work performed and general performance. There is no established time Interval between increases. Eligibility for a salary increase is dependent on an employee's substantially Increased productivity or efficiency or the employee achieving a higher degree of skill or expertise. Any such increase must be supported by a satisfactory or better performance evaluation. Minimum guidelines for increased performance are: trainee position-6-12 months other positions-12-18 months Incentive Rate-at least 24 months; exceptions may be made in unusual cases. Training positions are so designated. An employee in a training status may be administratively promoted when he meets the qualifications of the higher position and has demonstrated the ability to perform at that level. Normally 1 step (approximately 5%) from training level to next higher level. With the overlap minimized, this could be 2 steps (approximately 10%) for employees who progress faster. Promotions to senior or supervisory levels will be 2 steps (approximately 10%) in recognition of greater responsibility. Overlap for 2 ranges. �The proposed system offers the following advantages in addition to those previously stated. trainee is rarely productive, the City invests in training programs and e x p e r i e n c e d employees' productivity may be lessened when assigned to training new employees. Once trained, it is desirable to retain the qualified employees to recoup the investment made in training. If the City is unable to retain such employees, not only has the investment in training been lost, but the same investment in training a replacement must be made. 1. More competitive starting salaries should enable the City to attract more qualified applicants, particularly for skilled positions. 2. More competitive job rates, the ability to progress through a range more quickly and the increased chance for promotion should enable the City to retain qualified, experienced employees and should promote employee morale and incentive. 3. Basing progression on level of work performed and general job performance should also promote employee morale and incentive. 4. The proposed rate structure and policies are realistic and in the competitive area. although it will probably not be realized during the first year. Further, qualified employees will reach the maximum rate sooner, with no further eligibility for step increases. • Recent practice has been to make an annual 5 % adjustment in salaries. The proposed plan would allow an annual adjustment based on competitive market conditions. This will reduce the tendency to give step increases as a substitute for cost-of-living adjustments. Further, the current system has awarded average annual increases of approximately 1 0 % combining general adjustments and step increases. Depending, of course, on competitive market increases, this may be more than necessary. •Realistic pay scales will not overpay employees in certain positions as is now the case. •Attracting and retaining qualified employees should result in increased efficiency. Over a period of time this could reduce the number of employees assigned to some operations or minimize projected increases or it could allow undertaking more projects without substantially increasing the work force. While initial implementation of this plan will generally increase payroll costs by 8 % , proper administration can decrease costs in the long run as follows: •The current system allows a 5 % annual increase for most employees without requiring work at a higher level of skill or expertise. The proposed system would base increases on performance and would eliminate automatic eligibility for increases. Properly administered this should result in decrease in step increases. •Attracting and retaining qualified employees saves training costs and time. While training is necessary and desirable, an improper balance of trainees is counter-productive. The new EDITOR'S NOTE: City staff having a key role in developing the program are Randy Hildebrandt, Assistant City Manager, and j.T. Reynolds, Personnel Director. Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . KOENEN (212-558-3180) BENEDICT T . MARINO (212-558-2840) U L E E K . BARBA (212-558-2168) ROBERT M . BROWN, I I I (212-558-3356) Z TOM E . GREENE I I I (212-558-2680) MARSHALL LANCASTER (212-558-2166) O W. PATRICK M C M U L L A N (212-558-3174) R I C H A R D J . ZANARD ( 2 1 2 - 5 5 8 - 3 1 8 2 ) L e h m a n Brothers K u h n Loeb Incorporated NEW YORK HOUSTON • ATLANTA • LOS ANGELES • • BOSTON • SAN FRANCISCO CHICAGO • LONDON DALLAS • TOKYO �People Appointments Richard A. Arbore, Assistant Administrator for Stafford County, has been appointed City Manager of Manassas Park. Mr. Arbore joined Stafford County in 1973. The Town of Cape Charles appointed Charles Sadler Town Manger. Suzanne C. Manzo was appointed Director of the Department of Manpower Services for Fairfax County. Serving as acting director since March, Ms. Manzo began working with the County in 1976 as a Manpower Specialist. Prior to joining Fairfax County, she was a social services counselor with several military service agencies and was affiliated with the Department of Social Services in Dallas, Texas. Ms. Manzo holds degrees from Indiana University and State University in New York. Purcellville named John Kelly to fill a vacancy with the Town's Police Department. Mr. Kelly was previously affiliated with Applied Graphics Corporation in Maryland and served with the military police of the U.S. Army. Bruce R. Clark was promoted to Assistant Transportation Planning Engineer with the Virginia Department of Highways and Transportation. A native of Charlottesville, he received an engineering degree from VPI & SU and holds a graduate degree from Georgia Institute of Technology. Thomas D. Blanchard, Jr. was named Manager of the Norfolk Department of Development. A native of Tidewater, Virginia, Mr. Blanchard joined the City of Norfolk's staff in 1976 as an Economic Development Coordinator and has had primary responsibility for many economic development projects over the last several years. He holds a graduate degree from Old Dominion University and is active in the National Council for Urban and Economic Development and the Norfolk Chamber of Commerce. Ernest W. Duncan was appointed by Gordonsville Town Council to fill the unexpired term of Councilman O.B. Omohundro, Jr. An employee of the federal government, Mr. Duncan will serve until June 30,1982. Honors Mr. C. Oral Lambert, Jr., Director of Public Works for the City of Virginia Beach, has been elected to serve as a Director of the Virginia/District of Columbia/Maryland Chapter of the American Public Works Association. Mr. Lambert is a career employee with the City of Virginia Beach, having been in public service since 1961. In addition to other positions served during his tenure, he was director of general services from 1976 through October 1979, at which time he was appointed director of the Department of Public Works where he currently serves. Hampton City Manager O. Wendell White was elected President of the Virginia Chapter of the American Society of Public Administration and VML Deputy Director Bradley K. Harmes was elected to the Board. ASPA also presented Ann H. Kilgore, Hampton C o u n c i I w o m a n, a meritorious service award for her contributions in the field of public service while a member of city council for 21 years, including 12 years as mayor. Mrs. Kilgore also served on the Virginia Municipal League Executive Committee, including holding the office of President. Shockley attended Paul D. Camp Community College and is a graduate of VPI&SU in Forestry and Urban Studies. He has plans to attend Old Dominion University, seeking a masters of public administration degree. Mr. Shockley had been with Boykins since 1977. John Spita, Covington City Manager, resigned his post in July. Mr. Spita succeeded Robert W. Herbert as the chief administrative officer. Deaths Thomas Edward (Bunk) Wilson, a former Crewe Town Councilman, died June 25, 1980. Mr. Wilson owned and operated a Crewe theatre and served on the Town Council during two different periods, with a total service of more than 12 years. The Virginia Municipal League expresses sincere sympathy to his wife, Mrs. Mildred W. Wilson, and his family. Retirements C.F. Wilkinson, Jr., Director of Public Works for the City of Richmond, retired July 11, 1980. He had been associated with the City for 28 years, the last 10 year as Director of Public Works. A native of Chesterfield County, he is a graduate of VPI&SU. During his tenure, Mr. Wilkinson reorganized the Bureau of Engineering and helped to oversee the construction of Richmond's Coliseum, City Hall, the Library expansion and improvements to the airport terminal. Bedford City Police Chief M.T. Harrison, III will retire on August 29. Chief Harrison has held his post for the past twnety years. Richmond City Attorney Conard B. Mattox, Jr. submitted his resignation on July 14, 1980. A city employee for 24 years, Mr. Mattox has been city attorney since1967. Requirements Council Changes Franklin City Councilman William Rhodes, Jr. resigned from Council. His term would have expired on June 30, 1982. • F i r s t Boston Resignations Boykins Town Manager Barry Shockley resigned June 30, 1980. Mr. Financing Public Power The First B o s t o n C o r p o r a t i o n 20 EXCHANGE PLACE NEW YORK, N.Y. 10005 (212) 825-2000 �Places Wytheville—The official Town seal has been selected and the winning design was submitted by the late Mrs. Tommie Jones. Buena Vista—City Council accepted a grant of $2,000 to rehabilitate the Old Courthouse. The money provides the City with their 50 percent share of a matching grant from the National Trust for H istoric Preservation. Vienna — T h e Town received a Certificate of Conformance for its comprehensive annual financial report for fiscal year 1979. The Municipal Finance Officers Association created the certificate to constitute the highest form of recognition in the area of governmental accounting and financial reporting. Bedford — C i t y Council learned that its application for a Community Block Grant has been approved by the Department of Housing and Urban Development. The grant, totalling $1.5 million, is to be distributed at three separate intervals and will help to upgrade housing, construct a sheltered workshop, a sewage pump station, sidewalks and other community improvements. Falls Church — T h e City may construct the first cooperatively owned public housing project in Northern Virginia and one of the few such housing developments in the country. Falls Church Planner Claudia Auburn said staff is investigating the possibility of building as many as 24 garden apartments and a housing project shared with Fairfax County. The project would be run by the Fairfax County Redevelopment and Flousing Authority and funding would come from federal housing and urban development grants. The planning commission has recommended the project because of the need for low- to moderate-income housing, primarily for families with children. ^\^^ Mk I Improvement is a continuing bu; GOVERNMENT SERVICES m Management Improvement Corporation of A m e r i c a Call the Virginia M I C A staff at (804)528-0018. P.O. Box 187 Lynchburg, Virginia 24505 Richmond—Frank McNally, Assistant to the City Manager for Public Information, announced that the City's Public Information Office received four awards for Comunications Excellence in the "Best in Virginia Awards," an annual tommunications awards program sponsored by the Tidewater, Richmond and Shenandoah Chapters of the International Association of Business Communicators. The City's Public Information Office received awards in the audio visual, multi-media and slide sound categories. Prince William County — T h e County's new emergency mental health services MICA'S GUARANTEED I program was recognized with an achievement award from the National Association of Counties. Developed by Dr. Charles Bruder, the program provides 24-hour a day, 7 day a week emergency services for residents suffering from psychiatric difficulties or other problems in living, who prior to this program had to use a facility 40 miles away. The program is innovative and cost effective because it utilizes services of other agencies whose personnel are especially trained to handle mental health emergencies. M I C A can h e l p y o u r c o m m u n i t y accomplish more with less. We will improve productivity and/or reduce costs or we will not charge. S o u n d risk free? Well it is. We guarantee our service by earning our fee only when your community receives tangible benefits. Some areas where we can help: crew size analysis and work measurement social security tax reduction medical insurance costs and self insurance cash management and investments energy conservation telephone system analysis purchasing/warehousing/inventory risk management Cities we have aiready benefited and projects underway: Winchester — cash management James City County — purchasing and warehousing Leesburg — cash management Roanoke — social security tax savings Alexandria — recovery of overpayment of social security taxes and inventory control Virginia Beach — telephone analysis Roanoke — reduce duplication between city and school Leesburg — risk management Hampton City Schools — organizational analysis Charlottesville — utility billing/meter reading analysis M I C A is here to help. O u r client's satisfaction c o m e s first. It's that simple. Y o u owe it to yourself and your taxpayers to call us. �Commentary Virginia Creates a Commission on Local Government By Marcia S. Mashaw Virginia's Commission on Local Government, a creation of the 1979 legislative compromise that culminated more than a decade of debate on annexation policy, began formal operations on January 1 , 1980. Under Chapter 85 of the 1979 Acts of the General Assembly, annexation disputes and related matters will continue to be heard by a special three-judge court when litigated; however, new procedures require that all proposed local boundary changes be reviewed by the Commission before any court action is taken. By providing a mechanism for negotiation and cooperation between local governments, legislators hoped to alleviate the need for judicial resolution of boundary disputes. Further, they hoped to curtail the political and financial costs that such actions incur. For example, localities involved in twelve annexation suits initiated in Virginia between 1965 and 1971 spent a total of about $7 million in litigation lasting from two to nine years. Virginia scholars and legislators considered the creation of a local government commission for several years prior to its official establishment. In his 1967 study, Annexation in Virginia, Chester W. Bain suggested that such a permanent body be created to make continuing studies of local government problems and to provide assistance to the courts in annexation proceedings. Similarly, the Virginia Metropolitan Areas Study Commission (the Hahn Commission), in its 1967 report to the governor and the General Assembly, formally recommended that a commission on local government be established, as did the Commission on Constitutional Revision in 1969. Although the Commission on CityCounty Relationships (the Stuart Commission) in the mid-1970's decided not to recommend the creation of an administrative body to assist annexation courts, the idea continued to ABOUT THE AUTHOR Ms. Mashaw is affiliated with the Institute of Government at the University of Virginia. attract support. In connection with its effort to revise the annexation statutes, the House Committee on Counties, Cities, and Towns included in 1978 a provision in House Bill 603 (passed by the General Assembly in 1979) that established the Commission on Local Government. In part, this action was in response to a recommendation made to the committee by the Virginia Municipal League (VML) and Virginia Association of Counties (VACO) joint Task Force on Annexation, a group that was formed in 1977 in an effort to break the impasse between municipalities and counties on boundary change issues. The Commission on Local Government is charged with the responsibility of reviewing petitions and proposals for annexations, immunity of county areas from city-initiated annexation, incorporation of towns, transition of towns and counties to city status, and v o l u n t a r y boundary adjustments between jurisdictions. When investigating these matters, the Commission is required to hold public hearings, analyze local needs, submit factual reports and make recommendations pertaining to possible resolution of the issues. Written reports of the Commission's findings are admissible as evidence in any subsequent court proceeding. If requested, the Commission also will review proposed economic growthsharing agreements among local governments. In addition, either prior or subsequent to filing an annexation or partial immunity suit, any county, city, or town may notify the Commission that it wishes to negotiate an agreement with one or more adjacent jurisdictions. The Commission may serve as a m e d i a t o r in such negotiations, and the Commission's staff and resources will be available to the affected political subdivisions as they a t t e m p t to resolve their diferences relative to annexation or partial immunity. These negotiations cannot continue for more than one year, unless the parties agree otherwise; moreover, the Commission can terminate the negotiations prior to that time if it finds, after a hearing. that three months have passed with no substantial progress toward settlement. Members of the Commission, who are appointed by the governor and confirmed by the General Assembly, serve staggered terms and may not hold any other elective or appointive public office during their tenure on the body. Among the primary qualifications for appointment are an individual's knowledge of and experience in local government. After receiving suggestions from spokesmen for county and municipal governments. Governor Dalton appointed to the Commission former Henrico County manager Edward A. Beck, chairman; A. George Cook, I I I , former city councilman in Alexandria; Billy W. Frazier, former chairman of the Scott County Board of Supervisors; Wendell D. Hensley, former member of the Montgomery County Board of Supervisors; and William S. Hubard, former city councilman in Roanoke. The legislature appropriated $250,000 for the Commission for the 1980-82 biennium, a sum expected to support a three-person staff and its activities. Research assistance from other state agencies is anticipated as well. Commission meetings are held at its offices in Suite 507, Heritage Building, 1001 East Main Street, Richmond. Whether Virginia's new Commission on Local Government will prove to be the positive force that its creators envisioned remains to be seen. However, the Commission will benefit at the outset from firm executive and legislative support, the endorsement of both VML and V A C O , and the board experience of its appointees. Certainly a significant contribution will be made by the Commission if it can successfully mediate local government boundary disputes and thus reduce the stress and costs associated with court battles of the past. �51st ANNUAL CONFERENCE VIRGINIA BUILDING OFFICIALS ASSOCIATION SHERATON-FREDERICKSBURC INN SUNDAY, OCTOBER 19 3:00-7:30 p.m. 6:00-7:00 p.m. NOW AVAILABLE Registration President's Reception MONDAY, OCTOBER 20 Used 1979 Police Cars at low cost. All heavy duty packages, highly maintained. Supplied from all over U.S.A. Low cost delivery arranged to all locations. For your replacement cars call now. 8:30 a.m. 9:00 a.m. 12:00 p.m. 2:00-4:30 p.m. Registration Opening Session Lunch (on your own) Concurrent Sessions TUESDAY, OCTOBER 21 DART WHOLESALERS 8:30 a.m. 9:00-11:30 a.m. 12:00 p.m. 2:00-4:30 p.m. 6:30 p.m 7:30 p.m. 8:30 p.m. Dept.VT-8 1490 McDonald Ave. Brooklyn, N.Y. 11230 (212) 998-1224 - M e l Largest wholesalers in Used Police Cars throughout country. Bank references furnished. Registration Concurrent Sessions Croup Luncheon Concurrent Sessions Social Hour Banquet Entertainment WEDNESDAY, OCTOBER 22 9:00 a m. 10:45 a.m. Morning Session Business Session The V B O A has an informative program featuring a presentation on Wood Stoves, concurrent sessions on "Urea formaldehyde," "Commercial Frame Structures," "Inspecting Gypsum Construction," " W o o d Floor Trusses," " O r a l Communications" and other topics. The Honorable Alan A. Diamonstein is the Monday luncheon speaker and manufacturers and firms w\\\e exhibiting again this year. Calendar u Z O I- < z u 10 Local Government Attorneys Summer Conference, August 17, 1980, Charlottesville, V i r g i n i a . Contact Lillian R. BeVier, 207 Minor Hall, Institute of Government, University of Virginia, Charlottesville, Virginia 22903. Virginia Civil Defense Association, September 10-12, 1980, Holiday Inn 1776, Williamsburg, Virginia. VML 75th Annual Conference, September 28-30,1980, Twin Bridges Marriott, Arlington County, Virginia. Virginia Association of Chiefs of Police, August 17-20, 1980, Sherator- Fredericksburg Virginia. Inn, Fredericksburg, "Wood As a Commercial Energy Source," October 1-2, Airport Holiday Inn, Richmond. Contact The Virginia Cooperative Extension Service, V P I & SU, Blacksburg 24061. Virginia Building Officials Association, O c t o b e r 1 9 - 2 2 , 1980, SheratorFredericksburg Inn, Fredericksburg, Virginia. National League of Cities Congressional Cities Conference, November 29-December 3, 1980, Atlanta, Georgia. Conference on Housing Costs The State Board of Housing and Community Development is sponsoring a statewide conference on housing costs October 14-15, 1980 at the Holiday Inn, 6531 W. Broad Street, Richmond. The purpoe of the meeting is to analyze the high costs of housing production and identify steps that can stabilize or reduce these costs. Participation is being solicited from State and local o f f i c i a l s , developers, planners and managers of land use and development policy, manufacturers and citizens. For further information contact Margaret Nichols at 804/6498471. �TURN THE PAGE AND DISCOVER HOW ORGANIZAHONS LIKE YOURS CAN SOLVE TODAYS COSTLY MANAGEMENT PROBLEMS. �HOWANYGOVERI CAN BECOME MOI Most governments are fuss budgets. They have to be. Every fiscal year they're held accountable to the taxpayer for every single penny — ^ That's why they should call . T o n C & P . Managing a government's budget really means managing a ton of information. Using communications technology to help manage this information happens to be our specialty So we can offer one of the more sophisticated terminaloriented budgeting systems in the world. A Dataspeed®40 keyboard display and printer system. We came up with Dataspeed systems especially for people who have to get their facts straight. So here are the straight facts. The dataspeed series is capable of inquiry-response, data entry and data retrieved. It interacts with a circuitry that actually catches transmission errors. Not only that, but you can use as many stations as you need. Hundreds. Or just one. Your stations can share the same private line, so they can also share transmission costs. You can enter your message and edit out mistakes before you transmit. Then Dataspeed automatically sends it for you, faster than the speed of fingers. Speaking of which, we also made the Dataspeed easy to operate. As easy as the printer system that goes with it. It puts your data on •.n.,.an.,n,...,,.,,..,,..,,;.,,na« �BUDGET ^ AOCOIMBLL paper. So what you have in your computer you can also have in your hand. We could go on and on about our Dataspeed systems. But we think your own experience will say a lot more than we can. Just call your C&P Account Executive, oryour local Business Office. We know you'll be impressed. Because as far as your budget's concerned, our Dataspeed systems make taxing, a lot less taxing. C&P Telephone. �DOESNTCOIVIEWrmA SALESREP There are thousands of people out there trying to sell you their line of information technology. The problem is, once they make a sale, a lot of them also make something else. A lot of excuses when you need help. But C&P won't hand you a line like that. We believe sophisticated equipment like ours also needs sophisticated backing. That's why all of our systems come wiih a back-up system. A team of C&P specialists. Systems design specialists, who can analyze your communications problems and custom design a system just for you. Planning specialists who stay ahead of your current needs by keeping track of future trends. Service specialists, who know your equipment inside and out. Training specialists, who thoroughly instruct your people in how to use your communications technology Industry specialists, who understand your specific operation. Anything from aeronautics to shoe factories to hospitals. We even have a specialist who coordinates the specialists. , Your C&P Account • Executive. A communications expert who's only a quick phone call away Or call your local C&P Business Office. When you see the technology we offer, and [the people who come with it, you'll understand why C&P equipment doesn't come with a salesperson. It doesn't have to. It sells itself. C&P Telephone. FTOOMS �City Tries New Youth Offender Program By Christine C. Lewis Johnson County, Kansas is a part of the Kansas City, Missouri metropohtan area blessed with fine schools, progressive government and aboveaverage wealth. Unfortunately, Johnson County also has a problem common to many jurisdictions: increasing numbers of young offenders, which in turn create a growing case load for the Johnson County Juvenile Court. Nearly 6,000 young people were arrested in 1978 and 1979, resulting in more than 8,000 referrals for the court. This procedure follows tradition throughout the country. But in Johnson County, a new program initiated by its largest city. Overland Park, promises to lighten the county's case load and provide young offenders with benefits such as guidance, educational services and, most important, an alternative to the court system. "The program gives youth a chance to start over." The "Youth Diversion Program" is the brainchild of Overland Park Mayor Ben Sykes, who was concerned with the growing numbers of juvenile offenders in Overland Park and Johnson County. In 1977, he appointed a steering committee to work out a model program which would give young offenders a chance to start over by repaying their victims, working with school and court officials on the reasons why they committed the crime and diverting young people from the court process. The program also offers local services usually provided by an overloaded county court system. The original steering committee was comprised of representatives from the fields of education, law enforcement, child psychiatry and juvenile justice. After months of meetings, trips to monitor programs in other cities and research on juvenile delinquency, the committee hammered out a community corrections program that would involve the cooperation of the city of Overland Park, its citizens and police department, the Johnson County Juvenile Court, the district attorney and the Shawnee Mission School District. The program became the Overland Park Youth Diversion Program. The Youth Diversion Program serves a variety of young people and their parents. Though the bulk of referrals are youths who have been apprehended by the police, runaways and truants are also common clients. Teenagers who are having adjustment problems at home or in school qualify for the program as well. In most cases, the youth referred to the program will meet with the Youth Diversion intake officer, who will outline the program for the youth and his or her parents. The program is strictly voluntary. "The selling point of Youth Diversion is the outcome." When a crime is involved, the intake officer explains the options available (dismissal, adjudication or diversion). If the juvenile agrees to participate, the officer discusses with the youth the details of the case and prepares a report for the district attorney, who decides if the case will go through the formal court process or be referred to the Youth Diversion Programs. For many, the program's best selling point is the outcome. Young offenders who participate satisfactorily in the program will have no formal court record of their offense. The Youth Diversion Program is comprised of community accountability Boards (CAB), individual and family counseling, social skill training, educational services and parent education. Juveniles apprehended by police for a property offense have the opportunity to go before a community accountability board. The CAB is made up of Overland Park residents trained in corrections procedures, including the juvenile code and appropriate options for restitution contracts. Out of 65 volunteers, three or four sit as a CAB panel each hearing. When a case is referred to the CAB, a staff person interviews the youth, parents, victim and arresting officer. As much information as possible is gathered about the case, including the dollar amount of damage. The panel reviews the report and talks to the young person and his or her parents. When the CAB panel reaches a decision, a restitution contract is written and signed by the youth, parents and staff. Contracts may include monetary restitution, community service or both. Payments are made to the victim through the Youth Diversion office. (A major beneficiary has been the Shawnee Mission School District, which often receives restitution for vandalism in local schools.) Required community sevice time may be completed at work sites throughout the city which have been developed by the staff. During the program's first year approximately $3,000 was repaid to victims and 940 hours of community service time were donated. Counseling is offered to Youth Diversion participants on an individual and family basis. A social skill training program provided for adolescents consists of ten 90-minute group sessions conducted by a trained leader and an assistant, using a model developed by researchers at the University of Kansas. The focus is on teaching appropriate social interactional skills and communication techniques. Many school-related services are also an integral part of the Youth Diversion Program. During the school year, the staff keeps in contact with school personnel to monitor a youth's situation and progress. School problems may relate to lack of motivation or specific learning disabilities, and students in the Youth Diversion Program are eligible for screening for learning disabilities with their parents' consent. The screening instrument was developed by the Institute for Research and Learning Disabilities at the University of Kansas. If waranted, additional evaluation is done through the Shawnee Mission School District. The Youth Diversion Program also offers support and direction to parents of teenagers who run away, use drugs or break the law. A program called "Responsive Parenting" teaches adults how to deal effectively with adolescent problems through the use of behavioral management techniques. Parents learn how to define objectionable behavior, measure It and develop ways to bring about positive change In their children. The overall goals of the Youth Diversion Program are to reduce the number of cases referred to Juvenile Court, shorten the time between offense and disposition and provide constructive alternatives to young people and their families, based on the belief that increased concern for juvenile offenders will benefit the youth as well as the community. Parents and 76 juveniles who went through the CAB process in the first �year of the program w e r e surveyed, and 96 percent gave a favorable response. T h e y were also asked about the restitution contract. Ninety-six percent of the parents said the contract w a s fair, and 94 percent of the youths agreed. In 1 9 7 9 , t h e r e c i d i v i s m r a t e f o r y o u t h s in J o h n s o n C o u n t y , K a n s a s w a s 3 7 . 8 % . T h e r a t e f o r a l l p a r t i c i p a n t s in the Y o u t h D i v e r s i o n p r o g r a m (inc l u d i n g r u n a w a y s , d r u g users, o t h e r c r i m e s ) w a s little less, 3 3 . 3 % . T h e r a t e for t h o s e w h o c o m m i t t e d a c r i m e against property a n d went through the Youth Diversion community accountability board process w a s only 1 7 . 6 % . T h o u g h t h e r e a r e no p r i o r y e a r s t a t i s t i c s w i t h w h i c h to c o m p a r e t h e s e , t h e l o w n u m b e r of r e p e a t o f f e n d e r s of community accountability board participants does seem significant. An immense a m o u n t of planning a n d r e s e a r c h h a s b r o u g h t a b o u t this exemplary program, and numerous agencies, funding resources and employing entities have worked t o g e t h e r t o m a k e it a s u c c e s s . I t Is t h a t spirit of c o o p e r a t i o n f r o m t h e c o u r t system, the school district, the district a t t o r n e y , t h e c i t y a n d its c i t i z e n s t h a t w i l l c o n t i n u e t o m a k e it f l o u r i s h . ABOUT THE AUTHOR M s L e w i s Is t h e P u b l i c I n f o r m a t i o n O f f i c e r f o r t h e C i t y of O v e r l a n d P a r k . PROBLEM: SOLUTION: If y o u r financial management system can't give y o u the reports y o u need, look to L G F S . u Z O > 16 F r o m A m e r i c a n Management Systems. L G F S is a financial package developed solely for local government a n d municipal agencies that gives y o u ledger a n d management reporting i n conformance with G A A F R . It is a total financial system. Y o u get all the reports y o u need: budgeting, planning, encumbrance accounting, purchasing control, revenue accounting simply, q u i c k l y , economically. T o keep y o u i n control. INSURANCE POOL IMPLEMENTED The workmen's compensation Insurance pooling program sponsored by t h e V i r g i n i a M u n i c i p a l League received approval from the State Bureau of Insurance to begin operations July 1 , 1 9 8 0 . T h e initial f u n d c o n t a i n s $ 7 2 9 , 0 0 0 in p r e m i u m f r o m 1 0 l o c a l i t i e s . P a r t i c i p a n t s in t h e pool Include A l e x a n d r i a City School Board, Chesapeake City School Board, City of M a r t i n s v i l l e a n d School Board, Prince George County a n d S c h o o l B o a r d , T o w n of K e n b r i d g e , T o w n of K e y s v i l l e , S h e n a n doah County a n d T o w n of V i e n n a . H a l l Risk M a n a g e m e n t S e r v i c e s is establishing a R i c h m o n d office to handle claims administration. Local governments, school boards and other political subdivisions are eligible to join the program at a n y t i m e . If t h e r e n e w a l d a t e o n y o u r w o r k m e n ' s c o m p e n s a t i o n c o v e r a g e is approaching, y o u are encouraged to c o n s i d e r p a r t i c i p a t i o n in t h e V i r g i n i a Municipal Croup Self Insurance Association. The Members' Supervisory Board held their Initial meeting on J u l y 1 1 , 1980. C h a r l e s A . R o b i n s o n , J r . , M a y o r of t h e T o w n of V i e n n a , w a s e l e c t e d chairman. Other board members include Francis T. West, Coun- c i l m e m b e r , M a r t i n s v i l l e , R i c h a r d L. Hedrick, County Administrator, Prince George County, a n d R. Michael Amyx, Executive Director, V M L . A m e e t i n g f o r a l l p a r t i c i p a n t s In the V i r g i n i a M u n i c i p a l G r o u p S e l f I n s u r a n c e A s s o c i a t i o n w i l l be h e l d o n Monday September 29, 1980 during the A n n u a l V M L C o n f e r e n c e a t t h e Marriott Twin Bridges Hotel in Arlington County. Additional officers w i l l be e l e c t e d a t t h a t t i m e . If y o u h a v e a n y q u e s t i o n s a b o u t t h e Insurance program, please contact J o s e p h K e e n e , H a l l Risk M a n a g e m e n t Services, (Richmond office), at 804/285-8526 (Suite 130, Jefferson Building, 8100 Three Chopt Road, R i c h m o n d , 23288) or B r a d l e y H a r m e s at the League office. Fairfax County — M o b i l e home residents will have an opportunity to p a r t i c i p a t e in a d e m o n s t r a t i o n f i r e s a f e t y p r o g r a m . A p p r o x i m a t e l y 2,300 m o b i l e h o m e residents w i l l be o f f e r e d a f r e e s m o k e d e t e c t o r If t h e y a g r e e either to request a fire survey of their h o m e s or a t t e n d a o n e hour l e c t u r e p r e s e n t a t i o n o n fire s a f e t y . T h e C o u n t y r e c e i v e d a $ 5 , 0 0 0 grant f r o m t h e U . S . D e p a r t m e n t of H o u s i n g a n d U r b a n D e v e l o p m e n t to fund the detectors. You Can't Keep Pace With Chansins Accounting Standards LCPS A M S has over 1500 professional years of building computer-based financial management systems. We're one of the nation's largest and most successful designers of software systems. O u r unique balance of computer scientists and municipal finance experts built the government accounting features y o u need into L G F S . Y o u c a n count o n A M S support. We've implemented L G F S i n municipalities and special districts large and small around the country. M a y w e tell y o u more? S i m p l y write or call for details. Telephone: (703) 841-6000. T a l k to the users. ams AMERICAN M A N A G E M E N T S Y S T E M S , INC. 1515 W i l s o n B o u l e v a r d Arlington, V i r g i n i a 22209 Adaptive Software for the '80s �The Mayors at the VML Convention, 1931 75th Anniversary Conference in Arlington County September 28-30,1980 �Keynote Speaker—Governor John N. Dalton On Monday, September 28, the VML Conference delegates will have an opportunity to listen to Governor John N. Dalton. He is a graduate from the College of William & Mary and following his service in the U.S. Army, he received a J.D. Degree from the Law School of the University of Virginia. From 1957 until he became Governor in 1978, he practiced law in Radford, Virginia. Mr. Dalton's political career began with his election to the House of Delegates in 1965. Reelected three times, he served on major committees of the House of Delegates including Appropriations as well as the Virginia Advisory Legislative Council. He was elected to the State Senate in 1972. Among his legislative accomplishments. Governor Dalton served on the Court Systems Study Commission and was chief patron of the legislation which reorganized the court system of Virginia. John Dalton was elected Lt. Governor of Virginia in November 1973 and a year later was chosen by Time magazine as one of the 200 young leaders in America. He served as Vice Chairman of the National Conference of Lt. Governors in 1976-77. Among his honors. Governor Dalton has served on the Board of Directors of the William & Mary Alumni Association and was Vice President of the Board in 1966. In 1974, he received the William & Mary Alumni Medallion. He has also received honorary doctoral degrees from the College of William & Mary, Virginia Union University, Virginia State University and Bridgewater College. The Virginia Municipal League cordially welcomes Governor Dalton as the keynote speaker of the 75th Anniversary Conference Luncheon Speaker—Neal R. Peirce He is the author of the only weekly column on state and local government themes of federal relations. Since his column commenced in March 1975, Mr. Neal Peirce's remarks have appeared in over 150 newspapers. It is presently syndicated by the Washington Post Writers Group. He is the founder and presently the contributing editor of the National Journal, Mr. Peirce has been a lecturer on governmental, urban, state-local affairs, environmental and social issues for government, business and academic groups. He has appeared at the conferences of the National Governor's Association, the National Conference of State Legislators, the National Municipal League and the National Association of Counties, among others. He has appeared on television's Meet the Press, Today Show, CBS Morning News and the MacNeil/Lehrer Report. He has been a consultant and commentator on the national elections for CBS and NBC News. Mr. Peirce is a Phi Beta Kappa graduate of Princeton University and served as political editor for the Congressional Quarterly. He was a fellow with the Woodrow Wilson International Center for Scholars in Washington, D C . and is listed in Who's Who in America. He is the author of a set of nine books on "People, Politics and Power" in each of the 50 states. In connection with the project, he traveled to all 50 states and conducted some 1,500 interviews with leaders in government, politics, business and labor You are cordially invited to hear Mr. Neal R. Pierce during Monday's luncheon. Banquet Feature—Dan Ruskin Senator Howard Baker describes Dan Ruskin's, entertainment act as "the fastest, brightest and most musical set I have ever seen!" and the New York Times calls Dan Ruskin "Charming. . .". This much talked about man is the entertainment for the 75th Anniversary Banquet on Tuesday, September 30. His list of professional credits isimpressive. He spent five years with the "Get Smart" TV show starring Don Adams and was the writer for major night club and television commedians. At one point in his life he was Associate Professor of Drama at Clark College in Iowa. Mr. Ruskin has also performed at the White House and the Embassies of Great Britian, the Soviet Union, The United Arab Republic, France, Argentina and West Germany. He has appeared at such night clubs as the Waldorf Astoria, New York Hilton, Washington's Shoreham Hotel, London's Stork Club and the Rainbow Room in the Rockefeller Center. His most recent film is Woody AJlen's Academy Award winner Annie Hall in which he is a political satirist. Conference delegates will recognize his familiar voice and face from radio and TV commercials. �• • 2 > 3 •5 m X > 0 z 5- !^ - O o 5: 2 2 ^ „ o § H m ?- o tu V) • • •3 2 O o < 5; 0) • • o z > O O " z = S z o !7 (c I > 3 5Q. > = o z o c o 3 Q. ^ 2 o 3 D- < 3 a> c w (« •< z I 2. n. c •a a . 3 • = Q. •< 3 VI w n> •a O •o s _ X > ^ L " c fD Q. CD — iI o y a. M It 3 o z 3- " (0 0) 3 5 83Q. -l/> 5I 2. o " 73 O w> -< c 9« m m r- •5 s X m SS z S 0 o > 3 - n o- > C Z O > o O 2L Z -n • > 8 8 fD 3 < n VIRGINIA MUNICIPAL LEAGUE 75th Annual Conference ID -0 > 8 • »i« 8 8 8o 8 8 • z = C. I |i °| 8o n> r- ft 8o " September 28-30,1980 Arlington County Marriott Twin Bridges ^1 ? I 5 S. J5 CANCELLATIONS Cancellations of prepaid or advance registrations will be accepted until 4:00 p.m., Friday, September 26,1980. Telephone cancellations must be followed by a letter of confirmation. MEALS All meal functions will be ticketed events. An exchange coupon for the Tuesday banquet is included in "package" registration or "Tuesday only" registration. All breakfasts and the Monday Luncheon are optional events. Tickets may be included in your preregistration package. Since only a limited number of tickets will be available for purchase during the conference, you are encouraged to preregister for the meal functions. IMPORTANT Registration forms should be forwarded to the designated official in your locality. That person should forward all advance registrations and payments to the League office to insure that you receive the proper rate and there is no duplication. CELEBRATE 75 VML Celebrates 75 Years of Building Better Government for Virginians. �PRELIMINARY PROGRAM SUNDAY SEPTEMBER 28 11:00a.m. 2:30 p.m. 2:30p.m. 6:00 p.m. > R E G I S T R A T I O N AND E X H I B I T S POLICY C O M M I T T E E S — Community Development — Effective Government — Environmental Quality — Human Development — Public Safety — Transportation c n O O > V) a. 3 9a •< m • SYMPOSIA — General Revenue Sharing - " W h a t is the V M L ? " RECEPTION Z O • MONDAY SEPTEMBER 29 7:30 a.m. > O D m o m O > 3 9: o (/I m Z O c m n •< Z V. I m 50 m 2 <q > 5 z O 9e • 70 Z O • GROUP BREAKFASTS 8:00 a.m. REGISTRATION & EXHIBITS 9:30 a.m. O P E N I N G SESSION — Keynote Address — Achievement Awards — President's Report — Executive Director's Report — Nominations Report H > c 12:00 noon LUNCHEON — Neal Peirce, Syndicated Columnist 2:00 p.m. C O N C U R R E N T SESSIONS to — Comission on Local Government 3:30 p.m. — Labor Relations — Housing and Community Development — Energy Efficiency in Community Planning 3:45 p.m. — Local Government Advisory Council to — Office of Energy and Emergency Services 5:30 p.m. — Land Use 7:00 p.m. O < HOST L O C A L I T I E S N I G H T TUESDAY SEPTEMBER 30 7:30a.m. 8:00a.m. PRAYER B R E A K F A S T REGISTRATION & EXHIBITS 9:30 a.m. SECTION WORKSHOPS — Urban Section — City Section — Town Section BUSINESS SESSION 2:00 p. m. to 5:00 p. m. 6:00 p. m. 7:00 p. m. (Cut and return above form to Virginia Municipal League, P.O. Box 753, Richmond, Virginia 23206) 1980 CONFERENCE REGISTRATION INFORMATION ADVANCE PREPAID REGISTRATION RECEPTION BANOUET If you register in advance, your badges, programs and related material will be prepared in advance and may be picked up with minimum delay at the Registration Desk. IF YOUR ADVANCE REGISTRATION IS ACCOMPANIED BY PREPAYMENT, YOU WILL SAVE $10 ON THE CONFERENCE REGISTRATION PACKAGE FOR EACH PERSON ATTENDING. PREPAID REGISTRATION MUST BE MAILED NO LATER THAN SEPTEMBER 12,1980 September 12 is the latest date to take advantage of the special rates. Registrations postmarked after that date will be charged at the Conference rates. All other advance registrations must be received no later than Wednesday, September 24 in order to be ready for you upon arrival. Make checks payable to: Virginia Municipal League. �WEIL SHOW YOU COMMUNICATIONS TECHNOLOGY THAT WILL LEAVE YOU SPEECHLESS. C&P TELEPHONE EXHIBIT, BOOTH #5 VIRGINIA MUNICIPAL LEAGUE 75TH ANNIVERSARY CONFERENCE TWIN BRIDGES MARRIOTT, ARLINGTON, VA SEPTEMBER 28-30 C&P Telephone �Marketplace Wastewater Treatment Plant Operator PLiNING iCISUTON T h e essential reference for planners, public officials, and developers which contains all Virginia laws on planning, subdivisions and zoning organized for quick and easy reference. The only comprehensive, fully up-to-date reference which includes all 1980 Amendments to Chapter 11, Title 5 L 1 of the Code of Virginia integrated with earlier laws for thorough research. Bulk purchase discounts available: 1—10 copies $3.50* each 11—49 copies 2.50* each 50 or more copies . . . 2.00* each Published in paperback Available only from U MICHIEs#^ BOBBSMERRILL Place your order today Contact: o I< z u > 24 Michie/Bobbs-Merrill P. O. Box 7587 Charlottesville, Va. 22906 (804) 295-6171 " Plus shipping, handling and tax where applicable. © 1980, T h e Michie Company Town of McKenney, Virginia. Duties include operation and maintenance of a 100,000 gallon/day contract stabilization treatment plant. Mostly reports and lab work, background in general mechanics is helpful. Class 3 operator desirable. Salary to be negotiated. For further information, call P.F. Rives, Mayor, at 804/4784222 after 7:00 p.m. City Librarian Newport News, Virginia. Challenging and growth oriented opportunity in a city of over 140,000. Possession of a Master of Library Science degree in required. Public library background desired with a minimum of 5 years experience in an administrative and supervisory capacity. Must be innovative, fiscally responsible, a self-starter, and able to work effectively with subordinates and members of city management. Will direct a staff of 44 full time and 22 part time, to include 8 certified librarians. Four branch libraries, a law library and a book mobile. Eligibility for a librarians certificate issued by the Virginia State Board for the certification of librarians will be required. The starting salary will commensurate with the qualifications of the individual selected. The expected starting salary range will be negotiable between $23,000-$26,000. Comprehensive city benefits included. Send current resume before September 1, 1980 to Administrator-Personnel, City of Newport News, 2400 Washington Avenue, Newport News, Virginia 23607. Police Chief Staunton, V i r g i n i a , located in Virginia's Shenandoah Valley. Population 24,000. Department of 55 and a budget of $968,000. Council/Manager government. Requirements: college degree, experience in combination with college work or professional training may be considered equivalent; extensive current experience in all phases of active police work including supervision, administration, and law enforcement techniques. The chief is appointed by and reports directly to the city manager. Salary range $21,202-$27,563, with excellent fringe benefits including educational incentive pay, medical and life insurance and VSRS retirement plan. Send resume to: City of Staunton, Personnel Office, P.O. Box 58, Staunton, Virginia 24401. 703/886-8000. Closing date: September 15,1980. Police Chief The City of Fairfax, Virginia (population 22,000 in the northern part of the Commonwealth) is A H 2 ei^f^m '•'•'**T"** CAPITAL MOUNTAIN ROAD 9002 RICHMOND, 8 0 4 - 2 6 2 - 7 3 4 1VIRGINIA 2 3 2 2 8 recruiting a Chief of Police for a 61-person department with an operating budget of $1.6 million. Salary ranges from $26,430-41,001. The Chief of Police will be selected by and directly responsible to the City Manager. Candidates for this position must have 10 years of progressively responsible police experience, five of which should be in supervisory/command positions in patrol or related police line functions and should have held the rank of at least police lieutenant or equivalent. BA degree in Police Administration, Criminal Justice or related areas in Social Sciences and graduation from FBI National Academy required. Closing date is August 29. For application contact Personnel Office, 10455 Armstrong Street, Fairfax, Virginia 22030, 703/3857860. Town Administrator Town of Grundy, Buchanan County. Applicants must have experience in an administrative capacity in local government. Financial and Budget management experience required. Experience in field of federal and state grants needed. Salary Negotiable. Please send complete resume, salary history and professional references to: Office of the Mayor, P.O. Box 711, Grundy, Virginia, 14614. Roanoke Chief President of SFCAV Roanoke Fire Chief Carl C. Holt was elected President of the State Fire Chiefs Association of Virginia at the Association's 50th Anniversary Conference. York County Fire Chief Wallace J . Robertson was elected First Vice President and Henrico County Fire Chief Walter R. Stickel was elected Second Vice President. The Executive C o m m i t t e e is comprised of Christiansburg Fire Chief James W. Epperly, Roanoke County Fire Chief Robert N. Monroe, Chesterfield County Assistant Fire Chief F. Wesley Dolezal, Fairfax County Fire/Rescue Deputy Director Alfred A. Savia and Augusta County Fire Chief Ronnie B. Carber. Harry T. Gladding, Jr., Fire Chief of Tappahannock Volunteer Fire Department, will also serve on the Executive Committee as Past President. The Association has over 300 members and is an affiliate of the Virginia Municipal League. E Q U I P M E N T COMPANY, INC. BRANCH: 1201 CAVALIER BOULEVARD CHESAPEAKE, VIRGINIA 2 3 3 2 3 804-485-4485 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS H I G H W A Y — C h e m i c a l Spreaders LINK B E L T — C r a n e s — E x c a v a t o r s F M C / B E A N — S e w e r Cleaner L A Y T O N M F G . C O . — A s p h a l t Pavers M E Y E R S - S H E R M A N — "Vactor Jet Rodder" RICHMOND M F G . C O . — H o r i z o n t a l Boring Machines ELGIN—Sweepers A T H E Y MANUFACTURING CO.—Maintainer Grader D Y N A P A C — V i b r a t o r y Rollers GIANT-VAC — Leaf Collectors D A V E Y — A i r Compressors RO C O R P . — H y d r a u l i c Cranes �Professional Directory 1625 Eye Street Washington. DC 20006 (202) 331-1440 Geolo^^ical. Soils and Environmental G)nsultants Ground Waler Studies Ijifid Disposal of Ffnuenls and Sludges S<ilid Waste Studies • Foundalion Evaluations J l l - H(Vt S't** SSdl HARLAND BARTHOLOMEW & A S S O C I A T E S , INC. 8720 Georgia Avenue Silver Spring. MD 20910 (301)S>S-6a01 PLANNING • LANDSCAPE A R C H I T E C T U R E • E N G I N E E R I N G COMMUNITY D E V E L O P M E N T CONSULTING aOO North 12lh Boulevard SI. Louis. MO 63101 (314)436-7600 400 East Main Street Richmond. Virginia 23219 Construction Management • Design • Planning P H O N E 804/649-8627 HIDR Betz • Converse • M u rdoch • I nc. Potomac Group Consulting Engineers, Planners and Computer Scientists V i e n n a , V i r g i n i a • P h o n e : (703) 281-2400 S t a u n t o n . V i r g i n i a • P h o n e : (703) 886-8555 Engineers s KOGEn extCi rMORFQLK . Vfl. (tJO^l 1B1 6 3 - 1 Dale Building - Suite 2 2 4 • 1504 S a n t a R o s a R o a d Richmond, V A 23288 • Phone Engineers Planners Surveyors Jmim Consulring Engineers D Engineers i! W,v • T t I • Highwjv'. & S e w e i d g e S v ^ i e m s • S u r v e y mq E i i v i i o n m e ' ) t a i S t u d i e s • Pr ivdie PtO|f c i s • PhUadalphia e Plaza Ch,cagD B O B O B G R E E L E Y .AND H A N S E N T « i » p h o n « 804/644 9493 © Langley and McDonald lENCllNEFJ^S, INC. CONSULTING ENVIRONMENTAL ENGINEERS Highways-Utilities-Waterfront 14 NEWTOWN ROAD Facilities-Municipal Compretiensive Planning.Industrial P a r k Development R. S I L A R T ROYKR & ASSOCIATES CONSULTING ENGINEERS WATER S U P P L Y • REPORTS • SEWEP-AGE S Y S T E M S DESIGNS • S E W A G E DISPOSAL • APPRAISALS P, O, Box 8687 1514 Willow Lawn Driv.. Richmond, Virginia 23226 Phone 282-7657 Water, Wastewater, Solid Wastes, Soils & Foundations Land Deveiopmeni Site Plans Residential, Commercial & Industrial Subdivisions. Road. Dams. Airports 1933 Fori Ave. I ynthhurg, V A 24501 (804) 847-77% Planners Fairfax, VA 703/385-0200 ENGINEERS . AftCHITECTS. P C. OLDE FORGE PLAZA ( H E D E H I C K 5 B U R G VA c'-'Jl ' 703/371-8040 I F l o r i d a • Georgia • Virgin HURT & PROFFITT, INC. THE PrrOMETER ASSOCIATES (212) 267-8288 Engineers Water Waste Surveys Trunk Main S u r v e y s Water Distribution S t u d i e s Special Hydraulic Investigations ••{S h / TOO C h u r c h St., N e w Y o r k , N. Y . 10007 C h i c a g o C o l u m b i a A t l a n t a N e w MMford, C t . ji I HIODERICKG.GRIFFIN,!'.( . BoDiE, TAYLOR AND PURYEAR, INC. Consulting Engineers 3229 Waterlick Road, Lynchbuiy. VA 24504 • Planners RUSSELL & AXON U N i I t O A M E R I C A N PLAZA SUITE 1 8 0 1 K N n X V I L L E TN 3/9c'H 615/524-2900 12368 Warwick Boulevard, Newport N e w s , V A 23606 804-599-5511 Engineers-Planners-Surveyors ENGINEERS'PLANNERS'SURVEYORS and Norfolk, VA 804/461-0155 1 14 E a s t Carv S t t M l • R i c h r r w o d , V i r B i n . a 23219 I M A L C : O L M P1KN11-: WATER WASTEWATEn SOUO WASTES Richardson ' ^ G a n n e t t Fleming Corddry & Carpenter ond Associates LTD. G •C o n s u ' t a n t s 804-288-4051 Austin Drockenbrough BflLDUJin ROD VS/ GREGG Hennir^gson, D u r h a m CONSULTING ENGINEERS (804/237-2(11.1) 611 Research Road (able Tflrasi.m • TV liroadiasl • Public .Safely Communiealions Systems • .Alarm Systems • Kleetrieal Design • Fi-deral rommiiniealions fommission .\pplieation and Prvpiiration • Expert Testimony and Witness P.O. >• Box 2901 Richmond. Virginia 23235 804-794-6823 o BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • Industrial Waste Treatment • Treatability Studies • 1 4 0 S y l v a n A v e n u e , P.O, B o x 1 2 1 8 E n g l e w o o d C l i f f s , N,J, 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 405 S o . P a r l i a m e n t Drive, S u i t e 101 V i r g i n i a B e a c t i , V a 2 3 4 6 2 804-499^850.8 CH2M HILL Wastewater Treatment, Water Supply Treatment, Airport, Park and Recreational Facilities Planning 1930 Isd.ic Newton Squai ?, E. Reslon, Virginia lUm) (703) 471-9710 R. K I : . \ . \ I : T H WEF.KS FNGINKERS Water Supply and Purification • Sewerai^e and Sewage Treatment • Streets .^^d Highways ' Investigations and Reports • Superxision nl Constniction, 2/33 TiDEWATIR D«, NORTOLK. I— < z (J \. 2350'J 25 �A LINGERFtLT & A S S O C I A T t S , INC. A Professional Corporation ENGINEERS. PLANNERS.CONSULTANTS 804/746-4520 P. O . BOX 3^fi M E C H A N I C S V I L L E , VA. WATER SUPPLY HIGHWAY SUBDIVISION & SCS ^ 23111 & SEWERAGE COLLECTIO^ & DRAINAGE DESIGN I N D U S T R I A L SITE PLANNIN(, A a professional corporation Engineers , Surveyors , Planners Complete professional services for municipalities and public agencies Main Of1ic«: '0523 Main Street, Fairfax, Virginia 22030, (703) 273-8700 VBllay Offic*: 100 South Main Street Bndgewater Virginia 22812 C703;i 828-261* ENGINEERS Gilbert Associates of Virginia, Inc.'. S T E A R N S . C O N R A D ANB SCHMIDT CONSULTING E N G I N E E R S , INC • INOfNCCBn/COMHILrANTS • RESOURCE RECOVERY • SANITARY LANDFILL DESIGN , GAS PROTECTION AND RECOVERY W MUNICIPAL EKGINEERING, ARCHITECTURAL DESIGN LAND DEVELOPMENT - PLANNING, ENGINEERING, SURVEYING, CONSTRUCTION MANAGEMENT URBAN PLANNING FEASIBILITY STUDIES WliXIAM (1 OVERMAN ASSOCIAIK.S W A T E R / W A S T E W A T E R • SOLID W A S T E H Y D R A U L I C S Y S T E M S S, S T R U C T U R E S •South ENGINEERS • SURVEYORS • P L A N N E R S Corolino RALPH WHITEHEAD & A S S O C I A T E S Consulting Engineers 1936 East Seventn Street P.O. Box4301 M A R S H & B A S G I E R INC., P.C. ENGINEERS • SURVEYORS • Charlotte, North Carolina 28204 704-372-1885 PLANNERS SOUTHERN ENGINEERING COMPANY OF VIRGINfA M & B Office Park, BIdg. One, Suite 100 Lynnhaven Parkway, P.O. Box 6 2 8 6 Virginia Beach, Virginia 2 3 4 5 6 BRIDGES • HIGHWAYS • RAILROADS • RAIL i BUS TRANSIT • AIRPORTS CONSULTING ENGINEERS 1000 Crescent Avenue, N E . Aflanfa, Georgia 30309 404-892-7171 BRANCH O F F I C E S 3300 NE Expressway, Atlanta, G A 30341 1033 W a d e Avenue, Raleigh, NC 27605 George Engin««ri • Plonn«r» Archltict* - Survayor* A PROFESSIONAL CORPORATION 11800 Sunrise Valley Dr Resfon V a 2209l«{703)620-3677 •Kentucky "WbotCAjCtociataf.W. b l u u i t b • FAULllY Hl_ANNlNu/UtblUN CONSTRUCTION MANAGEMENT • OPERATIONS REFUSE COLLECTION California • W a s h i n g t o r 1a Patton, Harris, Rust & Guy (404) 452-0797 (919)832-0563 C u n n i n g h a m , Field Representative "imagineered" (804) 4 6 8 - 2 7 0 0 E N G I N E E R S • A R C H I T E C T S • P L A N N E R S • COMPLETE S U R V E Y O R S PUBLIC WORKS ENGINEERING LAND AND SURVEYING S E R V I C E S P L A Y G R O U N D and P A R K E Q U I P M E N T BY Greenhorne G A M E TIME, I N C . Box 9554 Lakeside Br., Richmond, Va. Inc. L E E HIGHWAY. S U I T E 2 0 2 • P.O. B O X 4 2 9 13924 BRADDOCK C E N T R E V t L L E VA 23228 DAVID A. & SURVEYORS MINTER PHONE 703-385-9800 RD 22020 50S 703-631-9630 P.O. BOX 8 3 EDWARDS FEf*RY RD L E F S B U R G VA 2 2 0 7 5 703-777 WHITMAN, REOUARDT AND ASSOCIATES Power Generation & Transmission Environmental Analysis Water & Wastewater Burns &MCDonn«ll liineers nil E N G I N E E R S - A R C H I T E C T S - CONSULTANTS N O R T H BALTIMORE, P.O. BOX 173, KANSAS CITY, MO 6 4 1 4 1 816-333-4375 Water Supply. Distribution & Treatment • Domestic & Industrial Waste Collection »fc Disposal • Drainage" Soil Evaluation " Site Analv.sis ENGINEERS F A I R F A X . VIRGINIA 2 2 0 3 0 Phone 804/262-2401 QUIBLE & ASSOCIATES, INC. Consulting EngineersLand Surveyors 679 N. Main Street, Chase City, VA (804) 372-5101 BENGTSON, DeBELL, ELKIN & TITUS CONSULTING 10710 CUNNINGHAM ASSOC. INC. & O'Mara, (301) = B U C M A RT-MOIR N Qonsullanis C H A R L E S CONSULTING ENGINEERS and PLANNERS Z03 PACKETS COURT S T R E E T MARYLAND 21201 737-3i30 FEATURING: MEXICO FORGE AND TIMBERFORM OLVER INCORPORATED W^JW 1531 North Main Street, (703) 5 5 2 - 5 5 4 8 Blacksburg, VA 2 4 0 6 0 Consulting Engineers • Environmental Municipal and Industrial Air Pollution Sannpling Water/V)/astewater Mine Permitting Solid/Hazardous Waste A L P E R S T E I N BROS.. INC. 900 7tli S T R E E T , N.W. W A S H I N G T O N . D.C. 20001 Laboratories Analysis Evaluations Design Formerly V a n N o t e - H a r v e y Associates. Inc . WHERE YOUR R E C R E A T I O N COMES FIRST HOTSY A L P E R S T E I N (202)842-1160 PLAYGROUND EQUIPMENT « PATIO & POOL FURNITURE • SPORTING GOODS • PICNIC TABLES . G Y M EQUIPMENT . PARK STOVES GERAGHTY & MILLER, INC. CONSULTING GROUND-WATER GEOLOGISTS AND HVDROLOGISTS o3 z Oi \-/ 844 W E S T S T R E E T , A N N A P O L I S , MD (301)268-7730 TAMPA, F L (813) 9 6 M 9 2 1 HARTFORD, CT (203) 522-5999 BATON R O U G E , LA (504) 292-1004 21401 S Y O S S E T , NY (516) 921-6060 W E S T PALM B E A C H , F L (305) 683-3033 < z a McMANIS \ S S ( ) C I A T E S , INC. Washington, D.C Management Consultants to City and County Govemmenl.". Productivity Analysis ^ Fiscal and Management Systems Community Development "CETA/Manpower Services**Economic Development 1201 C o n n e c t i c u t A v e n u e , N.W., W a s h i n g t o n , D . C . ( 2 0 2 ) 466-7680 MUNICIPAL BONO Specloliili 725 Church St ^ E d w a r d T. Pettigrew, J r . Patricia A. C o o p e r William W . W i n f r e e , J r . • Lynchbiyrg. V a • •oleri o n d 804 846-2711 Underwri -lontiol A d v . i O r i , B o n d Issues �PUBLIC ADMINISTRATION S E R V I C E Overman Robinson Brown I'liili ys'imiil ///( (hiiup . . Providing management Incorporated, regional, '.' m a g e m e n t S y s t e m s • P o l i c e a n d Fire • Personnel Administratic • Financial Management reply to. Otis L . Brown M a n a g i n g Director 700 B u i l d i n g Suite 1521 Seventh & M a i n R i c h m o n d . Va. 23219 Phone 8 0 4 - 6 4 3 - 4 0 4 8 Governmental Management Services assistance and state ' ' ' ' • 157 L u c k i e Street, • T O MUNICIPALII II.s R r l a l i n ^ lo Issii.inoc' o f M u n i c i p a l • Matlfis Bonds Posilion Classification/t^ompcnsalion • • (202) 8 3 3 - 2 5 0 5 Wash., N.W., Atlanta, D . C . 20005 (202) 783-1950 G e o r g i a 30303 (404) 525-5687 services to local g o v e r n m e n t . MANAGEMENT A d v i s o r on Finiinoiiil a n d MarkfHing Labor Relations Productivity Analysis Public Works Employee Relations Surveys . . . provides full range o f o r g a n i z a t i o n , m a n a g e m e n t , p l a n n i n g a n d development MUNICIPAL ADVISORS INCORPORATED CONSULTANTS local, LOS ANGELES Suite 416, Washington B l d g . , AND ' ' ' ' Washington, D . C . 2 0 0 3 6 CHICAGO to 1933. Public Research and Management I n c . Charlottesville • Norfolk - R i c h n i o r i d FINANCIAL services since Courts Community Development C o m m u n i t y Attitude Surveys Program Evaluations 1 7 7 6 Massachusetts Avenue. N.W. WASHINGTON and consultant governments • Management and Organization • City Charter • Financial Management • Solid Waste Management • Position Classification • Executive • Police a n d Fire Studies and Pay Plans Revisions • P a r k and Recreation Search and Selection • Community • Urban Plans Development Planning and Z o n i n g Plans Mana>>(?mc'nl a n d O r ^ a n i z a l i o n Stlidic^s • Kxccutivc Search a n d S(;lcclion L A W R E N C E B. W A L E S P.O. B O X 45 R O G E R M. S ( ; < r r i BUCKET TRUCKS Virginia Beach, V a . 234.i« Utility Truck Equipment 804/422-1711 • DIGGER-DERRICKS Sales • Service • Rentals Y e s , we have 3 0 - 4 0 u n i t s , N E W and U S E D a t a l l times. A l l sizes a n d mounts of D i g g e r - D e r r i c k s a n d buckets 2 8 ' to 7 0 ' . Nice clean new a n d used units a t reasonable prices. C a l l or w r i t e for brochure today. HOLAN, T E C O , A R M L I F T , T E L E - K I N G , HI-RANGER, PITMAN, ASPLUNDH, P O W E R S P. 0 . Drawer 3097, Burlington, North Carolina 27215 AND ASSOCIATES, INC. Over 500 S^™!"" M A P Enterprises, Inc. YARGER TEL-E-LECT, John A . Myers Phones: 919-228-1722; 228-1795; 226-6086 Home Surveys Position Classification and P a y P l a n s Management and Organizational Studies T e s t C o n s t r u c t i o n — F i r e a n d Police S t u d i e s CAMP DRESSER & McKEE 2830 Mary S t r e e t F a U s C h u r c h , V a . 22042 8001 Forbes Place 5408 Silver Hill Road Springfield. Virginia 221 51 Suitland, Maryland 20028 New Yorl<, New Yorl< 10048 7-03 321-9393 301 568-5700 212 432-6700 One World Trade Center, Suite 2637 703/560-6900 environmental planners, engineers, & management scientists, consultants R. W . B E C K CDM AND ASSOCIATES Engineers and Consultants • utility P l a n n i n g , M a n a g e m e n t and D e s i g n Services. • Rate Contract Evaluation. Management Improvement Corporation of America • Technical and Financial F e a s i b i l i t y . • Utility Property Appraisals. Your partner for: cost reduction • productivity improvement • increased revenue • L o a d Management and E n e r g y Conservation Analysis. Serving Commonwealth communities with guaranteed results. • E n e r g y Source Evaluation, Fossil — Nuclear — ^ H y d r o - Solid W a s t e - Solar. 40 G r o v e S t r e e t , W e l l e s l e y , M a s s . 02181 (617)237-4870 P . O . B o x 464. B e d f o r d . Va."24.')23 (7031586-1881 dmq Call your Virginia Office today. Cvntral Office—David B. Norman P.O. Box 817, Lynchburg, Va. 24505 (804) 528-0018 R a t i o n a l Office—Robert J . O'Nedl P.O. Box 576, Hampton, Va. 23669 (804) 723-1141 u Z O i— DAVID M. GRIFFITH AND ASSOCIATES, LTD. uryry SERVICE Accounting Specialists To Local Government National Leaders in the Preparation of \J Cost Allocation Plans 1115 Hunting Ridge Rd., Raleigh, NC 27609 ) _ 919/847-1069 < madison, north Carolina 27025 (919) 427-0216 • COMPLETE MAINTENANCE SERVICE O N STEEL WATER TANKS SANDBLASTING. COATINGS. LINERS, RECOMMENDATIONS A N D SPECIFICATIONS • DISMANTLING A N D MOVING TANKS • LADDER SAFETY EQUIPMENT • TANKS N E W STEEL F O RWATER GROUND STORAGE A N D FUEL z u > 27 �From the suburbs to 2nd and Main John Deere Backhoes speed public worics They've done it all—sewer work, sidewalk and street repair, the kind of big projects and little details that crowd your calendar. Backhoe work goes fast, with closed-center hydraulics and easy-to-operate controls. The closed-center system maintains a constant working pressure without overheating. When a control valve is operated, only the amount of oil required to do the job is pumped, and there's plenty of reserve for operating two or more functions at once. A single lever lets you raise, lower, dump, roll or float the loader bucket without ever changing your grip. Two-lever backhoe controls operate according to your natural responses, and you can blend digging functions for faster, more efficient digging cycles. Other standard equipment includes an 8-speed transmission (Power Shift on JD500-C and JD510); hydraulic direction reverser; power steering; inboard planetary final drives; and sealed, self-adjusting wet-disk brakes. For the whole story on John Deere Backhoe Loaders, see your John Deere dealer. He's listed in the Yellow Pages. John Deere, Moline, Illinois 61265. Four backhoeloaders from 58 to 80 net hp let you choose the power and digging capacities you need. Digging depths range from 14 feet 7 inches to 17 feet 3 inches. Ten backhoe buckets from 12 to 36 Inches wide are also available. JOHN DEERE on the move � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 15, Number 8 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource August 1980 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198008 https://www.virginiaroom.org/digital/files/original/69/6432/198009.pdf 42205d7730185617d2f466c395c58d11 PDF Text Text �TheBest Conventions In Richmond AieLocatec AtEfih&BranklinStreets That's the Hotel John Marshall, where successful conventions have become a tradition. Our facilities include a 20,000 sq. ft. fully equipped Exposition Center; a Grand Hall seating up to 1,800; 17 multifunction rooms; complete audio-visual equipment; and over 400 comfortably furnished rooms with color TV, complimentary in-room movies and climate control. We have a highly trained staff of experienced veterans to make sure everything is handled competently and efficiently from check-in to check-out. We also offer two fine restaurants. Our "Captain's Grill" was recently chosen by a noted magazine for serving the best American cuisine in Richmond and for being the most underrated restaurant. Our "Soup Factory" was chosen for serving the best gourmet soups in Richmond. Of course, the location of the John Marshall makes it a perfect place to have a convention. Richmond is at your doorstep. The financial and business districts, retail shops and historic landmarks are all vdthin walking distance. Nearby are museums, theaters and nightclubs. And not far away is Colonial Williamsburg, i Jamestown, Yorktown, Busch Gardens and Kings Dominion. The John Marshall is a selfcontained convention center with all the conveniences of the city It's the perfect location for your convention: Fifth & Franklin Streets, Richmond,Virginia 23219, Phone (804) 644-4661. TheJohnMarshall �How many leaders can an industry have? Statistics can be misleading. Especially in a business as competitive as public power financing. Here, claims of industry leadership are commonplace. T h e most commonly used public power statistics are compiled by Institutional Investor magazine—and even they prepare three different types of measurements. We thought you might be interested in seeing all of those figures for 1979: PUBLIC POWER* Full Credit to Lead Manager Bonus Credit to Lead Manager 1979 1 2 3 4 5 6 7 8 9 10 Goldman Sachs Smith Barney, Harris Upham SALOMON B R O T H E R S Merrill Lynch White Weld First Boston Kidder Peabody First Southwest E. R Hutton BIyth Eastman Dillon Dillon Read $ Volume (millions) #of Issues 1979 $403.1 337,8 326.2 202.2 139.8 111.1 106.3 76.7 71.1 69.0 6 7 10 9 6 6 1 3 3 2 1 2 3 4 5 6 7 8 9 10 Goldman Sachs SALOMON B R O T H E R S Smith Barney, Harris Upham Merrill Lynch White Weld First Boston E. R Hutton BIyth Eastman Dillon Dillon Read Foster & Marshall Stephens $ Volume (millions) #of Issues $598.9 530.0 480.5 250.0 223.5 150.0 145.0 54.0 36.1 36.0 3 3 5 2 3 1 2 1 1 1 Full Credit to Each Manager 1979 1 2 3 4 5 6 7 8 9 10 $ Volume (millions) #of Issues $1,460.0 SALOMON B R O T H E R S Merrill Lynch White Weld 1,176.0 Goldman Sachs 1,137.4 Smith Barney, Harris Upham 930.5 Kidder Peabody 760.0 First Boston 553.5 E. R Hutton 430.0 Bache Halsey Stuart Shields 350.0 First Southwest 318.9 Lazard Freres 300.0 • "Ranking the Municipal Underwriters," Institutional Vol. XIV No. 3 (March, 1980): 136. 10 9 6 7 6 6 3 3 1 2 Investor, Salomon Brothers is on top in one case, near the top in the other two. No firm is Number One by all methods. We know that, and we're sure you know it too. So instead of claiming to be Number One, we'll just say we're proud of our record and would welcome the opportunity to put our experience to work for you. Salomon Brothers Market Makers and Investment Bankers O n e N e w York P l a z a . N e w York. NY 10004 ( 2 1 2 ) 7 4 7 - 7 0 8 2 M e m b e r s of Major S e c u r i t i e s E x c h a n g e s O f f i c e s A t l a n t a , B o s t o n . C t i i c a g o . D a l l a s . H o n g K o n g L o n d o n . L o s A n g e l e s . P h i l a d e l p h i a , S a n F r a n c i s c o Tokyo ( r e p r e s e n t a t i v e office). >H ^ =3 i o Pi ^ �WELCOME TO ARLINGTON COUNTY . W U Gi-velou A Capital Start! �Virginia *City The official publication of the Virginia Municipal League V O L U M E 15 SEPTEMBER1980 Charlotte Kingery Associate Editor Bragdon R. Bowling, Jr. 8 Arlington County Editorial Assistant Margaret A. Nichols 10 VML Achievement Awards Advertising and Business Manager Sandra J . Harmon Editor VML President Executive Director Roy H Erickson R. Michael Amyx Officers: First Vice President, Harold S. Atkinson; Second Vice President, Raymond F. Ratcliffeiand Fourth Vice President, Francis T. West. Executive Committee: Vincent Thomas, Charles A. Robinson, Jr., Lawrence A. Davies, Arlie C. Payne, Jane L. Hough, Charles E. Beatley and Jessie M. Rattley. 75th VML Conference September 28-30,1980 Marriott Twin Bridges, Arlington County 10 12 14 16 18 21 22 24 26 29 30 39 52 53 58 60 63 64 66 NUMBER 9 Alexandria Ashland Charlottesville AltaVista York County Virginia Beach Blacksburg/Montgomery County Luray Henrico County Vienna Fairfax City VML Annual Report Fails Church/An Urban Village Prince William County From Farms to Industry —Fairfax City Manassas Adjusts to City Status Historic Herndon Vienna/Small Town Lifestyle Remains Sound Planning and Fiscal Restraint—Fairfax County Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of VIRGINIA TOWN & CITY or the Virginia Municipal League ON THE COVER; The Washington Area Transit Authority (METRO) has become a symbol of Northern Virginia. Shown on the cover is the Arlington Cemetery station with the Rosslyn skyline in the background. First completed on March 26, 1976, Metro will eventually have 86 stations, expanding over 100 miles to serve Alexandria, Arlington County, Fairfax County, and Falls Church. The photograph was taken by Paul Myatt. TELEPHONE 804/649-8471 H l-H V I R G I N I A T O W N & CITY [ISSN0042-6784) is the only official magazine of the Virginia Municipal League (formerly the League of Virginia Municipalities). It is published monthly at 311 Confronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1980 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per copy. o Z O �GOLDMAN SACHS CAPABILITY: NUMBER ONE IN REVENUE BONDS FOR THE FIFTH CONSECUTIVE YEAR. A s reported by the Public Securities A s s o ciation, Goldman S a c h s again led all underwriters in the dollar volume of managed revenue bonds in 1979. We also continued a s the leading manager of all municipal bond financings. In total, we managed or co-managed 270 tax-exempt bond issues valued at over $9.6 billion and another $4.2 billion of note issues. Here are some of the factors behind this uncommon capability in public finance: Professionals in public finance. Goldman S a c h s maintains one of the largest municipal bond departments in the investment banking industry—including 39 public finance professionals, four of them general partners. For each client assignment we provide a team of specialists skilled in arranging financing for the type of project under consideration—education, health care, housing, pollution control, public power, water and waste water, and transportation, among others. And we are among the leading undenA/riters in each of these areas. Experienced in public finance. Our leadership in public financing is not recent. In 1979, Goldman S a c h s led all underwriters in the dollar volume of managed revenue bond issues—for the fifth year in a row. We were also the 1979 leader in negotiated municipal financing. Last year, Goldman S a c h s managed or co-managed municipal financings in 4 3 states. Here is a sampling: • Over $1.7 billion in public power issues. • Nearly $1.6 billion in housing issues. • Approximately $800 million of pollution control and industrial development bonds. • Hospital and health care revenue bond issues valued at nearly $500 million. Committed to public finance. Our commitment is firm-wide. From capital to bring issues to market at the best possible price, to quality performance by all Goldman S a c h s specialists. To serve our issuing and investing clients better: • Our syndicate specialists design distribution to meet each client's specific needs. We have marketed some offerings with 250 participating firms, others entirely on our own. • Our municipal bond trading specialists are major market makers. Our daily inventory in taxexempt bonds often runs as high as $100 million, exclusive of municipal notes. • Finally, our fixed income sales specialists serve the tax-exempt investing needs of individuals and institutions throughout the U.S. To put this uncommon capability and leadership in public finance to work, contact one of these Goldman S a c h s partners: David C . Clapp, Francis X. Coleman J r , Robert N. Downey, or Charles M. Harmon J r at 212-676-8000. oldman •aclis Uncommon Capability Goldman, Sachs & Co. New York Boston Chicago Dallas Detroit Houston Los Angeles Memphis Miami Philadelphia St. Louis San Francisco London Tokyo Zurich �Nationally-recognized public financing skills tight here in Virginia. Only one Virginia-based firm made Institutional Investor magazine's top twenty-five ranking for nationwide performance in public financings for 1979: Wheat, First Securities, I n c . A n d these financings include Public Power, Housing, Water and Sewer projects, Hospitals, Education, Industrial Development projects and Pollution Control — in short, every area of importance in the public finance field. Wheat, First Securities is committed to bring issues to market at the best price; committed to seek the most favorable structure for each financing; and committed to quality work through all its specialists in Public Finance. You may already know us. If not, we would certainly like to introduce ourselves and discuss your financing needs. T o find out more, call the Public Finance Department at (804) 649-2311 in Richmond. Wheat First Securities 707 East Main Street, Richmond, Virginia 23219 • (804) 649-2311 Members: New York Stock Exchange, American Stock Exchange and other principal stock and commodity exchanges. Offices in Virginia, North Carolina, West Virginia, Washington, D . C . and New York. Member S I P C Alexandria Augusta County Bedford Blacksburg Bristol Buena Vista Chesapeake Clifton Forge Colonial Beach Covington Emporia Fairfax County Fauquier County Franklin Gretna Grundy Hampton Hanover County Herndon Hopewell James City County Leesburg ORDINANCE CODIFICATION Looseleof Supplement Service VI 1 UNICIPAL CODE CORPORATION . p. 0 . >ox J135 TALLAHASSEE, FLORIDA 33304 Ttlaphon* (ftM) 57*4171 Luray Lynchburg Manassas Manassas Park Newport News Norfolk Petersburg Portsmouth Prince George County Prince William County Purcellville Richmond Roanoke Staunton Suffolk Vinton Virginia Beach Waynesboro Williamsburg Winchester York County • Law Editorial Staff • IVIodern Computer Tectinoloar • Serving over 1,650 municipalities and counties in 47 States, including Virginia �Arlington County Whatlsrt? EH I—I O O < p—I O 03 As a participant in the 1980 VML Conference, you are also a participant in one of Arlington's chief industries: the travel industry. In fact, travelers to Arlington spend more money in Arlington County than in any other locality in Virginia, including such well-known vacation spots as Williamsburg and Virginia Beach. Like yourself, most travelers to Arlington come on business related matters. They stay in one of 5,200 hotel and motel rooms now available (expected to top 10,000 in the mid 1980s) and spend more than $221 million. Approximately $5 million in local taxes are produced annually and nearly 9,000 jobs have been generated. Most of Arlington's hotels are located in the two major urban complexes of Rosslyn and the Jefferson Davis (U.S. Route 1) corridor. Located here, too, are the office buildings which house a variety of businesses, mainly federal government agencies, trade associations and consulting firms. Those of you who attended the 1970 VML Conference here in Northern Virginia may remember Rosslyn and the Jefferson Davis Corridor in their beginning phases. Today, while construction is continuing, they are very much established areas, serving as employment centers to over 35,000 persons and containing 8,700 housing units as well. The Jefferson Davis Corridor is becoming a significant shopping area, too. Located adjacent to the Crystal City subway stop, the Crystal Underground Mall boasts over 70 specialty shops and boutiques; nearby, relatively new Buchanan Mall has added more retail outlets. The coming of the area subway system has brought focus to economic development planning in Arlington. Aiding in this are the County Board appointed Economic Development Commission, which is now looking at future development around subway stations in central Arlington, and the Planning Commission which is considering zoning decisions and related land use proposals. A major land use plan revision that focused on subway corridor development was completed last year. At the same time, Arlington is seeking to preserve the pleasant single family neighborhoods for which it has been known during the last three decades. A locally funded program, the Neighborhood Conservation Program, provided money for public capital improvements in neighborhoods where residents have developed a specific long-term conservation plan. In recent years, more and more neighborhoods have sought to join the program. Experience has shown that when public improvements are made at the request of residents, frequently the homeowners are encouraged to fix-up or remodel their own properties. C u r r e n t l y 12 neighborhoods have County Board approved conservation plans. A similar program, the Business Conservation and Revitalization Program, focuses on the older, smaller retail centers that serve these neighborhoods. Long thought of as a bedroom community, Arlington has changed drastically in the last decade. The residential population is approximately 168,000 but its daytime work week population soars to an estimated 232,000. The daytime population becomes particularly significant in planning for public services such as police patrols, fire-fighting and rescue operations, and water and sewer service. At the same time, Arlington's residential population is becoming older and the size of households is decreasing, causing particular impact on the kinds of educational, recreational and social services needed. Dealing with these two diverse populations has become Arlington's challenge for the 1980s. For example, a declining school age population has forced the closing of some schools; however, it has been possible to recycle some of these buildings for such uses as a day care center for senior citizens, a recreation center and a community center for the visual and performing arts. One closed school site has been sold for townhouse development and another was sold for a nominal sum to build a nursing home. But a declining school age population doesn't mean decreased emphasis on education: Arlington now has one of the most diverse adult education programs in the area and the enrollment is higher than that of the public schools. Arlington takes particular pride in the stable financial position it enjoys. It has consistently been given high credit ratings by the two major investment rating firms, Moody's and Standard & Poor, and currently enjoys the highest rating given by Moody's. It also has one of the lowest real estate tax rates in the Washington (Continued on page 53) �Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers a n d advisers to municipalities a n d government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V.KOENEN (212-558-3180) BENEDICT T .MARINO (212-558-2840) L E E K . B A R B A (212-558-2168) ROBERT M . BROWN, I I I (212-558-3356) T O M E .GREENE I I I (212-558-2680) MARSHALL LANCASTER (212-558-2166) W. PATRICK MCMULLAN (212-558-3174) RICHARD J . ZANARD ( 2 1 2 - 5 5 8 - 3 1 8 2 ) L e h m a n Brothers K u h n Loeb Incorporated NEW YORK HOUSTON • ATLANTA • LOS ANGELES BOSTON • • SAN FRANCISCO CHICAGO • LONDON DALLAS • TOKYO Helping Communities Grow By Serving Self-Movers U-HAUL Community Builder. H U-HAUL Co. of Tidewater 1301 Monticello Ave. Norfolk, Va. 23510 Ray Smith, President NEW DUTY STATION o o U-HAUL Co. of Central Va. 900 N. Lombardy Ave. Richmond, Va. 23220 Robin Evans, President MOVING C R O S S TOWN _ S E R V I C E C O M P A N Y Of vlFRCoQ^ < 12; VACATIONS/HOLIDAYS O P5 _9 �VML Achiewment Awards Community Development Alexandria "Born Again" Housing Years ago, some of the besttasting barbeque in Alexandria could be purchased at the Carolina Barbeque at 1023 Queen Street. But a flash fire and the close of the business left the two story building abandoned and dilapidated, an "unattractive nuisance" that attracted rodents and vagrants. The Health Department ordered the structure boarded up, and for several years 1023 Queen Street went unused, an eyesore to the community, with its boards covered with rock concert posters and notices. After this building was rehabilitated and converted into a single-family home under an innovative City program, the transformation was so dramatic that a local newspaper called it the "Born Again" housing program. "The program removes eyesores while providing homes." O O t-H Z O 10 Using a combination of the Community Development Block Grant (CDBG) program and Alexandria's own capital improvement monies that had been targeted for neighborhood improvements, the City and the Alexandria Redevelopment and Housing Authority had implemented a novel program whereby vacant and boarded houses, and other blighted influences, are acquired, rehabilitated and sold at a writedown to low- and moderateincome families. The "Born Again" program, financed with the Virginia Housing Development, has the double benefit of removing eyesores plus providing housing for Alexandria families. The program operates in two of the Community Development Block Grant target areas. Staff prepare a listing of vacant, boarded up structures that have been declared unfit for human habitation by the Health Department and the listing is reviewed and approved by the planning commission and Council. After a target area structure is approved for the list, owners of the properties are notified that they must secure a building permit within 60 days, and that they must begin substantial rehabilitation of the property within another 60 days. If the owner defaults on either of these provisions, the property can be acquired by the housing authority. The right of acquisition under the housing authority's powers of eminent domain have proven to be a tremendous impetus to private market rehabilitation. Although 160 blighted structures have been added to the list so far, 61 structures (almost half of all the properties added to the list to date) have been rehabilitated by their owners. This means that public monies are being leveraged substantially by private market monies to accomplish the goals of this program. These structures have been vacant and boarded for four or five years and could have remained that way for years to come without the power of eminent domain attached to the program. Sold through the Virginia Housing Development Authority's subsidized sales program, the structure's maximum sale price is $45,000. The difference between maximum VHDA sales price and the appraised value of the unit is secured by a non-interestbearing, subordinated second trust which becomes due and payable only when the property is transferred, or if the purchaser ceases to occupy the house as his/her prime residence. For example, a lower-income family purchasing a home appraised by an independent, private appraiser at $65,000 would make monthly payments on a $45,000 VHDA first mortgage. The $20,000 difference between the appraised value and the VHDA first mortgage would be placed as a non-interest bearing $20,000 second trust on the home. The lower-income family would make no payments on the second trust until they sold the home or moved out of the unit. At that time, the second trust would be paid back to the City through the housing authority at no interest, with the proceeds going into a revolving housing opportunities fund to benefit future low- and moderate-income families. "A committee establishes the order for the applications." These houses are widely advertised, with a priority for the target area homes going to �residents of that area. A lottery is held at a public meeting of the Community Development Block Grant Advisory Committee to establish the order in which applications for these homes will be processed. To date, 15 units have been acquired under this program and nine homes have been sold so far. A lottery has been held recently for the next eight homes almost completed under the program. It is estimated that these latest eight homes will bear low interest deferred payments second trust averaging $28,562 less the average sales price of the home. The moderate income persons will have to bring only a $1,500 down payment and a $43,500 first trust loan for settlement on a home costing an average of $73,562. In addition to the vacant and boarded homes, blighting structures targeted for acquisition under the program have included a vacant laundry/dry cleaning plant, a service station/auto repair garage, a fire damaged psychadelic goods shop and an abandoned road right-of- way. If determined not to be suitable for rehabilitation as housing, acquired blighting structures can be used for a variety of purposes. They can be used for the provision of open space or recreational use to the construction of new housing. Today, over $1.6 million has been allocated through the Community Development Block Grant and the City's own neighborhood improvement program funds. These funds are also the source of the monies needed to provide the second trust in order to write down the sales price of the homes to the VHDA maximum sales price under VHDA's subsidized sales program. Alexandria has been active and innovative in the areas of housing and neighborhood conservation for many years and it was noted in a 1974 report of the Northern Virginia Planning District Commission which stated that Alexandria has always led the way in the suburban Washington metropolitan area in providing housing for low-and moderate-income families. Another unique aspect of Alexandria's housing program is the extensive amount of citizen participation in the housing and community development programs. The CDBG Advisory Committee has 24 members, including representatives of civic associations, the Urban League, the local community action program, the Chamber of Commerce and the United Way. The Advisory Committee not only reviews and makes budget recommendations on all block grant programs, but it is designated by Council to review the Capital Improvement Program in the target area neighborhoods. In 1978, the U.S. Department of HUD cited the Alexandria citizen participation program as being "one of the most innovative in the country." Alexandria believes the program could be of interest to other localities and could be duplicated throughout the Commonwealth as a means of both eliminating unsightly buildings and providing housing for lower income families at a cost below that of new construction. >< & ^ ^ o ^ ^ § g >-i n �Community Development Ashland A New Look Annexation often denotes problems for localities and A s l a n d was no exception. When the T o w n annexed in 1976, drainage problems, lack of sewer and water lines, an underdeveloped commercial area and the need for a wastewater treatment plant surfaced. Council authorized the T o w n staff to apply to the Department of Housing and Urban Development for a grant to alleviate the drainage problems in the northern section of the T o w n . A light r a i n would leave water standing around each home to such an extent that residents could only reach their homes by wading. T h e condition existed throughout the year, causing wells and dry closets to be incapacitated. T h e wells, the only source of domestic water, were contaminated from the surface water and the proximity of the dry closets. W i t h the assistance of a H U D grant in the amount of $470,000, the T o w n was able to eliminate the problem. Ashland won its second H U D grant to provide water and sewer lines, which are currently nonexistent, to the north A s h l a n d area. Called the North Ashland Revitalization Project, the grant provides for street improvements, demolition of abandoned structures, building a water storage tank and rehabilitating approximately 50 homes. I n a l l , about 250 homes and 500 citizens w i l l directly benefit from the project. Another problem facing Ashland is the revitalization of the downtown area. Because a new, large shopping center had been built in the T o w n , the downtown merchants became discouraged and were feeling the impact of the new businesses. Council agreed to establish an "Old Town Revitalization P r o g r a m " in order to captalize on the old southern railroad town motif. The business community, in partnership w i t h the T o w n , retained an architectural consultant and as a result Main Street assumed its original name. Railroad Avenue, and the business fronts have been restored. T r e e s have also been planted in the newly developed area and shopping has returned. Because of the results, new businesses have located in downtown Ashland. W i t h the increased area, both residential and commercial, a strain was placed on the existing water and waste water treatment plants. T h e Town prevailed upon Hanover County to permit it to go its own way in the expansion of its waste water treatment plant; the request was granted by the County. Following the employment of a town engineer, Ashland completed the "201 F a c i l i t y P l a n t " as well as the sewer system evaluation survey and the operation and maintenance manual for waste water treatment facilities. Plans are currently being made for upgrading the water plant, sewage treatment plant and extending water and sewer lines to cover the entire town. Great strides have been made in Ashland to improve community facilities, provide adequate housing and create an environment that w i l l benefit all of Ashland's citizens. The improvements have been realized in less than two years and could not have been accomplished without the cooperation and patience of all its citizens. �Shoice: Chesterfield H O O < :z I—( o 13 �Human Development Charlottesville Therapeutic Recreation Program Designed to accommodate individuals w i t h physical or mental limitations, the Charlottesville Therapeutic Recreation program provides an opportunity for these individuals to participate in regular city recreational activities. T h e program helps mentally retarded, physically and emotionally handicapped children and adults; emphasis is placed on the enjoyment of the activities and not on individual handicaps. Participants have a choice of being mainstreamed into regular recreation programs or joining special activities designed for the handicapped. Besides having fun, other goals include improving participants' physical and emotional well-being while developing social and recreational skills. Therapeutic recreation also helps the community become aware of its handicapped citizens, learn what individuals can do in spite of their handicaps and accept them as individuals. "The community needs to accept the handicapped as individuals." >^ •-H ^ ^ ^ O ^ M S ^ ^ 14 I n 1975, Region X Mental Retardation Services in the Charlottesville-Albemarle Assoelation for Retarded Citizens began meeting w i t h interested agencies and citizens to discuss recreational needs of the handicapped. D u r i n g the course of these meetings, the need to designate one supervisor to serve as coordinator and planner of therapeutic recreation programs was identified. A proposal was presented to Council whereby Council approved a Therapeutic Recreation Supervisor position and appropriated create a program. $14,736 to A f t e r the supervisor was hired, a-comprehensive plan was w r i t t e n and recreation programs for the handicapped began. A n advisory committee was established with representatives from agencies and private organizations in order to keep communications open concerning therapeutic recreation between the C i t y P a r k s and Recreation Department and social service agencies serving the handicapped. Agencies and organizations were surveyed to determine existing recreation programs and it was confirmed that there were programs for the handicapped, especially within local hospital and recreational settings. A few agencies, however, did not know what was being offered elsewhere and r a r e l y were efforts coordinated. A major task was coordinating various recreation activities and getting organizations working together. A t the same time agencies were being surveyed, the adult handicap population was examined to determine recreation interest and preferred times and locations. Because the response rate was good, the handicapped children are currently being surveyed. Radio stations and newspapers run weekly listing of the therapeutic recreation programs. A slide presentation is shown to civic organizations, schools, social service agencies, parents and groups of handicapped individuals. Posters with pictures of group activities are displayed at different community service agencies and a newsletter is sent out every three months to the handicapped population, social service agencies, civic organizations, churches and schools. A local public television station filmed a documentary on therapeutic recreation to be shown to the public to create interest and support for the program. A City therapeutic recreation manual and volunteer handbook were also developed. A l l publicity methods have been aimed at presenting the therapeutic recreation program as a community-involved program needing more participants and volunteers. "Publicity recruiting." was effective in The program uses volunteers as much as possible to supervise, lead and participate in recreation activities. T h e main purpose, however, for using volunteers is to get the community involved and provide necessary supervision on a limited budget. Volunteers also provided good role models and help attitudinal problems in mainstreaming handicapped individuals into regular recreation programs. Volunteers are recruited from the Retired Senior Volunteer Program, U n i v e r s i t y of Virginia, professionals working w i t h the handicapped, disabled adults and other interested citizens. F o r m a l training sessions and individual training times are offered to the volunteers. Generally a volunteer does not have to have high level skills or experience in working w i t h the handicapped but rather enjoy the activity and being involved with others. �WHERE Y O U WILL FIND • RECREATION • JOB OPPORTUNITY • E X C E L L E N T P L A N T SITES • M O D E R N UTILITIES & SERVICES • H I G H W A Y 8, RAIL TRANSPORTATION • GOOD SCHOOLS • REASONABLE "AIL IN A LAND OF PLEASANT LIVING" THE TOWN OF ROCKY MOUNT, V A . TAXES The appropriation of $14,737 provided the salary for the supervisor, a small amount of money for supplies, vehicle operations and office equipment. During the first month of the program there were only 28 participants making the cost per participant quite high. A s the number increased through the following months, the cost per participant dropped drastically. A s a comparison figure, cost per participant i n August, 1979 w a s $30.43 but by March, 1980 the cost was $1.86. T h e program is able to operate on a small budget because of the number of volunteers. Without the volunteer assistance, the program could not be conducted at all. The Charlottesville Therapeutic Recreation program has given an opportunity to so many individuals. T h e program will continue w i t h support from the City administration, Council and a l l the various social agencies throughout the community. I t is hoped that the program will expand to address all the needs of the handicapped in Charlottesville-Albemarle County. Ihere's no shoita^ of midniglit oil to generate newfinandi^ideas at EFHutbn. E.F. Hutton's Public Power Finance Group has the experience, the know-how; and distribution network which could make your next financing a success in ways you may not have thought of. For your next public power offering, why not give Dick Locke a call at (212) 742-5098, Steve Sloan at (212) 742-6651, or Jon Chester at (212) 742-6788. Learn why so many people in public power say that it pays to listen when E.F Fiutton talks. When EFHutton talks, people listen. O o < �Human Development Altavista Shreve Park >^ ^ ^ ^ ^ O ^ t-i S ^ ^ 16 During the dedication ceremony last September, Governor John N. Dalton complimented Altavista citizens for "turning a piece of dirt into a garden spot." Shreve Park, located along Lynch Creek in the heart of Altavista, is unique among parks. It was created out of a jungle of undergrowth and developed from an area formerly used for equipment and materials storage by the Town Department of Public Works. Because of the dedication of a few key people and the voluntary efforts of all segments of the community, the area was turned into a beautiful wayside park, capturing the natural beauty of the land. While the need for a park of this type was recognized by the Town Park Committee as early as 1934, Shreve Park did not become a reality until August, 1978. Many years of delay, lack of leadership and interest groups were reversed when Jim Funderburk, a local professional photographer and resident, photographed the area in its then existing condition, and added slides of several pictures of similar types of parks in other areas. Using the slide presentation, Mr. Funderburk appeared before the Town Council and several civic organizations in an attempt to enlist support for the project. His efforts were rewarded when Council recognized the potential once again. Mr. and Mrs. E . R. English presented a deed to Council "donating the land adjacent to the Altavista Trade Park with the distinct understanding that it would be used for development of a park." The Altavista Lions Club gave $3,000 and citizens began working on fund raising projects to help build the park. The Altavista Rotary Club constructed an exercise trail which runs through the entire 20 acre area. Members of the club, working evenings and weekends, developed the exercise trail patterned after a European plan which incorporates various exercise areas along side a jogging trail. Each of these areas as well as portions of the trail required clearing, leveling and construction of log exercise equipment and signs explaining the exercise. Wood chips replaced the entire trail. Local foundations, including AltaVista's Bicentennial committee, provided additional funds to support the park. Town work crews began moving equipment and materials to a newly acquired lot and several old buildings were dismantled. In 1978 the area adjacent to the large pavilion built by the Altavista Lions Club was cleared enough to install playground equipment. Boy Scout groups volunteered their time to clean up the trash and debris so that playground equipment, picnic benches and trash containers could be provided. As the park began taking shape, the setting became more picturesque and historic. What emerged was a park nestled between the site of the railroad bed of the Southern Railroad's famous "Old 97." The site is also adjacent to one of the state's best trade lots, "First Saturday", which is known throughout the country as a good place to swap all kinds of things. In addition, the old pumphouse and water wheel was the Town's original pumping facility that provided water to various areas of the Town from its nearby springfeed wells. Signs denoting all these historic items were donated by Mr. E . R. English. When the park seemed in order, Altavista requested the Campbell County Recreation Department for some assistance in developing a master plan for the park which would allow donated items to be placed there according to an overall approved plan. The plan coordinated the development of Shreve Park with an adjacent trade to YMCA and town baseball fields into one large recreation complex in the heart of downtown. On August 8, 1978 the park was dedicated in honor of Dr. Robert D. Shreve, a man who had dedicated his life to the community for many years. Additions were continued after the park was dedicated. In 1979, the Exchange Club of Altavista offered to build a large fountain in the park but cost estimates were approximately $7,000. Members of the Club began raising the necessary funds and they decided to build the fountain themselves with the exception of the electrical connections and the final outside stone facing. Members, many of who had no previous experience, formed the walls and sidewalk, installed the piping and poured the concrete. "The mechanism for the fountain was purchased and stone was donated by a local merchant. On September 22,1979, Governor Dalton dedicated the fountain and he called the �fountain, in which was paid for and built entirely though voluntary efforts, " T h e F i r s t DoIt-Yourself P a r k Fountain in America." Another highlight was the discovery of a water wheel similar to the one which was used on the pumphouse. Residents located the wheel in the Halifax, South Boston area and purchased it as a donation. A local construction company retrieved the wheel and brought it back to Altavista. Other contributions are still being provided by the current P a r k s and Recreation Committee of the Chamber of Commerce and the A l t a v i s t a Women's club. T h e Women's Club is currently working on the donation of a new rock sign for the park to replace the wooden one erected at the time of the dedication. T h e Jaycees are also providing funds for improvement of the drainage in the parking lot and entrances to the park. Shreve Park represents many years of dedicated efforts by the citizens of A l t a v i s t a . I t not only has enhanced the area but has also become the catalyst for bringing the townspeople closer together in creating a great community spirit. Shreve P a r k is truly "the park the people built." W e i e stand behind our products at CPSfP. Our field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. H t—1 Concrete Pipe & Products Company, Inc. EG. Box, 1223, Rlohinon<i,VA 23209 (804) 233-5471 O z o < 'Z, l-H O -.17 �Transportation York County Public Boat Landing System o3 O EH < Z O D3 18 The County of York has a major park area through the combined resources of Federal, State and local funding coupled with a significant land donation by a private enterprise. A major feature of Back Creek Park is the public boat launching ramps. The York County Board of Supervisors felt the need to preserve public access to waterways was becoming increasingly important as the development of York County was progressing. Based upon public input, the Board directed staff to identify parcels of land which the County could acquire in order to develop a boat launching facility. Prior to the construction of the boat ramp, there were only two public launching facilities existing along the County's 120 miles of shoreline. Following an extensive search for a tract of land, the County acquired a tract located between Goodwin Neck Road (a Virginia Department of Highways and Transportation primary road) and Back Creek (a navigable waterway) held by Amoco Oil Company. The oil company responded to the County's need and donated the 25.74 acre tract, which was appraised at $206,000. The tract selected was the only remaining one with all desirable characteristics. It is centrally located and would most efficiently serve the majority of York County residents, it has excellent vehicular access roads that do not pass through a residential subdivision and it has deep water frontage, thereby avoiding excessive dredging commonly associated with developing a boat launching facility. The design of Back Creek Park was done by County staff assisted by a local engineering consulting firm. Citizen input was received during the design phase through workshop sessions and public meetings. Development of the park commenced in 1979 and the entire park is expected to be completed this year. One most significant transportation safety consideration with respect to boat launching facilities is the manuevering of vehicles and boat trailers. Several unique features were incorporated into Back Creek Park in order to maximize the safety of patrons and the efficiency of the facility. One feature constructs a cul-de-sac adjacent to four boat launching ramps. This approach minimizes traffic congestion, allows for more boats to be launched simultaneously, increases the safety of patrons and is aesthetically superior to having a sea of pavement which is normally adjacent to boat launching ramps. In addition, locating the cul-de-sac adjacent to the boat launching ramps reduced the overall cost of the ramp and roadway system. "York eliminated the hard partbacking up a boat trailer." In constructing the launch area, the County minimized the problems associated with the most difficult manuever of trailer handling, that is, backing up. The rotary will have one way counterclockwise traffic circulating. This requirement will result in a vehicle constantly turning left in approaching the ramp and consequently, when the vehicle stops and is put into reverse, it will not be necessary for the driver to think about how to back the trailer into the correct launch position. The vehicle wheels are already in position to result in the trailer moving back onto the correct ramp. The second feature which has been incorporated is the use of pull-through parking spaces in the parking lot. This feature eliminates the requirement for patrons to back their trailers when they are ready to retrieve their boats from the boat launching ramp. The use of angled parking spaces was also used in order to make parking easier and to decrease the overall amount of paving required. Planning strips have been incorporated throughout the parking lot for beautification purposes. The initial parking lot accommodates 80 parking spaces but will be enlarged to accommodate 240 cars and boat trailers. "The facility is one nautical mile from the Chesapeake Bay." Back Creek Park was cost effective for York County as well as its citizens. It was sited centrally in order to minimize the amount of travel required of residents to get to a boat launching facility. In addition, the facility is less than one nautical mile away from the most popular boating spot in the Tidewater area, the Chesapeake Bay. Costs were also reduced by the location of the cul-de-sac which decreased the quantity of pavement adjacent to the boat ramp. Back Creek Park is a $950,000 project acquired and developed with $194,000 local funding (only 20% of the project value). Eighty percent of the $950,000 was secured from �private, state and federal assistance. With the support of private industry and government agencies, Back Creek Park is an example of how the two can work together to provide additional recreation facilities for York County citizens. Back Creek Park Public Boat Landing Transportation System York County Department of Leisure Services City of Bedford Virginia T h e City of Bedford wishes you a successful convention Visit Beautiful Bedford, Virginia 25 minutes from Smith IVlountain L a k e . . . 15 minutes to s c e n i c B l u e Ridge Parl<way . . 30 minutes to two of Virginia's Larger Cities . A GOOD P L A C E TO HAVE A GOOD LIFE �I The vote is in! GAT G SERIES GRADER WINS ON FOUR COUNTS! M Operating ease Sl T h e operator has f i n g e r t i p c o n t r o l of all o p e r a t i o n s w i t h i n e a s y r e a c h of t h e adjustable c o n t o u r e d seat. Exceptional visibility of blade ends a n d f r a m e . Resale Check t h e used e q u i p m e n t lists or auction results. Cat graders hold their value. You'll have more to trade w h e n t h e t i m e comes. Dependability Caterpillar still makes m o t o r graders for t h e long r u n . Your investment is spread o v e r m a n y m o r e hours of work. M a i n t e n a n c e is quick, easy. Backing Our CAT PLUS Services make sure y o u have m i n i m u m lost w o r k t i m e . Parts are readily available; repair service is always set t o g o . See w h y Cat G Series M o t o r Graders g e t t h e v o t e . G i v e us a call and we'll give y o u the facts. CATERPILLAR Your CATERPILLAR Dealer EH o CARTER MACHINERY COMPANY, INC. Salem, Norton, Oakwood, Danville, Virginia • Bluefield, Lewisburg, West Virginia VIRGINIA TRACTOR CO., INC. o < 12; O 05 20 Richmond, Chesapeake, Fisherville, Haymarket, Virginia �Effective Government Virginia Beach Citizen Coordinator Program Localities are usually criticized during a major renovation or project for lack of information and a s s i s t a n c e . Virginia Beach, however, assured residents that they w a r r a n t e d attention when the C i t y implemented the Citizen Coordinator P r o g r a m . During the early stages of a massive sewer installation program, the City's project engineers and private consulting engineers were inundated by citizen phone calls, both asking questions concerning the project and registering minor complaints relating to the contractor. T h e project engineer attempted to pass information to the citizens through the civic leagues; however, due to the infrequency of league meetings and, in some areas, lack of league newsletters, all citizens w e r e not always informed. "A private citizen works as a liaison." Attempting to to handle questions, the Department of Public Utilities established the Citizen Coordinator P r o g r a m . I n this program, representatives from the E n g i n e e r i n g Division of the Department of Public utilities meet w i t h civic league officials prior to the bidding for any neighborhood sewer project. From the civic league the Department solicits a private citizen who resides in the area of the neighborhood utility construction and who is willing to work as a liaison between the Department of Public utilities, the contractor and citizens. T h e citizen coordinator is selected jointly by the civic league and the project engineer. A f t e r the selection and bids are opened, and the construction work is awarded to a contractor, the Utilities E n g i n e e r sends a letter to each resident of the project area explaining the utility w o r k to be performed and introducing the volunteer citizen coordinator. I n addition, area residents are free to contact the citizen coordinator to express any concerns, or just ask general questions relating to the installation of the sewer, particularly if it comes close to their homes. T h e coordinator also has contact with the Customer Service Division of the Department of Public Utilities and is able to provide citizens w i t h complete information relating to the payment of line and tap fees, arrangements for financing the fees and information relating to payment requirements. T h e program has freed the project engineer from numerous and r e p e t i t i v e phone c a l l s relating to minor complaints. Citizens in the project area talk w i t h the citizen coordinator about t h e i r complaints and the coordinator has a direct line of communications with the project engineer, the contractor and the construction inspector. B y developing a good w o r k i n g relationship w i t h each of them, the coordinator is able to solve minor problems quickly and to point out to the contractor potential areas of concern. Color photographs of each driveway and front lawn prior to construction are also available which allows the coordinator to adequately document any damage done by the contractor or reconstruction work that did not bring the property back to its original condition prior to construction. "The program has freed the project engineer." T h e r e are no direct costs to the Department of Public Utilities for implementation of this program. Quite to the cont r a r y , it has proved extremely effective, particularly in the area of time constraints placed on the project engineer. T h i s program has improved public relations w i t h citizens in neighborhood sewer project areas by providing them w i t h greater and more accurate information relating to project construction. I t has also fostered greater awareness of city services and continued using volunteers in another phase of municipal government. T h e concept of the coordinator program can easily be transferred to other municipal projects. o Z o H <! O > �Effective Government Blacksburg/ Montgomery County Joint Data Processing System Because of dissatisfaction for their in-house data processing systems, the T o w n Manager of Blacksburg and County Administrator of Montgomery County discussed the possibility of some type of joint use of a single system. Both officials felt that each of their present systems could perform the basic functions but there was little room for growth and efficiency left much to be desired. I n October of 1978, w i t h the support of the County Board of Supervisors and the Town Council, a joint committee was established to determine both the short and long range data processing needs and solicit proposals from data processing firms for both a jointly used system and a separate system. The committee was also charged w i t h reviewing all proposals in order to make a recommendation to purchase a system. "Separate or joint systems?" O o 22 The computer selection team consisted of the Montgomery County Administrator and Data Processing Manager and the Blacksburg A s s i s t a n t to the T o w n Manager and Finance Director. The selection committee was assisted by Bob Jones, the Associate Director of the Virginia T e c h Computer S y s t e m . The committee analyzed each government's data processing needs and an inventory was made of the functions presently computerized, computing the estimated volume of data in each file and the functions that were logically expected to be computerized within the next five years. T h i s information along workload. T h e joint system allowed each locality to provide a backup for the other as well as use each other for technical advice. I n the future, it is anticipated that better service will be provided by the town police and county sheriff by sharing their crime data. with copies of data processing proposals from other communities, was used to prepare a detailed request for a proposal which was distributed to all known data processing firms within a 50 mile radius. "Which system is the best?" The Committee received five proposals from computer companies and the committee made comparisons in the areas of cost, versatility, expandability, quality in the system's software and the ability of the company to provide maintenance support. Following months of work, it was decided to use one large system on a joint basis, which resulted in an approximate $9,000 annual savings compared to the cost of a separate system. Following approval of the recommendation, negotiations were initiated. E a c h government pays a percentage of the total cost for the shared equipment as well as accrue the same percentage of equity. E a c h locality also pays entirely for their own equipment. I n addition to the cost factor, other benefits were present. Since the town and county have v e r y small computer sections, the loss of one person could seriously effect the data processing Montgomery County will house the unit and its personnel will perform the basic functions needed to make the machine operational and compress and share all the data at the end of the day. These responsibilities were considered when the cost sharing formula was agreed upon. Though the system differs somewhat from most of the other governmental cooperative ventures that have taken place in other states, Blacksburg and Montgomery County found their approach to be the simplest to initiate. I t is also felt that the system could be the basis in which a separate data processing authority could be formed which would involve a number of other governmental entities where savings could be greatly expanded through this type of arrangement, as well as providing low cost data processing services to smaller governments when it is presently not feasible. The cooperative effort between Blacksburg and Montgomery County is one of the few joint county/town systems in Virginia and it has proved that localities can make a commitment to coordinate work. Cooperation provides services to the taxpayers in the most cost effective manner and helps build a feeling of mutual trust. �Sikeston, Missouri: How First Boston designed an innovative financing to assure economical energy. As financial advisor to Sikeston, First Boston helped structure a financing program which will give the city the economic advantages of a joint action power project, while enabling Sikeston to secure its own long-term generation needs. The financing, accomplished through two issues of the city's revenue bonds, involves six other Missouri municipalities and a major cooperative. Aggregating $240 million, the financing will pay for the construction of a 235 MW coal-fired generating station. The efficiency of this plant will provide power at a lower cost than a plant sized for Sikeston's needs alone. In First Boston's Public Power Group, professionals with diverse areas of expertise work with clients to generate new ideas for public power financing—for all types of credits, in all types of markets. In fact, since 1977, First Boston has managed 40% of the total of public power bonds issued in the United States. Put the experience and resources of First Boston's Public Power Group to work on your next financing. Call John R. Raben, Vice President at (212) 825-2311, or J. Donald Porter, Vice President at (212) 825-2318. First Boston Thinking capital g < New York Dallas Atlanta Los Angeles Boston Chicago Cleveland Philadelphia San Francisco San Juan S ^ �Public Safety Luray PoUce Wear 3 Hats A s in the case of many small towns, L u r a y could not afford to pay policemen, firemen, ambulance d r i v e r s and technicians. A group of concerned citizens and volunteers from the L u r a y rescue squad approached the T o w n Manager and Police Chief with the suggestion that since police are on duty 24 hours a day, they could be given emergency medical technician training. A s a certified E M T , a police officer could respond quickly in a life suport situation and be dispatched to the emergency location in a matter of minutes. T h i s could mean the saving of a life. "Police are trained asEMTs." H o 24 Since rescue members are sometimes unavailable due to a job commitment, the group of citizens and r e s c u e squad members felt that the police could fill the gap w i t h on duty officers. T h e idea was so appealing that the T o w n of L u r a y decided to train some police officers as E M T s and some as firemen, and scheduled them so that L u r a y would have an E M T on each shift. T h e T o w n now schedules E M T s on each shift and a policemanfireman on the second and third shifts. T h i s means personnel w i t h training in life saving techniques and firefighting are available for an emergency at all times. T h e emergency dispatchers ensures a swift response. F r o m a police force of mine officers, four joined the rescue squad and five are certified as E M T s , but two are now qualified as volunteer firemen. T h e police have been credited on several occasions with saving the lives of heart attack victims through life saving techniques. The dedication and willingness to train in other specialities by the L u r a y police department has not gone unnoticed by the citizens. L e t t e r s of praise for the police department are received monthly and are noted at council meetings. Luray now provides its citizens with 24 hour emergency medical service and the high visibility of a uniform police officer. �Grand Haven, Michigan: HcwRrst BostcMfs willingness to tafee risk ted to a successful financing. In N o v e m b e r 1 9 7 9 , G r a n d H a v e n , M i c h i g a n sold $ 8 8 . 5 m i l l i o n in r e v e n u e b o n d s t o b u i l d a 5 8 M W a d d i t i o n to t h e city's e l e c t r i c s y s t e m . First B o s t o n w a s s e n i o r managing underwriter for the financing. First B o s t o n c o m m i t t e d o v e r $ 9 0 m i l l i o n of its o w n capital in advance of the closing to assure G r a n d H a v e n t h e y i e l d f r o m g o v e r n m e n t s e c u r i t i e s into w h i c h t h e p r o c e e d s f r o m t h e b o n d issue w o u l d b e i n v e s t e d . N o r m a l l y , an i n v e s t m e n t b a n k e r w a i t s until a f i n a n c i n g is c l o s e d t o r e i n v e s t b o n d p r o c e e d s f o r his client. C o n s i d e r i n g t h e r e c e n t v o l a t i l i t y of t h e c r e d i t m a r k e t s . First B o s t o n ' s w i l l i n g n e s s t o t a k e m a r k e t risk a l l o w e d G r a n d H a v e n t o p r o c e e d w i t h t h e f i n a n c i n g at m u c h less risk t o itself. First B o s t o n w a s a b l e t o a s s u m e this risk b e c a u s e w e are a c t i v e in all phases of i n v e s t m e n t b a n k i n g , in all m a r k e t s e g m e n t s , e v e r y day: t h e U.S. g o v e r n m e n t s e c u r i t i e s m a r k e t , as w e l l as t h e c o r p o r a t e a n d t a x - e x e m p t s e c u r i t i e s m a r k e t s . M o r e i m p o r t a n t l y , w e a r e w i l l i n g to u s e b o t h o u r k n o w l e d g e a n d o u r $ 1 3 0 m i l l i o n of p e r m a n e n t e q u i t y capital t o t h e a d v a n t a g e of o u r p u b l i c f i n a n c e clients. To put a well-capitalized, e x p e r i e n c e d investment banking firm to w o r k o n your next f i n a n c i n g , c o n t a c t J o h n R. R a b e n , V i c e President, ( 2 1 2 ) 8 2 5 - 2 3 1 1 . First Boston t-H O Thinking capital New York Dallas Atlanta Los Angeles Boston Chicago Cleveland Philadelphia San Francisco I San Juan O �Public Safety Henrico County Career Development Program Henrico County believes that t h e r e a r e i n c e n t i v e s a v a i l a b l e to m o t i v a t e good l i n e o f f i c e r s . T h e p r o b l e m of p o l i c e t u r nover, particularly among y o u n g e r o f f i c e r s w i t h t w o or f o u r years' experience, represents a considerable loss of trained manpower and an irretrievable loss of r e s o u r c e s to H e n r i c o C o u n t y . M a n y times officers w i l l a s p i r e to s u p e r v i s o r y p o s i t i o n s , e v e n though t h e y m a y not w a n t to or m a y not even be good supervisory material, because it i s t h e o n l y a v e n u e a v a i l a b l e to t h e m for a d v a n c e m e n t . Officials in H e n r i c o found t h a t a h e a v y c o n c e n t r a t i o n of t h e t u r n o v e r s are among men/women with college t r a i n i n g up to a n d i n cluding baccalaureate degrees. I n a f i e l d of s e r v i c e a s v i s i b l e a n d a s complex as l a w enforcement, the findings were disturbing and h a v e a serious impact for H e n r i c o C o u n t y i n comparison to t u r n o v e r l e v e l s i n o t h e r a r e a s of l o c a l government. T o prevent these turnovers, Henrico County adopted the " C a r e e r Development" package. >-i M ^ ^ O ^ § g t-i 26 Three career paths The Career Development p a c k a g e g i v e s m e m b e r s of t h e p o l i c e f o r c e t h e o p p o r t u n i t y to s e l e c t one of t h r e e i d e n t i f i a b l e career paths without competing in the promotional process associated w i t h management. T h e a s p i r i n g y o u n g officer w o u l d h a v e to meet performance and educationally oriented criteria a n d p r e r e q u i s i t e s . C r u c i a l to this w o u l d be s i g n i f i c a n t e d u c a t i o n a l requirements. Immediately, the officers w o u l d be o b l i g e d t o m e e t t h e s e w i t h i n a specified time frame before a n y f u r t h e r progressions are made. The three career paths are patrol, investigative and t e c h n i c a l . T h e m a j o r i t y of t h e officers would l i k e l y opt f o r p a t r o l , b u t t h e r e w i l l be opp o r t u n i t i e s f o r t h e s e l e c t i o n of i n v e s t i g a t i v e or t e c h n i c a l p a t h s . T h e f o u r t h o p t i o n , w h i c h m a y be selected by competing for a promotion, is the existing m a n a g e m e n t p a t h a n d m a y be achieved at any stage of progression i n the other three p r o p o s e d a r e a s of c o n c e n t r a t i o n . Implemented nationally, Henrico's r e s e a r c h included the d e v e l o p m e n t c o n c e p t a s a goal i n the police division's five y e a r p l a n w h i c h w a s published i n J u n e 1978. T h e concept is also recognized b y t h e I n t e r n a t i o n a l A s s o c i a t i o n of C h i e f s of P o l i c e a n d t h e L a w Enforcement Assistance Administration. The package The Career Development package provides four basic c a r e e r paths for police officers i n t h e c a r e e r of l a w e n f o r c e m e n t . U p o n e n t e r i n g as a r e c r u i t officer, each is t r a i n e d i n the basic tradition through the police academy and is provided s t r u c t u r e d , on-the-job training u n t i l such time t h a t he/she is allowed an independent work role. While i n the probationary period and d u r i n g the academy t r a i n i n g , t h e officer will be designated "Police Officer, B a s i c . " U p o n c o m p l e t i o n of t h e probationary period, he/she would be designated "Police Officer". A f t e r the first year in s e r v i c e e a c h o f f i c e r w i l l be g i v e n the opportunity for achievement w i t h t h e d e s i g n a t i o n of " P o l i c e Officer, First Class". This designation, like a l l others, is dependent upon performance a n d certain educational requirements, a n d i s not a n a u t o m a t i c g a i n . T h e normal m e r i t pay plan continues and provides the traditional c o u n t y i n c e n t i v e d u r i n g t h e officer's tenure. A t t h e e n d of t w o y e a r s , e a c h member is afforded t h e opp o r t u n i t y to be t e s t e d for a p titude and each w i l l receive i n house c a r e e r counseling by a police l i e u t e n a n t w i t h counseling skills. When t h e officer has elected his/her career path, the d i v i s i o n officer w i l l w o r k t o w a r d providing specialized training and a h i g h e r e d u c a t i o n d e s i g n to p r e p a r e him/her for e n t r y into the chosen path. A t the three y e a r point, each member would h a v e t h e opp o r t u n i t y to e n t e r e i t h e r t h e i n v e s t i g a t i v e or t e c h n i c a l c a r e e r path. F i r s t , however, they must have obtained t h e s t a t u s of "Police Officer, F i r s t C l a s s " . Provisions allow for transfers lateral H a v i n g e n t e r e d one of t h e s e t h r e e c a r e e r p a t h s , t h e officer h a s monetary incentives as w e l l as a s y m b o l of h i s / h e r " b a d g e of off i c e . " F u r t h e r , p r o v i s i o n s of t h e p r o g r a m allow for cross t r a n s f e r from one path to another determining through counseling that a n individual is better suited for a n o t h e r p a t h a n d h a s t h e p r e r e q u i s i t e s to t r a n s f e r . T h i s s y s t e m of t r a n s f e r c a n be conducted by lateral transfers, w i t h o u t loss of p a y or p r e s t i g e , i n most instances. T h i s represents a departure from the presejit ^ �system which stigmatizes, demoralizes and economically deprives the individual, and is effective by allowing transfers into and out of the investigative area. The remaining existing career path, management, needs treatment to allow incentive for sergeants and lieutenants particularly. This program does not depict "the management path" since it is already clearly delineated; however, some adjustments are envisioned for this tract. F o r example, when entering this path, the officer would be cycled through a 24-month "job experiencing" program for 6month internships and at least four management and/or supervisory tasks. T h e officer would have been exposed to the actual world of management prior to entry as a sergeant or after exposure, the officer may decide on another career path. I n order to provide these internships, ten or twelve supervisory and management functional areas have been identified within the police division. E a c h internship is a viable training ground for prospective future managers of the police function in the County of Henrico. Police officers who wish to advance in status with bonus pay incentives will have to, literally, earn their recognition. I t is based on objective evaluation, the absence of negative performance in certain areas and successfully passing a r e v i e w by a selection board of outstanding police officers. Designed to increase the level of performance, job-related knowledge and educational background, the program is designed also to encourage the individual to maintain an acceptable performance level from year to year. Should a performance not be maintained at acceptable levels, the program requires a loss of bonus pay and a reduction of level attained. are assisted in the selection of the most appropriate path. The program shows tangible evidence of working. Between October 1978 and May 1979, the division's turnover rate was 9.1 percent. Between May 1979, after the Career Development program went into effect, and J a n u a r y 1980, the turnover was 1.9 percent. Henrico County has suc- City of Clifton Forge Compliments of The City of Clifton Forge and Congratulations on Your Seventy-Fifth Anniversary Through counseling provided within the division, employees a George R. Goode, Sr., Marvin M. Syivest, Russell B . Smith, J r . , Joseph H . Wood, Ma\;or Counselors assist in selecting career paths cessfully reduced their turnover rate by 80 percent. This is more than acceptable and has all but stopped the departure of expensively t r a i n e d and experienced officers form the division. A n obvious benefit relating directly to the Career Development program is that the morale of police officers has also reached a peak. Vice-Ma\;or M. Stewart Koethcke, Councilman Norman W. Rice, Councilman Councilman Councilman o ('76-'80) (W- Richard C. Flora, City Manager '84) < t-H z t—I o 27 �Professional Banking Services Public Finance... the words bring into focus the complex world of budgeting systems, cash management techniques, changing legislative requirements, and government relations. A t Central Fidelity Bank, Richard Madden delivers a variety of professional banking services to Virginia's local governments designed to smooth out the complexities of today's financial environment. Richard is our specialist, whose investment training can provide insight into your own cash management programs. A t his disposal are the resources of Central Fidelity Banks, Inc., one of the State's major financial institutions, whose wide range of services are available to assist your local government in effective fiscal management. If you would like to review your present programs, or initiate new systems, call Richard at (804) 7 8 2 ^ 4 6 ; hell be delighted to hear from you. Central FidelitvBanh Member F . D . I . C . A CAPITAL EQUIPMENT COMPANY, INC. B R A N C H : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , VIRGINIA 23323 RICHMOND, VIRGINIA 23228 804-485-4485 804-262-7341 C O M P L E T E LINES O F EQUIPMENT F O R MUNICIPAL G O V E R N M E N T S 9002 MOUNTAIN ROAD o H2 r!^f^9 R B O E I D I o E-t < > 28 HIGHWAY -iiemical Spreauers LINK B E L T — C r a n e s — E x c a v a t o r e P M C / B E A N - S e w e r Cleaner LAYTON MFG. CO.—Asphalt Pavers MEYERS-SHERMAN—"Vactor Jet Redder" RICHMOND M F G . CO.—Horizontal Boring Machines ELGIN—Sweepers A T H E Y MANUFACTURING CO.—Maintainer Grader DYNAPAC—Vibratory Rollers G I A N T - V A C — L e a f Collectors DAVEY—Air Compressors RO C O R P . — H y d r a u l i c C r a n e s �Environmental Quality Vienna Recycling Service Center Just because Vienna's first recycling center failed doesn't mean that the Town can't try again. The first of its kind in Northern Virginia, the Vienna Service Center is a product of a cooperative endeavor between the public and private sectors. The State Division of Litter Control, the Town of Vienna and several agencies of the Fairfax County government joined with Reynolds Aluminum Recycling Center and the BP Oil Company, Inc. to design a project for the purpose of improving the quality of Vienna's environment. By recycling aluminum cans and household aluminum, the center contributes to the conservation of an important national resource and the energy required to produce aluminum. In 1975, when the town first tried a recycling center, the arrangements between Reynolds Metals and the Town became unsatisfactory because the place "literally became a trash dump." problems and how to use the center. Trying to avoid the problem the Town had in 1975, Vienna officials began to search for a site on which to locate the center and also confirmed early arrangements with the Reynolds Company for pickup of aluminum from the proposed center. Site selection was crucial since the center had to be visable to the public and in an area large enough to permit access by the Reynolds semitrailer. The site selected was near the BP Oil Company. Recalling the Town's earlier experience with the trash-strewn recycling center, the Town assured BP Oil that the center would be maintained by the Town's Director of Public Works. The aluminum recycling center is now in full operation and figured prominently in the Town's "Clean & Green Days" when T-shirts with the "Clean & Green" logo were awarded for each bag of aluminum cans delivered to the center. The total cost of the center itself was $985. From the three pickups already made from the center at the time the entry was sent to the Virginia Municipal League, the Town had received $197 from the Reynolds Company. "Town savings and revenue will grow." The information campaign for the citizens is continuing to help them distinguish aluminum from other types of cans. It is anticipated that collection volume and town revenue will grow as more citizens are made aware of the center and its importance to the community's environment. The Town of Vienna is gratified by the early response to this innovative, practical and useful center. The Town is also pleased that representatives of the Fairfax County Litter Task Force have approached Vienna seeking to learn about the aluminum recycling center and its possible application to other areas in the County. "Grant monies helped to fund an information campaign." In 1978 the Town learned that it was eligible to apply for anti-litter funds from the State Division of Litter Control. Town Manager Brack Bentley applied for the grant and the Town received funds $2,250, $750 of which was budgeted for the recycling center. Other funds were labeled for the distribution of automobile bags for Vienna citizens, the purchase of outdoor trash cans for the Town's commercial and recreational areas and an information campaign to educate citizens about the litter O =3 O EH < O D3 29 �Environmental Quality Fairfax City H.E.A.T. 80 Having Energy Available Tomorrow was a program initiated by Fairfax City to encourage the more efficient use of energy resources by its residents. H.E.A.T. 80 focuses on three areas: transportation, home energy conservation and resource recovery. Based simply on conservation, the program encourages residents to reduce energy consumption. A unique feature of the program is that the participation is voluntary, no city ordinance or regulation was passed directing citizens to comply. Residents are encouraged to take part through public information programs that explains the virtues and the need to conserve energy. The program employs no expensive gimmicks nor requires real change in lifestyles. The H.E.A.T. 80 program is easily manageable and all three areas are incorporated into existing city departments and budgets. Program feedback is obtained through surveys, public hearings and citizen committees. Newspaper Recycling I—I O < Z o I—1 Pi 30 The resource recovery element of the program includes the newspaper recycling program sponsored by the Community Appearance Committee (CAC). An eleven member body appointed by city council, CAC furthers community efforts and environmental awareness. The public works department is responsible for picking up newspapers and operating the recycling center. An important note, the program began with only one additional staff person. Since the recycling effort began in 1977, almost 1,200 tons of newsprint has been recycled by the city and nearly 42 percent of the residents are taking part in the recycling effort. The savings and energy usage is considerable. According to the Environmental Protection Agency, manufacturing newsprint from old newspapers uses 35 to 50 percent less energy than conventional methods of making newsprint. This means a savings of one barrel of oil for every ton of newspaper recycled. In addition to conserving enery, newspaper recycling also lessens the impact on the environment by reducing the demand for valuable landfill space. Last year 593 tons of paper were recycled by the City thus saving 3,955.31 cubic yards of landfill space. Newspaper recycling reduces landfill expenses. Between August 1977 and December 1979, the program saved $7,752 in landfill expenses and brought in $25,500 in revenues. This year, combined projected revenue and landfill savings will amount to $21,000 which is about $2,000 above manpower and operating costs. Transportation In an effort to provide convenient transportation for residents and cutback on individual automobiles, the City express bus system is part of the H.E.A.T. '80 program. The express provides morning and evening rush hour service between Fairfax and Washington, D.C. with an intermediate stop at the Pentagon. In January, 1978 the express started with only 150 regular passengers compared with today's daily average of 435 passengers. In terms of energy conservation, 900 gallons of gasoline were saved each day and over a year's time 250,000 gallons of fuel are saved. Not only does the City express save energy but it cuts commuting costs drastically for passengers. A round trip ticket on the City bus costs $2.30. The American Automobile Association estimates that it costs $6.36 for commuting to work by car in the Washington area. The estimate includes fuel, parking, auto wear and tear, and insurance. Fairfax City encourages car pooling. It cooperates with the Washington Council of Governments and other jurisdictions in sponsoring a commuter computer that matches citizens with other commuters who live and work near each other. Information is regularly printed in Cityscene, a citizen newsletter, and posted on signs along the City's thoroughfares. Future plans call for establishing a car pool staging area using the Fairfax High School parking lot. Fairfax City is also upgrading and expanding sidewalks to encourage walking between residential and commercial areas of the community. A bike trail has been established linking parks, schools, residential and commercial areas. A citizen's task force is studying how the bike trail can be better utilized, not only for recreation, but as a true transportation alternative to the auto. Last month, Fairfax City and George Mason University started operating an intra-city shuttle bus. Residents can take public transportation to the school, shopping areas and other points within Fairfax. Energy Conservation at Home Providing practical information to residents is the third portion of the H.E.A.T. '80 program. �The major feature of this element is the home energy conservation seminar held in April. Virginia Congressman Joseph Fisher, Department of Energy official Joseph Schwartz and David Shoemaker of the Virginia Department of Energy offered homeowners practical information on how to cut residential energy costs from 15 to 30 percent through simple, doit-yourself projects. For citizens who could not attend, the seminar was video taped and will be shown to civic associations and service clubs. As a measure of the seminar's success, the Northern Virginia Board of Realtors has initiated a similar project using the format established by Fairfax City. Other than a seminar, a special addition of the Fairfax Cityscene was published with information on car pooling, recycling, tax savings on home energy improvements and details where citizens can write for information on a variety of energy related topics. As part of the City Home Fire Safety Inspection program, the building inspectors accompany firemen to provide tips on how residents can make their homes more energy efficient. Advice is also provided on the property use and installation of wood stoves. In addition, citizens are allowed to cut firewood in city parks at no charge; however, the program is offered on a management basis and only designated trees can be cut for firewood. In conjunction with the Home Energy Conservation program, Fairfax has taken its own advice on making energy improvements to city owned property. "Energy Package" recently was installed in all seven city schools which includes installation of modified heating and electrical systems, caulking, weatherstripping and new, more energy efficient windows that take advantage of the sun in winter and block it during the spring and summer. Fire doors and inner wall insulation have been added. These improvements have cut energy costs by an estimated 10 to 15 percent. Cityscene will continue to carry regular columns that will answer citizens' questions about home energy improvements. Energy experts agree that if the nation were to make a serious commitment to conservation, the U.S. could consume 30 to 40 percent less energy than its present rate. It is not surprising that conservation has been called America's unrivaled energy source. By cutting back on consumption, citizens can ensure that tomorrow's population will have enough energy available. Plans for the Future Later this year an energy board made of city residents, appointed by council, will coordinate and implement energy conservation programs and ideas. While still in the discussion stage, Fairfax is considering charging employees parking at City Hall to promote the use of other transportation modes. 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Gives you a specially toned ring to let you know immediately whether the call is intemal or external. Forwards calls to predetermined locations when you are away from your desk. Alerts you when messages The knowledge business are waiting. �'IfMENTU ESNTOOMEWrmA SALESREP There are thousands of people out there Service specialists, who know your equipment trying to sell you their line of information inside and out. technology. Training specialists, who thoroughly instruct The problem is, once they make a sale, a lot of your people in how to use your communications them also make something else. technology A lot of excuses when you Industry specialists, who need help. understand your specific operation. But C&P won't hand you a Anything from aeronautics to line like that. We believe shoe factories to hospitals. sophisticated equipment like We even have a specialist ours also needs sophisticated who coordinates the specialists. backing. That's why all of our Your C&P Account systems come with a back-up • Executive. system. A communications expert A team of C&P who's only a quick phone call specialists. away Or call your local C&P Systems design Business Office. specialists, who can When you see the analyze your communitechnology we offer, and cations problems and the people who come with custom design a system it, you'll understand why just for you. C&P equipment doesn't ^^^^^^ come with a salesperson. Planning specialists It doesn't have to. who stay ahead of your It sells itself. current needs by keeping C&P Telephone. track of future trends. The knowledge business mm WriHAT 9 tr.\ �1933 VML Convention, Danville �REPORT FROM T H E PRESIDENT ROY H. ERICKSON Mayor of Harrisonburg O o I—t O P3 40 T h i s has t r u l y been a year of significant change for the Virginia Municipal League. Y o u w i l l recall that I unexpectedly was faced w i t h assuming the Presidency of this organization at our A n n u a l Conference last September, following the untimely death of our F i r s t Vice President Gus Nicks. I n addition to assuming the Presidency a full year before it was anticipated, I was faced w i t h the prospect of entering my t e r m w i t h a vacancy in the position of E x e c u t i v e Director. Needless to say I was apprehensive about the challenge which lay ahead. T h e V M L was most fortunate in having the able service of P a s t President and long time League supporter A n n K i l g o r e to lead us as we began the critical task of selecting a new E x e c u t i v e Director. A n n did a remarkable job of leading our committee through over 200 applications for the position. T h e results of the selection process singled out R . Michael A m y x , E x e c u t i v e Director of the K e n t u c k y Municipal League, as the most desirable candidate for the position. We were a l l delighted when Mike accepted our invitation to move to V i r g i n i a . Mike was faced with the stiff task of assuming his duties at the Virginia Municipal League only two days before the beginning of the 1980 Session of the General Assembly. F o r t u n a t e l y , he was able to draw upon his vast experience from s e v e r a l other states and accept this new charge w i t h ease. E v e n though he has only been here a few months, I am certain that his skills and abilities are ideally suited to our goals for the future of this organization. I f one were to point to the single most purvasive issue of the General Assembly in recent years, it would have to be annexation. T h e 1980 session of the Virginia General Assembly saw the culmination of many years of intensive scholarly research and political debate when approximately $150 million was allocated for new state aid to localities as a result of the adoption of the annexation legislation. Governor Dalton has pointed out that this is the single largest state program, by any measure, to ever be implemented at one time. We were most pleased to see the legislators abide by the 1979 agreement and fully fund the annexation package without further stipulations. Y o u probably noticed that the dues invoice mailed to your locality last J u n e included a 10 percent increase over last year's dues. Unfortunately, we have all become only too keenly aware of the impact of double digit inflation. G i v e n our record of little or no increase in dues income over the past few years (this is the first dues increase in three years), this 10 percent increase does little more than help us keep even w i t h ever increasing costs. While the League budget has experienced only moderate increases in revenue, we have seen continued improvement in the productivity of our staff. A s you can see by r e v i e w i n g other segments of this A n n u a l Report, the Virginia Municipal League is involved in a v a r i e t y of programs and activities. Many activities of our organization are ongoing from year to year. Others seem to change annually depending upon the demand for various projects and the availability of resources. We are fortunate that our staff has the capacity to deal with the ongoing programs of new projects with creativity as they arise. When the E x e c u t i v e Committee met in Blacksburg last A p r i l our agenda included an afternoon of goal setting activities. T h e first such goal setting session was held in October 1978. The goals set at that meeting were reviewed and a revised goals outline was produced at our A p r i l meeting. A key result of the most recent goals setting process was a determination by the E x e c u t i v e Committee that a five year plan for the League should be adopted. T h e development of such a comprehensive document is certain to be a topic generating much discussion at the next several E x e c u t i v e Committee meetings. One of the key elements of the five year plan w i l l be a permanent home for the Virginia Municipal League offices. T h e E x e c u t i v e Committee is committed to the concept of obtaining ownership of or major equity position in a headquarters building j u s t as soon as it is financially feasible to do so. Having been President during the 75th anniversary year of our organization has been most meaningful to me. Recognizing that the Virginia Municipal League is 75 years old gives an opportunity to reflect on our past and anticipate our future. A s we review the accomplishments of the past 75 years let us not forget that we have also entered a new decade giving us an ideal opportunity to set the course for the future of our organization. �VIRGINIA MUNICIPAL L E A G U E E X E C U T I V E COMMITTEE FIRST VICE PRESIDENT HAROLDS. ATKINSON SECOND V I C E P R E S I D E N T RAYMONDF. RATCLIFFE FOURTH VICE PRESIDENT F R A N C I S T. W E S T City Manger, Franklin Mayor, Pulaski Realtor Councilman, Martinsville Board Chairman^ West Window Corp. E X E C U T I V E COMMITTEEMAN C H A R L E S A. ROBINSON, J R . E X E C U T I V E COMMITTEEWOMAN J A N E L . HOUGH E X E C U T I V E COMMITTEEMAN L A W R E N C E A . DA V I E S Mayor, Viernm Deputy General Manager, National Rural Electric Cooperative Association Councilwoman, Salem Homemaker Mayor, Fredericksburg Minister O < 2 O E X E C U T I V E COMMITTEEMAN CHARLES E. BEATLEY E X E C U T I V E COMMITTEEMAN A R L I E C. P A Y N E Mayor, Alexandria Retired, United Airlines Pilot Mayor, Gordons ville Owner, Hardware Store I M M E D I A T E PAST P R E S I D E N T JESSIE M.RATTLEY Councilwoman, Newport News Owner/Director, Peninsula Business College 41 �EXECUTIVE DIRECTOR'S REPORT R . Michael Amyx Executive Director H O o 42 Over the past year, the Virginia Municipal League continued to direct its resources at meeting its major goals of legislative representation and provision of service programs for its member localities. The 1980 General Assembly produced significant positive legislation for Virginia localities on several fronts. F u r t h e r , we were successful in our opposition to various legislative proposals that would have either mandated certain actions by local governments or would have adversely impacted the prerogative of local officials to determine local policies. L e g i s l a t i v e action at the national level has centered on reenactment of the federal general revenue sharing program and the community development block grant program, as w e l l as supporting the continuation of urban programs that have been impacted by the move to a balanced federal budget. T h e V M L has had a special role to play in this unique federal legislative activity as N e w p o r t News Councilwoman J e s s i e M . R a t t l e y has ably represented the cities and towns of A m e r i c a in her capacity as President of the National League of Cities. She is the immediate past president of the V M L . T h e League membership has benefited greatly from a host of continuing and new service programs. On J u l y 1, the League began i t s joint self-insured workmen's compensation program that included as charter members cities, towns, counties and school districts. Based on strong membership interest, we anticipate that this w i l l be the first of several lines of group insurance offered by the V M L in the coming years. A H U D funded program to increase the capacity of localities to manage their finances has been provided over the past year. I t has been responsible for a number of excellent workshops and training programs for both elected and appointed officials. We anticipate that it w i l l be funded for a second year. V M L has sponsored or cosponsored a number of training programs on a broad range of topics. Also, we have issued a number of reports of interest to localities on such matters as utility rates, tax rates, and salary and fringe benefit information. T h e V M L staff is available to assist local government officials w i t h information requests or inquiries on numerous subject matters. Annually, we received several thousand of these requests by telephone and letter. VIRGINIA TOWN & CITY magazine and the bi-weekly L E A G U E L E T T E R continue to be the primary sources of local government information available to Virginia local government officials. T h e League has continued its major efforts at representing Virginia localities in certain regional and federal activities by frequent contact w i t h the F e d e r a l Regional Council, the Southern G r o w t h Policies Board, and other similar bodies. I am pleased to report that the V M L continues its strong tradition of financial solvency as reflected in the accompanying A n n u a l A u d i t Report. T h i s is only one indication of the strong guidance provided by the E x e c u t i v e Committee on both financial and policy matters. T h e selfless service of this twelve person body should be recognized and commended by all League members. A s you know, I joined the V M L staff in J a n u a r y . I was professionally and personally v e r y pleased to be asked to serve in this capacity and to follow my good friend and colleague, Dick DeCair. I n the few months I have been with the V M L , the dedication and capabilities of the League staff have been demonstrated on numerous occasions. Although I can not individually recognize each staff member here, I would encourage your review of their photographs and program responsibilities that follow this report. L a s t l y , I would like to recognize and thank Roy E r i c k s o n for his outstanding year as President of the Virginia Municipal League. F a c i n g several demanding challenges during his term of office, Roy has exerted great leadership and guidance in building a more effective League organization. H i s lovely wife, Grace, has done much to represent the League with her special charm and w a r m t h . We owe them much thanks for an outstanding year. �AUDIT S T A T E M E N T S OF A S S E T S AND L I A B I L I T I E S ARISING FROM CASH TRANSACTIONS 1980 1979 ASSETS Cash: Checking accounts $ $ 338 Savings accounts and certificates 94,515 88,427 Advances to Employees and Others 5,856 2,138 $ 100,371 $ 90,903 L I A B I L I T I E S AND F U N D B A L A N C E S Liabilities: Checks issued in excess of bank 202 $ balances $ 2,763 4,938 P a y r o l l taxes payable Dues and fees collected in 38,260 31,522 advance F u n d Balances: Balance at beginning of year Revenues collected over (under) expenses paid for the year 41,225 36.460 54,443 63,246 4,703 ( 59,146 8,803) 54,443 $ 100,371 $ 90,903 S T A T E M E N T OF R E V E N U E S C O L L E C T E D AND E X P E N S E S P A I D U N R E S T R I C T E D FUND Year Ended June 30,1980 Budget Bvenues Collected: Membership dues $263,444 Convention registra40,000 tion Convention exhibits 8,000 Workshops/meetings 10,000 Regional meeting 6,000 Affiliate groups 12,400 Interest 11,000 Magazine 42,000 League letter 100 Directories and reports sales 1,000 Grants and special projects Pension trust refund Miscellaneous 1,200 Actual $263,920 $ 395,144 Expenses Paid: Employee compensation and benefits 210,300 Convention 30,000 Regional meetings 5,000 Travel 10,000 Office supplies and postage 21,500 Space and equipment rentals 32,600 Leasehold improve2,000 ments 9,775 Dues and publications 1,500 NLC Telephone and 10,000 telegraph 1,700 Insurance Equipment purchases and repair 4,700 Professional fees 1,500 Legislative supplies Magazine publishing (excluding salaries) 42,000 Workshops/seminars 7,000 Interest E x e c u t i v e committee 5,000 Harold I . Baumes 1,000 Scholarship Insurance study 2,500 Grant expenses and special projects Miscellaneous 3,000 405,075 Revenues Collected Over (Under) E x p e n s e s Paid ($ 9,931) $ Over (Under) Budget 476 40,076 8,665 1,870 ( 6,686 11,650 ( 14,753 38,816 ( 1,457 76 665 8,130) 686 750) 3,753 3,184) 1,357 1,121 121 9,625 8,253 1,852 9,625 8,253 652 408,744 13,600 209,321 ( 26,684 ( 7,901 9,295 ( 979) 3,316) 2,901 705) 24,577 3,077 29,370 (3,230) ( 10,959 1,432 ( 2,000) 1,184 68) 9,816 ( 1,998 184) 298 ,593 11,320 1,088 ( 1,593 6,620 412) 39,710 ( ( 32 1,503 ( 2,290) 7,000) 32 3,497) 1,000 2,500 6,411 3,531 404,041 ( 4,703 $ 6,411 531 1,034) 14,634 o I—I O -43 �VIRGINIA MUNICIPAL LEAGUE Bradley K . Harmes Deputy Director 44 Bragdon R . Bowling, J r . Staff Attorney Charlotte Kingery Senior Staff Associate Richard F . Weeks, J r . Staff Associate \ Genovie T . Page Secretary Paulette P . Gaines Bookkeeper Ingrid M. Wynn Clerk �LEGISLATION When the Legislative Program was adopted at the Business Session during the A n n u a l Conference last year, the main thrust was the funding of the Annexation Package. T h i s was also the topic of the V M L ' s presentations at the regional meetings. Seven regional meetings were held this past year; with an average attendance of approximately 80, w i t h 80 legislators out of 140 attending one of the meetings. During the 1980 General Assembly session the funding of the Annexation Package breezed through which can be attributed to the amount of work done prior to the session. T h e $144 million aid program for the biennum was a significant step toward more equitable funding of local governments. The League was successful in having input during the 1980 session. Almost a l l of the League's suggested amendments to the F o r m s of L o c a l Government bills and the proposed budgetary process revision were accepted by the committees considering these measures. T h e F o r m s of L o c a l Government bills were passed by the House and carried over in the Senate. T h e League w i l l continue its efforts to be heard on all bills affecting local government. The League's strongest efforts were focused on preventing the erosion of resources available to localities. T h e r e were attempts to eliminate the $2 a gallon tax on alcohol used for mixed beverages, which would have meant a considerable reduction in A B C funds. S e v e r a l ventures were made to create additional sales tax exemptions which would have significantly reduced sales tax revenues. T h e r e were also attempts to provide tax reductions and exemptions for many businesses such as a reduction in the Transient Occupancy T a x to a 20 limit, and proposed changes in the U t i l i t y Consumer taxes. T h e V M L was successful in warding off or at least forestalling these efforts. This year the League diversified staff functions to permit five of the senior staff to participate in the legislative process which resulted in better coverage of the committees of the General Assembly which affect local government. I n addition, 1980 is a " c a r r y over" session and many measures currently being studied by committees of the General Assembly are being monitored by V M L staff. The League's efforts on the federal level were greatly intensified this year with numerous direct contacts to our Congressional delegation. The V M L sought support of F e d e r a l General Revenue Sharing through a series of letters and other information as w e l l as personal and telephone contacts by member localities and the V M L staff. T h e League has been fairly successful, w i t h some members of our Congressional delegation actively supporting the reenactment of G R S . T h e League has received prompt responses to our requests and it appears that a healthy and constructive relationship has developed with Virginia Congressmen. I n fact, the League has received several requests for information and assistance from congressional officers concerning revenue s h a r i n g and other matters. The V M L Policy Committee process is underway. Attendance in the meetings has been excellent, well above that of last year, and the League is developing w a y s to more effectively utilize these statements. A closer alignment is being cultivated between the Policy Statement and the L e g i s l a t i v e Program and it is hoped that through this process the V M L Policy Statement w i l l be looked upon as the definitive position of municipal governments in Virginia. F o r the first time, the V M L staff prepared a report card on the Legislative and Staff W o r k Programs which w i l l be made available to League members. This w i l l increase the V M L ' s accountability to its members and keep them more informed of the total intergovernmental affairs efforts. LAND USE The League has actively been participating in a joint T a s k Force with the Virginia Association of Counties. Among the projects of the T a s k Force, which was an extreme success, was the Comprehensive Planning Conference held at the F r a n c e s L e w i s L a w Center of Washington and L e e U n i v e r s i t y . T h e T a s k Force also has commissioned two Virginia law school professors to conduct a thorough and objective study into the land use cases decided by the Virginia Supreme Court w i t h a r e v i e w of their effect at the circuit court level. T h i s study w i l l provide an analysis of the Virginia doctrine of land use regulations to help local governments in their decision making, in providing legal positions in court cases and pin-point changes needed in the law. S e v e r a l crucial legal cases arose during the past year regarding land use. They are discussed in M r . Dobbin's judicial r e v i e w . F i n a l l y , in the area of land use, the League is attempting to more thoroughly educate the members of the General Assembly in local land use needs. The c r u c i a l interrelationship between our diminishing resources (among them land) and better planning and controls at the local level is of extreme importance. Also, the principal of local control over land use decision making is the cornerstone of League policy as it advocates its positions and takes a more noticeable role in the General Assembly Committee process. ^ ^ ^ ^ ^ O ^ « « ^ ^ �RESEARCH The past year has witnessed a marked improvement in the I ability of the staff to handle i requests for inTimothy McDermott Research Assistant formation by our membership and other interested groups. T h e new filing and information r e t r i e v a l system has become accepted within the office, and while our files are still being brought up-todate, we are producing the nearly immediate response which is so important to a modern research system. The League has contracted with the Michie Company in Charlottesville to print a comprehensive two volume compilation of state laws affecting county, city and town government. Also, the League is actively working at reaching an agreement to print an inexpensive small town code for towns up to 5,000 in population. FINANCIAL MANAGEMENT CAPACITY BUILDING The Virginia Municipal League in conjunction w i t h the Center for Public A f f a i r s at Virginia Commonwealth U n i v e r s i t y and the Virginia Municipal Finance Officers Association w a s awarded a $40,000 grant from the Governmental Capacity Building program of the Department of Housing and U r b a n Development in October 1979. V i r g i n i a was one of five states nationwide having a group receiving such a grant. T h e key component of the grant is the provision of financial management technical assistance through a network approach. Through the use of a technical assistance network no full time staff were needed to deliver services under the grant. T h e individual expertise has come primarily from the membership of the Virginia Municipal Finance Officers Association. T h e grant is structured to reimburse the t r a v e l cost of the individual proving the expert technical assistance and also to provide a per diem for each day of technical assistance delivered. No cost is incurred by the locality receiving the technical assistance, and the H O o Pi 46 technical assistance provider is motivated to volunteer his or her time to the program because we are able to offer a per diem and cover t r a v e l expenses. The program offers localities an opportunity to receive free consulting services without the expense or time involved in identifying a private consulting firm and it also affords the leading governmental finance managers around the state an opportunity to share their skills in a professional format. Also included in the H U D Financial Management Capacity Building G r a n t have been various seminars. T h e first seminar in J a n u a r y , Financial Management for L o c a l E l e c t e d Officials, focused on the policy making goals that local elected officials can implement through the budgetary process. I t also focused on the use of budget calendar and techniques for measuring local financial health. I n A p r i l , a seminar on R i s k Management was conducted by the nationally recognized expert on Governmental R i s k , D r . Nestor Roos from Tuson, Arizona. D r . Roos covered such topics as basic r i s k management, group selfinsurance through pooling programs and the purchase of r e i n s u r a n c e . Other seminars sponsored under the grant include a Small Communities Financial Management Workshop and a two day workshop on Performance Evaluation Techniques. I n addition to the seminars and workshops the grant has produced a Directory of Technical Assistance Providers from around the state. This directory has provided a source document for matching localities with technical assistance requests to those participants in the network who might be able to provide some assistance. The Center for Public A f f a i r s at V C U has published a handbook for technical assistance providers so they might be aware of various training techniques before going out on a one-to-one technical assistance visit. Based on the level of performance in the first year of the grant, H U D has expressed a strong interest in continuing the grant for a second year. COMMUNITY D E V E L O P M E N T BLOCK GRANT WORKSHOP T h e Virginia Municipal League in conjunction with the International City Management Association held a one day workshop on J u l y 18, 1980 in Charlottesville to discuss problem solving techniques in the Community Development Block Grant program. T h e meeting was open to representatives from localities under 50,000 population in the states of Virginia, Maryland and Delaware. T h e City of C h a r l o t t e s v i l l e gave a presentation on their uses of Community Development Block Grant funds, and a bus tour of their downtown mall and residential rehabilitation area was included in the workshop. Also, the T o w n of Buchanan outlined their extensive C D B G efforts. The major emphasis was on economic development and housing rehabilitation. A followup regional conference was held in State College Pennsylvania. �INSURANCE PROGRAM On July 1 the Virginia Municipal Group Self-Insurance Association began operation with seven member jurisdictions and over $400,000 in annual workmen's compensation premiums. Over $2 million in premiums is expected by the end of the first year of operation. The program offers an opportunity for group self insurance of workmen's compensation by the political subdivisions throughout Virginia. Because the group self-insurance plan has a lower administrative cost and takes advantage of the overall low loss ratio experienced by most localities, substantial savings are expected for participants in the program. A major benefit to participants is the excellent safety program that is provided by Hall Risk Management Services, Inc. Approval of this plan by the State Bureau of Insurance is a landmark accomplishment for Virginia localities. Implementation of this program culminates over three years of research that has gone into the development of a group program for Virginia localities. Now that workmen's com- pensation insurance has been made available on a group basis, our next task is to make other lines of insurance available to localities on a group selfinsurance basis. Under our reciprocal program initially proposed two years ago, automobile liability insurance has been identified as a worthwhile endeavor. Of course, we have also recognized the need for public officials liability insurance. In the coming year, the staff will seek to determine the feasibility of offering additional lines of insurance coverage. JUDICIAL R E V I E W Howard W. Dobbins General Counsel A number of questions of varied interest in Virginia local governments have been heard and determined in the past twelve months by both the Virginia and Federal appellant courts. The following summary does not purport to be a complete listing of all of the cases which have been decided. Instead, this summary is simply for the purpose of reviewing cases involving local governments which are being litigated and to indicate some trends in judicial philosophy. During the past twelve months, the most prolific area of litigation appears to have arisen from discretionary legislation acts by local governing bodies, including principally actions dealing with zoning and subdivision matters. Two cases decided by the Virginia Supreme Court would indicate a further erosion of the exercise of police power by local governments. Alford v. City of Newport News. 260 S . E . 2d 241, held that an ordinance prohibiting smoking in a restaurant, except in areas specifically designated therefor, was an invalid exercise of police power on the ground that the requirement for designation of one or several dining tables located in the same dining area with other tables as a nonsmoking area did not actually limit the amount of smoke in the air which was the condition sought to be regulated for the protection of the public. And in Hylton Enterprises, Inc. v. Board of Supervisors of Prince William County, 258 S . E . 2d 577, the Virginia Court invalidated a subdivision ordinance requiring a subdivider to contribute to the cost of improving secondary roads abutting a subdivision, the Court reaffirming that Virginia has never adopted Dillon's Rule and stating that the General Assembly had not enacted legislation specifically granting this power to local governments. One can discern from Hylton a continuing erosion of the authority of local governments in the matter of land use seen so plainly in the 1975 case of Board of Supervisors of James City County V . Rowe, 216 V a . 128, 216 S . E . 2d 199; and in Alford a rather definite limitation on the power of local governments to limit constitutional rights for the protection of the general public. However, a number of other cases decided by the Virginia Supreme Court support the conclusion that the Court still recognizes the necessity of granting local governing bodies reasonable unfetted legislative discretion. In Cash v. Staunton, 263 S . E . 2d 45, an appeal in which the counsel for the League participated, the Virginia Court reaffirmed the general rule that a governing body does have discretion. In Cash v. Staunton, and when to make public improvements such as street improvements, notwithstanding an annexation decree imposing upon the city a duty to make improvements in the annexed area. And, in Board of Supervisors of Loudoun County, et al v. Lerner, decided in June of 1980 and not yet reported, our Court held that a denial of a zoning application, being a legislative action, is presumed to be reasonable and that this presumption stands until it is overcome by evidence that the legislative action is unreasonable. Moreover, in Lerner, the Court held that the burden of establishing unreasonableness is upon the one who attacks the legislative action. Hence, if the legislative action in issue is fairly debatable, it must be held to be reasonable and H t-H O < Z l-H O 47 �entitled to stand. Lerner was proceeded by only a few days by an equally encouraging decision by the Supreme Court of the United States in Agins v. City of Tiborn (June, 1980; not yet reported), wherein the Supreme Court upheld the legality of a zoning ordinance placing a landowner's property in a zone limiting developments to comefamily dwellings, accessory buildings and open spaces w i t h dense restrictions permitting the landowners to build between one and five single-family residences on their land. I n the opinion by J u s t i c e P o w e l l , the Court held inter alia, that this ordinance substantially advanced the legitimate governmental goal of discouraging p r e m a t u r e and unnecessary conversion of open spaces to urban uses and was an appropriate exercise of the police power. >^ M 2 ^ O ^ 2 S ^ ^ 48 Other decisions by the Virginia Court in the past year supporting the right of legislative action by local governments were Gomes v. City of Richmond, 258 S . E . 2d 582, which appears to stand for the proposition that a city council does not upon adoption of an ordinance necessarily acquiesece to administrative acts of city officials chereunder unless the council has specific knowledge of such acts when the legislative action is undertaken by the governing body; in Harper v. City Council, City of Richmond, 261 S . E . 2d 560, the Court refused to invalidate a bond ordinance and amendments thereto where, because of a delay resulting from litigation, the amendments adopted without publication, s i m p l y updated certain particulars of the bonds, i.e., payment dates for principal and interest; and in Knowlton v. Browning-Ferris Industries, 260 S . E . 2d 232, it was held that a landowner has the burden of providing that his use of property is a permitted non-conforming use or is a more restricted use, the rationale being that the land-user ordinarily knows more than the zoning authority about the land following imposition of a zoning restriction and has better access to evidence as to whether the current use is a lawful non- conforming use. T h u s , on balance, it would appear that local governments have not fared too badly in the past twelve months in the area of legislative discretion. On the subject of governmental immunity, the box score has not been nearly so encouraging. Although in Transportation^ Inc. V . City of Falls Church, 254 S . E . 3d 62, the Virginia Supreme Court followed its reasoning in the 1962 case of Fenon v. City of Norfolk, 125 S . E . 2d 808, holding that maintenance of a traffic signal by a city was a governmental function, as opposed to a proprietary function, and accordingly, a municipality was entitled to immunity from negligence in failing to repair a malfunctioning signal. T h e United States Supreme Court has not been so protective of governmental immunity. I n Owen v. City of Independence, 100 S. C t . 1398, the Court refused to extend absolute governmental immunity against claims under 42 U . S . C . A . , Section 1983 and held that a city, members of its governing body and its officials were liable for violation of civil rights laws, such decision evidencing a complete r e v e r s a l in a two-year period from absolute immunity to liability; and in City of Lafayette v. Louisiana Light & Power, 435 U . S . 389, the United States Supreme Court held that municipalities are not automatically immune from treble-damage liability under antitrust laws and w i l l be held accountable for anti-trust violation if the plaintiff carries the burden of proving that a violation takes place and, in a private action, that the violation was the proximate cause of actual injuries to the plaintiffs business or property; and the United States Supreme Court's decision in City of Impact v. Withworth, 435 U . S . 992, reinstated, 576 F . 2d 696 ( C C A . 5, 1978), cert, denied, 99 S. C t . 1224 (1970) focusing on the inference of the holding in City of Lafayette refused certiorari of a decision of the Circuit Court of Appeals holding that a municipality and its officials were not immune from anti-trust liability where the plaintiff asserted that a zoning ordinance was enacted as part of an alleged conspiracy. T h u s , although the State Court affirmed immunity for governmental activities, the F e d e r a l Court has eliminated absolute immunity in two important areas, civil rights and anti-trust. Several other decisions have been handed down by the Virginia Court which deserve mention. I n A p r i l , 1980, the decision came down in Virginia Electric & Power Company v. Division of Consumer Council, 265 S . E . 2d 697 affirming the rulings of the State Corporation Commission that the utility could not recover from its customers additional fuel costs occasioned by its failure to provide certain safeguards of costs incurred due to shutdowns attributable to imprudent management. I n addition to the fact that this decision may be of economic benefit to all electric users, it is expected to afford an additional negotiating tool when local governments again negotiate new contracts with the utilities for electricity purchased for their own use and not for resale. T h e potential benefits of the decision in Virginia E l e c t r i c & Power Company, however, are greatly outweighted by the effects of the decisions in Board of Supervisors of Roanoke County v. City of Roanoke, 257 S . E . 2d 781 and Garrison v. Prince William County Board of Supervisors, 265 S . E . 2d 687. I n City of Roanoke, the Court concluded that a charter provision empowering the city to acquire " i n any lawful manner in any county of the state" water lands for the purpose of providing an adequate water supply and to do other things in respect thereto, including erection of dams and pumping stations, was subordinate to the provisions of general law requiring the approval of a county wherein a dam was proposed to be erected. Thus, the Court refused to recognize the long-established principle that special law prevails over general law. A n d finally, in Garrison, the Court tightened the fiscal noose around the neck of local governments with respect to the statutory presumption in cases of hypertension and heart �disease, holding inter alia, that the two-year statute of limitations did not begin to run until the claimant policeman actually received a diagnosis that his hypertension arose out of his employment irrespective of whether he might have suc- cessfully brought a claim at an earlier date based on the presumption. * * * The S T A T E F I R E C H I E F S OF VIRGINIA remained the key voice for the fire service in Virginia by representing the Association in various fire related organizations and on committees and commissions. Also, the Legislative Committee was very active this year, monitoring the Heart/Lung Bill and Workmen's Com- pensation, among others. The S F C A V joined with the Fire Services Commission to conduct an arson investigation survey and study. The Association celebrated its 50th anniversary year and highlighted it with a three-day conference in July. Speakers included George H. Kitchen, of the U.S. Fire Administration, Robert if The VIRGINIA SECTION, INTERNATIONAL C I T Y MANAGEMENT ASSOCIATION expanded its Executive Committee from three to six members this year. During the 1980 Annual Conference in Virginia Beach, the membership requested a task force to address the goals and objectives of the Virginia Section, and the * E . Carter, Chief Arson Investigation Specialist with the National Fire Protection Association and Virginia Delegate George W. Jones. A number of past presidents of the Association attended the conference and special activities were held to celebrate the Fire Chiefs' 50th year. * type of representation on the E x ecutive Committee. Appointed by newly elected President Frank Force, the task force will also study the membership categories of the Section and a possible name change for the organization. The Virginia Professional Development Committee also scheduled training programs for the Section and the Virginia Association of County Administrators. Richmond City Manager Manuel Deese was appointed to the I C M A Conference Planning Committee for the 1980 I C M A Conference in New York and Cole Hendrix continued his office as ICMA Regional Vice President. * * * The MUNICIPAL E L E C T R I C POWER ASSOCIATION OF VIRGINIA employed an engineering firm to prepare a power supply study. A preliminary report was made in March and the final report was made at the Annual Conference in May in Charlottesville. A t the Conference, President William E . Willis turned over his office to Bedford City Manager Keith Cook. The Execu- tive Committee is currently looking into hiring a part-time staff person to oversee the Association and to implement the passage of joint action legislation. * * * The past year has been an active one for the Executive Board and members of the VIRGINIA ASSOCIATION OF C H I E F OF P O L I C E . Members participated in many studies, public hearings and committee meetings representing the Association. In the area of training, 74 members participated in a management and executive level inservice training program that was highlighted by a one week course sponsored jointly by the Criminal Justice Services Commission and the Association at the F B I Academy. The Association is sponsoring an insurance program developed by the International Association of Chiefs of Police and will receive funds from l A C P based on the participants that join the insurance program. A Meritorious Service Award program to officially recognize individuals that have contributed a service to improve law enforcement or who have performed an act of bravery was adopted and will be presented for the first time this year. During the past year there have been many retirements and changes made in the ranks of the Association. We salute the dedicated lawmen who served the public for so many years. * ** The VIRGINIA BUILDING OFFICIALS ASSOCIATION celebrated its 50th year of organization in Virginia in October, 1979. A group of nine representives at a one day meeting in 1929 has grown into an Association with over 200 Virginia building officials. During the 1980 General Assembly, President Joseph Bertoni, Chief Building Inspector, Fairfax County, appointed R. A . Ledbetter, J r . , a retired building official from the City of Norfolk, to serve as a full-time lobbyist for VBOA. To further the Association's legislative interests, a mid-year meeting was held in February, featuring Virginia Delegate Alan A . Diamonstein, Chairman of the Virginia Housing Study Commission. H At this same meeting, President Bertoni appointed an Educational Committee. Under the Chairmanship of Claude G. Cooper, Director of Inspection Services, Fairfax County, the Educational Committee is developing a training course on the administration of the Virginia Uniform Statewide Building Code. The VBOA is working with the Virginia Department of ^ ^ § o ^ ^ Z O 5 49 �Housing and Community D e v e l o p m e n t to fund the p r o g r a m and hopes to i m p l e m e n t the course in 1980. T h e 52nd A n n u a l School and C o n f e r e n c e of the V B O A w i l l be held at the SheratonF r e d e r i c k s b u r g I n n on October 19-22, 1980. DISTRIBUTION OF INFORMATION Of importance to our m e m b e r s is the d i s t r i b u t i o n of information on a t i m e l y b a s i s . T h e Virginia Municipal League publishes 10 annual research reports, V I R G I N I A T O W N & C I T Y magazine, the LEAGUE L E T T E R (a b i w e e k l y n e w s l e t t e r ) , and during the General A s s e m b l y , a legislative bulletin is mailed t w i c e w e e k l y . T o meet w i t h these i n c r e a s e d demands on s e c r e t a r i a l time, w o r d p r o c e s s i n g equipment was purchased allowing for a t i m e l y p r o c e s s i n g of this information into t y p e w r i t t e n form w i t h no additional staffing. A l l of the above, w i t h the exception of V I R G I N I A T O W N & C I T Y , a r e duplicated in our office and mailed d i r e c t l y to our m e m b e r s . In addition to published information, telephone calls for information, such as meeting dates and s i t e s , are handled on a daily basis for the V M L and its five affiliates. A l s o for m e m b e r s of the VML and affiliates, financial information is r e c o r d e d and consolidated for r e v i e w as n e c e s s a r y . F o r consideration also a r e the r e c e i p t and distribution of daily correspondence. T h e responsibilities are v i t a l to the V i r g i n i a Municipal L e a g u e and its m e m b e r s and have been an important factor in the 75 y e a r history of the L e a g u e . Come Visit Us I n The Heart H o Z o < Z O 50 Of T h e Shenandoah Valley! �7 REASONS WHY l A K MORS LAST LONGER, COST LESS TO MAINTAIN 6. A protected election panel. MANUFACTURING COMPANY ® Greater body strength here. PAK-MOR'S exclusive welded " I " beam design assures greater overall body strength. Other manufacturers use a box design over seams that trap moisture and causes rusting at these critical stress areas. PAK-MOR'S light-weight vet rigid construction allows larger legal payloads with out risk of body bulge. Easier accessibility to components here.. 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Others use a horizontal cylinder with a snouted panel that c'an be damaged by accidental ramming against the tailgate, or by the dropping of a raised tailgate on a fully extended panel. Compare PAK-MOR'S 1/4" hi-tensil hopper floor with those of other makes. " Compare, too, PAK-MOR'S 3/16" formed plate body floor It's heavier than most other makes. A longer wearing gearpump-p-ssr to wear and pitting caused by impurities in the hydraulic svstem. Other makes use vane pumps which are more susceptible to wear and require earlier replacement. We'd like to send vou more information on why PAK-MOR is the longest lasting, easiest to maintain equipment you'll ever own. Contact us via the 'reader service card in this magazine for free literature. P A K - M O R M A N U F A C T U R I N G C O . 1123 S . E . Military Dr. P.O. Box 14147 San Autonio, T x . 78214 ( 512 ) 923-4317 �RiUs Church/AtiTJrbanVillage When local governments expand to serve larger populations and meet increased demands for service, they sometimes come to appear remote and faceless. Citizens may increasingly feel powerless to control their own government. Because F a l l s Church is small— two square miles, population 9,080 —we have not been forced to confront this problem. City government has been able to remain close to the people it serves. F o r many of our citizens, their Councilmember or C i t y official is a neighbor. I n addition, a network of citizen boards and commissions and private voluntary organizations involve hundreds of Falls Church residents in the life and work of their City. H 2 O Z O D3 52 T h i s citizen activism coupled with responsive government has enabled F a l l s Church to cope w i t h a problem which other localities may also have faced: How does a small community of limited financial resources surrounded by rapid growth both preserve its sense of history and community identity and meet the changing personal needs of its citizens? A few years ago, many citizens were worried that their C i t y was in danger. Northern Virginia began to grow rapidly — population doubled, then tripled and kept skyrocketing. Surrounding towns and farm land was replaced by new highways, shopping centers and housing developments. Concerned citizens and C i t y officials began to work together to preserve and protect the C i t y ' s rich heritage and natural beauty. The preservation of historic sites and structures gained increasing community support. T h e restoration of C h e r r y H i l l F a r m , a four-acre estate adjacent to the C i t y ' s municipal offices, was the catalyst to numerous historic preservation projects. C h e r r y H i l l F a r m was restored entirely by the C i t y w i t h no outside help from federal, state or private foundation funds. Momentum for this project was provided by the Historical Commission and the Village P r e s e r v a t i o n and I m provement Society. T h e house, furnished by the C h e r r y H i l l Foundation w i t h 19th century period furniture, is now used as a meeting place for civic groups, and historic and educational tours are provided for the general public and school students. Recently, the restoration project received the national A m e r i c a n Public W o r k s Association's Historic P r e s e r v a t i o n A w a r d . Many similar preservation projects for public, residential and commercial properties have been started. Numerous beautification projects have also been launched. The C i t y ' s efforts to preserve its tree-lined streets, for example, have won the T r e e C i t y U S A A w a r d for two consecutive years. The City's architectural awards for excellence in design of private homes and businesses have spurred improvement projects. A s a result, our business district is being rejuvenated by successful "face-lifts" through the renovation of building facades. T h e C i t y ' s sign control ordinance has generated small, uniform and attractive signs. A small town atmosphere is important, but a community is more than trees and parks; it's also the people who live in the community. T h e City is working hard to meet the needs of its citizens. T h e C i t y ' s population has grown older and many of these older people have special needs. A Senior Citizen Conference titled " G e t t i n g Older is Getting B e t t e r in F a l l s Church," was held recently to determine the needs of the City's elderly residents. I n addition, the City persuaded owners of housing units to set aside 80 bedroom units as federally-funded housing for the elderly and handicapped. Nutrition sites offer free lunches and seniors can get help winterizing their homes, obtaining transportation and receiving tax relief. Besides meeting the needs of our elderly, F a l l s Church has special programs for all ages. I t was the first city in Northern Virginia to rehabilitate a house to use as a group home for mentally retarded adults. The school system is considered firstrate.receiving national recognition for its innovative programs. P r e s e r v i n g the best of the City's past and meeting our citizens' changing needs does cost money. Although the City's per capital income is the highest in the state of Virginia (TayloeMurphy Index) at $16,339, the City itself is not big and money is still tight. Because F a l l s Church is primarily residential, with fixed boundaries and little undeveloped land, its tax base is limited. Citizens cannot look to massive new developments to pay its bills. Instead the City has concentrated on maintaining tight cost control (our tax rate is the lowest in Northern V i r g i n i a ) and encouraging new business in redeveloped areas. The City's Master P l a n , based on extensive citizen direction, sets policy to improve the City's business environment. Falls Church has courted progress compatible with the C i t y ' s special qualities. Major recent activities to revitalize the city's business district include: • T h e Historic Triangle. The C i t y purchased land adjacent to the historic F a l l s Church, from which the City took its name, to consolidate small parcels to encourage appropriately scaled development. The area was �rezoned as a historic district. • T h e Commerical District. Developers are given incentives to save historic houses by incorporating them into the designs of their new development. • T h e Shopping Center Agreement. T h e City signed an agreement, the first of its kind, w i t h the owner of a shopping center which committed both parties to make improvements in and around the shopping center. Although F a l l s Church has escaped some of the problems of bigness which larger localities must face, we have a few special challenges of our own. T h e C i t y is Come to committed to upgrading and improving its business district to strengthen our tax base without spoiling the C i t y ' s character and identity. (Arlington, from page 8) metropolitan area: $1.12 per hundred dollars of assessed valuation. A source of pride, too, is its county-manager form of government, the first such in the nation, that was adopted by popular vote in 1932. A fivemember County Board is elected at-large and the members serve Historic ABINGDON, CHARTERED I IN THE VIRGINIA HIGHLANDS 7-8-9 For a relaxing and enjoyable and Historical Touring vacation • Boating • Sightseeing • Fishing • Hunting • Golfing OF The Barter Theatre—The The Virginia Annually VIRGINIA 778 One mile off 181—Exits HOME staggered four-year terms. T h e Board appoints the county manager who in t u r n is responsible for day-to-day administration, including appointment of all non-elective personnel. Although its 26 square miles makes it one of the smallest counties in the United States, Arlington's location has given it a unique history and a challenging modern day position. Continuing to capitalize upon its location adjacent to Washington, D.C., yet enhancing its sense of community identity are goals Arlington will seek to fulfill in the coming years. Highlands August TIS State Theatre Arts and Crafts of Virginia Festival • May-October �Joint-Action Public Power Financing Wfe're the leader And with good reason From the time the first joint-action public power agency was conceived, the Public Finance Division of Smith Barney was right there, taking an active role. So we know the importance of service and experience—especially to a new agency. Service. We're known for it. Service at Smith Barney isn't limited to the pricing and marketing of bonds. It means defining the role of the investment banker i n broader terms. Assisting i n the writing of enabling legislation. Helping with the structure, timing and technicalities of forming a joint-action agency. A d v i s i n g o n contractual agreements between member municipalities and the agency. A n d assisting with negotiations i n a buy-in situation. ; Service at Smith Barney means three to five finance professionals working with each client, professionals with an average of ten years' experience i n electric revenue financing. Experience. We've got it. For negotiated joint-action issues alone. Smith Barney has acted as Senior Manager, Co-Manager or Financial Advisor for 89 per cent of the total dollar figure of all transactions—or $3 billion out of $3.4 billion. For the ten issuers who have come to market for the first time at negotiated sale we assisted nine and we are now C o Manager for the tenth. �O u r total joint-action public financing is now up to $5.3 billion. But this kind of success is nothing new to our Public Finance Division—We've long been recognized as a leader in all areas of municipal finance. Leadership is earned. A n d we worked to get there. I n fact, of the 44 professionals in Public Finance, 22 are actively involved i n developing tax-exempt financing for electric power clients. So there you have it. Service and Experience. It's as simple as that. Smith Barney-the leader in joint-action financinghas helped raise over $3.4 billion in new capital: Massachusetts Municipal Wholesale Electric Company North Carolina Municipal Power Agency #1 ( C o - M a n a g i n g B a n k e r ) $625,000,000 (3 issues) (Senior M a n a g i n g B a n k e r ) $560,870,000 (5 issues) Heartland Consumers Power District (South Dakota) (Senior M a n a g i n g B a n k e r ) $240,100,000 (2 issues) Lafayette Public Power Authority (Louisiana) (Senior M a n a g i n g B a n k e r ) $140,000,000 (2 issues) Michigan South Central Power Agency (Senior M a n a g i n g B a n k e r ) $95,040,000 (1 issue) Western Minnesota Municipal Power Agency ( C o - M a n a g i n g B a n k e r ) $100,000,000 (1 issue) If you have questions concerning the formation of a joint-action agency please call one of your Virginia Smith Barney team. David Guernsey (212) 399-6200 A n n Hagan (212) 399-6172 Peter Ramsey (215) 854-6103 Fred H i l l (212) 399-6229 Wyoming Municipal Power Agency (Senior M a n a g i n g B a n k e r ) $21,540,000 (1 issue) Municipal Electric Authority of Georgia ( F i n a n c i a l A d v i s o r ) $725,000,000 (5 issues) Texas Municipal Power Agency ( C o - M a n a g i n g B a n k e r ) $600,000,000 (3 issues) Smith Barney HarrisUpham & Co. Incorporated 1345 A v e n u e o f t h e A m e r i c a s , N e w Y o r k , N . Y . 10019 © 1980, S m i t h B a r n e y , H a r r i s U p h a m Si. C o . I n c o r p o r a t e d Member SIPC �Left to right, top: . Mayor Roy Erickson admires the recently constructed and provides housing for the elderly and handicapped. standing year of service as President of the VML. J. R. Polly Lineweaver Apartments. This HUD funded project was completed in January, 1980, The Council and City Manager would like to congratulate the Mayor on his election and out- ^ ^ Councilman Dr. Walter F. Green, I I I is a familiar face seen around the Rockingham players; having over 700 personnel on staff Dr. Green is a physician at the Hospital ^ ^ Councilman James Cisney strolls along the new, tree lined sidewalks installed in the downtown shopping area. The sidewalks are part of the downtown beautification project. Mr. Cisney is the General Manager of the Rockingham Cooperative Farm Bureau, and he takes great pride in the fact that Harrisonburg ranks as one of the top rural shopping and marke ting centers. O H <3 Councilman Elon Rhodes takes a ride in one of the City owned taxi cabs. The City of Harrisonburg acquired ownership and operation of the Transit System in 1976. Since the time of acquisition, the taxi system has grown considerably and now includes mini buses and transportation for the handicapped. Mr. Rhodes operates a barber shop in the City. Memorial Hospital The Hospital is one of the City's and also works at the JMU Health Clinic. largest em- Taxi facilities t—I Z ^ City Manager, Marvin Milam, talks with Senator Harry F. Byrd at the decidation of Switzer Dam. The Dam has a surface jointly as a water storage anf flood control facility. The Dam is 139 feet high and is the largest earthen dam east of the ^ ^ Councilman Department Dr. Raymond Dingledine is a familiar at JMU, and he takes a keen interest figure seen on the campus of James Madison in educational facilities for the City. University. Dr. Dingledine area of 119 acres and Mississippi is head of the serves History ^ HARRISONBURG, BICENTENNIAL1780-1980 �Prince William County Formed in 1731, Prince William County takes its name from W i l l i a m Augustus, the Duke of Cumberland and the youngest son of K i n g George I I . W i t h an original area of over 2000 square miles. Prince W i l l i a m County included land that later formed F a i r f a x , Arlington, Loudoun and Fauquier counties. Though not a battleground during the Revolution, P r i n c e William witnessed two major C i v i l W a r battles — the F i r s t and Second B a t t l e s of B u l l R u n (Manassas). T h e National P a r k Service currently maintains the 3000 acre Manassas National Battlefield P a r k . F r o m the end of the C i v i l War until about 1958, the population of P r i n c e W i l l i a m County remained relatively stable but between 1950 and 1960, the County's population more than doubled. T h i s rapid growth trend continued and today the population of Prince W i l l i a m county is estimated to be 160,000. T w o feeder airports, at Manassas and Woodbridge, supplement the nearby Dulles International and National A i r p o r t s . T w o interstate highways, 1-95 in the E a s t (NorthSouth Route) and 1-66 in the W e s t (East-West Route), serve the county and provide access for commuters to and from Washington. T h e interstates have also spurred commercial and residential development. Two residential planned communities (Lake Ridge and Dale City) lie close to 1-95 and w i l l eventually provide homes for 85,000 people. The 1.2 million square foot Hahn Regional Shopping center, scheduled to open in 1982, also parallels 1-95. Growth of this magnitude increases the demand for public services and facilities. Together w i t h the F e d e r a l government. Commonwealth of Virginia, F a i r f a x County and Manssas and Manassas P a r k , Prince W i l l i a m County participated in the construction of the Upper Occoquan Sewer A u t h o r i t y ' s advanced wastewater treatment facility. T h i s sophisticated tertiary treatment works is a technological m a r v e l w i t h an equally awe-inspiring price tag of $82 million. Residents of E a s t e r n Prince W i l l i a m County w i l l soon be served by a second advanced wastwater treatment facility — the H . L . Mooney Plant. The County's sixth high school is scheduled to open this fall and construction w i l l begin this year on two new elementary schools. T h e County animal shelter is due to double its capacity and plans have been finalized for the erection of a regional j a i l , to be built in conjunction with the City of Manassas. T h e County and Cities of Manassas and Manassas park w i l l also cooperate, contingent on a 1981 bond referendum, in the construction of modern court facilities. Cost estimates approach $9.5 million. Prince W i l l i a m boasts one of Virginia's few County Police Departments. E s t a b l i s h e d in 1970, the Department has grown to employ almost 200 sworn personnel. F i r e and rescue services blends paid professionals and spirited volunteers into a highly efficient and effective force. Other County Departments include Planning, Public W o r k s , Personnel, Operations and Maintenance L i b r a r i e s , Social Services, Finance, Economic Development and the newly created office of Management Information and A u d i t and the Department of Development Administration. The Prince William County P a r k Authority administers progressive recreation and open space programs. T h e Mental Health and Mental Retardation Services Board recently earned recognition from the National Associaton of Counties for its innovative client services delivery system. Five sanitary districts oversee the provision of water and sewer services in the County. T h e two largest districts, Occoquan/Woodbridge-Dumfires/Triang angle and Greater Manassas, employ full-time administrators. Management of this rapidly growing County is the responsibility of a seven member Board of County Supervisors elected by magisterial district. Kathleen K . Seefeldt currently serves as Chairman of the Board with Donald L . White as ViceChairman. J a m e s J . McCoart, Doanld E . K i d w e l l , G . Richard Pfitzner, Joseph D. Reading and E i l e e n M. Stoute presently hold the other seats on the Board. Terrence A . E m e r s o n , in his capacity as County Attorney, provides legal counsel to the Board of County Supervisors. Robert S. Noe, J r . is the appointed County E x e c u t i v e and acts as the administrative head of the County's governmental departments with over 1000 employees. Remembering its wealth of history. Prince William County is preparing for its future w i t h enthusiasm and optimism. I t is hoped that many of the delegates to September's Virginia Municipal League Conference will linger for a few days or even a few hours to enjoy the unique scenic panorama that is Prince William > County. J ^ o H O > �FAIRBVX CITY From Farms to Industry O l-H O 58 When Richard Ratcliffe took over his father-in-law's mercantile business in the late 1700's, he knew a good deal when he saw one. The store was near the intersection of Little River Turnpike and Ox Road (two major roads in what was then part of Fairfax County). With the large number of settlers moving westward along these early highways, the enterprising Ratcliffe amassed a small fortune by providing the neccessities for the difficult journey into the Ohio Valley. Since then, of course, many things have changed. Ox Road, now known as Chain Bridge Road, has been paved. The Ratcliffe store was lost to history and torn down long ago. The intersection where shops and homes once were clustered has grown into the City of Fairfax six square miles in area. But the same reason that brought prosperity to Richard Ratcliffe nearly 200 years ago is the same reason that is attracting families and businesses to Fairfax City today — its prime location. Fairfax City is situated in the heart of Fairfax County about 15 miles west of Washington, D.C. Several major access roads crisscross the City. In addition to Little River Turnpike and Chain Bridge Road, the U.S. Route 50 and 1-66 corridors are channeling westward expansion from Washington into the area making Fairfax City a major residential and economic center. At the end of World War I I , the population was about 1,000 people compared to 22,000 residents today. Prime contributors to the City's economy 30 years ago were the large diary farms and other farm-related enterprises. Today, the economy is based on retail, wholesale and service outlets. Farming has been relegated to a minor role by the more than 1,600 businesses which now make Fairfax City their home. Besides its excellent physical situation, the City's growth has been spurred by the presence of the Fairfax County government. The location of the county courthouse in the City has brought more than 350 lawyers to Fairfax and has increased the demand for office space. In the last five years, more than 1.1 million square feet of commercial space was constructed of which 71 percent was designed for office use. It is anticipated that the completion of the new county courthouse later next year will attract even more attorneys. Even with the commercial interest in Fairfax City, the community continues to emphasize its residential and historical character. A drive through Fairfax will find subdivisions nestled between large wooded and parkland areas. About 65 percent of City land is devoted to parks and neighborhoods. A sense of history prevails throughout the community as 15 historical buildings and sites preserve the City's heritage and identity. The center portion of Fairfax is designated as an Old and Historical District to encourage the protection of older buildings. A Board of Architectural Review regulates the appearance and structural changes in that area which has helped Fairfax retain some of its Southern small-town charm. A significant factor in the City's recent development is George Mason University. In 1961, the City of Fairfax purchased and donated 150 acres of land to facilitate the move of GMU from the Bailey's Crossroads area. Over the years, the university has come to exert a new and positive influence that is changing Fairfax into a college town. Because of its considerable impact upon the area, GMU has become an integral part of Fairfax planning. Last year, a unique committee made up of city government, university and business leaders was formed to enhance community living by pooling the resources of all three elements. Out of this committee has come an intra-City shuttle bus which began operating in August. The bus provides transportation for students commuting between GMU's north and south campuses and offers residents convenient transit between residential and commercial areas of the City. As Fairfax begins the 1980's, planners are finding the City essentially developed. Undoubtedly, more residents and businesses will continue to place a greater demand on the small amount of land yet undeveloped. However, the principal growth in this decade will take place just outside the City limits. Vacant parcels of land on the City's borders will be taken over by regional shopping centers, office complexes and residential developments. The focus of community attention, therefore, is shifting from growth issues to providing quality living for its residents. Always regarded as a municipality that provides high quality services, Fairfax will continue to emphasize this important feature of local government. �Whether you come by car, train, plane or bus, Richmond can be your perfect meeting place. Far enough to preclude distracting phone calls and other local problems. But not too far to travel. The professionalism of D.C. conference facilities. But for an appreciably smaller tab. The night spots of a Georgetown. But not the same old Georgetown spots you've been to a hundred times. For full details on our considerable facilities and services, and all the help you could need in planning your get away, call Dan Bockover at (804) 649-0373. He's our ambassador to Capital meeting planners. Richmond Convention & Visitors Bureau, 201E. Franklin St., Richmond, Virginia 23219. mcmoN)! A G R E A T P L A C E T O MEET SINCE 1607. §3 o EH < Z O > • 59 �Manassas Adjusts to City Status Growing pains, aligned w i t h conservative fiscal management, are what the C i t y of Manassas has been experienceing since it changed from a town to a city. C i t y status was taken May 1, 1975, after 102 years as a town in Prince William County. Schools: The Biggest Change T h e growing pain has been the establishment of city school facilities. Manassas youngsters continued to be educated in the Prince W i l l i a m County school system for two school years after city status was obtained. D u r i n g this period, the city, looking to the future creation of its own, smaller, quality education system, purchased three schools from P r i n c e W i l l i a m County and two school sites, a l l within the city limits. I t was decided, in December 1976, to open the city school system the following fall for all students in kindergarten through the 12th grade rather than a gradual process of elementary followed by secondary students. T h e only exception was special education students. T h e City of Manassas school system officially opened its doors for the 1977-78 school year, educating approximately 2,700 students the first year. Some 50 special education students remained in the county school system for the first school year; however, services for them were offered the following t e r m in the city school program. Enrollment increased to 3,024 for the second year and 3,492 for the 1979-80 school year. A n additional 200 students are projected for the 1980-81 school year. Increasing enrollment is also expected to necessitate the construction of a new high school, possibly to be completed by the fall of 1981. sound fiscal management. I n 1975, Manassas residents paid a real property tax rate of $2.39 per $100 for their last combined town and county tax bill. T h e City real estate tax rate was $1.80 in 1976, followed by $1.69 in 1977; $1.49 in 1978; $1.30 in 1979. Property assessments amounted to a $371 million tax base for 1980, up over $72 million in one year. Population Growth A t t r i b u t i n g to the school enrollment is another growing pain — increased residential units throughout the city including apartments, townhouses and single-family residents. F r o m 1974 to 1977, 634 residential building permits were issued. T h e city's highest year was 1978 when 649 building permits and 431 occupancy permits for new residences were issued. L a s t year, 310 building permits and 332 occupancy permits were issued. Manassas continues to operate its own water impoundment, which provides the City's water supply, and a municipal airport. T h e airport is being expanded with the construction of a second, 54,000-foot runway to ease air traffic flow. A t its busiest times, the airport handles 70 takeoffs and landings an hour. Manassas maintains services provided before city status was taken such as police and street maintenance, as well as supplying electricity (purchased wholesale from Vepco) and sewage treatment (in conjunction with the regional Upper Occoquan Sewer Authority Plant). Commercial and industrial growth has also occurred with numerous office complexes constructed in city business zones. Downtown Manassas also received a facelift, through new and renovated businesses, and a city-funded underground w i r i n g project. A municipal parking lot has also been built. Decrease in T a x Rate Despite these growing pains, there has been an annual decrease in the real estate tax rate because of City Council's Additionally, Manassas contracts with Prince William County for other services such as the judicial system, health, mental h e a l t h and mental retardation. T h e two jurisdicitons w i l l also share a new regional j a i l . Growing pains are continuing in Manassas; however, a conservative fiscal approach has eased the transition process to becoming a city. o if. o < O • ft. C MAVDOISI C U i M E N T A I t Y S C H t OL. , t �Preserving the best of the past . . . while keeping pace with progress EDUCATION—an excellent educational s y s tem including local Community College TRANSPORTATION—fine municipal airport, easy a c c e s s to railroad, 1-66 and 1-95 INDUSTRIAL—varied, prime sites available THE CITY OF MARTINS\TLLE WATER—only Northern Virginia area with abundant w a ter supply Take a look at what's happening in the City of MANASSAS, Congratulates the Virginia IVIunicipal League on its 75th Anniversary. We're all in this together—growing with the VML VA. the "Top of Virginia" G E O R G E WASHINGTON'S HEADQUARTERS Open May 1 - October 1 Step across the threshold into history—visit Washington's Office, Stonewall Jackson's Headquarters, "Abram's Delight" A modern community humming with its growing business and indus- try Winchester Where the past and present are one o EH < l-H l-H o - 61 �VIRGINIA TOWN & CITY �HISTORIC HERNDON On J a n u a r y 14,1879 Herndon received its C h a r t e r as a T o w n . F o r approximately eight years after incorporating, the T o w n remained a sleepy little farming village of 4.25 square miles w i t h a railroad passing through the center. F a r m e r s brought milk by wagon to the railroad depot for transportation to Downtown Washington. T h e economy was agriculturally oriented until the late 1950's when plans for construction of Dulles International A i r p o r t were unveiled. The site for Dulles was located three miles west of Herndon; however, it became obvious that the airport would reshape the future of the T o w n . Modern technology, improved transportation f a c i l i t i e s and expansion of the Federal government created a demand for more housing, retail commercial facilities and service industries in and around Herndon. I n 1960 Herndon had a population of 1,960. B y 1970 the population had exceeded 4,600, and today it is estimated that the population exceeds 13,000. E v e n with this growth, the T o w n has adequate open space to more than double its population. F u l l development of the open space is expected to occur within the next twenty years. W i t h the growth that occurred in the 1970's came the problem of providing essential utilities, public facilities and public services. Sound physical, financial and social planning were implemented to meet the challenge of growth and change. A s a result of the planning and programming of improvements, the T o w n has been able to assimilate the increased population without major adverse economic or long t e r m social effects. During the era of social unrest in the early 1970's Herndon was caught up in the turmoil. The sudden shock of unrest caused the citizens of the community and T o w n officials to carry out a community analysis. During the study it became evident because of the rapid growth, recreation programs and facilities had been largely overlooked. Concern over provision of public works type facilities had caused T o w n officials to forget about the need for leisure time programs. Good Recreational Facilities I n 1978 the citizens of the community overwhelmingly approved a $3.5 million bond referendum to provide recreational facilities. Funds from the bond proceeds were used to acquire and develop sites for a golf course, an athletic park and a passive park. I n addition, $280,000 was appropriated from general funds of the T o w n to supplement the bond proceeds and a grant of $417,000 was obtained from the Commission of Outdoor Recreation to cover the remainder of acquisition and development costs. T h e State Department of H i g h w a y s and Transportation constructed street facilities to the site of the Recreation Complex at a cost of $44,500. The golf course was opened to the public in J u n e , 1979 and the clubhouse was completed in March, 1980. Facilities at the Herndon Centennial Municipal Golf Course are reported to be among the finest in the Washington Metropolitan A r e a . The active and passive parks were to be completed by midsummer, 1980. These parks, as well as the golf course, abut the 43-mile long Hike & Bike T r a i l Park. Community Development grant funding amounting to $750,000 was acquired through F a i r f a x County, enabling Herndon to open a community recreation center in March, 1979. A t the present time $140,000 in C D funds has been set aside for the construction of a nine and one-half acre park facility at a cost of $500,000. The combined total commitment for recreation facilities in the T o w n during the last four years amounts to $5.1 million. F o r the last ten to fifteen years Herndon has served as a dormitory community in the Greater Washington Metropolitan A r e a . Much of the employment of its citizens results from Dulles A i r p o r t , F e d e r a l agencies such as the Pentagon, C.I.A., General Services Administration and agencies serving our central government. F u t u r e growth can be expected from selected manufacturing industries and service industry development that will provide a more stable economy for the area. Herndon is a town with a historic past and a promising future. Sound planning and development assures citizens of a community that provides its citizens w i t h "the good life." Combining the small-town atmosphere with a large metropolitan area gives Herndon's citizens "the best of many worlds." O < O - 63 �Vienna—Small Town Lifestyle Remains The Town of Vienna, although only 15 miles from Washington, D.C., and despite a tenfold population increase in the last 30 years, has retained a sense of community s p i r i t and preserved the traditions and institutions that give Vienna residents the feeling of living in their own "small town." Vienna covers 4.29 square miles in northeast Fairfax County and has a population of 19,500. It is basically a family town, exhibiting a land use pattern quite different from that of many communities of comparable size. More than 70 percent of the land is occupied by single-family detached homes and over 100 acres are devoted to open-space recreation. The Town's land use policy and the lines that delineate its various zoning classifications have remained stable over the years. This fact tends to assure residents that, notwithstanding the bustling commercial center along Maple Avenue, the quiet lifestyle enjoyed by townspeople whose homes may be only a couple of blocks away from convenient stores and services will not change much over the years. Town and Business Partnership The Town's thriving business community has given support and leadership to local civic, service, social and recreational organizations. They have also donated merchandise, services and money to the fundraising efforts of nearly all of the Town's many volunteer groups. The Vienna Chamber of Commerce recently joined with the town government to sponsor an ambitious long-range program to clean up and beautify the town's commercial areas. Funds to purchase trees, shrubs, litter receptacles and other materials for improving the appearance of the business district comes in part from the sale of recyclable aluminum deposited by citizens at the Town's new recycling center. The ongoing tradition of government and citizens working together has helped Vienna withstand the pressures of rapid development in the surrounding county and maintain the congenial atmosphere of a small town, while still providing urbantype municipal services and innovative programs for community improvement. Several of these new Pulaski, Virginia Located In the Heart of the New River Valley A good place to build yottr home and raise your family. A n excellent place to establish yoiu" business. Ideal site for an Industry. Make historic Pulaski, Virginia your home. F o r More Information About Pulaski Contaeti Pulaski County Chamber of Commerce 64 P.O. B o x 1 6 9 Ptalaskl, V a . S 4 8 0 1 Phon« 708-980-1991= programs are in the area of transportation. To help conserve fuel and decrease air pollution, Vienna organized the first homebased car pooling system in the Washington metropolitan area. A local jitney bus system, scheduled to be in operation by summer 1980, will also help citizens save gas and provide convenient lowcost transportation for those without access to an automobile. Vienna residents will also be able to use the Metro subway/rapid rail system when the terminal station just outside the Town limits is completed in the mid1980s. Many citizens have mixed emotions about the station. Although it will make commuting into Washington much easier, the 3,300 vehicles expected to park at the station daily could greatly increase traffic congestion, noise and air pollution within the town. The Town Council has established a task force of citizens and town officials to study the station's potential impact and to begin planning now to maximize its benefits and deal with any problems it may create. The Town government works closely with citizens in many other ways. The Vienna Police Department, through the PACT program (Police and Citizens Together), performs many free services aimed at crime prevention, including home security surveys, house checks for residents on vacation, bicycle registration and safety clinics and engraving of valuables. As a result, Vienna's crime rate is quite low and the police reported a 67 percent case closure rate for 1979, the highest in the department's history. (The national closure for 1979 was about 20 percent.) High Profile of Activity in Vienna The Vienna Department of Parks and Recreation offers programs second to none in Northern Virginia. Activities center around the Vienna Community Center, built in 1966 entirely through donations from town organizations and private citizens. The Community Center �is used for indoor sports, meetings, classes and special events such as antique shows, plays, concerts and fashion shows. The Community Center also houses the Senior Citizen Lounge, an informal meeting room where senior citizens can gather to play cards, receive information about retirement benefits and other matters of interest, or just chat over a cup of coffee. While the Town of Vienna offers a good life in the present and plans carefully for the future, it does not forget the past. In 1979, the Town Council approved the creation of the Windover Heights Historic District, a section in Northwest Vienna of homes built around the turn of the century. Many of these homes contain distinctive architectural features and were the sites of historic events or belonged to prominent citizens. Any new construction or major exterior alteration of buildings within the district must be approved by a special review board to ensure that it is in keeping with the old and historic character of the area. Vienna's townspeople are justifiably proud of their wellbalanced community where the qualities of a small-town lifestyle remain. A CITY CELEBRATING ITS A R T S AND TRADITIONS ^ SALUTES T H E VIRGINIA MUNICIPAL L E A G U E FOR ITS DEDICATION T O EXCELLENCE Norfolk a city deeply involved in its art, its culture and its seafaring heritage salutes the Virginia Municipal League, Virginia's Dedicated Local Government Officials. Mayor �Sound Planning and Fiscal Restraint Fairfax County Fairfax County is pleased to join its neighbor jurisdictions in welcoming members of the Virginia Municipal League to Northern Virginia for the 75th Annual Conferennce. To provide visitors with a capsule description of the County, it is a temptation to speak largely in numbers. With over 600,000 residents, Fairfax County is the State's most populous jurisdiction, and it is not surprising to find that the County operates the State's largest school and library systems. Numbers can speak not just of size, but quality and character, too. For example, Fairfax's urban population enjoys 14,000 acres of green, open and play space in 265 County-owned parks. Over 26,000 county citizens contributed 684,397 volunteer hours to the schools alone last year; the work equivalent of 540 full time employees. Numbers also represent, often simultaneously, resources and costs, successes and problems. Plans for orderly development >* M ^ ^ O ^ >-i S ^ ^ 66 Population growth and a wider role for local governments have challenged Fairfax County policy makers and resulted in a growing range of necessary services. Planning for orderly development, preserving a quality environment and improving financial strength are continuing priorities for the community and they will be emphasized in the decade of the 1980s. In the past decade the County population grew by 160,000; in the next ten years a similar increase is estimated so the challenge will continue. Careful planning for growth is important to the County's environment and its tax base; such planning can minimize costs associated with development of public facilities. In 1975, the County established a comprehensive land use plan which utilizes quantitative analysis to evaluate the impact of development and to assist in the planning of community facilities. Such planning encourrages needed economic development to strengthen the tax base of both the County and the State. For example, between 1977 and 1979, employment by base industrial firms in Fairfax County jumped by 14,163 jobs. That hefty 33 percent increase in two years generated over $229 million in additional annual wages. These wages pay local and State taxes and it is the County's goal to continue this trend. Fairfax County is proud of receiving national recognition for management innovations which improve services and reduce costs. The County's especially coveted triple A bond rating from both major rating services, earned through sound management practices and a strong financial base, has provided the taxpayers substantial savings in debt service. Another example is a computer program which assists assessors in evaluating real property. The computer retains access to compiled information and reduces routine manual computations. As a result, the assessors have increased productivity, and the accuracy of assessments has improved. This is especially important to a jurisdiction which annually re- assesses more parcels of land. than 190,000 Decentralized administration Decentralized administration of County programs is important to efficiently serve residents spread over nearly 400 square miles. Five governmental centers, in addition to the main County complex, provide office space for members of the Board of Supervisors and house those government services best located close to the citizens. The County also provides a full range of human services through three multi-service centers, seven medical and dental clinics, three community mental health centers, five nutrition sites for senior citizens, seventeen libraries and an extensive day care program. Plans currently are being made for the establishment of a sixth governmental center. As Fairfax County faces a new decade, its goals include continued attention to sound and dynamic planning. However, if the County is to retain a sound financial position, fiscal restraint must be practiced and increased productivity must be realized. It is anticipated that some of the more crucial issues facing local government in the decade ahead will involve matters over which the single jurisdiction has little if any control. In solving the problems associated with energy, pollution, transportation and economic uncertainty, Fairfax County will look to its neighbors and to organizations such as the League for cooperation and guidance. �Visit Alexandria, Virginia To shop. For further information contact the Alexandria Tourist Council. 549-0205 �Professional Directory 1625 Eye Slteel Washington. DC 20006 (202)331-1440 ... 8720 Georgia Avdnue Silver Spring. MD 20910 (301) 58S-6001 Geological. Soils and Environmental Consultants L a n d Disposal of Ffnuenis a n d Sludges Solid Wasle Studies • Foundation Evaluations \'iri;itiia .n(.<l|- WV'i Y)", S'lM PLANNING • L A N D S C A P E A R C H I T E C T U R E • E N G I N E E R I N G COMMUNITY D E V E L O P M E N T CONSULTING 800 North 12th Boulevard St. Louis. MO 63101 (314)436-7600 G r o u n d Waler Studies 1 n^-i Ifllt-rv.n .•>n<-iiiK' \ ( U | . . n HARLAND BARTHOLOMEW & ASSOCIATES, INC. • Design • Planning 400 E a s t M a i n Street Richmond. Virginia 23219 Construction Management P H O N E 804/649-8627 Betz • Converse • M urdoch - inc. HIDR Potomac Group Consulting Engineers, Planners and Computer Scientists Vienna. Virginia • Phone: (703) 281-2400 Staunton. Virginia » Phone: (703) 886-8555 Henningson, Durharn S L Richardson Engineers Richmond, VA 23288 • Phone 804-288-4051 Austin Drockenbrough and Associotes BPLDUJin PHD Vg; GREGG LTD. Engineers Planners Surveyors Gannett Fleming Corddry & Carpenter Coinsulring Engineers OfA.ridqe»WdTe. & Sewerage Systems' Envi'onmenldl Studies PrivdteP' • 1 14 E a s t G a r y S t r M t • R . c h m o n d T.l.phon, 8M/644 Engineers and Planners Norfolk, VA 804/461-0155 Virgi 9493 I R N CONSULTING G I N E E R S . 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MUNICIPAL ENGINEERING, A R C H I T E C T U R A L DESIGN LAND DEVELOPMENT - PLANNING, ENGINEERING, SURVEYING, CONSTRUCTION MANAGEMENT URBAN PLANNING F E A S I B I L I T Y STUDIES Valtoy O f t i c * : DESIGN SITE Engineers C o m p l e t e p r o f e s s i o n a l s e r v i c e s for 1 0 5 2 3 M a m Street, Fairfax, Virginia 2 2 0 3 0 , ( 7 0 3 ) 2 7 3 - 8 7 0 0 COLLECTION «, D R A I N A G E & INDUSTRIAL Icl a professional c o r p o r a i i o n M a i n Otfte«: V A .23111 SUPPLY & SEWERAGE Patfon, Harris, Rust & Guy = BUCMARX-MORM Qonsullanls C H A R L E S CONSULTING ENGINEERS and PLANNERS BUSCH CORPORATE CENTER 203 PACKETS COURT WILLIAMSBURG. VA. 2318S STREET MARYLAND 21201 (301) 737-3450 OLVER INCORPORATED JjS<>!^ 1531 North Main W (7031 5 5 2 - 5 5 4 8 Street. Blacksburg. VA 24060 : FEATURING: MEXICO FOKGE AND TIMBERFORM A L P E R S T E I N BROS.. INC. 900 7 t h S T R E E T , N . W . 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UnUTUSRVICE Accounting Specialists To Local Government National Leaders in the Preparation of V \G T A N K S Cost Allocation Plans 1115 H u n t i n g Ridge R d . , Raleigh, NC 2 7 6 0 9 919/847-1069 p,o box 88 madison, north Carolina 27025 (919) 427-0216 • COMPLETE MAINTENANCE SERVICE O N STEEL WATER TANKS SANDBLASTING, COATINGS, LINERS, RECOMMENDATIONSA N D SPECIFICATIONS • DISMANTLING A N D • LADDER SAFETY EQUIPMENT • N E W STEEL GROUND STORAGE TANKS FOR WATER A N D FUEL �Most of the people who benefit from the Virginia Municipal League donY even know it exists. You don't have to know the Virginia Municipal League to see the good that it's doing. Schools, housing, hospitals, energy systems, waste treatment facilities, redevelopment activities and road improvements all depend on municipal bonds. And for 75 years, the Virginia Municipal League has helped bring these bonds to market whenever and wherever they're needed. At Blyth Eastman Paine Webber, we honor the Virginia Municipal League for its continuing service to local government. Blyth Eastman Paine Webber is a leader in negotiated and competitive municipal issues. For over a century, we've built our reputation on innovation and expertise in all phases of investment banking—backed by outstanding service, distribution and capital strength. We want you to know more about the Virginia Municipal League. For while its praises often go unsung, the good it's doing seldom goes unseen. B L Y T H EASTMAN PAINE W E B B E R INCORPORATED 1221 Avenue of the Americas, New York, NY 10020 (212) 730-8500 �� Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 15, Number 9 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource September 1980 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198009 https://www.virginiaroom.org/digital/files/original/69/6433/198010.pdf 4fdf303ccf32f511bb00b39493dd0b0e PDF Text Text VOLUME 15 OCTOBER 1980 �\ \ Editorial FROM WITHOUT TO WITHIN Pogo or Arnold Toynbee? Take your choice. Pogo says that we have seen the enemy and he is us. Toynbee contends that the most disreputable of all intellectual pursuits is predicting the future. So what do you say: Are you the enemy (i.e., are you part of the solution or part of the problem), are you afraid of the future, or are you simply confused about what's going on in the cities and towns that you attempt to manage? Three recent publications have appeared that offer perspectives and some insight into what's going on now in our cities and towns, why things are as they are, and what's going to happen next yearand the next. Hopefully, we are smart enough to know to seek assistance and will turn to some of these books for guidance. Most accessible, global, and enjoyable of the three is Alvin Toffler's The Third Wave (William Morrow and Company, New York, 1980, 544 p., $14.95). As the keynote speaker at the Phoenix International City Management Association (ICMA) Conference, Toffler outlined the major premises that constitute his book. But whereas his delivery was painfully dry and boring, his work is spritely, interesting, irritating, and challenging. For Toffler, the future begins now. The "Third Wave" is upon us. Two great waves of social transformation have been experienced, he states: the first, the Agricultural Revolution (8000 B.C. to around 1700 A.D.); the second, the Industrial Revolution. Today, we are well into his third wave-the Technological Revolution. He describes our times as one of struggle between second wave and third wave elites. Whereas the former have depended on nonrenewable energy sources, specializations, adherence to machine rhythms, the nation state and representative government, the latter will have floating cities utilizing oil "grown" in the sea, flextime working arrangements, international (actually interregional) association, and participatory government. Like a kid in a toy store, Toffler is agog at the "new" possibilities. In one passage, he describes the wonder of his new "word processor" and looks forward to the end of secretaries. Elsewhere, he describes an "electronic cottage" where people stay home to work on computer consoles and spiffy new information systems. On every page there are provocative thoughts. No one, hopefully, will agree with all of them. But, their implications for local government are obvious: flexible working hours are a reality; party politics have become obsolete. Upon completion, one has a truly global view of the forces that created our society in the past. One also is given an appreciation of the new forces confronting each of us-and receives some insight as to how to deal with them. Toffler is an optimist. Richard J . Barnet is not. In his The Lean Years: Politics in the Age of Scarcity (Simon and Schuster, New York, 1980, 349 p., $12.95), Barnet looks at the world's resources-how much there is of them, where they are, and who controls them. His work is a study of the international struggle for energy, oil, food, minerals, and water. All are scarce. All are at the center of what's going on in the world today. Barnet's basic assumption is straightforward: the world is composed of finite resources that are being relentlessly plundered by a multinational elite. His insights into this situation cause shudders. In a work of true scholarship, brilliantly written, Barnet unravels the scarcity puzzle. He outlines the history of the oil companies since the 1973-74 energy crisis, explores the politics of our petroleum economy, recounts the federal government's responses to the oil shortage and evaluates the energy alternatives to OPEC oil, Barnet then reports on the speculation in the world's minerals and the resulting inflation. He describes how this country's political alliances have often been based on "who's got what minerals." In frightening candid terms. The Lean Years reveals the way the Five Families of Grain contribute to high food prices, as well as the maldistribution of food. One is shown how international and state-tostate water battles are raging, how labor has become an internationally-traded commodity, and why the world unemployment crisis is the time bomb of the eighties. Such resource struggles will (and have) reduce the quality of our lives. But-Barnet tells us what we can expect until reorganization, conservation, and technology can provide us with substitutes for the limited and disputed resources we Americans so long took for granted. While one, particularly a number of local managers, can readily understand the section on the politics of water, other issues demand greater analysis for local implications. But the result-understanding-is worth the effort. Of the three books being considered, Robert W. Poole, Jr.'s Cutting Back City Hall (Universe Books, New York, 1980, 224 p., no price listed) has the most obvious direct implications for local government officials. But, it is also the shallowest and least thought-provoking of the two. In essence, the author is asking the question why? He suggests that managers (since the public is already) examine each and every municipal program and ask-why-why do we do it? Why is it a municipal responsibiliiy? Why should tax dollars be spent on it? With this perspective serving as his microscope, he scrutinizes police, courts, fire protection, ambulance service, garbage collection, leisure and recreational services, transit systems, social services and health care, planning and zoning, city management, public works, and schools. No sacred cows are spared. His conclusions, complete with numerous program examples, are that a manager can save a city money by prioritizing (service delivery by more efficient private providers) services, establishing user chargers (having only the users of a particular service pay for it) and/or thinking smarter (applying analytical and business methods to the production of public services). Nothing too original is contained here, though some of the examples given are quite effective and interesting. Be one Pogo or Toynbee, one must agree with Bob Dylan: the times they are a changing. And managers must take heed. The authors reviewed convincingly argue that it matters very much to local government managers what OPEC does. That it matters very much what the condition of the dollar is on Tokyo money markets. And that managers must look far beyond the boundaries of their towns and cities in order to understand what is happening within their towns and cities. 5iiiJl(k.3!!r Edwins. Clay, III Assistant to the City Manager for Public Information and Human Resources City of Virginia Beach �Virginia *Gty Editor The official publication of the Virginia Municipal League Charlotte Kingery V O L U M E 15 O C T O B E R 1980 Associate Editor Editorial Assistant Advertising and Business Manager N U M B E R 10 B r a g d o n R. B o w l i n g , J r . Margaret A. Nichols Sandra J Harmon 4 W h a t Is Cash Management? " T h e a u t h o r e x p l a i n s h o w l o c a l i t i e s c a n p l a n to insure m a x i m u m cash availability and yield on investments." 8 A c t u a l Dollars Saved in Appomattox " T o w n M a n a g e r B i l l B r i t t o n tells h o w A p p o m a t t o x has saved since 1978." 10 Fire Chiefs Hold 50th 15 T h e s t a f f of V I R G I N I A T O W N C I T Y e x p r e s s e s a p p r e c i a t i o n t o T y l e r A k e r s , s u m m e r intern w i t h t h e V i r g i n i a M u n i c i p a l L e a g u e , f o r his a s s i s t a n c e in p u b l i s h i n g t h e 7 5 t h A n n i v e r s a r y C o n f e r e n c e ( S e p t e m b e r ) issue of this p u b l i c a t i o n . T y l e r is a s t u d e n t at t h e U n i v e r s i t y of V i r g i n i a . Sources of Revenue for Localities " D e r i v i n g m o s t of their a u t h o r i t y f r o m t h e S t a t e , l o c a l i t i e s h a v e a n u m b e r of t a x e s a v a i l a b l e to t h e m . " 16 Police Chiefs G i v e Awards 18 Getting Less Now and Enjoying It More Later " M u n i c i p a l i t i e s are offering employees deferred compensation plans." 19 Virginia to V o t e on 4 Questions 20 Transferable D e v e l o p m e n t Rights and Historic Preservation Statements and opinions presented in this magazine do not necessarily reflect the editorial policy and opinions of V I R G I N I A T O W N & CITY or the Virginia Municipal League " T D R m a y r e s o l v e t h e d i l e m a of t h e t a k i n g of a b u i l d i n g and government c o m p e n s a t i o n . " DEPARTMENTS 2 Editorial 7 People 21-23 On T h e Cover: P h o t o g r a p h by Mike Pocklington. < Directories TELEPHONE 804/649-8471 V I R G I N I A T O W N & C I T Y (ISSN0042-6784] is the only official magazine of the Virginia Municipal League [formerly the League of Virginia Municipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1980 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per copy. z O H < Z u > �What Is Cash Management? By James Lewis Cash management is the management of local funds to insure maximum cash availability and maximum yield on the short-term investment of idle cash. Why is there a need for cash management? Local governments are confronted with increasingly complex processes and pressures in the management of municipal finances. Demands for expanded services and increased personnel costs are exceeding available revenues and any revenues generated from the investment of idle cash funds can help defray some municipal government operating costs. Cash management is one technique to increase available local revenues. Can cash management work for medium-sized and small cities and towns? There is a perception that cash management is only for larger municipal governments, due in part because much of the literature available on the subject is highly technical and oriented toward a large organization. Cash management can be kept very simple in the small community and, keeping idle funds working even at a low interest will provide good returns. The effective management of funds is well within the capabilities of virtually all municipal governments. Who should operate a cash management program in your locality? Many large cities have a full-time manager of cash and short-term securities, trained and experienced in finance. Smaller communities, however, usually employ one person to take care of all financial management activities and should be the person with cash management responsibility. He becomes the city or town 'cash manager'. Where does the cash manager begin? The first step is to organize the scheduling of cash flow for a reasonable period into the future so the amount of funds available for investment and the period for which they can be invested will be known to the fullest extent possible. What is "cash scheduling"? This process relies on reviewing past financial transactions and estimating the repetitious occurence of these transactions. A review of four years should be sufficient to determine patterns of incoming revenues and outgoing expenditures. This cash flow analysis is critical and should be done very carefully. Once the review has been completed, future estimates of cash flow for at least six months may be completed. The advantage of the cash flow schedule is that the cash flow of the municipality is estimated in such a way as to provide a basis for maximizing investment potential. By reviewing the amount of ABOUT THE AUTHOR Mr. Lewis is an Intern with the New England Municipal Center in Durham, New Hampshire. The Center is a regional municipal government resource and program center sponsored by six state municipal leagues. excess cash available at the end of each week, investments can be undertaken to generate the highest yield possible. Where does the cash manager begin the process of "cash scheduling"? The cash manager should critically review each checking account maintained by the municipality. The number of checking accounts should be held to a miminum. For example, the opportunity to invest idle cash would be more obvious and the mechanics would be less complicated if four bank accounts were combined into one. In addition, the cash manager may be able to invest larger amounts temporarily at higher interest rates than would be possible for smaller amounts. A standard procedure should be established for same-day deposit of all municipal receipts. Undeposited receipts cannot be invested at day's end. Which financial institutions are important in effective cash management? The answer is those institutions which on a day-today basis are active in money markets. The more commonly known financial institutions include banks, savings and loan associations, investment brokerage firms and mutual savings banks. Banks are important in cash management to a municipal government. First, they provide access to primary and secondary money markets. Second, they provide essential services which, if not provided by a bank, would be provided by the jurisdiction itself. These benefits are not free. Banks make money by earning interest on money they loan. The amount a bank is able to loan depends directly on the amount of deposits it has on hand. Because local governments are often large depositors, banks normally will complete their accounts. For the efficient achievement of cash management goals, the following conditions should exist: (1) The municipality must know the services which are available to it from the bank; (2) The municipality must know its costs and the bank's cost of providing each individual service; (3) There should be periodic competition among banks for the depository accounts of the municipality; (4) On-going banking relationships must be continually evaluated;and (5) There should be open competition among financial institutions on a day-to-day basis in order to get the best values when making investment decisions. What is an investment strategy? It is a plan that governs the actions taken in a cash management program on a day-to-day basis to achieve the cash management goal of maximum yield on cash available for investment. The strategy provides guidelines for daily or weekly investment decisions and should include the following: (Continued, page 6] �Terms Money market identifies the place where municipal governments invest idle cash. Primary money markets involved the first sale (or purchase) of an investment instrument, where the investor buys directly from the issuer. Secondary markets occur when investment instruments are purchased and sold among investors without affecting the obligation of the issuer. Primary markets allow investors to bid directly for the purchase of a security with the issuer, and tend to allow more favorable prices. Secondary markets allow an investor to purchase a security on other than the date of issuance or to sell a security prior to its maturity date, which is how a security achieves liquidity. Maturity is the date on which the issuer will redeem the principal at par (face) value. This determines the length the security will be held, be it 30 days, 90 days, one year, five years, etc. Ideally the cash manager will buy a mix of securities with maturity dates spaced out evenly. Marketability is a key issue related to maturity because it dictates the terms and conditions of a sale prior to the maturity date. The stronger the demand and the maximum activity in secondary markets, the more marketable or "liquid" it is. Risk involves the possiblity of losing some or all of the initial invested principal. Risk is usually limited by legislation by restricting investments to only the safest securities. Most securities in which local governments are allowed to invest are backed by the US. Government or banks issuing the securities. Call provisions allow the issuer to repay a security's obligation prior to its maturity date. This is disadvantageous to the investor because it makes the possible sale date unpredictable. Call provisions are more common in corporate securities and are often not a major concern of the local government investor. Taxability implies that the interest earned is non-taxable by the federal government (such as municipal bonds). For that reason, the pre-tax yield on such securities is lower than on most investment instruments with taxable earnings. Repurchase agreements, commonly called "repos", are the most flexible investment instrument available because they allow a jurisdiction to negotiate the yield and maturity. Generally they are in effect from one to seven days. It is an agreement with a commercial bank wherein a municipal government with money to invest purchases a security from the bank in return for the bank's agreement to "repurchase" the security on a specified date for a specific amount. No risk is involved because the principal is guaranteed and the return is fixed. The minimun denomination is usually $100,000. U.S. Treasury Bills, "T-Bills", are sold by the U.S. Treasury in denominations of $10,000, $100,000, $500,000 and $1,000,000 for maturity periods of 91, 82, 270 and 360 days. They are I essentially risk-free and have an active secondary market which makes them quite liquid. These Treasury obligations bear no interest, but the yield results from purchase at a discount from the redeemable value. U. S. Treasury notes and bonds are obligations that are interest bearing and range in maturity from one to ten years for the notes and 10-30 years for the bonds. Denominations can range from $1,000 to $1,000,000, with the lower maturity issues having high liquidity. Both have an active secondary market, though primary market availability is sometimes a problem. Federal agency securities vary widely depending on the issuing agency and although they are not technically legal obligations of the U.S. government, there is little risk involved because the government closely supervises the issuing agency. Maturities range from several months to several years, and the key advantage to smaller jurisdictions is the low minimum denomination requirements. The secondary market is active and liquidity is excellent. Negotiable certificates of deposit offer the advantage of high interest bank deposits for a generally short term of investment. Both maturity and interest rate are negotiable Maturities start at 30 days, but denominations are high, starting at $100,000. The primary market exists constantly, while a good secondary market provides generally high liquidity. Certificates of deposit are long term investment instruments, generally ranging in maturity from thirty days to seven years. They are available from banks and savings and loan associations at any time, and maturity and interest rates are negotiable. The minimum denomination is $1,000 with the risk being low. Emergency liquidation may include penalties. Time deposits occupy the middle ground, between "CDs" and "Negotiable CDS." The maturities are generally short, running from 30 days to a year. Neither interest rates nor maturities are negotiable. Liquidity is limited by the yield penalties for early withdrawal and lack of a secondary market. Commercial paper represents promissory notes of finance corporations or industrial firms. It involves greater risk than the other instruments mentioned above and many states have legal restrictions against its use. Maturities range from 5-270 days, with daily availability in primary markets. Liquidity is low because no secondary markets exists. Denominations start at $100,000 and extend to $5,000,000. Long term debt allows the local government to stretch cash payments for a large capital improvements project over a longer period of time. It is unlike almost any other obligation of a local government in that it commits the jurisdication to a financial obligation for a number of years. Most cash management problems are associated with longterm debt. The municipal government must plan well in advance to insure that payments can be met and that the size of the transaction is well within the capacity of the municipality to pay. Short-Term Debt provides necessary cash to sustain a local government through a period in which revenues and reserves are not sufficient to meet cash availability objectives. Short-term borrowing is usually severely restricted by state and city charters primarily to insure the solvency of local governments. Nevertheless, it is a legitimate tool of local government cash management. When expenditures must be met to maintain government operations and it is clear the debt will be issued for a specific period of time (less than one year), and when the revenue to repay the debt is assured, then the use of short-term debt is warranted. It should be noted that frequent issues of large amounts of Tax Anticipation Notes and Revenue Anticipation Notes could have an adverse effect on the credit rating of the municipal government. �(1) A cash budgeting capability and the knowledge of investment securities by the cash manager; (2] A written strategy prepared by the cash manager; and (3) A revision of the strategy on a quarterly basis. Which criteria should be considered in developing an investment strategy? 1. The amount of money available to invest. The cash budget combined with information on current investments determines the forecast of the amount of cash available to be invested. 2. Money market conditions. An analysis of historical and present money market conditions helps forecast the expected increase or decrease in the yield rates of various types of securities; 3. Mix of securities. The cash control and reporting system should provide information about the current mix of investments (which investments have been made and for what periods of time) representing the investment portfolio at the beginning of the period covered by the strategy. The effectiveness of the investment strategy is best measured by the ability to achieve the yield, dollar return and efficiency objectives set out at the beginning of the year. Actual results should indicate how well the strategy worked. Establishing the strategy is a dynamic activity. It should not be followed only because it was set out and written down. On the other hand, the worst situation would be one in which a cash manager totally disregards the cash management strategy in favor of a day-to-day approach. What are collection, deposit and disbursement procedures? Collection Procedures. Localities should request payment at time of delivery of services in the same manner as private business. Regular billing should be followed by dunning notices and late payment penalties to encourage prompt payment. Property tax due dates, methods of notification and penalties are usually defined by state law, and a change in any of these procedures would be difficult for any jurisdiction to implement. The collection of funds from other sources, e.g., outside funding agencies, are usually received on a schedule dictated by the outside source. Depending on the program, there can be wide latitude exercised by the fiscal officer of the funding agency as to when the payments are made. A good relationship with this individual, and an understanding of the rules under which they operate, can result in the prompt scheduling of payments. Deposit Procedures. Many internal procedural changes can accomplish more rapid deposits. Increased staff help during periods of heavy property tax collection time can speed the processing of the mail and the placement of receipts in the bank. Many banks will accept direct mail transmission of property tax payments from property owners. Arrangements can also be made to receive other revenues in this manner. Under this arrangement, the bank deposits all receipts for each day and forwards the paperwork to the local government for processing. This removes a step in the deposit process and payments become available for use or investment almost immediately upon receipt. Some banks have the facilities for receiving notice of fund transfers electronically and arrangements can be made with outside funding sources to make such transfers and eliminate the time lost in mailing. This opens the possiblity to earn an extra one or two days interest. Disbursement Procedures. Disbursement should be timed to remove cash from the treasury only at the last possible moment. Control of routine disbusements is essential. This should be tempered by the need to conduct business in a fair and equitable fashion. Dissatisfied vendors will only complicate matters. A solution to the control problem is to schedule only two payrolls and two vendor paydays per month. Vendors will become accustomed to the routine and not complain. Another system of "aging payables" can improve disbursement control. As invoices are received they should be analyzed and a payment date fixed. They can be filed by payment date and disbursements made on those dates. Factors can be filed by payment date and disbursements made on those dates. Factors which may effect the payment date are discounts available, standard policies for handling different types of invoices, past history of the vendor and the method of payment. Discounts for early payment may result in savings. Good vendor relations are important. Often a locality faces a short-term cash shortage. Rather than borrow, the municipal government might make cash available by delaying disbursements for short periods of time. In such instances, good communications and a history of good relationships with vendors can help a municipality through this period. What should a cash manager be aware of when considering investment opportunities? A knowledge of the available alternative investments and their characteristics is fundamental to developing a viable investment strategy. Common government investments are bank certificates of deposit, repurchase agreements, time deposits, U.S. Treasury obligations and U.S. agency securities. A list of definitions is included with this article. Every cash manager should become acquainted with the terms. �People Appointments J. Hamilton Lambert was appointed County Executive by the Fairfax County Board of Supervisors. At the time of his appointment, Mr. Lambert was acting County Executive. He has spent more that 20 years on the county staff and has worked in or been closely associated with practically every department of Fairfax County government. In 1979 the Metropolitan Washington Council of Governments presented him with its Metropolitan Achievement Award. A graduate of a local planning administration courses at the International City Management Association's Municipal City Managers Institute in Chicago, Mr. Lambert also attended the leadership and management program conducted by the University of Virginia. Suzanne B. Schell was appointed Director of Historic Resources for the City of Alexandria. Ms. Schell was formerly a senior program administrator at the National Endowment for the Humanities and also has been the administrator of Sully Plantation for Fairfax County Park Authority. The Town of Urbanna appointed Gilbert E. Woodard, Jr. to serve as Town Attorney. A graduate of Wake Forest University and the International School of Law in Washington, D.C., Mr. Woodard has a general practice of law specializing in real estate and business organizations. Beverly Anne Brewer was appointed Surry County Administrator. She is the first black woman to hold such a position. Ms. Brewer is a graduate of Saint Paul's College and was the Director of the Personnel Department and the grants program for Brunswick County. While in Brunswick County, she set up a federal Comprehensive Employment and Training Act (CETA) Program considered to be a model by state and federal officials. Her appointment was effective October 1. Honors Roanoke City Director of Finance, Joel M. Schlanger, was elected to a four year term on the National Council of Governmental Accounting (NCGA). The Marion Town Council held special ceremonies to recognize Walter Boone, former Police Chief and a retiring member of Council. Mr. Boone served a total of 38 years with the Town. Charles Hester, Henry Harman and Harold Wall recently received ICMA's Certificate in Management Achievement for completing five inservice correspondence courses offered by the Training Institute. All three are employees of the City of Richmond. Bern Ewert, City Manager of Roanoke, won the Management Innovation Award for Economic and Community Development from the International City Management Association ( I C M A ) . Mr. Ewert, manager of Roanoke since December, 1977, developed and implemented a comprehensive revitalization plan known as Roanoke Design '79, which maximized citizen participation and encouraged public and private cooperation. The award, which praises managers and their cities for innovative programs developed and implemented in response to the needs of the communities, is one of six given annually by the Association. VML STAFFER APPOINTED J. Craig McCormick was named Director of Public Safety of Manassas Park, Virginia. He was the In-service Training Coordinator for the training program conducted by the Virginia Municipal League and the Virginia Association of Chiefs of Police. Mr. McCormick holds an Associate degree in Police Science from Tidewater Community College in Virginia Beach and a Bachelors degree in Criminology from St. Leo College in Florida. He was a detective with the City of Virginia Beach from 1969 to 1976 and the Executive Director of the Private Security-Polygraph Boards from 1976 until he accepted the position with the League. In 1970, he was named "Police Officer of the Year" by the Virginia Beach Jaycees and was given the same honor by the Virginia State Jaycees for 1970-71. Mr. McCormick's responsibilities with the City of Manassas Park were effective July 10, 1980. He will oversee both the police and fire departments. Police Chiefs Allen Barley, a former officer with the Winchester Police Department, was appointed Police Chief of that Department. The Town of Warrenton appointed John W. Zelaska as the new Police Chief Chief Zelaska was a former police officer for Fairfax County. Blackstone Town Council accepted the resignation of Police Chief L. B. Farley who announced his retirement September 1. Chief Farley had served as chief for the past 34 years. Wayne Scott Shields, former acting Police Chief of Petersburg, was appointed Police Chief. Financing Public Power Requirements > U z Deaths Falls Church mourns the loss of Samuel James Dennis, a long time civic leader and former councilmember who died May 30. Mr. Dennis had served on the Falls Church Planning Commission and was a councilman from 1948 to 1949 and from 1961 to 1969. The Virginia Municipal League extends sympathy to the City of Falls Church and to the family of Mr. Dennis. O • F i r s t Boston The First Boston Corporation 20 EXCHANGE PLACE NEW YORK, N.Y. 10005 (212) 825-2000 u �Actual Dollars Saved in Appomattox By William R. Britton u Q Z < z O < z u Trying to keep a municipal budget to a minimum can be difficult. Maintaining the level of service while cutting dollars adds a challenge but a small town of 1,400 seems to be heading in the right direction. The Town of Appomattox has cut its budget in actual dollars since 1978. There was a slight increase in the 1980 budget but it is still below the 1978 figures. A historic town covering 1.2 square miles, Appomattox has a public works department, a small police force, maintains public buildings and performs some street maintenance. Council and staff are not unlike other localities, their biggest challenge is providing services with the least amount of money. The first step in accomplishing a lower budget was joint services with the County of Appomattox so services would not be duplicated. Dispatching law enforcement personnel is handled by the County through the sheriff's department at no expense to the Town. The County also performs building inspections without charging the Town. Fire protection is shared by the Town and County; the department is housed in one building with expenses split between the two localities. Trash pick up is provided by the Town while the County operates the sanitary landfill. Recreation and leisure services are also shared. Always a large budget item, personnel costs were a major factor in decreasing the budget. After realizing that the Comprehensive Employment and Training Act (CETA) program paperwork resulted in an overload of office time, the contract was dropped. To compensate for the loss of the CETA employees, Appomattox hired local high About The Author Mr. Britton is the Town Manager of Appomattox. school students through a summer work program administered by the Virginia Employment Commission. The school handles the paperwork. The Town has a second training/work program through VEC in which employees are trained and employed for six months by the Town before finding permanent jobs. Additionally, there is no overtime for salaried employees and their compensatory time is limited to 120 hours. Hourly staff do not carry overtime hours. Department heads were asked to work with the goal of cutting dollars but were reminded that the same services should be provided. To assist in this goal, an incentive program is being prepared. If the budget allows, employees will receive a bonus at the end of the year. Other, smaller practices have been implemented to cut the Town's budget. Bidding on quality equipment in order to get a better price has proved helpful. Recently the public works department purchased a large amount of pipe at a bargain price in order to save dollars and prevent buying higher priced pipe in the next budget year. When there is not a bargain, a purchase is either not made or a less amount is bought. Money on office supplies has been saved by using pens and pencils from local banks who provide them as advertising promotion. Several years ago Appomattox turned all of its streets over to the State to maintain since only five streets did not meet the criteria set forth by the State when taking over maintenance. This practice has saved the Town thousands of dollars. In order to accommodate the citizens in snowy weather, Appomattox provides personnel and gasoline to clean streets while the State provides the equipment. Otherwise the streets would not be cleaned in time for citizens to go to work since the State's priorities on snow days are highways and other roads. Localities should be persistent when applying for grants. The competition is overwhelming but Appomattox saved money on capital expenditures since one HUD grant allowed the Town to extend its water lines and construct a 1 million gallon water tank. Another HUD grant helped to redevelop the downtown area. The County of Appomattox and the Towns of Pamplin and Appomattox received a planning grant to prepare a comprehensive plan for the three localities. The Town has also stopped going outside their workforce and personnel to save money by asking employees to be responsible for more than one job. For example, the office manager has the triple duty of also being the accountant and the clerk to the Council. The manager serves as the treasurer, building official, zoning official and secretary to the Planning Commission and the Zoning Board of Appeals. Other departments, such as the Department of Public Works, also assist in office work if it is necessary. The Public Works Department has saved money by working on small jobs with few people but calling on the whole staff for larger projects. By looking to joint projects, cutting personnel costs and using other innovative ideas, the Town has managed to cut its budget. The Town Council is conservative but aggressive and by encouraging the staff to be innovative, money —not services —has decreased. APPOMATTOX BUDGET General Fund Water Fund Sewer Fund TOTAL 1978 1979 1980 $227,028 77,900 25,000 $329,928 $183,494 68,830 20,754 $272,078 $200,379 71,000 21,000 $292,379 �Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V .KOENEN (212-558-3180) BENEDICT T . MARINO LEEK.BARBA (212-558-2840) (212-558-2168) ROBERT M . BROWN, I I I (212-558-3356) T O M E . GREENE I I I (212-558-2680) W. PATRICK MCMULLAN (212-558-3174) R I C H A R D J . ZANARD ( 2 1 2 - 5 5 8 - 3 1 8 2 ) Lehman Brothers Kuhn Loeb Incorporated NEW YORK HOUSTON • • City, County Dedicate Project Alexandria and Arlington County held dedication ceremonies for the Four Mile Run Flood Control Project to mark the culmination of the six-yearlong project. The project required the cooperative efforts not only of the two localities but also the State of Virginia, the Northern Virginia Planning Commission and other groups. The flood control project was authorized under Section 201 of the 1965 Flood Control Act and due to substantial cost increases, the House Public Works Subcommittee on Water Resources had the Corps of Engineers reanalyze the project for cost saving measures. One significant aspect of the project was the requirement by Congress that in order to obtain federal participation, the cooperating communities had to develop and agree to enforce a comprehensive water shed management plan. This plan, one of the first of its kind, won an award from the Virginia Chapter of the American Institute of Planners in 1978. Total federal cost of the Four Mile Run Project is approximately $51 million with the local cost of $12 million. ATLANTA • LOS A N G E L E S • BOSTON • CHICAGO SAN FRANCISCO • • LONDON fDeferred Comp, from page 18) plan is in operation, records must be maintained for each participant, participant inquiries must be answered and the system must be monitored to ensure efficient plan operation at minimum cost. Generally, most administrative costs are passed on to participants. So the more employees participating, the lower the cost to each - a good reason to offer the plan to many, rather than a few, employees. Because there are many financial products available for investment and administration, municipalities should seek competent advice. The legislation and interpretations of that legislation have changed too fast and too often to leave the responsibility to those unfamiliar with the genre. f l D R , from page 20) the society sold only its unused development, or density, rights to the developer of a nearby office building for $550,000. Acquisition of the development rights allowed the office building to exceed the ordinary limits by two floors, adding a total of 82,000 square feet. The proceeds of the sale were used to establish a fund to ensure DALLAS • TOKYO the long-term maintenance and preservation of the mansion. Like all new ideas, TDR has met with criticism. What would happen, some have asked, should there be no demand for development rights? If that were the case —and it could be if builders did not wish to exceed the zoning restrictions already in p l a c e then the whole idea would fail as a means of providing compensation to owners of preserved landmarks. If the government agrees to support the price of development rights, or to by all unwanted development rights, it is in effect providing compensation even though the idea of TDR is to remove the government from that role. Finally, owners who have no intention of changing or demolishing their landmarks will be in a position to reap a windfall by selling unused development rights. They will perceive no loss yet they will receive compensation. These and other criticisms notwithstanding, some notable successes such as the Heurath Mansion indicate that TDR is a viable tool in land use planning. In some situations TDR can be a solution to the difficult problem of providing for historic preservation at low public cost and with compensation fair to owners of landmarks. �Fire Chiefs Hold 50th Over 130 people attended the 50th Anniversary Conference of the State Fire Chiefs on July 9-12 at the Sheraton Fredericksburg Inn. The Association was fortunate to have four distinguished guests. The Honorable George W. Jones, Member, Virginia House of Delegates, Chief Rocky Rockenbach, President of the International Fire Chiefs Association, H. Selwyn Smith, former Secretary of Public Safety and Rodney T. Layman, Secretary of Public Safety, attended the Conference. In addition, many of the past presidents of the Association attended and joined in the activities. Outgoing President Harry G. Cladding, Jr. was presented a plaque from the Association and a Distinguished Service Award from Fire Services Training. Roanoke Fire Chief Carl C. Holt was elected President while York County Fire Chief Wallace J. Robertson was elected First Vice President and Henrico County Fire Chief Walter R. Stickel was elected Second Vice President. The Executive Committee includes the following: Christiansburg Fire Chief James W. Epperly, Roanoke County Fire Chief Robert N. Monroe, Chesterfield County Assistant Fire Chief F. Wesley Dolezal, Fairfax County Fire/Rescue Deputy Director Alfred A. Savia and Augusta County Fire Chief Ronnie B. Garber. Chief Gladding will also serve on the Executive Committee as Past President. Harry Bailey, former Town Manager of South Hill and Chief of the Volunteer Fire Department, was awarded Honorary Membership during the Annual Business Session. [ R e v e n u e , from page 15) cent local option addition to the three cent state sales tax. Since all localities have exercised their option, the general sales tax is 4% statewide. As indicated above, there is specific statutory authority for eight different forms of local taxation. The rates for all of these taxes, except the real and personal property taxes, are limited by statute. These same taxes, with the exception of the transient occupancy tax, are the only taxes counties can impose. There is additional taxing authority available to municipalities under the Uniform Powers Charter Act. These include the cigarette tax which is limited to certain cities by Section 58-757.27 of the Code of Virginia, the 58-76.1 of the Code the transient occupancy tax which is granted to a few counties by Section 10 of Virginia, restaurant and meal tax, and the admission tax. From left to riglit: (Front row) Chiefs Al Savia, Julian Taliaferro, Bill Anderson, Carl Holt and Harry Cladding. fBacfc row) Chiefs Ronnie Carber, Wally Robertson, Bob Monroe, Walter Sticl<el and jim Epperly. President Cladding presents a model of a firetruck to Rocky Rockenbach, President of the International Association of Fire Chiefs. Newly elected President Carl C. Holt of Roanoke (left) and outgoing President Harry T. Cladding of Tappahannock. Reap, The Benefits. A s a V I F at the America House, you're guaranteed a reduced rate of $20 for a single room or $26 for a double (plus tax) throughout 1980. Y( )u're entitled to a night's fi"ee 1( >dging ;ifter staying with us seven nights over the period of one year. You can rash person;iJ checks of up to $2,5 per day, make k )ail phone rails free of charge and check out as late as 1:,30 p.m. Reap the benefits of being a V I F . Write or rail us for a V I F appliration at the Amerira House Motor Inn (foniierly the Sheraton), Belvidereand Franklin Streets, Richmond,Virginia2:5220. (804)643-28;]l. AMERICAS HOUSE �TURN THE R\GE AND DISCOVER HOW ORGANIZAnONS LIKE YOURS CAN SOLVE TODAYS COSTLY MANAGEMENT PROBLEMS. �Most governments are fuss budgets. — They have to be. Every fiscal year they're helc accountable to the taxpayer for every single penny ' That's why they should call .-i::::::,^-^^ on C&P. ~,' Managing a govemment's budget really means managing a ton of information. Using communications technology to help manage this information happens to be our specialty So we can offer one of the more sophisticated terminaloriented budgeting systems in the world. A Dataspeed®40 keyboard display and printer system. We came up with Dataspeed systems especially for people who have to get their facts straight. So here are the straight facts. The dataspeed series is capable of inquiry-response, data entry and data retrieved. It interacts with a circuitry that actually catches transmission errors. Not only that, but you can use as many stations as you need. Hundreds. Or just one. Your stations can share the same private line, so they can also share transmission costs. You can enter your message and edit out mistakes before you transmit. Then Dataspeed automatically sends it for you, faster than the speed of fingers. Speaking of which, we also made the Dataspeed easy to operate. As easy as the printer system that goes with it. It puts your data on •' : • —n.mnu.n .,. . . . . . u i , . , : . . . . i a n . n,i... �mrS BUDGET ^ACCOUMBLL paper. So what you have in your computer you can also have in your hand. We could go on and on about our Dataspeed systems. But we think your own experience will say a lot more than we can. Just call your C&P Account Executive, oryour local Business Office. We know you'll be impressed. Because as far as your budget's concerned, our Dataspeed systems make taxing, a lot less taxing. C&P Telephone. �)UiHVliiNT LIKE DOESNTCOMEWrmA SALESREP There are thousands of people out there Service specialists, who know your equipment trying to sell you their line of information inside and out. technology. Training specialists, who thoroughly instruct . C da ssale, c u c , aa i lot u L uof i yyour u u i ppeople c u p i c 11 The problem is, once they make in how to use your communications them also make something else. fTfn KT^CS technology. A lot of excuses when you I I I f Industry specialists, who need help. I I I I l l f l H ^ understand your specific operation. But C&P won't hand you a Anything from aeronautics to shoe factories to hospitals. line like that. We believe sophisticated equipment like We even have a specialist who coordinates the specialists. ours also needs sophisticated Your C&P Account backing. That's why all of our • Executive. systems come with a back-up A communications expert system. who's only a quick phone call A team of C&P away Or call your local C&P specialists. Business Office. Systems design When you see the specialists, who can technology we offer, and analyze your communithe people who come with cations problems and it, you'll understand why custom design a system C&P equipment doesn't just for you. come with a salesperson. Planning specialists It doesn't have to. who stay ahead of your It sells itself. current needs by keeping C&P Telephone. The knowledge business track of future trends. rrooM It/lljW WTfflA �Sources of Revenue for Localities By Richard F. Weeks, Jr. Questions frequently arise concerning local authority to impose taxes to raise local revenues. Deriving most of their authority from the State, localities have a number of taxes that are available to them. These taxes include the real and personal property taxes; motor vehicle licenses; business, professional and occupational licenses; the merchants' capital tax; the bank franchise tax; the utility consumer tax; and utility licenses. Additional taxes are available to municipalities under the Uniform Powers Charter Act.' These include the cigarette tax, the transient occupancy tax, the restaurant and meal tax and the admissions tax. The transient occupancy tax and the admission taxes are also available to certain counties by legislative authority under Sections 58-76.1 and 58-404.1 of the Code of Virginia. The real property tax is the most significant tax available to local governments. It makes up the largest share of local tax revenues for most localities; although there are some tovk'ns which do not impose a property tax. The statutory authority for this tax is found in Chapter15 of Title 58 of the Code of Virginia beginning with Section 58-758. The personal property tax is second in importance only to the real property tax as a source of revenue for local governments. The statutory authority is found in Chapter 16 of Title 58 of the Code of Virginia. Only tangible personal property can be taxed by localities. Taxation of intangible personal property such as stocks and bonds is reserved by the State for its exclusive use. Tangible personal property falls into two categories. One category is personal property such as cars, trucks, mobile homes and recreational equipment; the other is machinery and tools which is imposed on industry and manufacturing. Farm machinery and animals are exempted from personal property taxation. The merchants' capital tax is authorized under the personal property tax included in Chapter 16 of Title 58 and is imposed as a personal property tax. However, no locality can impose both a merchants' capital tax and a business, professional and occupational business tax. (This tax is discussed later in this article). 'Code Sections 15.1-837 through 75.7-975 About the Author Mr. Weeks is a Staff Associate for the Virginia Municipal League. The significance and incidence of the remaining taxes vary among the localities. The business, professional and occupational license tax is authorized under Chapter 7 of the Code of Virginia, which also authorizes the various licensing activities. Section 58-239 through Section 58-266 deals with the licensing authority and Section 58-266.1 through 58-266.5 authorizes localities to impose local license taxes. These sections were amended during the 1978 Session of the General Assembly placing a cap on the rate of taxation. This is probably the most unpopular of the local business taxes since it is a gross receipts tax which bears no relationship to the profits or losses of a business. The u t i l i t y c o n s u m e r tax is authorized under Section 58-587.1 of the Code of Virginia at a maximum rate of twenty percent and not in excess of fifteen dollars per month. Various utility license taxes can be imposed under Chapter 12 of Title 58. provides a mechanism for insuring that personal property taxes are paid on these motor vehicles and trailers. A locality has the authority to deny a license until an applicant can show satisfactory evidence that the personal property taxes have been paid. The authority for counties to impose taxes within a town vary depending upon the local tax in question. Some county taxes do not apply within the town, if the town imposes the same tax. These include the business, professional and occupational licenses tax and the bank franchise tax. However, when a town imposes real and personal property taxes it does not pre-empt county real or personal property taxes. Other town taxes also pre-empt or partially pre-empt county taxes but the revenues are not as significant. When a town imposes a motor vehicle license tax, the town residents receive a credit on the county tax for the amount paid to the town. This provides a strong incentive for a town to increase its tax to equal that of the county's, since this can be done without increasing the burden on town residents. Although a town business, professional and occupational licenses tax pre-empts the county tax, the merchants' capital tax is an add-on tax, even though a town cannot impose both a BPOL tax and a merchants' capital tax. The utility consumer tax, when imposed by the town, pre-empts the county tax but only for towns providing water and sewer services and police or fire services or schools. Localities have the authority to impose license taxes on motor vehicles under Sections 46.1-65 through 46.1-66 of the Code of Virginia. This tax applies to motor vehicles, trailers and semitrailers and cannot exceed the rates charged by the state. This tax also There is also a one cent sales tax which is administered by the State and returned to cities and counties based on the point of origin and to the towns within a county based on school age population. This was designed as a one (Continued, page 10) Localities can tax bank and trust companies under Chapter 10.1 of Title 58 of the Code of Virginia. This tax is administered by the state. The tax rate is set at one dollar per hundred with the state retaining twenty percent. This tax was formerly known as the bank stock tax but was changed to a bank franchise tax due to litigation against localities which claim the tax was an unconstitutional taxation of federal securities in which most bank assets are held. CAPITAL EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD BRANCH: 1201 CAVALIER BOULEVARD RICHMOND, VIRGINIA 23228 CHESAPEAKE, VIRGINIA 23323 804-262-7341 804-485-4485 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY chemical Spreaaers LINK BELT—Cranes—Excavators F M C / B E A N — S e w e r Cleaner L A Y T O N M F G . C O . — Asphalt Pavers M E Y E R S - S H E R M A N - V a c t o r Jet Rodder" RICHMOND M F G . CO.—Horizontal Boring Machines ELGIN—Sv»eepers ATHEY MANUFACTURING C O . - Maintainer Grader DYNAPAC—Vibratory Rollers G I A N T - V A C — Leaf Collectors D A V E Y — A i r Compressors RO CORP.—Hydraulic Cranes �D. E. Harrison I. C. Chiefs Give Meritorious Service Awards At the 55th Annual Conference of the Virginia Association of Chiefs of Police in Fredericksburg on August 20, 1980, three Meritorious Service Awards were presented to individuals for promoting better law enforcement or performing an act of bravery in Virginia. Dean Erwin Harrison is a Patrolman/Police Officer with the Arlington County Police Department. Officer Harrison distinguished himself last November when he risked his life while off-duty to disarm a gunman who had shot a used car salesman three times. During the struggle with the gunman Harrison was fired at three times at point blank range. All three shots missed. The victim has recovered from his wounds and the assailant was convicted of attempted murder and sentenced to thirty-one years in prison. 16 Richard R. Weeks is a Senior Police Officer with the Fairfax County Police Department In April 1979 Officer Weeks went to the assistance of a Metrobus driver having difficulty with a disorderly passenger. Officer Weeks asked the passenger to leave the bus or be placed under arrest. The passenger indicated possession of a gun and threatened to shoot Officer Weeks and the other passengers. Assuming the passenger to be armed. Officer Weeks told the passenger to shoot him but to let the other passengers off the bus The passengers were unloaded safely and the bus driver was instructed by Officer Weeks how to call for assistance over the police radio. At that point, the disorderly passenger suddenly stood up and threw an object at Officer Weeks. He could then see she was unarmed and proceeded to R. E. Weeks Skelton arrest her. Even though the woman was unarmed, on the basis of the information provided by the driver and the actions and statements of the woman herself. Officer Weeks reacted to the situation in an extremely courageous and professional manner. He knowingly placed himself in potential danger in order to insure the safety of the other passengers on the bus. James C. Skelton is the Administrator of Investigative Services for the Division of Motor Vehicles. Through his efforts the Division of Motor Vehicles has been made a viable source of assistance in identifying, tracking and locating criminals His personal attention, in many instances, has resulted in a closer, more productive utilization of the vast information available. His influence and personal attention has resulted in special computer programming to extract information that would assist in major criminal investigations. The Virginia Association of Chiefs of Police and the Virginia Municipal League congratulate these individuals on the receipt of this honor. Clintwood Council Is Family Affair When Council meets this month in Clintwood, Joyce and Richard Stallard will take their seats as new members. The mother-son duo see no reasons why they cannot work together since they have worked side by side at a family owned florist business for seven years. It was Richard's Idea to run for election first until " m y mother jumped on the bandwagon," Richard revealed. Mrs. Stallard is looking forward to being the first councllwoman on the Clintwood Council after the "Petticoat Government" of the 1950's. Her son, assistant chief for the town's volunteer fire department, is also anxious to get started as a town father. The Stallards' main reason for running was to get involved and to encourage citizen participation. They both agreed that it will not be a "Stallard takeover" of the Council but they will only make decisions in the best interests of Clintwood WHO-WHAT-WHEN-WHERE 3'x4' 'PLANNING CALENDARS The Year In A Flash Get Things Done On Time Assignments Schedules acations Events Bids Time Allocated - L 9.95 S 9.95 Sh pping Time Available Too' F L Res. 4% T a x COOK'S SYSTEMS Total 111 N.W 5 Ave. Fl. Lauderdale, F L 33311 Enter this order and ship to (305) 763-1009 PO. No. Remit Ctia End -.o ,..> Visa i Mo. M-C TIT" 1 Yr. Fi Atten. Street City _ Authorized/Credit card signature date Specifications & prices subject lo change without notice.. �$262,000,000 Massachusetts Municipal Wholesale Electric Company Power Supply System Revenue Bonds 1979 Series A and 1980 Series A The undersigned acted as financial advisor in these transactions for MMWEC's Stony Brook Intermediate and Peaking Projects. L A Z A R D F R E R E S & Co �Getting Less Now and Enjoying It More Later Deferred Comp By Gail P. Scott There may be nothing certain in life but death and taxes, as Benjamin Franklin once remarked. But in recent years, Americans have been looking with great hope at the prospect of at least delaying taxation. For some people, deferring the time they receive money they have earned can help. That day in the future when they take receipt may be the time they plan to retire, when their incomes will generally be smaller and the tax bite they face lower. And reducing Uncle Sam's (and the Commonwealth's) slice of their pie is the objective. Employees of the Commonwealth of Virginia and its municipal subdivisions have only recently been able to defer a portion of their compensation. Virginia enacted the Government Employees Deferred Compensation Plan Act in 1974. However, the validity of plans developed under that act was in question until the passage of the Revenue Act of 1978. That act added Section 457 to the Internal Revenue Code of 1954 (as amended), and the door was opened for municipalities in Virginia to provide a savings plan. 'Should be part of the benefit package' Because there has been confusion regarding deferred compensation plans for their employees since enabling legislation was passed, few Virginia municipalities have offered such plans to their workers and elected officials. Recently, United Virginia Bank began working with localities to assist them in developing deferred compensation plans which should be considered a part of the overall employee benefit package. Employees participating in deferred compensation plans should consider their decision a permanent commitment. No withdrawals are permitted prior to retirement, disability, death, or termination of employment. ABOUT THE AUTHOR Ms. Scott is public relations officer for United Virginia Bank Her article is based on two seminars for financial executives of Virginia municipalities conducted by Kenneth L. Walker, UVB pension trust officer, and Stanley E. Clarke of Stanley E. Clarke and Associates, a Washington, D, C, consulting firm specializing in deferred compensation plans. The seminars were held August 5 at UVB in Richmond and September 18 in UVB's Alexandria main office. except in cases of extreme financial hardship. Therefore, employees should be counseled against use of this benefit for short-term savings. Control of the funds must remain with the employer municipality, or the employee could be liable for immediate taxation of the funds; there must be no 'constructive receipt' by the employee of the income. (Even though the employee has earned the money and the employer has promised to pay him at a future date, there is no constructive receipt as long as the employer continues to keep the funds comingled with other municipal deferred monies.) A deferred compensation plan for public employees differs from similar tax-deferred annuity plans available to public school teachers and employees of some non-profit organizations in two important ways that are a 'plus' for municipal workers. First, as much as one fourth of gross income, up to a maximum of $7500 per year, may be deferred. That $7500 can increase to $15,000 annually under a special catch-up provision during each of the three years before an employee retires. Second, elected officials may participate in deferred compensation plans. In addition, a municipality may choose to offer its plan to every employee or just a select few. Deferred compensation plans are primarily designed for employees who cannot participate in tax-deferred annuity plans. Individuals, however, who qualify for a tax-deferred plan may benefit by participating in both because their contribution limit is generally higher under the deferred compensation plan; contributions to their deferred compensation plan must be reduced by any contributions to a tax-deferred annuity plan. 'Withdrawal is almost impossible' As mentioned earlier, employees electing the deferred compensation plan may not withdraw funds from the plan before retirement, death, disability, or termination of service except in cases of extreme hardship. In addition, these employees must begin to receive benefit payments within 30 days after one of these events, and the payment option cannot be changed after payments have begun. There is also no estate tax exclusion for any death benefit paid. For municipal workers, deferred compensation plans work under the salary reduction concept. Federal and state taxes, but not Social Security contributions, are deferred until the time the individual actually receives the funds. However, Social Security and other retirement benefits continue to be based on gross income before deferral. When benefit payments begin, generally at or after retirement, the recipient will pay state and federal taxes but only on the amount actually received each year, and only at the rate applicable for his income at the time. Since 100 percent of the contribution to the fund comes from the employee, there is no forfeiture provision if the employee leaves the municipality before retirement. If a participant in a deferred compensation plan terminates employment other than through retirement, death, or disability, payment may be made in lump sum or in monthly payments, depending on the option selected. Current federal regulations do not permit the portability of this benefit. Once a municipality has decided that it wants to offer at least some of its employees the benefit of a taxdeferred compensation plan, where does it go from there? First, a plan must be developed that will meet the employer's requirements as well as all applicable federal and state laws. Next, filing materials must be prepared and approved by regulatory authorities, including the Virginia Deferred Compensation Commission. Then the municipality must appoint a deferred compensation committee to develop plan schedules and procedures, to select financial products and to resolve questions that may arise regarding the plan. Specifications for the investment of plan assets must be prepared, and all administrative procedures and forms designed. The employer is also responsible for developing accounting procedures for the plan as well as informing employees about it through printed materials and group meetings. Individuals interested in participating will need personal counseling as well. Once the deferred compensation (Continued, page 9) �RICHARDAFARRIER 1921 -1980 RICHARD A FARRIER Richard A. Farrier, VML Third Vice President and Staunton Councilman, died July 18,1980. Mr. Farrier served three two year terms as Staunton's Mayor from 1968 to 1974 and was in his fourth term on Council at the time of his death. The League will miss one of its most able and longstanding leaders. Mr. Farrier first served on the Executive Committee in 1971 and was elected Fourth Vice President in 1973. He was defeated for reelection as Mayor on 1974 but won a seat on Council in 1976. He also was elected to the League Executive Committee for the second time in 1977; and was elected Third Vice President in 1979. Councilman Farrier was known statewide for his public service. He was a past president of the Virginia Easter Seals Society and was a delegate to the White House Conference on Small Business. He was also a member of the State Council on Criminal Justice. Mr. Farrier was a welcome visitor to the League office during his frequent trips to Richmond. The VML extends sympathy to his family and to the City of Staunton. Virginia to Vote on 4 Questions By Bragdon R. Bowling, J r . On November 4, 1980, in addition to the ballotting for the Presidential election, the voters of the Commonwealth will be asked to decide upon four questions which would amend the Constitution of Virginia. In the event the amendments pass, each would become effective on January 1 , 1981. Several have relevance to local government. Question 1. Chapter 636 of the 1980 Acts of Assembly. This proposed amendment would require the General Assembly to reconvene on the sixth Wednesday after adjournment of each regular or special session for the purpose of considering bills which may have been returned by the Governor with recommendations for their amendment and bill items of appropriation bills which may have been returned by the Governor with his objections. No other business would be considered at reconvened sessions and such sessions would not last longer than ten days. The amendment further provides that the presiding officer of each house or upon such officer's inability or failure to act, a person designated by a majority of the members elected to each individual house shall, not later than three days after each bill is enrolled, sign each bill that has been passed by both houses and duly enrolled. The amendment would provide a July 1 effective date for nearly all laws. The amendment provides for a two thirds veto override at reconvened sessions and allows a majority of the members present in each house to follow the Governor's recommendation. These are the basic provisions in Questions 1 . Many political commentators have viewed this particular amendment as being purely political, resulting from the fact that there is a Republican executive and a Democratic legislature. Other commentators feel that this clears up a gray area in Virginia's law, strengthening the separation of powers by giving the General Assembly a more powerful role in the passage of Virginia's law. Question 2. Chapter 655 of the 1980 Acts of the Assembly. This amendment would provide that no city or town shall issue any bonds or other interest-bearing obligations which, including existing indebtedness, shall at any time exceed 1 0 % of the assessed value of real estate in the city or town subject to taxation, as shown by the last About the Author Mr. Bowling is the Staff Attorney for the Virginia Municipal League. . proceeding assessment or taxes. This would amend Section 10 of Article V I I of the Virginia Constitution. It lowers from 1 8 % to 1 0 % the maximum indebtedness a city or town may incurr. An appeal of the recent case of Sharps v. Stafford was turned down by the Virginia Supreme Court on procedural grounds. A related issue is the question of refinancing bonds as it relates to calculating the maximum allowed debt for localities. There has been some expression that refinancing of bonds would require a 'double counting' or original and refinance bonds in determining the debt as it relates to this constitutional provision. If 'double counting' is required by a future court decision there is a possibilitythat some localities would exceed the 1 0 % debt limit and for this reason, the League opposed this amendment. Question 3. Chapter 120 of the 1980 Acts of Assembly This amendment would authorize the General Assembly to allow local governing bodies to exempt from local taxation personal property designed for continuous habitation owned and occupied by persons who are 65 years of age or older and who are permanently and totally disabled. Such personnal property must be used as the sole dwelling of the incapacitated person and such person must be deemed by the General Assembly to be bearing an extraordinary tax burden. The effect of this amendment would be to extend to mobile homes the property tax exemption afforded to normal residences under similar circumstances. Mobile homes are considered personal property. The Virginia Municipal League did not oppose this amendment due to its local option approach and the insignificance of the projected costs. Question 4. Chapter 80 of the 1980 Acts of Assembly. This amendment provides that the General Assembly may by general law allow the governing body of any county, city or town to exempt or partially exempt from local taxation any generating equipment installed after December 1, 1974 for the purpose of converting from oil or natural gas to coal, wood, or any other alternate energy source for manufacturing, in any co-generationequipment installed since such date for use in manufacturing. The Virginia Municipal League did not oppose this amendment and will attempt to ensure that it is a local option approach. �Transferable Development Rights and Historic Preservation by John Gilmour Although most people support the i d e a of h i s t o r i c p r e s e r v a t i o n , at least in the abstract, implementation of historic preservation encounters a v a r i e t y of o b j e c t i o n s . T h e o w n e r of buildings designated as landmarks sometimes have claimed that historic p r e s e r v a t i o n is a n i l l e g a l " t a k i n g " of their p r o p e r t y f o r a p u b l i c p u r p o s e . Because exterior alterations and d e m o l i t i o n a r e p r o h i b i t e d by l a n d m a r k designation, the owner may be p r e v e n t e d f r o m u s i n g the l a n d m o r e p r o f i t a b l y , t h e r e b y s u f f e r i n g a loss. S o m e p e o p l e c o n t e n d t h a t if the p u b l i c is to b e n e f i t f r o m the l a n d m a r k , t h e n the p u b l i c a l s o s h o u l d b e a r t h e c o s t s of its p r e s e r v a t i o n a n d not f o r c e t h e m o n individual landowners. O n the other hand, Justice Oliver Wendell Homes noted that, " G o v e r n m e n t hardly could go o n if t o s o m e e x t e n t v a l u e s i n c i d e n t to p r o p e r t y c o u l d not be d i m i n i s h e d without paying for every such c h a n g e . . . . " If a l o c a l g o v e r n m e n t t h a t w a s u n d e r t a k i n g p r e s e r v a t i o n w e r e to compensate landmark owners for all losses, the program would be prohibitively expensive and would p e r m i t o n l y the m o s t l i m i t e d preserv a t i o n . H i s t o r i c p r e s e r v a t i o n , in a n y c a s e , w o u l d be m o r e p a l a t a b l e if it c o u l d be a c h i e v e d w i t h o u t c a u s i n g e i t h e r an u n d u l y h a r s h i m p a c t o n i n d i v i d u a l s or an e n o r m o u s c o s t to the government. T h e use of a n e w l a n d u s e r e g u l a t o r y technique called Transferable D e v e l o p e m e n t R i g h t s ( T D R ) h o l d s the promise of resolving the tension between the 'taking' question and government compensation. A building d e s i g n a t e d as a n h i s t o r i c l a n d m a r k is o f t e n l o c a t e d in the m i d s t of n e w e r , taller buildings. B e c a u s e the zoning ordinance permits the taller structures, the l a n d m a r k d o e s not t a k e f u l l a d v a n t a g e of t h e d e v e l o p m e n t rights a c c o r d e d it by the z o n i n g o r d i n a n c e . N o r c a n it do so, b e c a u s e t h e l a n d m a r k r e g u l a t i o n m a k e s it i m p o s s i b l e t o use the d e v e l o p m e n t rights on that site. U n d e r a T D R p r o g r a m , h o w e v e r , the o w n e r of a l a n d m a r k is p e r m i t t e d to t r a n s f e r u n u s e d d e v e l o p m e n t rights to another location within a specified ' t r a n s f e r d i s t r i c t , ' u s u a l l y c o n s i s t i n g of a n u m b e r of b l o c k s s u r r o u n d i n g t h e h i s t o r i c p r o p e r t y w h e r e t h e y m a y be u s e d . T h e s e d e v e l o p m e n t rights e i t h e r c a n be s h i f t e d to a n o t h e r p r o p e r t y > 20 About the Author Mr. Gilmour is affiliated with the Institute of Government at the University of Virginia. u n d e r t h e s a m e o w n e r s h i p o r c a n be sold to an a l t o g e t h e r d i f f e r e n t p a r t y . Thus, T D R b u i l d s on the legal s e p a r a b i l i t y of d e v e l o p m e n t rights f r o m p r o p e r t y o w n e r s h i p . U n d e r the s e p a r a b i l i t y c o n c e p t , a n o w n e r of a h i s t o r i c p r o p e r t y m a y sell the rights to d e v e l o p it a n d c o n t i n u e to o w n the p r o p e r t y itself. A p p l i e d to a n o t h e r site, t h e e x c e s s d e v e l o p m e n t rights a l l o w t h e o r d i n a r y z o n i n g r e s t r i c t i o n s to be e x c e e d e d . In N e w Y o r k , f o r e x a m p l e , t h e a c q u i s i t i o n of d e v e l o p m e n t rights p e r m i t s a b u i l d i n g to e x c e e d the u s u a l height by as m u c h as 20 p e r c e n t . B e c a u s e they m a k e possible a more intensive and therefore often more p r o f i t a b l e u s e of l a n d , d e v e l o p m e n t rights c a n be v e r y v a l u a b l e . T h e s c e n a r i o of an i d e a l TDR p r o g r a m w o u l d h a v e the l a n d m a r k o w n e r sell e x c e s s d e v e l o p m e n t rights a n d r e c e i v e c o m p e n s a t i o n f o r the loss occasioned by the government r e g u l a t i o n s . T h e p u r c h a s e r of the d e v e l o p m e n t rights w o u l d p r o f i t f r o m b e i n g a b l e to m a k e a m o r e i n t e n s i v e u s e of the p r o p e r t y to w h i c h t h e y a r e transferred. The government would p a y o n l y a d m i n i s t r a t i v e c o s t s , a n d its zoning ordinance would not be v i o l a t e d s i n c e the o v e r a l l d e n s i t y of t h e t r a n s f e r d i s t r i c t w o u l d be no g r e a t e r t h a n s t i p u l a t e d in the ordinance. In W a s h i n g t o n , D.C., the use of a d e n s i t y t r a n s f e r w a s i n s t r u m e n t a l in s a v i n g the C h r i s t i a n H e u r a t h M e m o r i a l Mansion, located near Dupont Circle. O w n e d by the C o l u m b i a H i s t o r i c a l S o c i e t y , the m a n s i o n is an e l e g a n t , four-story brownstone with adjoining gardens that was built in the n i n e t e e n t h c e n t u r y w h e n the D u p o n t Circle area was predominantly r e s i d e n t i a l . B u t D u p o n t C i r c l e is now a high-rent commercial district, and m o s t of the s u r r o u n d i n g s t r u c t u r e s a r e t a l l e r . T h e m a n s i o n thus does not use the land it o c c u p i e s as i n t e n s i v e l y as p e r m i t t e d by the z o n i n g o r d i n a n c e . B e c a u s e the h i s t o r i c a l s o c i e t y w a s u n a b l e to k e e p up the aging m a n s i o n , a n u m b e r of the s o c i e t y ' s members p r o p o s e d t h a t the m a n s i o n be sold, for on the m a r k e t its site w o u l d be q u i t e valuable. The mansion was saved from demolition, however, when an agreement w a s w o r k e d out whereby (Continued, page 9J Your problems ore our business Recent legislation is making new and immediate demands on local governments. Statutory requirements at the present time, and for the foreseeable future, are necessitating changes in conventional methods of administration. Our team of professionals stands ready to assist you, from consulting services to performing entire projects. Manual or computer-assisted mass appraisal, real and personal property tax accounting systems-whatever your specific needs, our combined experience of over 60 years assures you a quality program delivered in a timely fashion. For more information on how our business can solve your problems,call or write us today. 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LAZARD (INK (703)828-2616 3 0 0 Ea t l V l a i n s t r e e t , F & M Bank Building N o r f o l k , ^ irginia c 3 5 1 0 P t i 8 0 4 6 2 7 - 5 0 7 3 1936 East S e v e n t h Street George • -M ii .: i l'^ . M . i . r j , WATER / WASTEWATER DESIGN , GAS Consulting Engineers 704372 . CONSTRUCTION M A N A G t M l i N I •Kentucky I m u n i c i p a l i t i e s and p u b l i c agencies .[ill i ; 11260 Roger B a c o n Drive, R e s t o n , V A 22090 • (703)471.6150 California C o m p l e t e professional services for SNGJty££RS/CON»UtWNTa RECOVERY LANDFILL Planners Gilbert Associates of Virginia, Inc.' ENGINEERS COLLECTION • . 100 S o u t h M a m Street. B n d g e w a i e r , Virginia 2 2 8 1 2 S T E A R N S . C O N R A D A N D SCHMIDT CONSULTING E N G I N E E R S , INC. • , Surveyors Vall«y Offic*: DESIGN SllL Engineers 1 0 5 2 3 M a i n Street, Fairfax, Virginia 2 2 0 3 0 , [ 7 0 3 ) 2 7 3 - 8 7 0 0 COLLECTION & DRAINAGE Investment Bankers and Managing Underwriters a professional c o r p o r a t i o n MainOHic*: VA. 2 3 1 1 1 W A T E R SUPPLY & SEWfcRAGt Patton, Harris, Rust & Guy V„g,n,o 1 O n l , MUNICIPAL BOND Speclol'iH 7 2 5 C i i u r c h St • l y o c h b i v r g . ' E d w a r d T, P e t t i g r e w , Jr, Patricia A, C o o p e r W i l l i a m W , Winfree, Jr. �Overman Robinson Brown Incorporated I hi Vn4iWiim,il Cmup Governmental Management Services reply to. Otis L . Brown Managing Director 700 Building Suite 1521 Seventh & Main Richmond. Va. 23219 Phone 804-643-4048 PUBLIC ADMINISTRATION SERVICE Providing management regional, • • • • Manaqomenl Systems Police a n d Fire Personnel Administration Financial Management 1776 assistance and state ' ' ' ' Charlottesville - Norfolk - Richmond » services since Courts Community Development C o m m u n i t y A t t i t u d e Surveys Program Evaluations M a s s a c h u s e t t s A v e n u e . N.W. WASHINGTON and consultant governments to • • • • Labor Relations Productivity Analysis Public Works Employee Relations Surveys W a s h i n g t o n , D.C. 2 0 0 3 6 CHICAGO LOS local, 1933. (202) 833-2505 ANGELES Public Research and Management Inc. Suite 416, Washington BIdg., Wash., D . C . 20005 (202) 783-1950 157 Luckie Street, N.W., Atlanta, Georgia 30303 (404) 525-5687 ; . . . provides full range o f o r g a n i z a t i o n , management, p l a n n i n g and MUNICIPAL ADVISORS INCORPORATED FINANCIAL AND CONSULTANTS MANACKMKNT TO M U N I C I P A L I T I E S • A d v i s o r on F m i i n c i . i l ,in() M.irkelinH Miiltrrs K c l . i l i n ^ U) Issuance of Municip.il lionds • Position C l i i s s i r i c i l i o n / C o m p c t i s i i l i i i n i^lans • MiMiajioincnl .ind Or^ciniz.ilioii Studies • K x i ' c i i h v c Search and Selection services to local Management development government. and Organization Management • City Charter Revisions • Management • 1-mancial • Position Classification and P a y Plans • Park and Recreation Plans • Executive Search and Selection • Community • P o l i c e a n d Fin;- S t u d i e s • Urban Planning and Zoning Solid Waste Development BUCKET TRUCKS • DIGGER-DERRICKS Utility Truck Equipment Sales • Service • Rentals Yes. we llavt' 30-40 units, N E W and U S E D at all times. All sizes and mounts of DiKger-Derriclis and buckets 2 8 ' to 7 0 ' . Nice clean new and used units at reasonable prices. Call or write for brochure today. HOLAN, T E C O , A R M L I F T , T E L E - K I N G , HI-RANGER, PITMAN, ASPLUNDH, P O W E R S TEL-E-LECT, John A . Myers MAP Enterprises, Inc. Walter G . Allen Rick Harmon p. 0 . Drawer 3097, Burlington, North Carolina 27215 Phones: 919-228-1722; 228-1795; 226-6086 Home CAMP DRESSER & McKEE 540B Silver Hill Road One World Trade Center, Suite 263? Suitland, Maryland 20028 .New York, New York 10048 301 568-5700 environmental planners, 212 432-6700 engineers, & management scientists, consultants CDM • Utility Planning. Management and Design Services. Management Improvement Corporation of Amerlcai' • Rate Contract Evaluation. • Technical and Financial Feasibility. • Utility Property Appraisals. Your partner lor: cost reduction • L o a d Management and E n e r g y Conservation Analysis. Serving • E n e r g y Source Evaluation, Fossil - Nuclear — Hydro - Solid Waste - Solaf. Call your Virginia Office 40 Grove S t r e e t . Wellesley. Mass. 02181 (617| 237-4870 P . O . Box 4fi4, Bedford. Va/24523 17031586-1881 Commonwealth • productivity communities improvement witti guaranteed • increased results. H U today. C e n t r a l O f f i c e — D a v i d B. Norman P.O. Box 817, L y n c h b u r g , Va, 24505 (804)528-0018 revenue Regional O f f i c e - R o b e r t J. O'Neill P.O. Box 576, H a m p t o n . Va. 23669 (804) 723-1141 Z u > 23 �fir. A l f r e d f h i t e l o c k City Librarian 706 South J e f f e r s o n S t r e e t Roanoke, VA 24011 SPEED THE SENDOFF JOHN DEERE LOADERS KEEP HAULERS ROLLING JD844 Loader 260 SAE net hp (194 kW) John Deere turbocharged V-8 diesel If you need to keep 40-yard (SO.Sm^) tandems moving, we have the loader for you. JD844 has every advanced feature to speed handling of 15,000-lb. (6800 kg) payloads. You get a lot of the same engineering in JD644-B and JD544-B at 145 and 105 hp (108 and 78 kW). Self-adjusting wet-disk brakes sealed away from grit and moisture, planetary final drives running In a large oil bath, single-lever boom and bucket control, a brake-actuated transmission disconnect—all are standard. And if a IVa-yard (1.15 m^) bucket will do the job for you, our JD444 is the loader to put behind it. For all we put behind the machines we sell, see us today John Deere, Moline, Illinois 61265. JOHN DEERE on the move � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 15, Number 10 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource October 1980 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198010 https://www.virginiaroom.org/digital/files/original/69/6434/198011.pdf e80aa3a2f9a5e8642d6bafb6a534546f PDF Text Text 7' VOLUME 15 ''•-^*>'-; r*vft<w»«»¥S - NOVEMBER 1980 NUMBER 11 Roaa^ks P u b l i c L i b r a r y 706 S. J e f f e r s o n S t r e e t Roanoke, V i r g i n i a 24011 m Celebrate'75 Recap of 1980 Conference page 5 �TheEnestHotelsIn Richmond AieLocatea AtlMi&RaddinStreets There stands The Hotel John Marshall. Some consider it a luxury hotel because of the elegantly warm atmosphere and the niceties provided. Like complimentary morning coffee and paper for Regency and Executive Floor guests; special gratuities for business guests; complimentary in-room movies for al guests. Some refer to it as a gounnet hotel because it houses two excellent restaurants. The "Captain's Grill',' recently chosen by a noted magazine for serving the best American cuisine in Richmond and as being the city's most underrated restaurant, and the "Soup Factory," chosen for serving the best gourmet soups in Richmond. Some think of it as a customdesigned convention center embodying every concept of convention know-how: a competent, efficient and experienced staff; a Grand Hall; an Exposition Center; 17 multifunction rooms; complete audio-visual equipment and 400 comfortably furnished rooms. Of course. The John Marshall is also a very convenient hotel. It's strategically located within walking distance of the business, financial, retail districts and the State Capitol. Nearby are museums, theaters and nightclubs. Colonial Williamsburg, Jamestown, Yorktown, Busch Gardens and Kings Dominion are but a short drive away. The Hotel John Marshall is everything you'd expect the finest hotel to be. Located at Fifth & Franklin Streets in Richmond, Virginia 23219. Phone (804) 644-4661. TheJohnMarshall �Virginia *City Editor The official publication of the Virginia Municipal League A s s o c i a t e Editor Editorial Assistant Advertising and Business Manager Charlotte Kingery V O L U M E 15 B r a g d o n R. B o w l i n g , Jr. Margaret A. Nichols Sandra J. Harmon 5 Executive Director V M L Holds Conference " T h e L e a g u e c e l e b r a t e s 75 y e a r s in A r l i n g t o n . " 6 V M L President N U M B E R 11 N O V E M B E R , 1980 H a r o l d S. A t k i n s o n R. M i c h a e l A m y x Officers: First V i c e P r e s i d e n t , R a y m o n d F. R a t c l i f f e ; S e c o n d V i c e P r e s i d e n t , F r a n c i s T. W e s t ; T h i r d V i c e P r e s i d e n t , C h a r l e s A . R o b i n s o n , J r.; F o u r t h V i c e P r e s i d e n t , L a w r e n c e A . Davies. Executive C o m m i t t e e : V i n c e n t J , T h o m a s , A r l i e C. P a y n e , J a n e L. H o u g h , S a m W . A d a m s , A n n e B. C r o c k e t t , C h a r l e s ( C h u c k ) E. B e a t l e y a n d R o y H. E r i c k s o n . Governor Dalton's Remarks in Arlington " O v e r 700 l o c a l o f f i c i a l s c a m e to hear the G o v e r n o r ' s address." 8 Survival Strategies for Local Officials " N e a l P e i r c e d i s c u s s e s the f u t u r e of l o c a l g o v e r n m e n t . " 12 Baliles County Proposes Commission to Define City, " D e l e g a t e G e r a l d Baliles w o u l d like a Commission to r e v i e w t h e d e f i n i t i o n s of c i t y a n d c o u n t y . " 19 Workmen's Compensation Program Grows 20 Study Shows Joint Action Reduces Power Costs 22 Localities Can Pool Investments " L o c a l i t i e s c a n p o o l all of their idle or r e s e r v e f u n d s to get t h e m a x i m u m r e t u r n . " CORRECTION: In the article Sources of Revenues for Localities (October, 1980], the statennent on the utility consumer tax should have read "a maximum rate of twenty percent on the first 15 dollars of a monthly bill. This results in a maximum dollar amount of 3 dollars." DEPARTMENTS 2 Editorial 14 People 23 Commentary 25 Marketplace 26 Legal Guidelines >f— TELEPHONE ON T H E C O V E R : 804/649-8471 VML Executive Director Micliael Amyx gives Achievement Award to Robert Steele of York County while Pulaski Mayor Raymond F. Ratcliffe (upper right) presides over Monday's luncheon. Dr. Carl Stark, Mayor of Wytheville, gives the nominations report during the Opening Session. V I R G I N I A T O W N & C I T Y (ISSN0042-6784] is the only official magazine of the Virginia Municipal League (formerly the League of Virginia Municipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1980 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & C I T Y or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per copy. o < u > �Editorial Senator Schewel Seeks Amendment to Limit Taxes Editor's Note: The Virginia Municipal League requested Senator Schewel's comments on his Constitutional Amendment [S.I.R. T72) to limit state spending. In a future issue, this column will carry opposing views on this issue. The tax limitation movement In Virginia was spawned by a study c o m m i t t e e o r g a n i z e d by the Lynchburg C h a m b e r of C o m m e r c e in 1977. From that beginning a statewide organization has grown c a l l e d Fair Taxes for Virginians (F.T.V.) with board members representing many communities across the C o m m o n w e a l t h . The tax limitation movement is spreading across the country with 17 states now having some form of l i m i t a t i o n — e i t h e r statutory or constitutional. O u r proposal calls for a constitutional a m e n d m e n t because we feel that any idea as important as this one, if approved by the voters, should be c o n t a i n e d in the constitution and thus not be subject to the vagaries of shifting legislative opinions and pressures from one year to the next. Virginia has historically been an e c o n o m i c a l l y conservative state and financially well managed. This is still true today. F.T.V. readily acknowledges this fact. Until recent years, we have had no bonded indebtedness. Even in fiscally conservative Virginia, however, the trends are clear. G r a d u a l l y , over a period of years, the state has been taking a larger percentage of Virginians' Income to run the government. Since 1940 government at all levels has been growing over three times as fast as the private sector and now uses nearly half ( 4 2 % ) of the national inc o m e to c o n d u c t its affairs. Unless this trend is stopped, each year each of us will see saving more and more taxes and having less and less to say about how we use our money and other resources. Let's briefly look at some Interesting growth figures of recent years. Both state taxes and expenditures have increased over 3 0 0 % in the past 10 years. O v e r the past 20 years (1950 to 1979) the state tax take, as a percentage of total Income of all Virginians, has increased from 3 . 4 6 % to 6.81 % — almost doubling. A l s o , over the last 10 years the number of state e m p l o y e e s has almost d o u b l e d while the population of the state has grown by 1 5 % . In other words, state employment has grown at a rate of 5 to 6 times faster than the general population. The tax limitation amendment addresses this situation. It w o u l d require that the state government of Virginia grow no faster than the e c o n o m y it serves. It w o u l d insure that there be no increase in the percentage share of Virginians' income going to state government. As total personnel Income increases, either through growth or inflation, state tax revenues c o u l d thus Increase proportionately — but the total state tax dollars, as a percent of the e c o n o m y , w o u l d not exceed a specified limit. The a m e n d m e n t does not call for a tax cut. It does not address issues of who should pay more or less taxes and it places no restraints on how tax monies should be used. It provides that, in case of an emergency as determined by a two-thirds vote of both houses, the ceiling c o u l d be raised for one year. Contrary to popular belief, there is nothing in the Constitution of Virginia that requires a b a l a n c e d budget. O u r amendment w o u l d include this requirement. W e feel that our c o n c e p t is a very reasonable idea for controlling the growth of state government. It does not call for any drastic financed dislocations such as Proposition 13. It does allow for growth but at a rate no greater than the growth of income of all Virginians. Critics have argued that drastic recessionary swings in the e c o n o m y w o u l d play havoc with state budgeting under this process. However, examination indicates that the growth of the state e c o n o m y has been averaging about 1 1 % annually over the last twenty years. Surprisingly, this held true even during the recession years of 1 9 7 4 - 7 5 , considered to be the most severe recession since W o r l d W a r II. Regretfully and mistakenly, to our way of thinking, the Virginia M u n i c i p a l League has taken a stand against our proposal. They reason that if our amendment passes, localities will not be able to get the additional funding from the state which they will need to c o m b a t some of the big problems they envision down the road. It's our view that this is an unwarranted fear. Recently the Governor's office released their projected budget for six years ahead. O u r studies show that if F.T.V.'s formula was in place today, there w o u l d still be room for growth over and above the Governor's six year projection. The localities have made it increasingly clear to their representatives in the G e n e r a l Assembly that they want no more State mandated programs unless adequate funding comes along with the mandates. The G e n e r a l Assembly has b e c o m e very sensitive to this issue in recent years. Under our present system there is constant competition for the use of state monies. The cities want more, the counties want more and the state agencies want more. If our amendment was passed, nothing about this system w o u l d change. The competition for state funds w o u l d still be a political process. Legislators representing counties, cities and towns w o u l d still be fighting to get as m u c h for their constituents as they c o u l d . W h e n the money pinch does o c c u r (as we think it will at some point in the future) it's our belief that the growth of government at the state level will be inhibited— not the localities. A n d that, quite simply, is the aim of our proposal. Elliot S. S c h e w e l , Senator, Lynchburg. Virginia State �V M L Holds Conference Atkinson Named Franklin City Manager Harold S. Atkinson was elected President of the Virginia Municipal League during the League's 75th Anniversary Conference in Arlington. Having served as manager of Franklin since September, 1956, Mr. Atkinson has been active in municipal management. He has chaired several committees of the Virginia Section, international City Management Association and was president in 1970. He was also the first chairman of the Southeastern Virginia Planning District Commission, serving in that capacity from 1969 to 1974 and is presently chairman of the Chief Administrative Officers of the planning district. Mr. Atkinson has also been actively involved in League affairs. He has served as chairman of the former Personnel and Labor Relations Committee and also the Legislative Committee. He was elected to the Executive Committee at the 1976 VML Conference and was elected Fourth Vice President of the League in 1977. Since that time, he has moved through the ranks to assume the presidency this year. He and his wife, Mary Ellen, have one son and two grandchildren. Although not new to the VML Executive Committee, Vincent J . Thomas was appointed in July to fill the vacancy left by former Portsmouth Mayor Richard J . Davis. Mr. Thomas is the Mayor of Norfolk and is President of John Brothers. During the Section meetings, Emporia Councilman Sam W. Adams was elected Chairman of the City Section. He is affiliated with Central Fidelity Bank in Emporia and is married to Barbara Adams who is a school teacher. Roanoke City Councilman Hampton Thomas was elected Vice Chairman of the City Section Ms. Anne B. Crockett, Councilwoman from W y t h e v i l l e , was elected Chairman of the Town Section. She is a school teacher at Scott Memorial School. Grottoes Mayor Margie Mayes was elected Vice Chairman and is also the League's representative on the Governor's Employment and Training Council. Alexandria Mayor Charles E. Beatley was reelected Chairman of the Urban Section and Councilman Edgar Rohr of Manassas was elected Vice Chairman. HaroldS. President Atkinson League's Newest Three Committee Members U Q Z < Z O < Ihomas Adams Crockett u �Governor Dalton's Remarks in Arlington The general consensus seems to be that there isn't enough money. I am sure it will come as no surprise to you that I hear the same complaint from the taxpayers. Their message has been coming through loud and clear that their taxes are already too high. But, as usual, their demand for public services has not diminished. Our joint response to this message has been to try to work out a better distribution of the tax resources available to us and to review the way priorities are established for both State and local governments. For both of us, 599 has become a magic number, representing a major attempt at State revenue sharing. I hope we will be able to continue that program in accordance with the timetable and the fund projections that the General Assembly has enacted. One way we are trying to do that at the State level is to hold down on the growth in the number of State employees. "We are holding the line." We have given our agencies personnel targets, and reduced the average increase over the last ten years of about 5.5 percent a year down to a little over one percent. It may not be a catastrophic loss, but in these inflationary times, we all know that even a small dent in our revenues is hard to straighten out. We have tried to add a little bit to your own receipts by using electronic transfer of funds of writing checks, so that you would enjoy a few more days of float at the bank. We are working out details of an investment pool which would include both State and local funds for smaller localities with smaller amounts to invest. And we have been working on an econometric model that we hope will give us more accurate forecasting of econon'mic conditions and of anticipated revenues. I have also instructed the members of the Cabinet to whom our State agencies report to review the various State mandates that you have to comply with to make sure that we also sent along enough State money to help you comply. What we are striving for is an equitable balance between your responsibilities to your own local constituents, and our responsibility to see that there is reasonable uniformity in the availability of services to all the people of Virginia. I don't think we have yet achieved perfection in this complicated picture, but we have had enough experience with the Federal government setting priorities for the states so that we don't want the same procedure between the State capitol and our cities and counties. There have been times —and they have not been happy times for me —when we have had to take action against procedures in some localities in view of the firm policies that the General Assembly had laid down. But I have my Board of Directors in Richmond, just as you have in your City Councils and Boards of Supervisors, and once they establish policy, it is my job to carry it out. I come from one of Virgnia's smaller cities myself, and I know that sometimes the perspective in Radford is not the same as in Richmond. I have to keep reminding myself that the people in Radford are Virginians too, and that in some instances, they have to be Virginians first. What I have tried to do is to keep Radford from ignoring Richmond and Richmond from ignoring Radford, and, believe me, it hasn't been easy. It is never easy to balance what is good for everybody against what is good for somebody, and yet that is what we ask the members of the General Assembly to do. I have had a little trouble convincing some of my friends in Radford that since they elected me Governor, I have to look out for all the people of Virginia, but I still manage to keep one eye on Radford, and my friends don't let me forget about local problems. And we all share this problem of money. Through the National Governor's Association, we have been trying to convince the Congress to continue revenue sharing with both the states and localities. The last time 1 looked. Federal funding for localities was still in the budget, but there was some questions about revenue sharing with the states. And this is going to have an impact on the State's ability to share its revenues with localities. Furthermore, that message from the taxpayers is getting through to your members of the General Assembly. At its last session, the General Assembly exempted certain fuels used for home heating from the State's 3 percent sales tax, and authorized local governments to extend the same exemption. Just a few days ago, we all saw that some members of that body were having second thoughts about a $26.5 million loss in State revenue. The members had also changed the tax reporting system for vending machine sales at a cost of another $3.5 million in revenues. Earlier sessions had repealed the Virginia inheritance tax and reduced the gross receipts tax on utilities in several steps, which reduces revenues in the 1980-82 State budget by another $156.3 million. By the time the next budget takes effect, this loss in revenue will amount to $194.8 million. If we did add some $96 million in Federal revenue sharing with the states, and the $176 million anticipated by House Bill 599, we will be putting together the 1982-84 biennial budget with as much as $498 million less revenue to finance the same basic programs that were in place in 1978-80. "Unfortunately, that is not all the bad news." I have spend a good many hours over the last several days wrestling with the State's matching fund figures (Continued, page 25) �N e w E x e c u t i v e C o m m i t t e e m e m b e r s : ( l e f t t o r i g h t ) S a l e m C o u n c i i w o m a n J a n e L. H o u g h , G o r d o n s v i l l e M a y o r A r l i e C . P a y n e , V i e n n a M a y o r C h a r l e s A R o b i n s o n , J r . , N o r f o l k M a y o r V i n c e n t J . T h o m a s , M a r t i n s v i l l e C o u n c i l m a n F r a n c i s T . W e s t , F r a n k l i n C i t y M a n a g e r H a r o l d S. A t k i n s o n ( P r e s i d e n t ) , A l e x a n d r i a M a y o r C h a r l e s E. B e a t l e y , H a r r i s o n b u r g M a y o r R o y H . E r i c k s o n , P u l a s k i M a y o r R a y m o n d F- R a t c l i f f e a n d W y t h e v i l l e C o u n c i l m e m b e r A n n e B. C r o c k e t t . [Not pictured are Fredericksburg M a y o r L a w r e n c e A. Davies and E m p o r i a C o u n c i l m a n S a m W . A d a m s . ) j s ' i s f ; i l l : r, • ••^B '-at I V I ^^^1 '••••1 Virgmia Beach C o u n c i l m a n Clarence Holland reviews the H u m a n Resources P o l i c y S t a t e m e n t during the Business S e s s i o n . Blacksburg Mayor Arthur Walrath accepts an Achievement Award from Mr. Amyx. Norfolk C o u n c i l m a n CI Business Session. V M L E x e c u t i v e D i r e c t o r R. M i c h a e l A m y x g i v e s h i s a n n u a l r e p o r t . A Jj^L r^Jf^m •tllttyw^J CAPITAL 9002 MOUNTAIN R O A D R I C H M O N D , VIRGINIA 23228 804-262-7341 Delegate Gerald Baliles spoke to the Urban B R A N C H : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , VIRGINIA 23323 804-485-4485 C O M P L E T E LINES O F EQUIPMENT FOR MUNICIPAL HIGHWAY chemical Spreaoers LINK B E L T — C r a n e s — E x c a v a t o r s F M C / B E A N — S e w e r Cleaner LAYTON MFG. C O . - A s p h a l t Pavers M E Y E R S - S H E R M A N - " V a c t o r J e t Rodder" RICHMOND M F G . C O . — H o r i z o n t a l Boring Mactiines Section. EQUIPMENT COMPANY, INC. GOVERNMENTS ELGIN—Svtfeepers A T H E Y MANUFACTURING C O . - M a i n t a i n e r Grader DYNAPAC—Vibratory Rollers G I A N T - V A C — L e a f Collectors D A V E Y —Air C o m p r e s s o r s RO C O R P . —Hydraulic C r a n e s �Survival Strategies for Local Officials Address by Neal R. Peirce* 5. It Is a time, I believe, in which there will simply be no substitute for greater local government productivity, in every area from public safety to garbage collection, from health and hospitals to street paving. And there can only be so much slack in the area of employee wages. Even if your city or town doesn't have a strong municipal union, if you let wages of your local government workers fall too far behind the general pack, you will stand the risk of losing some of your best employees. Eventually such personnel losses translate into less productivity, more citizen resentment, and, of course, dangerous election seasons for officials. I think there will be no alternative in the 80s to looking more thoroughly into many types of productivity improvements and many which simply seemed too controversial up to now. The idea, for instance, of increased civilianization of police and fire services so that there are less people on 20-year cycles waiting for retirement. Limited military-like enlistment periods for public safety officers may be another way to avoid the large number of those simply marking time on the forces, and also a way to ensure that you have physically able, alert young people in your police and fire departments. Another idea that has been floated is municipal fire insurance for all property owners. The city, in effect, would do the insuring for all residents and businesses, with only an extra policy for catastrophic loss. Some studies in California suggest cities could save 65 percent of the current cost of fire departments that way. Another proposal, already implemented in a number of cities, is to have firemen, when not actually on call, conducting safety code inspections that otherwise require separate city work forces. ^Editor's Note: This is an excerpt from Mr. Peirce's address at ttie VML Annual Conference on September 29, 1980. His wee/c/y column is syndicated by the Washington Post Writers Croup. In dealing with the federal government, you are practically certain to find in this decade that the immense increases in federal aid that marked the last few years will be no more. The state share of revenue sharing is in deep trouble, and other programs, even if continued, may experience reduced levels. John Shannon of the Advisory Commission on Intergovernmental Relations, maybe the country's canniest observer of what's going on in fiscal federalism, remarks that, "It took three decades to do the fereral-aid tango of the '60s and '70s — eager lobbyist, a hyper-responsive Congress and the exhilarating music provided by a congenial fiscal environment." But now governors and mayors must compete harder than ever with the Pentagon warriors plus Social Security with its tremendously expensive costof-living escalator. All this likely means that this year's Washington budget squeeze may introduce a radically altered era —one of declining federal aid for cities, states and counties. Something must be done to simplify the operations of an increasingly complex, bureaucratic, intrusive federal bureaucracy that now demands on you more than ever to carry out its programs. During the 1970s, for instance, some 150 new categorical aid programs were passed, to reach a total close to 500. You and I might agree with the goajs of some, or even many of these programs, though I personally question why Washington has to be concerned with killing rats in cities or jellyfish control in the Chesapeake Bay. The problem is that each federal program brings with it a new set of complex rules and regulations usually unrelated to the rules of any other program —and it is local officials who must implement the programs and jump through the paperwork hoops. Often local governments' own spending priorities are distorted just to qualify for federal funds. And, since the civil rights revolution of the '60s and the arrival of the environmental impact statement, a bewildering array of cross-cutting requirements and conditions —31, by one count—have been added to most federal programs. Among them are equal employment opportunities for women and minorities, rights for the handicapped, civil service merit rules, citizen participation and historic preservation. These conditions are infinitely more controversial, pervasive and penetrating than what state and local governments had to cope with before. Each of them is like motherhood or American pie —no one can argue its desirability. But the cumulative mass is a disaster; the government process is so slowed, or paralyzed, that services are not delivered in a timely fashion, and oftentimes major inflationary costs are added because of delay. So it may be time for states and cities to campaign for reduction of the categorical programs into a manageable number of block grants, perhaps accepting as a tradeoff some reduction in overall funding because of the increased flexibility the localities would gain through simplification. Another common cause may lie in demanding a reduction in federal mandates if states and localities are to continue to serve as delivery agents for such a complex array of federal programs. "Unnecessary mandates may unite cities, towns and counties" indeed, the fight against unnecessary federal mandates may be the great cause which unites, in the 1980s, cities and towns and counties and state governments just as general revenue sharing did in the 1970s. When the National Governors Conference met in Denver a couple of months ago there was an atmosphere of open rebellion in the air—a determination unparalleled in earlier experience to force a cutback in federal mandates, especially if general revenue sharing money, which is the cash states often now use to carry out their mandate requirements, is to flow no longer to the state capitals. I note with great interest that the National League of �Cities is now taking up this same cause. With enough cumulative political pressure from the states and cities, Washington will eventually be forced to take this issue seriously. All of this relates directly to how we view, and deal with, and develop our cities. Five years ago the Southest Michigan Council of Governments drew up a truly scarcy scenario for the Detroit area in the year 2000. It was projected that a continuation of recent years' pattern of rapid development into the suburban fringe would cause Detroit proper and its older, more established suburbs to lose more than a third of their population by the end of the century. All growth would shift to the outlying suburbs. There would be an additional million cars on the region's roads, driving an additional 40 million miles a day and wiping out every gallon of gas savings from more efficient autos. As much as 466 miles of southeastern Michigan farmland would be lost to highways, subdivisions, shopping centers and industries by 2000. Detroit and its suburbs would abandon $2.4 billion worth of closer-in schools and have to replace them at even greater cost on the urban fringe. A pattern in short, of incredible waste —because all of the 700,000 anticipated new households in the Detroit area by 2000 could be accommodated within the network of already sewered city and suburban areas. Today, a similar computer study might be somewhat less alarming —the work has begun to turn, toward somewhat less rapid outward expansion. But one thing remains clear: the cost of sprawl development, in dollars for new roads and sewers and schools and other public investments, and in inner-city abandonment and neglect, and in unnecessary energy use —those costs are mind-boggling and obscene in a nation with the severe economic and energy supply problems that ours now faces. Closely related is the issue of conserving agricultural land. At a breathtaking speed, we have been sacrificing our American farmlands to subdivision, to shopping center or factory. And this lost land— situated so often in fertile river valleys near our cities —is often the most productive land we have. That means that as we devour land for development, we must substitute for agriculture more marginal, far-away western land. And that land often requires irrigation — which requires energy to deliver. And it requires immense amounts of fertilizer, one of the most energyconsumptive of all products. Sprawl development is the flip side of the coin in urban decline. As one environmentalist recently put it, "For every block of abandoned houses in cities, there are probably three square miles of choice farmlands out there in the countryside scraped and bulldozed away to build new homes. It takes away the farmlands, it wastes energy, and it creates a political force that sucks the cities dry." "Sprawl is...serious for small town and rural areas." But sprawl is an equally serious issue for small town and rural areas. In the 1970s we saw a dramatic reversal of population movements, away from metropolitan areas, toward rural and small town America. Much of this can be for the good, creating a reasonable dispersal of population. But the how of rural and small town development is an exceedingly important issue. Today we see many rural communities repeating the wasteful, sprawling patterns of metropolitan suburbs. A study by the Urban Land Institute warns of the nationwide eruption of linear suburbs —houses and mobile homes, soon joined by fast-food pit stops, convenience stores, small subdivisions and shopping centers — which stretch between towns and sap the strength of the rural towns and small cities alike. Without good planning and zoning, the countryside becomes despoiled. Allowing such development to continue destroys the quality of the environment for future generations. And it wastes immense amounts of energy today. Yet with compact development around cities and towns, the waste can be prevented, even with the same 'net' of new economic activity. This is clearly a major challenge to local officials, for it is you who have the chief power over land use. If we stop continued and continual sprawl, we may also find opportunities in the suburbs. One can take a nucleus —an old suburban town, or Lord help us, even a suburban shopping center —and start to create around it more dense development of apartments, government offices, medical and recreaton facilities, in addition to the ever-present stores. It can be a process of urbanization and civilizing of the suburbs, creating nodes of more dense development. Pedestrian access will be easier within these nodes. And mass transit between them will become increasingly feasible. It used to be that the argument for higher density settlement, to maintain green lung open spaces, was purely aesthetic and environmental —and a valid enough reason, many of us thought. Now the stakes are incredibly higher. Sprawl and the energy gluttony it generates makes us an ever-more oildependent, OPEC dependent country and contributes directly to the weakened and weakening national security of the United States. Simultaneously it fuels the inflation which threatens our entire economy. Given the paralysis of national decision-making, our states, cities and counties cannot afford to wait for Washington to formulate a more coherent energy policy. They can and should move to the forefront of the conservation effort. And not only out of patriotism, to reduce our national oil dependence. There is a practical, local reason as well. Think of your city or county as an economic entity. The more it can produce, the more it can draw wealth from outside, and the more it can reduce its dollar exports, the more prosperous it will be, the higher will be its residents' income — and the healthier will be its tax base. One of the greatest expenditures of any city or region, its residents and businesses, is the importation of energy Reducing petroleum demand locally makes the city or town or county a more independent, economically healthy place. An excellent example is the energy plan the City of Portland, Oregon, adopted last summer. After 1983, any Portland homeowner who hasn't weatherized his home to energy "cost efficiency" simply won't be able to resell his house until the requisite improvements are made. "Cost efficiency" is is quite simply defined as all the improvements, from storm windows to insulation, that will pay themselves back in reduced heating and cooling costs within 10 years. Apartment-house owners and businesses will face similarly stiff requirements. Land use patterns will be influenced to reduce commuting trips. And by 1995, Portland calculates, it will have cut back citywide energy use by 30 percent and be saving $162 million each year. A related problem, now national in scope, is the pattern of big regional malls being constructed outside of cities and towns, drawing economic strength, investment and jobs from the established downtowns and neighborhoods. The big national developers and particularly the large national retail chains, such as Sears, are exercising incredible muscle to steamroller through their regional mall proposals. And too often local governments fall victim to the siren song of projected new taxes and tax base. �"Regional malls do not come without a price." Do not believe from a moment that a regional mall comes without a heavy price. Across the country, cities large and small, and especially smaller cities, have found their Main Streets devastated by the regional malls. Practically free rents are offered the big retailers; your local merchants, if they lease space in the malls, end up subsidizing the Penneys and Sears and the Macys. The malls almost inevitably require longer auto trips. That costs the nation hundreds of millions of gallons of gasoline each year. And then, when the mall developers and retailers, for their extra profit, have developed the malls and sucked off your local retail trade, it is left up to you, as municipal officials, to try to revive a dying downtown. A sane policy says —Let us first try to make Main Street viable. Complacent city merchants need to understand the competitive world they live in They need to upgrade their stores, perhaps to establish for-profit corporations to bring to downtowns some of the coordinated and effective practices of the regional malls, starting with extended and uniform selling hours. A management corporation for Main Street can also develop a merchandizing and advertising program for downtown, begin to renovate existing buildings, develop standard signs, improve exteriors, locate accessible parking, and so on. The National Development Council in Washington has concrete proposals on how cities can do that. And the National Trust for Historic Preservation has a Main Street project, to help make our smaller city centers competitive. With major assistance from a number of federal departments, the National Trust Main Street program is now being expanded as a part of President Carter's small community and rural development policy. In the meantime, if you believe your city is endangered competitively by a proposed outlying mall, there is a new way Vou can fight back. Providing that outside mall is aided and abetted by some type of federal action —a federally subsidized new highway or interchange, for instance —then you can appeal for a federal review under the administration's urban conservation policy, announced last fall. Some 20 cities are already doing that, and have a good chance of stopping federal spending that benefits the suburban malls at the expense of downtowns. The logical next step is to get state governments involved in a way to help their cities. The states have immense regulatory powers, including land use In the last four years explicit urban or community conservation policies have been developed in such states as Massachusetts, Michigan, California, New Jersey, Pennsylvania and Florida These are major breakthroughs in American government, because they show that states can become staunch allies of their municipalities and work systematically to undergird and support existing city and town centers. I believe such conservationist-style urban policies are not "far out" or impractical, but rather that they're ideas moving much faster toward national acceptance than many of us thought would ever happen. Even more interesting, both business and government participants in all regions have been united on the main physical development options they believe we should follow—increase compactness in fringe and rural-small city growth. To accelerate infill, rehabilitate and reuse. To increase the mix of uses through planned developments which put residential, office, retail, recreation and public facilities close enough to be reached by walking. To develop our housing, stores and employment centers at places that make public transit feasible. And to conserve and maintain existing structures and facilities. Among other things, the developers through this study are telling us that smaller housing units, with many more to the acre, will be the only way to start coping with our horrendously escalating housing costs. They are anxious to simplify regulatory hoops through with they must jump to get development accomplished. But they are also asking state and especially local governments to plan and zone to help in land assembly and to make available appropriate sites within cities and suburbs, places already served by adequate infrastructure. "Joint public-private enterprises." Before closing, I will add quickly two elements to the city survival strategy. The first relates to joint publicprivate enterprises that create major economic development. Public tax resources are simply going to be too scarce to permit much purely governmental development in this decade. So the private sector must be brought in at an early point, made to feel welcome, and encouraged in every ethical way. And there must be major city efforts to clear away the regulatory underbrush and encourage small and medium sized businesses. Fresh academic research demonstrates clearly that small businesses now generate far more new jobs than the big national and multinational corporations. Sound economic futures will not be built on "smokestack" chasing of footloose big plants, together with unnecessary tax abatements or the use of industrial revenue bonds, which have grown into a $5-$7 billion a year boondoggle at the national taxpayers' expense. The real payoff will be in fostering small entrepreneurial enterprises, in helping medium and smaller-sized firms a city already has stay in business and expand, and where is imminent danger of plants folding, to encourage purchase and management by new owners or the workers themselves. Finally, the city interested in survival must begin to think a lot more about excellence of design in its built environment —the plazas, streets, buildings, neighborhoods, waterfronts, alleys and courtyards where Americans spend their lives when they step out of or look out of their homes or places of work. This type of policy encompasses historic preservation, facade renovation, adaptive reuse of old buildings, tasteful signs, landscaping, and even public events that "celebrate" the life of the city Americans built their nation on a continent of seemingly unlimited space and opportunities to match. In the years following World War II we spread spatially into sprawled suburbs. We epitomize the big automobile society. But infinite space and good design are not necessarily good bedfellows. Indeed, only when space is limited is real excellence of designdesign of human and humane proportions—likely to emerge. This is an idea the Europeans, the Japanese and Chinese learned centuries ago, and have rarely forgotten. Is there a unifying principle behind all these ideas? I believe so. That's what our cities and towns need,after the booming '50's, the soaring '60s and the misfired '70s, is an approach Virginians have long held, a thorough-going conservation ethic. This does not mean that we stop or discourage growth —by no means. But it means that we foster growth in a way that conserves energy, as energy in fact becomes the scarcest of all commodities. That we conserve what we already have in roads and bridges and schools and sewer facilities, and view with great skepticism suggestions to build shiny new public facilities before we have tended to the new we have already. That we conserve human resources, trying to guide the underprivileged among us into sound education and reliable jobs. (Continued, page 26) �BUY ONE... GET ONE FLEET! Attachments fit Cat-built Loaders for wide range of work When you buy a Caterpillar wheel- or for dozing, grading. Backhoes, forks, track-type Loader, you purchase more rakes, booms and several other specialthan a machine. You're getting the ized tools are offered to match special answer to a wide range of problems. work needs. And a long list of attachments multiply Our application engineers can work the answers. with you to help you get the most from your equipment. It's another of our A quick coupler permits rapid changes Services. Call us. between tools. Take on one of the several buckets for loading, grading, backfilling, excavating, lifting of a variety of materials. Switch to a snow blower or plow for snow removal. Or to a blade Calnpillar. C i l >nd IB Mt TiMtemwh* of CMtfpillw Tiactot Co Your CATERPILLAR Dealer CARTER MACHINERY COMPANY, INC. Salem, Norton, Oakwood, Danville, Virginia • Bluefield, Lewisburg, West Virginia VIRGINIA TRACTOR CO., INC. Richmond, Chesapeake, Fisherville, Haymarket, Virginia �Baliles P r o p o s e s C o m m i s s i o n T o Define City, County Perhaps some of you know of my interest in, and concern over, the problem of communications in this country, a place where people of accomplishment, education and maturity seemingly cannot convey concepts and information in clear, concise terms. Government agencies, corporations, doctors, lawyers, teachers and others speak in foreign tongues when speaking to each other. It is important, therefore, for government officials to recognize the value of simple terms, of plain English, in communicating with the public and with each other. That is not always easy to do, for even simple terms change or acquire new meanings over time. Let me cite two examples: city and county. All of us live in either a city or county. The structure and power of that local government depends upon whether it is a city or county. The flow of state funds to localities is affected by whether the local unit of government is a city or county. The level of taxes required to support certain services often depends upon whether the local government is a city or county. And,until recently, whether a local government was the annexor or the annexee depended upon whether it was a city or county. We live with the terms city and county, yet 1 submit that we do so without comprehending that time and events have blurred the definitions that city and county once had. There are some questions, I submit, that we should ask of ourselves. How is it that in many areas of Virginia, an urban city and an urban county adjoin each other, each one providing essentially the same level of services, yet one operates with a charter and the other does not? Indeed, the charter is required because the local goverment is a city, but does it guarantee any better level of service than the adjacent urban county that operates without a charter, pursuant to general law? Have we become so accustomed to city-county forms that we have failed to see or resolve the separate and distinct needs of rural areas and metropolitan centers? Could it be that we have been so overwhelmed by problems of government policies and services in recent years that we have forgotten to reexamine —as Jefferson This article L Baliles' Section at September is an excerpt of Delegate Gerald address to the League's Urban the VML Annual Conference on 30, 1980. once urged —some of the fundamental reasons underlying our structures created to carry out those policies and services? Could we devise a better system of allocating state aid to local governments, for example, if we came to terms with city-county definitions? Indeed, is is unlikely that the alleged inequities in the various funding formulas ever will be corrected until we address the city-county definitional problems. Traditionally, city-county separation has been based on an urban-rural division. Virginia's system of local government once assumed that urban areas should be within the boundaries of a municipal corporation and that rural areas should be under the jurisdiction of a county government. Since World War II, however, the rise of the "urban county" has blurred and confused the earlier clear lines between counties and incorporated municipalities. The General Assembly itself has added to the blurring by conferring upon counties many of the powers of cities. What is a city and how does it differ from a county? The Constitution of Virginia defines a city as an independent incorporated community which became a city before July 1, 1970, and which has has a population of more than 5,000 persons. That language is repeated in the Code. That's it. A county is defined as any existing county or any such unit thereafter created. The General Assembly is authorized by the Constitution to provide for the organization, powers, creation, consolidation and dissolution of counties, cities, towns and regional government, but there is no statutory definition of what constitutes a city or county in the Code of Virginia. Two of the most basic units of government in the Commonwealth charged with duties and responsibilities under law are not really defined. It should be changed. Historically, cities provided urban services not needed or wanted in rural areas. Cities were manufacturing centers and commercial districts. Cities had tax bases not found in counties and, thus, possessed sufficient revenues to provide urban services without large infusions of state aid. Counties, on the other hand, were administrative districts of the state, created to perform basically state functions, such as tax collection and the operation of highways and a system of courts. Because counties lacked the tax bases of cities, state aid flowed to counties. But, since World War II counties have changed. While they continue to serve as a political subdivision of state government, many provide most of the urban services provided by cities. Indeed, the situation has become such that some observers have argued that in Virginia we have, in addition to rural counties and urban cities, some rural cities and urban counties. Yet, in many sections of the Code and in our funding formulas, we speak of —and rely upon without distinction —the terms city and county. We tinker almost annually, it seems, with state aid formulas for cities and counties. We adjust here for core city problems, alter there for suburban areas and change again for rural needs. We talk of differences, yet we often fail to see similarities. One analysis in 1968 by the Virginia Association of Counties and the Institute of Government led to the following conclusion: On the basis of this examination of the Constitution and Supreme Court opinions, it seems clear that the status of the Virginia county is not significantly different from that of the Virginia city and town so far as the legislative authority of the General Assembly to confer powers is concerned. The principal difference arises out of the method by which the General Assembly confers powers on counties and municipalities. In the case of counties, the grant must be made in the form of general law. In the case of cities and towns, the General Assembly may proceed by means of a general law or through a special law granting a municipal charter, if that charter is enacted according to the procedure prescribed in the Constitution. But this is a difference in method and not one arising out of any basic distinction between a county or a city or town in Virginia constitutional law This conclusion does not help much, for it focuses on a comparison of the status of the county and city in terms of how the General Assembly confers powers upon each. It does not focus on definitions of city and county and the similarities and differences that flow from the lack of definition. To some extent, urban and rural differences in counties have been �recognized by the legislature. Today there are six different forms of authorized county governments. The plain fact remains, however, that we are operating local units of government without operating definitions. The question should be asked, it seems to me, whether the time hasn't come to reexamine the nomenclature of local governments? Cities and counties: what are they now; what do we want them to be? Should the historical and traditional distinctions be restored to city-county terms? But, would that approach really resolve the separate and distinctive problems in an urban area containing a suburban county and central city? Probably not, yet if we are to succeed in finding solutions to problems that are linked to one's status as a city or county, can we afford to wait? There have been at least six studies dealing with various city-county problems since 1950, studies that have examined annexation, planning districts, urban growth and state aid to localities. Not one, to my knowledge, has ever examined the city-county definitional problem or considered the fundamental concepts behind the creation of the different units of government. I believe that the time for such a study has come. 1 propose the creation of a Blue Ribbon Study Commission, a body that would be charged with the duty of examining, evaluating and proposing definitions of cities and counties in Virginia. The study, at first, should not be a legislative task but one of local governments themselves. I believe that the Virginia Municipal League and the Virginia Association of Counties should create jointly the Study Commission, staffed by the Institute of Government at the University of Virginia, to conduct the study and to make the recommendations to the local governing bodies and ultimately, to the General Assembly. As I have suggested, the Commission should examine the historical and traditional divisions between cities and counties, the extent to which those traditional divisions have been changed over time and by events, and the degree to which local governments, rural, urban and suburban, have affected financially in the development and implementation of state aid formulas that incorporate city-county factors. Finally, the Commission must advance proposals and recommendations. Its work would not be easy, but we might be surprised and benefitted by its answers. 1 believe that we owe such a task to the people we serve, and 1 am convinced that it would be the catalyst needed to effect the changes desired by both urban and rural interests in the various state funding formulas for local governments. We owe it to ourselves and to the future of the Commonwealth. Duck Xing Something like a Walt Disney movie scenario, Fredericksburg City Council acted on resident's plea to have a duck crossing sign erected on a residential road located between two lakes. A resident complained that cars had been running over the ducks as they crossed the road from the two lakes to nest in the woods. Sign painter Pete Snelling's sign depicts a duck, rampant, on a field of orange. The lettering beneath says Duck Xing. The duck wears a small hat and what looks like a sailor suit, and admittedly is a strong resemblance to a famous web-footed Disney character. Mr. Snelling remarked that the sign to protect the ducks proved to be a challenge. There's no shortage of midnight oil to generate newfinancingideas at EFHu^n. E.F. Hutton's Public Power Finance Group has the experience, the know-how; and distribution network which could make your next financing a success in ways you may not have thought of. For your next public power offering, why not give Dick Locke a call at (212) 742-509^, Steve Sloan at (212) 742-6651, or Jon Chester at (212) 742-6788. Learn why so many people in public power say that it pays to listen when E.F Fiutton tall<s. When EFHutton talks, people listen. �People Rattley Receives Award Newport News City Councilmember Jessie M. Rattley was chosen ' N e w s m a k e r of t h e Y e a r ' by t h e V i r g i n i a Press W o m e n . M r s . R a t t l e y is a former President of t h e V i r g i n i a M u n i c i p a l L e a g u e a n d is c u r r e n t l y t h e P r e s i d e n t of t h e N a t i o n a l L e a g u e of Cities. She was the first w o m a n and the first b l a c k on the N e w p o r t News City Council. Appointments Edward Musick w a s appointed E x e c u t i v e D i r e c t o r of t h e C h i l h o w i e Redevelopment and Housing Authority. Mr. Musick previously s e r v e d a s T o w n M a n a g e r of B i g S t o n e C a p and City Manager for Newton, North Carolina and Mount Airy, North Carolina. He w a s also a finance d i r e c t o r in B r i s t o l , T e n n e s s e e . Honors Barbara J. G a g e , L y n c h b u r g ' s C l e r k of C i t y C o u n c i l , h a s e a r n e d t h e d e s i g n a t i o n of C e r t i f i e d Municipal C l e r k . O n e of t h r e e a c t i v e V i r g i n i a municipal clerks currently certified, Ms. Gage received the award from the I n t e r n a t i o n a l I n s t i t u t e of M u n i c i p a l Clerks. S h e has been e m p l o y e d by t h e C i t y of L y n c h b u r g s i n c e 1 9 7 1 a n d s e r v e d a s D e p u t y C l e r k of C o u n c i l before assuming her present position. She has also been associated with United California Bank in F r e s n o , C a l i f o r n i a a n d t h e U . S . S e n a t e in Washington, D.C. A b i n g d o n P o l i c e C h i e f W i l l i a m S. Phillips w a s e l e c t e d P r e s i d e n t of t h e F . B . I . N a t i o n a l A c a d e m y A s s o c i a t e s of t h e C o m m o n w e a l t h of V i r g i n i a . C h i e f P h i l l i p s is a g r a d u a t e of t h e n a t i o n a l a c a d e m y a n d h a s b e e n C h i e f of P o l i c e s i n c e J u l y , 1 9 7 3 . Prior t o his p r e s e n t p o s i t i o n , he w a s a n a d v i s o r t o t h e N a t i o n a l P o l i c e C o m m a n d of S o u t h V i e t n a m a n d w a s a m e m b e r of t h e V i r g i n i a D e p a r t m e n t of S t a t e P o l i c e . W o r k s Congress and Equipment Shop in K a n s a s C i t y , M i s s o u r i . T h o s e f r o m Virginia accepting the award were Harry Dotson, Sanitation Superint e n d e n t of t h e C i t y o f A l e x a n d r i a ; Robert N. H a r o l d , A s s i s t a n t D i r e c t o r of P u b l i c W o r k s f o r t h e C i t y of N o r f o l k ; a n d Ellis B. Hilton, Jr., D i r e c t o r of P u b l i c W o r k s f o r t h e C i t y of Portsmouth. Members Give Awards M a y o r James Taliaferro of Salem p r e s e n t e d p l a q u e s of a p p r e c i a t i o n t o J. Max H a n c o c k f o r his e l e v e n a n d a half y e a r s of s e r v i c e to the C i t y a s A s s i s t a n t City Engineer a n d City Engineer. Mr. H a n c o c k r e t i r e d A u g u s t 3 1 , 1 9 8 0 . Mr. B. G . King a c c e p t e d a p l a q u e in a p p r e c i a t i o n of his t w e l v e y e a r s a s a m e m b e r of t h e S a l e m S c h o o l B o a r d . Everett Lambert r e c e i v e d a p l a q u e from Bluefield Vice Mayor Cecile R i c h a r d s o n f o r his o u t s t a n d i n g w o r k a s a Town employee. Mr. Lambert w a s S u p e r v i s o r of M a p l e H i l l C e m e t e r y f o r 43 y e a r s . Deaths T h e H o n o r a b l e Lynn H. C o m e r , M a y o r of S t e p h e n s C i t y , d i e d Sept e m b e r 8 , 1 9 8 0 . H e s e r v e d as m a y o r f o r the past twenty years. T h e League e x p r e s s e s s y m p a t h y t o t h e f a m i l y of M a y o r C o m e r and to Stephens City. T h e H o n o r a b l e C . Fred Blount, M a y o r of C h r i s t i a n s b u r g , d i e d O c t o b e r 14, 1980. M a y o r Blount served on C o u n c i l in t h e 1 9 4 0 s a n d w a s e l e c t e d by C o u n c i l in 1976 to f i l l the u n e x p i r e d t e r m of M a y o r E l l i s P. B u c k l i n . H e w a s r e e l e c t e d in 1 9 7 8 w a s s e r v i n g his foury e a r t e r m a t t h e t i m e of his d e a t h . A c t i v e in t h e f i r e s e r v i c e . Mayor B l o u n t w a s a m e m b e r of t h e d e p a r t m e n t f o r 52 y e a r s , s e r v i n g 1 5 y e a r s a s Chief a n d w a s the current Assistant Fire C h i e f . T h e V i r g i n i a M u n i c i p a l L e a g u e a n d t h e S t a t e Fire C h i e f s A s s o c i a t i o n o f V i r g i n i a e x t e n d their s y m p a t h y to t h e f a m i l y of M a y o r Blount and to the Town of Christiansburg. Local government has lost a d e d i c a t e d p u b l i c s e r v a n t . WilliamshiiKsf^ Fort IVlagrader: A OKiA conference center In the middle of it all. From rooms for 10 to 500 to a special good times of both Colonial completely equipped stage, you'll find Williamsburg and The Old Country/ everything for a perfect conference at Busch Gardens. So if you're thinking Fort Magruder. of Williamsburg State-of-the-art and you want to audio/visual niake the meeting equipment. perfect, turn to Professional meal Fort Magruder. planning. Very For everything you expect from a personal service. great conference A n d very flexible meeting center —in the space. Space that middle of it all! F o r free lets you stage an p l a n n i n g booklet writejohn 1. Corbin, Years of Service Noted exhibition, go into executive session, and serve lunch (or dinner) to 500. Box K E , Williamsburg,Va. 23185. Or The American Public Works A s s o c i a t i o n r e c o g n i z e d t h e long y e a r s of d e d i c a t e d s e r v i c e of t h r e e l o c a l public works officials from Virginia with the Samuel A. Greeley Local Government Service Award. Established in 1 9 3 2 , t h e G r e e l e y awards were presented at a special meeting at the International Public And all just minutes away from the call collect: (804) 220-2250. Fort Magruder Inn & Conference Center, WiUiamshut^ �knowl-edge (narij) n. 1. the fact or state of Imowing. 2. the extent of information or extent of awareness. 3. that which is or could be known. To a manager, the word can have a more urgent meaning... ��T o ^ a business or government agency, it's not always what you know. It's when you know it. Because knowledge has a disseminating character. If it doesn't get to the right person, in the right place, at the right time, it becomes nothing more than a scribble on a memo. An unfulfilled potential. Most opportunity It's a matter of communications. Ideally a flexible, sophisticated system that can expedite decision, exploit circumstance, enhance profit. The Horizon®Communications System A compact, highly advanced communications network so ingenious in concept, it offers any size organization the crucial edge of expeditious timing, flexibility versatility economy With the simple push of a button Horizon gives you complete control of as many as 32 lines and 79 extensions. Sets up multi-party conference calls for up to five people. Qves you a specially toned ring to let you know immediately whether the call is internal or external. Forwards calls to predetermined locations when you are away from your desk. Alerts you when messages are waiting. Keeps you in constant contact with important calls through an intercom and optional paging system. Horizon even lets you rearrange these and other features without the added expense of outside help. Just call your C&P Account Executive or local Business Office. It's the first step toward discovering that Horizon offers the essential element you need for the timely transmission of vital information. Advanced communications control. The kind of sophisticated communications that brings you the right knowledge. At the right time. Something weVe been bringing business for over a hundred years. C&P Telephone The knowl business �DOESN'TCOMEWnHA SALESREP There are thousands of people out there trying to sell you their line of information technology. The problem is, once they make a sale, a lot of them also make something else. A lot of excuses when you need help. But C&P won't hand you a line like that. We believe sophisticated equipment like ours also needs sophisticated backing. That's why all of our systems come with a back-up system. A team of C&P specialists. Systems design specialists, who can analyze your communications problems and custom design a system just for you. Planning specialists who stay ahead of your current needs by keeping track of future trends. Service specialists, who know your equipment inside and out. Training specialists, who thoroughly instruct your people in how to use your communications technology Industry specialists, who understand your specific operation. Anything from aeronautics to shoe factories to hospitals. We even have a specialist who coordinates the specialists. Your C&P Account * Executive. A communications expert who's only a quick phone call away Or call your local C&P Business Office. When you see the technology we offer, and the people who come with it, you'll understand why C&P equipment doesn't come with a salesperson. It doesn't have to. It sells itself. C&P Telephone. rrcoMES wnHA' �Workmen's Compensation Program Grows The Virginia Municipal Croup Self Insurance Association began operation on July 1 , 1980 with seven member jurisdictions and approximately $730,000 in annual workmen's compensation premium. In the first three months of operation the program has grown to 23 members with an annual premium in excess of $1.3 million. The program is open to all cities, towns, counties, school boards and other political subdivisions. Representation from each of these groups is included in the initial membership of the pool. This program is the first of its kind in Virginia, having been approved by the Bureau of Insurance of the State Corporation Commission under the provisions of Section 65.1-104.2 of the Code of Virginia. Even though the' program is new to Virginia, several other states have had similar programs for a number of years. Municipal organizations have banded together recently in Texas, Florida, Alabama, Minnesota, Michigan, California, Louisianna and Connecticut, among others. Several other State municipal leagues are currently exploring the advantages of insurance pooling. Of primary importance is the fact that the program is owned and controlled by the participating members. All savings accruing to the fund will eventually be returned to the participants. Savings can accrue in several ways under the group self insurance plan. Specialized loss prevention programs are custom designed for each member of the Association. Monthly computer printouts are provided to each member detailing their losses. Aggressive claims handling through investigation of all loss time cases is instrumental in saving actual claims dollars. The Association retains all investment income on premium dollars deposited with the fund, and this cash flow management provides substantial savings to members. Furthermore, by eliminating agent commissions and reducing administrative overhead additional savings accrue. By Implementing specialized loss control programs, aggressive claims management, cash flow management and reducing administrative overhead participants in municipal programs in other states have earned dividends of 2 0 % to 3 0 % with some programs returning even more. Claims administraton and loss prevention services are handled by Hall Risk Management Services, Inc. Fleadquartered in Orlando, Florida, they have established a permanent office in Richmond to service the Virginia Municipal Croup Self Insurance Association. Their contract calls for a minimum of two safety visits annually to e a c h participating jurisdiction. Additional visits are to be made as needed to assure the proper development and implementation of a comprehensive safety plan. Another important feature provided by Hall Risk is the monthly computer printout of losses which can be used to pinpoint problem areas in your organization, so that appropriate safety measures can be applied thereby creating a safer working environment for the employees which will eventually mean fewer claims for on the job injuries. The Association held its first annual meeting on September 29, 1980 in conjunction with the 75th Annual Conference of the Virginia Municipal League. At that meeting additional representatives were elected to the Members' Supervisory Board, bringing the total number of board members to seven. The current board members are: Charles A. Robinson, Jr., Chairman, Mayor of Vienna; Francis T. West, Councilman, Martinsville; R. Michael Amyx, Executive Director, VML; Harry C. King, Member, Prince George County Board of Supervisors; Shirley Tyler, Chairman, Alexandria School Board; John Cutlip, Shenandoah County Administrator; and, Richard Johnson, Director of Finance, Suffolk. The Board is charged with overseeing the affairs of the Association and has the particularly important role of determining the amount and timing of the distribution of dividends, subject to final approval by the Bureau of Insurance. Given the rapid growth in our first quarter of operation and the very good loss ratio on claims to date, we are very optimistic about the prospects for a successful first year. If you would like to learn more about this program, please call Bradley Harmes at the League office (804/649-8471) so that a representative of the League or Hall Risk Management can meet with you and provide a formal premium quotation for your participation in the program. e stand behind onr products at CPfifP. Our field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. Concrete Pipe & Products Company, Inc. EG. Box, 1223, Riolimond,VA 23209 (804)233-5471 �Study S h o w s Joint Acrtion R e d u c e s Power C o s t s by George H . C h i n A preliminary study undertaken by a consulting firm for the Municipal Electric Power Association of Virginia (MEPAV) has projected that a Joint Development Plan of power supply could reduce the cost of power supply to the customers of these municipal electric utilities by over $30 million per year by 1989 The 15 municipal electric utilities in Virginia currently purchase a major portion of their electric power requirements under the wholesale rates of the Appalachian Power Company (APCO), the Potomac Edison Company (PECO), the Virginia Electric and Power Company (VEPCO) or the Tennessee Valley Authority (TVA). In addition, some municipals have generating facilities which they operate to supplement their supply during peak load periods (times when electric load is at the highest level) to reduce the peak period electric purchases from their wholesale supplier. During the period 1972-1978, the average cost of wholesale power purchased by the municipal electric utilities in Virginia increased nearly 300 percent which is an average annual compound rate of increase of approximately 20 percent. While the increasing cost of fuel has been a significant factor, the increasing cost of financing new generating resources included in the ownership cost portion of wholesale rates has also been a major reason. Concerned over this rising cost of power supply, MEPAV retained R. W. Beck and Associates to undertake a preliminary power supply study. The study included a projection of the total electric load requirements of the localities, a preliminary projection of wholesale power costs from their present wholesale power suppliers, and a preliminary projection of potential savings to MEPAV members as a result of a joint power supply program. The study was to show how a program of direct ownership and selective participation in specific generating units could reduce the projected cost of serving the existing and projected power requirements of the MEPAV members through 1989. Existing power supply resources, wholesale power arrangements and About the Author Mr. Chin is Principal Engineer with R. W. Beck and Associates in Wellesley, Massachusetts. potential power supply alternatives were considered. MEPAV members were divided according to those that purchase wholesale power from APCO and those that purchase wholesale power from VEPCO. Because of its geographic location Front Royal, which is served by PECO, was included with the VEPCO group. Bristol was not included since the TVA is Bristol's wholesale power supplier. The projected cost of power was developed under two basic alternatives: the Wholesale Purchase Plan (power supply obtained through the purchase of power from APCO or VEPCO under wholesale rates supplemented by existing owned generation) and the Joint Development Plan (power supply obtained through an economic mix or combination of resources, including power from existing owned generation, purchase power from APCO or VEPCO under wholesale rates, unit contract purchases, joint ownership entitlements and construction of MEPAV generating facilities). In order to project wholesale power cost, the consulting firm had to model both supplier's annual operations to project what the cost of service would be in the future. For the Joint Development Plan, a variety of power supply resources generating plants like North Anna and Surry — may be available to the members. For the generating units assumed to be constructed by MEPAV, costs were estimated based on generic units of that type which are currently, or proposed to be, constructed in the region. A computer analysis included the total power cost of each generating resource under various operating modes and determined that a combination of resources would be a more economical power supply mix. The comparison of the estimated cost of the plans showed that by utilizing the North Anna and Surry plants included in the Joint Development Plan, the members could realize an estimated potential savings in power supply costs in utilizing strictly wholesale power ranging from $617,000 in 1983 to $27.8 million in 1989 for the APCO group, and from $2.5 million in 1983 to $6.3 million in1989 for the VEPCO group. MEPAV members should form and participate in a joint action authority since jointly owning and developing power supply resources has the potential of significantly reducing the members' future cost of power. Also, the localities should review their power supply requirements and make an overall power supply plan which is flexible enough to meet changing conditions and which considers the proper mix of base, intermediate and peaking resources to meet their individual load and reserve requirement. Periodic reviews of power supply programs are encouraged. A jointly developed power supply program has the potential of significantly reducing the members' future costs of power supply based on continued reliance on wholesale power purchases and nuclear units, such as the Surry and North Anna Units, which could economically satisfy a portion of the member's base load power requirement. Joint ownership participation in coal-fired generating resources should, over the life of the resources, provide lower cost power than power obtained under wholesale purchase arrangements. MEPAV could also investigate participation in and the costs of joint ownership arrangements or unit contract purchases in the Surry and North Anna Nuclear Units and the Lewis County Coal Units. In conclusion, the power study opens many possibilities for municipalities in Virginia that operate or generate their own electric department. ORDINANCE CODIFICATION Looseleaf Supplement Service M UNICIPAL CODE . Law Editorial Staff CORPORATION p. O. t o K 21SS TALLAHASSEE, FLORIDA 32304 T . l . p h . „ . (904) $ 7 M . 7 I • Modern Computer Technology • Serving 1,650 cities and counties in 47 states, 44 in Virginia �Smith Barney, Harris Upham & Co. is ^1 in joint-action public power financing. No other underwriter has as much experience in joint-action as our firm. Over the past three years, Smith Barney, Harris Upham has been instrumental as senior managing banker in bringing to market, for the first time, the following major joint-action public power agencies: Heartland Consumers Power District (South Dakota) (Senior Managing Banker) Lafayette Public Power Authority (Louisiana) (Senior Managing Banker) Massachusetts Municipal Wholesale Electric Company (Senior Managing Banker) Michigan Public Power Agency (Senior Managing Banker) Michigan South Central Power Agency (Senior Managing Banker) Wyoming Municipal Power Agency (Senior Managing Banker) If you have questions concerning the formation of a joint-action agency or if your agency needs help in order to bring it to market, please call: David Guernsey (212) 399-6200 Ann Hagan (212) 399-6172 Peter M. Ramsey (215) 854-6000 �Localities Can Pool Investments By Stuart W. Connock, Donald P. Lillywhite and Robert C. Watts Beginning on January 1 , 1981, localities can " p o o l " all of their idle or reserve funds in order to get the maximum return on their investments. Passed by the General Assembly this year, the "Investment of Public Funds and Local Government Investment Pool A c t " will produce additional revenues for localities on short-term investments. Passage of this act reflects the national trend of increased cooperation between state and local officials in managing public funds. Between 1974 and 1979, fifteen states established state-administered pools for the investment of local government reserves. Virginia's investment pool act, which draws on Utah, Oregon, Montana and California laws, is based on model legislation prepared by the Advisory Commission on Intergovernmental Relations. "Funds are sent to the State Treasurer for investment." The local government investment pool is an aggregate of local government funds placed with the State Treasurer for investment. All public officers, municipal corporations, political subdivisions and public bodies of the State may participate in the pool. Under the act, local officials may make temporary transfers among separate funds in order to pool the amounts available for investment. The Treasury Board administers the pool and, by law, may invest the monies only in commercial banks or trust companies, savings and loan associations, or building and loan associations insured by an agency or instrumentality of the United States government. "On a voluntary basis, any locality can join for a $10,000 deposit." Participation in the investment pool is voluntary. While the pool is particularly valuable to smaller localities which do not have the benefit of an investment staff, it is open to all local governments regardless of size. ABOUT THE AUTHORS All of the authors are affiliated with the Commonwealth of Virginia. Mr. Connock is Assistant Secretary for Financial Policy in the Office of Administration and Finance. Mr. Lillywhite is an Analyst with the Department of Planning and Budget. Mr. Watts is the State Treasurer. The minimum amount required to participate in the investment pool is $10,000. Additional deposits must be made in increments of $1,000. A locality may have more than one investment account within the pool, but each account must have a minimum balance of $10,000 at all times. To deposit funds in the pool, an authorized representative of a locality must telephone the State Treasurer by 4:00 p.m. on the business day prior to the day the fund transfer is wanted. The following morning, the locality wires the transfer funds to the Treasurer's account at a bank designated by the Treasurer. As the final step, the representative must provide written confirmation to the Treasurer of the wire transfer. The standard charge for a wire transfer is $3.00 per transaction. Funds are invested on the 'blind faith' that the wire transfer will be made. If a locality fails to do this, future transfers will not be invested until the Treasurer receives written confirmation of the wire transfer. When possible, the local government should also indicate the expected length of time the funds will be held in the pool, particularly if the funds are over $100,000. This helps the State in managing the pool investments. A similar process is used for withdrawals. An authorized representative must call the State Treasurer by 4:00 p.m. on the business day prior to the day the funds must be transferred to the locality. The Treasurer will wire transfer funds to a designated local bank, and the locality, in turn, must have 'blind faith' that this transaction is made. Interest does not accrue on the investment for the day of withdrawal. As a follow-up to the telephone withdrawal, a local official must mail, on the same day, written confirmation of the transfer request. If the withdrawal reduces the account below $10,000, the entire balance will be wired back to the locality. The Treasury Board requires that funds remain in the pool for at least one day. Because of the administrative costs to both the State and the locality, small amounts should not be invested for one day. At an annual interest rate of nine percent, the breakeven amount for a one-day investment is $26,000. The Treasurer's Office anticipates that only "out of pocket" expenses for administering the pool will be charged to the participants. A separate bank account will record the bank charges paid on a "hard dollar basis" and the charges against fund earnings from "out of pocket" expenses. This is expected to be a true "zero balance" account. Initially, localities will not be charged for the State's staff time or office expense; however, some charge may become necessary if the pool attracts a large number of investors. Several states that currently operate an investment pool deduct one-fourth The power of Bache. Put it to workforyou. Bache Distribution • Capital • Experience ^ ^ ^ s c a r Carison 212-791-3679; Bart Livoisi 212-791 -3683 More than 190 offices worldwide • Member SIPC. �of one percent to one-half of one percent from earnings to compensate for their administrative costs. The Treasurer will furnish each pool participant with a monthly report showing the changes in investments made during the preceding month. Interest income for localities will equal the average rate of return, calculated quarterly, for all pool investments. Earnings will be based on each locality's average daily balance. Accumulated interest, less "out of pocket expenses", will be sent to each participant in the month following the end of each quarter. "There are benefits for both State and local governments." Many local governments are unable to invest in the short-term money markets because of insufficient funds or because local officials lack the time or staff expertise to handle such investment opportunities. This is especially true of smaller localities and results in these local government units earning little or no interest on their reserve funds. Allowing the State to manage local funds through an investment pooling arrangement provides a solution to both of these problems. Localities of all sizes can benefit from investment pooling because each governmental unit receives the same rate of return regardless of whether it invests small or large amounts. Participants investing small amounts will receive a relatively higher rate of return than if they invested their funds individually. Localities are protected against significant risks because of the investment restrictions placed on the State, Whatever small risks do exist are shared among all participants and spread out among many different investments. The rapid transfer of funds provided for in the investment pool arrangement allows local government officials to wait until the last possible day to request funds from the pool to meet current obligations. This enables localities to earn higher yields on their funds and provides them with more flexibility in their cash management and investment practices. Participants should not find themselves in a cash crunch because assets or investments are not liquid. The benefits which will accrue to the State as a result of the local government investment pool act are less tangible. However, by enabling localities to maximize their return on reserve funds, the State will help to increase the financial stability of local governments. In addition, the pool should increase the willingness of the State and local governments to join in future cooperative ventures. The investment fund is a good example of how innovative management approaches, coupled with intergovernmental cooperation, can benefit both State and local governments with very little additional costs to either. Commentary Local Government Investment Pools By Mary Jo Fields Local governments continuously must face the difficult task of reconciling burgeoning service demands with growing resistance to tax increases. Addressing this dilemma, local governments have tried to enhance their revenues through more effective cash management procedures, including the investment of idle cash balances. For some time, Virginia municipalities individually have earned interest by investing idle revenues. With the passage of the Investment of Public Funds and Local Government Investment Pool Act by the 1980 General Assembly, municipalities will be able to pool their investments in order to attract greater interest earnings This Commentary will discuss briefly the purposes of local government investment pools and their record of performance in states other than Virginia. The Virginia pool is the subject of the above article in this issue of VIRGINIA TOWN & CITY. The states of Connecticut, Montana, and Oregon established the first local government investment pools in 1973 and 1974. Today, at least fourteen states authorize pools. The act establishig Virginia's pool closely follows the model legislation developed by the U.S. Advisory Commission on Intergovernmental Relations as a guide for states considering investment cooperatives. The advantages of an investment pool are easily stated and understood. First, by combining the investment resources of a number of localities, the pool has more money to invest. The larger amount allows more diverse About the Author Ms. Fields is affiliated University of Virginia. vith the Institute of Government at the investments in larger denominations and with greater potential yields than would be possible with the smaller sums invested by individual local governments. Second, there should be less fluctuation in the income and outflow of funds through the pool than in the investments of any one locality. As a result, the pool, unlike a single locality, can invest in larger securities with longer maturities. If localities have similar cash-flow patterns, however, the deposits to and withdrawals from the pool will fluctuate, and investments will have to be scheduled to follow these patterns. Third, while most local governments cannot justify either the time or the staff to exploit fully all investment opportunities, the pool can afford to employ professional managers. Fourth, the pool permits an individual local government to make frequent investments and withdrawals and lessens the need for a locality to maintain a large and idle demand balance. Finally, the pool reduces administrative expenses since the cost of making a large investment is about the same as for a small one. In spite of the apparent benefits of a local government investment pool, local officials may be reluctant to transfer funds from local banks to the pool. The rate of earnings from the pool is not known in advance as it is for other investments such as certificates of deposit and time deposits; this problem should be alleviated, however, if the pool established a consistently high earnings rate over time. More significant, shifting investments may affect the local economy. Some research, for example, concludes that local public deposits have an indirect effect on the local economy by increasing credit availability. Other studies, however, contend that local institutions should be favored only if yields from their investments are as high as those of �other securities, given comparable liquidity and safety; these studies also question the hypothesis that loans to finance local projects are dependent on public funds deposits. A final drawback is the possibility that local bank services will cost more if the local government makes some of its invesments elsewhere. The additional income from the pool, however, may more than offset any increases in bank service charges, and banks may try to attract a locality's business by offering better or less expensive services. Moreover, because the local government will probably continue to make local deposits, the investment pool can be viewed as an expansion, not a contraction, of investment opportunities. Nevertheless, banking communities in at least three states resisted the establishment of investment pools. Studies of local government investment pools in six states (California, Connecticut, Wisconsin, Massachusetts, Oregon, and Illinois) conclude that the pools are a useful addition to a locality's investment portfolio. The most important finding of these studies was that, on the whole, the earnings from the pools consistently exceeded those realized by most individual local governments in the six states. In addition, until the second half of 1978, the yields generally surpassed the earnings from other securities, including 90-day and 4-to 6-month prime commercial paper, 90-day negotiable certificates of deposit, and 90-day and 180-day U. S. Treasury bills. From the second half of 1978 to the first quarter of 1979, however, the pools' earnings were less than the yields of some of these securities. This pattern reflects one potential problem with local government investment pools —the yields may lag slightly behind national interest rates. When interest rates are rising rapidly, direct investments may produce higher earnings than the pool unless enough deposits are attracted to take advantage of the higher rates. Conversely, if interest rates fall rapidly, the yields froni the pools become more attractive. The studies of six local government investment pools already in operation confirm that this relatively new cash management procedure can increase the interest earnings from idle cash balances. A pool's earnings are potentially higher than those of some securities; more money can be invested since smaller amounts of cash are required; and short-term investments, including overnight deposits, are simpler to make. Local officials will want to examine investment portfolios and earnings to determine if their localities can benefit from participation in the new Virginia pool Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . KoENEN (212-558-3180) BENEDICT T . MARINO (212-558-2840) L E E K . B A R B A (212-558-2168) ROBERT M . BROWN, I I I (212-558-3356) T O M E . G R E E N E I I I (212-558-2680) W . PATRICK McMuLLAN (212-558-3174) RICHARD J . ZANARD (212-558-3182) Lehman Brothers Kuhn Loeb Incorporated NEW YORK • ATLANTA HOUSTON • LOS ANGELES • BOSTON • CHICAGO • DALLAS SAN FRANCISCO • LONDON • TOKYO �Marketplace Manager oi Utility Lines Facilities Performs complex technical and administrative work in overseeing all water lines, storm and sanitary sewer construction and maintenance for the city: does related work as required. Work is performed under the general direction of the Director of Utilities and Operations. Supervision is exercised over all personnel in the Utility Lines Department. Need knowledge of management practices for personnel and budget administration;thorough knowledge of civil engineering related to the operation of a municipal water distribution system, drainage and sewer systems; ability to plan and supervise the work of others; ability to prepare and present technical or financial information; ability to establish and maintain effective working relations with City officials, employees, construction industry, and general public; ability to communicate effectively orally and in writing. Any combination of education and experience equivalent to graduation from an accredited college or university with major work in civil engineering or business administration supplemented with engineering courses and considerable utility related experience in an administrative capacity. Experience in underground utility work and considerable management ability. Salary $19,879 annually. Send resume to City of Roanoke, Department of Personnel Management, Room 158, Municipal Building, 215 Church Avenue, S.W., Roanoke, Virginia 24011 by December 1,1980. Director of Municipal Finance City of Norton. Reponsibilities include all functions of accounting and control, budgeting, and purchasing. Individual applying should have strong accounting background. Related degree and prior municipal experience preferred. Salary negotiable. Contact City of Norton, Office of City Manager, P.O. Box 618, Norton, Virginia 24273. Town Engineer/Zoning Administrator Town of Bluefield, Virginia. New position. Associate degree in civil engineering technology and surveying experience required. On-the-job training w i l l be provided for zoning administration phase of job. Relevant experience will weigh heavily in selection process. Applicant should be prepared for extensive contact with the public and a broad variety of job duties. Expected date of hiring is January 1 , 1981. Annual salary $13,000. Apply to: Town Manager, P.O. Box 770, Bluefield, Virginia. (Governor, from page 6) for the Federal Medicaid program. When Virginia entered the Medicaid program in the budget year 1969-70, total expenditures were a little over $28 million, about $10 million in State funds and about $18 million in Federal funds. For the budget year ending last July 1, total expenditures had increased from $28 million to $382 million, and the cost to the State had increased from $10 million ten years ago to $166 million. By the budget years 1981-82, the projected total cost will go on up to $440 million, and the State cost will go from $166 million to $190 million, or almost 20 times the original cost of the program. I don't need to tell you where we will wind up ten years from now at that rate of increase, or what the impact would be on essential State programs, including revenue sharing with localities. 1 wish I could tell you that I have found an answer. BEFORE YOU BUY AMIHICOMPUTER SYHEM1. MEETJBA 2. GET THE BOOK 1* JBA is a Virginia-based firm, totally oriented to all areas of computer systems and technology. JBA has a phenomenal track record working with business, industry, state and local governments—in management consulting, computer systems development, and the installation and servicing of complete computer systems. Turnkey operations! For little or big companies. We're an aggressive, talented, and experienced company And we want your business! 2» THE BOOK IS "BUSINESS COMPUTER SYSTEMS-An Inside Guide to Small Business Computers" and it's a terrific source for all your questions. It sells for $6.50, but we'll send you onefreeif you're sincerely interested. Just write your name name in in the the cc cou2 your pon below and staple it to your letterhead. I did try to get the General Assembly to reduce the appropriations side of the State budget to balance the tax reductions, but I can't say I had much success. I have asked our budget people and our Health Department people to give me some options to solve the Medicaid problem. In the meantime, I thought you should know what we both face in terms of our financial partnership, so that you could make your own positions known in appropriate circles. I wish I had some good news to offer you along with the bad. If there is a silver lining, it may be that when the taxpayers digest the figures, they will begin to understand that reducing taxes means reducing government services, not only for everybody else, but for themselves. "JbQ If we can get that message across, it may have been worth all our time and effort. Director of Public Works Manassas Park. Currently seeking Director of Public Works, successful applicants should possess experience in street maintenance programs, water, sewer and other related city services. Minimum 3 years experience in supervision, engineering degree desirable. Salary range $18,000-$22,000. Contact: Mr. Richard A. Arbore, City Manager, City of Manassas Park, 103 Manassas Drive, Manassas Park, Virginia 22110, 703/361-0124. Closing date November 15,1980. Chief of Police The Town of Elkton. This town of 1,500 people has a modern up to date force, but is in the midst of regrouping due to budgeting problems. The starting salary is approximately $12,000. One of the requirements is that the chief must be an Elkton resident after his probationary period. For more information call the treasurer at 703/298-1951, Mrs. Norma Leap. Baumes Fellow Announced to: JOHN BROUGHTON ASSOCUTES, INC. 105 EAST CARy STREET RICHMOND, VIRGINIA 231219 Sally June Rutherford, a Norfolk native, is the recipient of the Baumes Fellowship. A graduate of Ferrum College, Ms. Rutherford studied Public Affairs and Administration and was employed by the City of Roanoke in the Finance Department. She will use the fellowship toward a M A . degree from the University of Virginia. Montgomery County — Montgomery County dedicated the Montgomery County Court House in Christiansburg on October12,1980. Send me the free book "BUSINESS COMPUTER S/STEMS!' I'm stapling this coupc^n to my company letterhead. I MY NAME �Legal Guidelines Governmental Immunity—Good News and Bad By Howard W. Dobbins, General Counsel The good news is that in a case decided September 10, 1980 {Bruce v. Riddle and others, individually and members of the Greenville County Council and Greenville County, Case No. 79-1313), the United States Circuit Court of Appeals for the Fourth Circuit has reconfirmed that individual legislative members have absolute immunity with respect to the passage of zoning ordinances. In this case the Greenville County Council (South Carolina), ignoring the recommendations of its staff, rezoned an area of land including that of plaintiff thereby prohibiting multi-family dwellings. Such prohibition diminished the value of the plaintiff's land from $15,000 to $2,000 per acre and the plaintiff alleged that this was done in bad faith after the individual defendant council members had participated in private meetings with unnamed influential citizens in the area who owned nearby residential property. The complaint demanded compensatory and punitive damages The U.S. District Court granted a motion to dismiss the individual twelve members of the council holding that the complaint did not state a cause of action in as much as they were entitled to absolute legislative immunity. In affirming the District Court, the Court of Appeals relied on the United States Supreme Court opinion written by Justice Brennan in Owen v. City of Independence, 48 U.S. L.W. 4389, 4393 {No. 78-1779, April 16, 1980) and the cases therein cited holdings that individuals acting in either judicial or legisltive capacities have absolute immunity from liability in a Section 1983 action by virtue of long-standing common law principles. With respect to the further charge by the plaintiff that the Greenville County Council members acted improperly in meeting with constituents who were interested in the passage of the ordinance, the appeals court opined that the council members might well have met with constituents who were opposed to the ordinance; that meeting with interest groups, regardless of motivation is part and parcel of the modern legislative procedures through which receive information possibly bearing on the legislation they are to consider. Said the Court: "The possibility that legislators may be 'politically' motivated to attend such meetings cannot take away from the legislative character of the process." Good news, indeed, to have the courts uphold the right of members of governing bodies to hear all sides, privately or publicly, without fear of individual liability to disgruntled citizens. The bad news in the area of municipal immunity is reported in the decision of the United States District Court, District of Kansas (Case No. 7562-C-2) decided April 22, 1980, 97616 CCH Federal Securities. In Woods v. Homes and Structures of Pittsburg, Kansas, Inc., the action arose out of the issuance and sale of some Pittsburg industrial development bonds which were issued to finance the construction of a manufacturing facility in Pittsburg. Homes and Structures entered into a lease agreement with the city, the revenue from the lease being intended to finance the payment of principal and interest to the bondholders. Homes and Structures subsequently defaulted on its payment of rent and a class action was instituted on behalf of all the bondholders against the city and others alleging securities violations of Rule 10(b) (5), Section 10 (b) of the Securities Exchange Act of 1934, Section 17A of the Securities Act of 1933, violation of various provisions of the Kansas Securities Act, fraud, negligence, breach of contract, wilful and wonton misconduct and for an accounting, seeking punitive and exemplary damages. The defendants, including the City of Pittsburg, filed motions to dismiss and for summary judgment on several grounds. One of the grounds asserted for dismissal and summary judgement by the City of Pittsburg was based upon governmental immunity, the city contending that the judicially created doctrine of tort immunity for municipalities requires dismissal of a federal securities law claim. However, the United States District Court held that Section 12(2) of the 1933 Act expressly provided for the private cause of action under federal law and that this action is not an implied cause of action in the nature of a tort for violation of a statutory duty and. accordingly, the doctrine abrogating a city's liability. The court futher opined that even if the immunity doctrine was applicable, the city's conduct here was arguably of a proprietary nature and dismissal would be inappropriate for that reason as well. The Court also refused to accept the city's contention that the Tenth Amendment to the United States Constitution protects it from application of the federal securities law, concluding that the reservation of rights to the states in the Tenth Amendment did not bar liability because the issuance of industrial development bonds fails to rise to the level of traditional governmental function, the primary benefits of such a bond issue flowing to the borrower and to the bond purchasers with only secondary benefits such as increased employment and increased corporate spending in a locality inuring to the community as a whole. We all should be aware of this new area in which liability may be asserted against a locality w h i c h issues industrial development bonds. (Peirce, from page 10) That we conserve our agricultural lands against unnecessary urban encroachment, both for the sake of our environment and because agricultural production is one of America's few strong points in the world economy today. That we favor historic preservation and conserve the buildings and texture of our cities and towns, since they do reflect our culture and can become much stronger points of attraction for people in a world of necessarily more compact settlement. That we manage our local governments to achieve the greatest potential economies and productivity levels, and thus conserve the taxpayer's dollar. And that in all this, we put our existing cities and towns first, since we have such immense amounts of financial capital, as well as human capital, tied up in them. All of that is a tall order, admittedly. But in a perplexing decade, it may suggest a scenario —perhaps the only realistic scenario available to us —for city and town and national survival. �THE WALLERSTEIN SCHOLARSHIP THE WALLERSTEIN SCHOLARSHIP was established by a gift from Ruth C. and Morton L. Wallerstein to the University of Virginia to foster interest and research in Virginia municipal government The Scholarship is administered by the Virginia Municipal League and the Institute of Government, University of Virgin' ELIGIBILITY: An applicant must be: 1. An employee or official of a Virginia municipality who would like to spend a year at the University of Virginia engaged in research and study with the Institute of Government; or 2. A person, preferable an employee or official of a Virginia municipality, seeking to undertake graduate work at the University of Virginia in a field related to municipal government. It is hoped, but not required, that the recipient intends to enter or re-enter Virginia municipal government service upon completion of the graduate work. SELECTION CRITERIA: while an applicant must show promise of benefiting substantially from a year at the University and a degree applicant must meet admission standards, the selection committee will place heavy emphasis upon the individual's potential for public service in Virginia. DURATION OF THE AWARD: The award is made for a twelve-month period, beginning, at the recipient's wishes, between June 1 , 1981, and September 1,1981, and may continue for a second year dependent upon the recipient's need and his or her first year record. A M O U N T OF THE AWARD: The amount is $4,200, with an additional $400 each for up to two dependents. APPLICATON PROCEDURE: Applicants for the scholarship may obtain the necessary forms by writing to the Institute. Applicants seeking a graduate degree must fulfill all the requirements for admission to the graduate school of the University. Inquiries regarding graduate school requirements should be addressed to the Dean of the Graduate School of Arts and Sciences, 438 Cabell Hall, University of Virginia, Charlottesville, 29903. DATES FOR SELECTION: All applications must be submitted no later than February 1, 1981. An applicant may be invited to attend a personal interview held either at the Institute or the Virginia Municipal League. The recipient will be notified no later than April 15,1981. For further information, please write to: INSTITUTE OF G O V E R N M E N T University of Virginia 207 Minor Hall Charlottesville, Virginia 22903 �VA SECTION, ICMA Approximately sixty Virginians attended the I C M A Conference at the C o n c o r d in N e w Y o r k last m o n t h . T h o s e m e m b e r s w h o received their twenty year service pins were — Warrenton Town Manager Ed Martin, Herndon Town Manager Ed Martin, former Newport News City Manager Frank Smiley and Hampton City Manager O. Wendell White. Receiving f i f t e e n y e a r pins w e r e M a n a s s a s C i t y Manager Ches Moyer and Portsmouth City Manager Bob Williams. Bedford City Manager Keith Cook, Virginia Beach City Manager George Hanbury, Colonial Heights City Manager Byron Haner, Chesapeake City Manager John Maxwell and Galax City Manager H a r o l d Snead w e r e given ten year pins. Dr. H a r o l d H o v e y , a f f i l i a t e d w i t h the U r b a n I n s t i t u t e in W a s h i n g t o n , D C , spoke to the managers at the annual breakfast meeting during the Virginia M u n i c i p a l League's Annual C o n f e r e n c e in A r l i n g t o n C o u n t y . D r . Hovey spoke on pension systems that are a v a i l a b l e today. The Virginia Committee for Professional Development h e l d its a n n u a l m e e t i n g in C h a r l o t t e s v i l l e t o develop training programs for 1 9 8 1 . The Managers/Elected Official W o r k s h o p w i l l be held December 10-12, 1980 at the B o n h o m m e Richard Inn in W i l l i a m s b u r g , V i r g i n i a . O t h e r p r o g r a m s t h a t w i l l be o f f e r e d a r e F i n a n c i a l M a n a g e m e n t t o be h e l d J a n u a r y 2 8 - 3 0 in R i c h m o n d a n d a session on Productivity on June 1 7 - 1 9 , 1981 a t t h e R a m a d a I n n in V i r g i n i a B e a c h . For i n f o r m at io n, please c o n t a c t the L o c a l G o v e r n m e n t M a n a g e m e n t R e l a t i o n s o f f i c e a t 804/786-7406. Christiansburg—Town C o u n c i l agreed to o f f e r its r e c e n t l y a b a n d o n e d s e w a g e t r e a t m e n t p l a n t t o t h e T o w n of D u b l i n for $600 per m o n t h a n d a f e w other c o n d i t i o n s s u c h as b a s i c m a i n t e n a n c e and repair. Christiansburg Town C o u n c i l is t o be c o m m e n d e d f o r t h e i r cooperative efforts. Martinsville — T h e C i t y w a s a w a r d e d a special citation by t h e A m e r i c a n Automobile Association for pedestrian s a f e t y in a n a w a r d s e v e n t h o s t e d by G o v e r n o r J o h n N. D a l t o n . ' T h e a n n u a l awards are given to Virginia cities and counties for conducting effective pedestrian safety programs to reduce accidents and fatalities. Statement of O w n e r s h i p M a n a g e m e n t and C i r c u l a t i o n 1. D a t e o f Filing: O c t o b e r l , 1 9 8 0 2. T i t l e o f P u b l i c a t i o n ; V I R G I N I A TOWN & CITY 3. F r e q u e n c y of P u b l i c a t i o n : Monthly. 4. L o c a t i o n of k n o w n off ice of p u b l i c a t i o n : 311 I r o n f r o n t s , 1011 E a s t M a i n S t r e e t , R i c h m o n d , Virginia 23219. 5. L o c a t i o n of H e a d q u a r t e r s of G e n e r a l B u s i n e s s O f f ice of P u b l i s h e r s : 311 I r o n f r o n t s , 1 0 1 1 East M a i n Street, R i c h m o n d , Virginia 23219. Financing Public Power Requirements 6. E d i t o r : C h a r l o t t e K i n g e r y , 311 Ironfronts, 1011 East M a i n Street, R i c h m o n d , Virginia 23219. 7. P u b l i s h e r : V i r g i n i a M u n i c i p a l L e a g u e , 311 I r o n f r o n t s , 1 0 1 1 East M a i n Street, R i c h m o n d , Virginia 23219. 8. O w n e r s : V i r g i n i a M u n i c i p a l League 9. A v e r a g e N o . of c o p i e s e a c h issue d u r i n g p r e c e d i n g 12 months: T o t a l n o . c o p i e s p r i n t e d : 5,152 Mail Subscriptions: 4,510 Paid circulation: 4,510 Free d i s t r i b u t i o n : 484 Total distribution: 4,994 Office Use, etc.: 158 Total: 5,152 10. S i n g l e Issue n e a r e s t t o f i l i n g date: Total No. copies printed: Mail subscriptions: Paid circulation: Free d i s t r i b u t i o n : Total distribution: O f f i c e use, e t c . : Total: 5,250 4,595 4,595 512 5,107 143 5,250 I certify that the statements made by m e a r e c o r r e c t a n d c o m p l e t e . Charlotte Kingery Editor Alexandria—A signing ceremony o f f i c i a l l y c l o s e d t h e f i r s t s t a g e of t h e ten-year effort to r e d e v e l o p the Topedo Factory Complex. O l d Town d e v e l o p e r C h a r l e s R. H o o f f , I I I a n d c i t y o f f i c i a l s signed c o n t r a c t s that called for the developer to c o m p l e t e work on t w o buildings and for the City to r e n o v a t e t h e r e m a i n i n g t w o by M a r c h , 1 9 8 5 . O n e b u i l d i n g , t o be c o m p l e t e l y d e m o l i s h e d , w i l l b e t h e site of n e w c o n d o m i n i u m t o w n h o u s e s , a public plaza and underground parking. Other buildings will contain the new Torpedo Factory Art Center. •First Boston The First Boston Corporation 20 EXCHANGE PLACE NEW YORK, N.Y. 10005 (212) 825-2000 WHO-WHAT-WHEN-WHERE 'PLANNING CALENDARS 3'x4' The Year In A Flash Get Things Done On Time Assignments Schedules «9Sf acations Events Model Time Allocated - 9.96 1.00 F L Res. 4% T a x COOK'S SYSTEMS Total 111 N W 5 Ave Ft. L a u d e r d a l e , F L 33311 Enter this order and ship to Remit End. 9.95 Shipping Time Available PC No L B (305) 763-1009 Charne to M,, 1 1 1 1 1 1I1 1 I I I I 1 Mo. Expire Date F ir m Yr. 7in Authorized/Credit card signature date Specifications & prices subject to c h a n g e without notice. �Professional Directory 1625 Eye Slreel Washington. DC 20006 (202)33t'1440 8720 Georgia Avenue Silver Spring, MO 20910 (301)S<S-6001 G e o l o g i c a l . S<.>ils and H n v i r o n n u T i t a l G x i s u l t a n t s Ground Water Sludies Land Disposal of f-iTlijents and Sludges Solid Waste Sludics • Foundation Hv^iluJlions 800 North 12th Boulevard St.Louii.MO63101 (314) 436-7600 V i e n n a . V i r g i n i a • Prione: (703) 281-2400 S t a u n t o n . V i r g i n i a ' Phone: (703) 886-8555 ig/ GREGG Engineers Planners Surveyors • Chio-oo "^^'Cl ;'I'j'"™;^" s Cuicago B 0 6 0 e • Tampa GREELEY. HANSEN AND DESIGNS • Richmond, VA 23288 MALCOLM'T) PIRNIE, I N C . ^ ENGINEERS Water. Wastewater. Solid Wastes. Soils & Foundations Land Developmeni Site Plans Residential. Commerciai & industrial Subdivisions. Road. Dams, Airports 1933 Fort Ave. I.ynchhurg. VA 24501 (804) 847-7796 REPORTS ROYI'R Engineers and Planners Norfolk, V A Fairfax, V A 804/461-0155 703/385-0200 RUSSELL & ENGINEERS AXON • ARCHITECTS. P, C, UI.'U GLUE FORGE PLAZrt 1 Ht Dt HICKSBURG VA ^L'4( IJNIIEG A M E R I C A N PLfiZA SUITE ' 8 D 1 KNUXVIl LE, TN 3 7 9 2 9 703/371-8040 G1S/S24-2900 « SEWERAGE • T H E PrrOMETER 100 C h u r c h St., N e w Y o r k , N . Y . 1 0 0 0 7 Chicago FREDERICK G. GRIFFIN, P.C. Consulting Engineers SYSTEMS APPRAISALS 1514 W i l l o w L a w n D r i v . 23226 P h o n e 282-71)57 VA 24504 ASSOCIATES (212) 267-8288 Engineers Water Waste Surveys Trunk M a i n Surveys Water D i s t r i b u t i o n Studies Special H y d r a u l i c Investigations Columbia BoDiE, Atlanta N e w M i l f o r d , Ct. T A Y L O R AND PuRYEAR, INC. 3229 Waterlick Road, Lynchburg, ENGINEERS SEWAGE DISPOSAL P. O , B o x 8687 Richmond, Virginia Gannett Fleming Corddry & Carpenter BOULEVARD ENGINEERS" PLANNERS-SURVEYORS ASSOCIATES • 804-288-4051 1 14 East C a r v S t r M i • R i c h m o n d , V i r g i n i a 2 3 2 1 9 T«l«phon« 8 0 4 / 6 4 4 9493 ENVIRONMENTAL • Planners 5,15^ WISCOfJSIN A v t (:^•1) e 5 7 - i 7 B o 1504 S a n t a R o s a R o a d Phone Consulting Engineers 301 H I D E N Planning-lndustrial Park Development WATER S U P P L Y B K O ^ E M e X . C L d T l v E CTH Dale Building - Suite 2 2 4 HURT &PROFFITT, INC. Engineers-Planners-Surveyors CONSULTING • Consu t a n t s CONSULTANTS N E W P O R T N E W S . V A 23606 804-599-551 1 Highways -Utilities -Waterfront & Henr-)ingson , D u r h am S R i c h a r d s o n Engineers Langley and McDonald STUART P H O N E 804 649-8627 H D R CONSULTING Facilities-Municipal Compretiensive R. COMMUNITY D E V E L O P M E N T CONSULTING 400 Easl Main Street Richmond. Virginia 23219 Austin Drockenbrough and Associates LTD. WATER WASTEWATER SOLID WASTES PLANNING * LANDSCAPE A R C H L r K C T U K K • E N G I N E E R I N G Construction Management • Design • Planning Betz-Converse • Murdoch -inc. Potomac Group Consulting Engineers, Planners and Computer Scientists HARLAND BARTHOLOMEW & ASSOCIATES, INC. CONSULTING ENGINEERS (804/237-2044) o 611 Research Road Cable Televisiiin • TV liriiadtasl • I'ublic Salely Cummunications S.vslems • .Marm S.vstems • Electrical DesiKn* I'cdcnt! Cimimunicatinti,^ Cninmi^sidn ,\pplication and l'rcp;iratiiiii • I'\[HTt Tcslimuin a n d Witness P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 O BUCK, S E I F E R T & J O S T , INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • I n d u s t r i a l Waste Treatment • Treatability Studies • 140 Sylvan A v e n u e , P , 0 , Box 1218 E n g l e w o o d C l i f f s , N , J , 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 . 4 0 5 S o , P a r l i a m e n t D r i v e , S u i t e 101 V i r g i n i a B e a c h , Va 23462 804-499^8508 CH2M 55 HILL C o m p l e t e E n g i n e e r i n g Services M u n i c i p a l and Industrial Waste Treatm e n t , Power Systems, Structures, Solid Wastes, Water Resources, Water Supply and Treatment, Transportation 1941 Roland Clarke Place Reston, Virginia mm 703/620-".2OO R. KI:N-\I:TH \VI:I'.KS < ENGIXI-F.RS W a t e r S u p p l y a n d P u r i f i c a t i o n • Sc\%erage a n d Sfwatje T r e a t m e n t • Streets a n d H i i i h w a y s • In\rs(i£;ations a n d Reports " Siii)ei-\'islon t>( C'oiistruction. _';33 Tii>E\v.\Ti RDi{, NoRroi.K, O \ A . 2350^ 29 �A LINGERFELT & ASSOCIATES, I N C . A Profession^/ Corporation t N G I N t t R S . I'LANNERS. CONSUL 1 ANTS 804/746-4520 P. O . BOX CtH MECHANICSVILLE, VA, 23111 W A T t R SUPPLY & S E W E R A G t C O L L f c C T I O N HIGHWAY & DRAIKAGt DtSIGN SUfiL")IVISI()N f. I N D U S T R I A I S I M P L A N N I N G SCS A Patton, Harris, Rust & G u y Investment Bankers and Managing Underwriters a professional corporation Engineers . Surveyors , Planners C o m p l e t e proressional services for m u n i c i p a l i t i e s and public agencies M a i n Off ic»: L A Z A R D F R E R E S & Co. 10623 M a m Straet. Fairfax. Virginia 2 2 0 3 0 ( 7 0 3 ) 2 7 3 - 8 7 0 0 V«ll«y Offic«: 100 S o u t h M a m Street Bridgewater Virginia 22812 m ONK RdCKKFKl.LKR \>L\/.\. NKW YORK. \ . Y . 11)020 (2121 1»)-()«X) (703)828-2616 Gilbert A s s o c i a t e s of Virginia, Inc. ENGINEERS S T E A R N S . C O N R A D A N D SCHMIDT CONSULTING E N G l N E E R S , INC. STUDIES • CONSTRUCTION • REFUSE • RESOURCE COLLECTION • SANITARY L A N D F I L L DESIGN , G A S PROTECTION A N D R E C O V E R Y RECOVERY Jir^G DESiGN • OPERATIONS tvlANAGEfvlENT WATER / WASTEWATER • HYDRAULIC SYSTEMS W I L L I A M a OVERMAN ASSOCIATES A PROFESSIONAL CORPORATION S. STRUCTURES ENGINEERS • S I RVEYORS • PLANNERS 11260 R o g e r B a c o n D r i v e . R e s t o n V A 22090 • ( 7 0 3 ) 4 7 1 - 6 1 5 0 Colifornia • Washington • Kentucky • South Corolina w RALPH WHITEHEAD & ASSOCIATES Consulting Engineers 1936 East Seventti Street P. O. Box 4301 Charlotte, North Carolina 28204 704-372-1885 BRANCH OFFICES CONSULTING 101 North Plaza Trail ENGINEERS 1000 Crescenf A v e n u e , N.E. Virginia Beach, Virginia 23452 (404) 452-0797 (919)832-0563 G e o r g e C u n n i n g h a m , Field Representative "imagineered" SOUTHERN ENGINEERING C O M P A N Y O F VIRGINIA M A R S H & B.ASGIER INC., P.C. ENGINfERS •SURVEYORS • PLANNERS HIGHWAYS . RAILROADS • RAIL & BUS TRANSIT • AIRPORTS 3300 NE Expressv»ay, A t l a n t a , GA 30341 1033 Wade Avenue, Raleigh, NC 27605 S72I SELIX^ER DRIVE N O I t l ^ K . VIRGINIA 2J502 (HtH)424-9TSS SOLID W A S T E j A t l a n t a , Georgia 30309 404-892-7171 (804) 340-2631 ENGINEERS • ARCHITECTS • PLANNERS • SURVEYORS COMPLETE PUBLIC WORKS ENGINEERING A N D SURVEYING SERVICES LAND P L A Y G R O U N D a n d PARK EQUIPMENT BY 6 O'Mara, Greenliorne G A M E Inc. B E N G T S O N , D e B E L L , ELKIN & TITUS TIME, I N C . CONSULTING C U N N I N G H A M ASSOC. I N C . Box 9554 L a k e s i d e Br,, R i c h m o n d , V s . 2 3 2 2 8 Phone 804'262-240l 1 0 7 1 0 LEE HIGHWAY. SUITE 2 0 2 • ENGINEERS D A V I D A. M I N T E R Environmental Analysis PHONE P O BOX A29 1 3 9 2 4 B R A D D O C K RD C E N T R E V I L L E . VA 2 2 0 2 0 703-831-9630 703-385-9800 Water & Wastewater Burns & McDonnell E N G I N E E R S - A R C H I T E C T S - CONSULTANTS Qn^ineers 1111 y U I B L E & ASSOCIATES, INC. Consulting E n g i n e e r s - = NORTH BALTIMORE, P.O BOX 173, K A N S A S CITY, M O 64141 816-333-4375 P O BOX 8 3 5 0 S E D W A R D S FERRY RD L E E 5 B U R G . VA 2 2 0 7 5 703-777-1258 679 N . 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S C O T ' I • • • • • C i t y C h a r t e r Revisions S o l i d Waste Management Park and Recreation Plans C o m m u n i t y Development U r h a n P l a n n i n g and Z o n i n g BUCKET TRUCKS • DIGGER-DERRICKS Virginia Beach, Va. 23458 Utility Truck Equipment Sales • Service • Rentals Yes, we have 30-40 units, NEW and USED at all times. All sizes and mounts of Digger-Derricks and buckets 2 8 ' to 7 0 ' . Nice clean new and used units at reasonable prices. Call or write for brochure today. 804;'422-1711 HOLAN, TECO, A R M L I F T , T E L E - K I N G , HI-RANGER, T E L - E - L E C T , PITMAN, A S P L U N D H , P O W E R S MAP Enterprises, Inc. YARGER Walter G. Allen Rick Harmon p. 0. Drawer 3097, Burlington, North Carolina 27215 AND ASSOCIATES, INC. Over 500 John A. 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Box 464, Bedford, Va.'24523 (7031586-1881 COM. mi Management Improvement Corporation of America Your partner Serving Call your for: cost reduction Commonwealtti Virginia • productivity communities Office with improvement guaranteed • increased revenue results. today. Central Office—David B. Norman Regional O f f i c e - R o b e r t J. O'Neill P.O. Box 817, Lynchburg, Va. 24505 (804)528-0018 P.O. Box 576, Hampton, Va. 23669 (804) 723-1141 2; o llljll •iCil McMANIS ASSOCIATES, INC. Washington, D . C Management Consultants to City and County Governments Productivity Analysis " Fiscal and Management Systems Community Development ° C E T A / I ^ a n p o w e r Services " Economic Development 1 2 0 1 C o n n e c t i c u t Avenue, N.W., W a s h i n g t o n , D.C. ( 2 0 2 ) 4 6 6 - 7 6 8 0 dmq DAVID Nl. G R I F F I T H AND ASSOCIATES, LTD. Accounting Specialists To Local Government CD National Leaders In the Preparation of Cost Allocation Plans 1115 Hunting Ridge Rd., Raleigh, NC 27609 919/847-1069 •^1 �What happened to the public power issue that skeptics thought would short-circuit? Merrill Lynch made the right connections. The timing had some professionals raising their eyebrows. Three Mile Island was still hot news. It seemed almost heresy to state publicly that nuclear power was still a viable—let alone vital—option. ^fet there was Merrill Lynch, taking a bold risk and moving ahead with a new $150 million all-nuclear bond issue for the North Carolina Municipal Power Agency Number 1. It was Phase I I of a billion-dollar project, running on a no-postponement timetable. Merrill Lynch was willing to take the risk for a simple reason: we can often find buyers for an issue even when it looks like the market has just plain closed its doors. The key is our unique combination of institutional and retail sales capability. Because of it, we can make connections with both types of investors... and hence with a larger total pool of money than firms with strength in only the institutional or the retail area. And maximum A breed apart demand, of course, means lower costs for the issuer. In this case, it also meant success. Neither the institutional nor the retail market alone provided sufficient orders—it took Merrill Lynch's versatility to open up both market segments and get the job done. As the issue was final y priced, 44 percent of it went to institutions, 56 percent to retail customers. Of course, opening up the market would have meant little without our technical expertise—our ability to structure, price and advise on all kinds of issues in all kinds of markets. Our commitment to underwrite helped, too. During the last year, neither erratic markets nor anti-nuclear sentiment has kept us from successfiilly bringing issues to market. We have the commitment to stick by our clients and the capital to maintain active secondary markets in their bonds, thus helping ensure their good trading names. The measure of our success: as of May, we're one of the leaders in the public power bond industry this year, with $430 million managed or comanaged in negotiated issues. We've proved ourselves in difficult times, and we'd like to prove ourselves to you. Write to Roger E. Camp, Vice President and Manager, Public Power Unit, Merrill Lynch White Weld Capital Markets Group, One Liberty Plaza, New York, N.Y 10080. Or call (212) 637-2540. Merrill Lynch Merrill Lynch White Weld Capital Markets Group © 1980 Merrill Lynch Pierce Fenner 8d Smith Inc. Member S I P C . � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 15, Number 11 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource November 1980 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198011 https://www.virginiaroom.org/digital/files/original/69/6435/198012.pdf a50c990d83192a48b4449c32a9dc4d52 PDF Text Text Danville's Warehouse and Historic District �Smith Barney, Harris Upham & Co. is #1 in joint-action public power financing. No other underwriter has as much experience in joint-action as our firm. Over the past three years, Smith Barney, Harris Upham has been instrumental as senior managing banker in bringing to market, for the first time, the following major joint-action public power agencies: Heartland Consumers Power District (South Dakota) (Senior Managing Banker) Lafayette Public Power Authority (Louisiana) (Senior Managing Banker) Massachusetts Municipal Wholesale Electric Company (Senior Managing Banker) Michigan Public Power Agency (Senior Managing Banker) Michigan South Central Power Agency (Senior Managing Banker) Wyoming Municipal Power Agency (Senior Managing Banker) If you have questions concerning the formation of a joint-action agency or if your agency needs help in order to bring it to market, please call: David Guernsey (212)399-6200 AnnHagan (212)399-6172 Peter M . Ramsey (215) 854-6000 J, . �Virginia *City The official publication of the Virginia Municipal League Editor Associate Editor Editorial Assistant Advertising and Business Manager VML President Executive Director Charlotte Kingery Bragdon R. Bowling, Jr. Margaret A. Nichols Sandra J . Harmon Harold S. Atkinson R. Michael Amyx Officers: First Vice President, Raymond F. Ratcliffe; Second Vice President, Francis T. West; Third Vice President, Charles A. Robinson, Jr.; Fourth Vice President, Lawrence A. Davies. Executive Committee: Vincent J . Thomas, Arlie C. Payne, Jane L. Hough, Sam W. Adams, Anne B, Crockett, Charles (Chuck) E. Beatley and Roy H. Erickson. VOLUME 15 4 DECEMBER 1980 NUMBER 12 The Art of Lobbying "The Mayor of Sacramento, California gives some advice for local officials to follow." 11 Reapportionment "State Senator Hunter B. Andrews reviews the requirements for reapportionment." 12 How the League Works "A definition and explanation of the policy committee and legislative committee process." 9 Directory of Advertisers 20 Danville's Warehouse District 22 24 "The City of Danville livens up its most district." Index to V o l u m e 15 Farmland Preservation in Virginia "Memory Porter discusses Virginia's leading industry." the need to historic preserve - DEPARTMENTS CORRECTION: In our November, 1980 issue, it was incorrectly reported that Roanoke City Councilman Hampton Thomas is Vice Chairman of the City Section and Manassas Councilman Edgar Rohr is Vice Chairman of the Urban Section. Mr. Thomas is Vice Chairman of the Urban Section and Mr Rohr is Vice Chairman of the City Section. 9 10 14 26 29-31 People Calendar Legal Guidelines Marketplace Directories TELEPHONE ' " ; o2 ON THE COVER: 804/649-8471 Z Danville has the finest concentration of Victorian and Edwardian homes in Virginia. On the cover is a row of homes on Main Street. V I R G I N I A T O W N & CITY [ISSN0042-6784] is the only official magazine of the Virginia Municipal League [formerly the League of Virginia Municipalities). It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1980 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to V I R G I N I A T O W N & CITY or the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7.00 per year, $1.50 per copy. .. . - . . .. O h- < z u > �by Phillip L. Isenberg Editor's Note: Mayor Isenberg initially gave a version of this speech at the California League of Cities Legislative Institute in July, 1979. He also gave it at the Annual Conference of the League of Kansas Municipalities in October, 1979. The Virginia Municipal League wishes to share Mayor Isenberg's remarks with the readers of VIRGINIA TOWN & CITY. His remarks are longer than our usual articles but we believe they are entertaining and worthwhile to local officials. Thank you very much for having me here. It's a bit unusual and mysterious to ask a Californian to talk to you about legislation and lobbying. You ought, in my opinion, to beware of Californians bearing gifts. After all, the last three presents we gave you and the nation were Ronald Reagan, Jerry Brown and Proposition 13! Oh, excuse me, I'm sorry. Has anyone ever heard of Proposition 13? ABOUT THE AUTHOR Mr. Isenberg is the Mayor of Sacramento, California. Artwork by Jym Marquez, Marquez/Hardy Design, Sacramento, California We gave it to you —not as it actually is, not as it was adopted, not as it was implemented —but as people think it was. In my opinion, what California has done to local government throughout the nation is to arm federal and state officials with slogans and catch words. Essentially, they say to us now, "Oh my God, local government is in terrible trouble! The people hate you! Put your house in order!" And there is frankly nothing more unsettling than to receive generally unsolicited (and occasionally hostile) advice from higher levels of government on what we should or should not be doing. It's not occurring just in California. I ran across a statement by a wellrespected. Federal official with great connections in Kansas who told you as follows; "It will be up to all public officials to communicate with those who put them in office. In doing so, however, they must remember that communication is a two-way street which involves listening as well as sending messages. Those who fail in the next two years to deal with the changes may well find embattled voters ready to opt for another candidate who promises less transmitting and more receiving." Dire and somber words, indeed. Local government beware! "Or why are they always doing things to us?" Well, let me give you a brief report from the trenches on the western front, which is California. In California we don't live in the shadow of Proposition 13 because we have to make do with what we have. We no longer consider Proposition 13 to be the great bugaboo we thought it was to begin with. However, we are definitely living under the shadow of what the voters — and consequently state and federal politicians —thought Proposition 13 was all about, and what they keep telling us it was all about. Most voters believe the campaign commercials. You would have enjoyed them, in a way that only local officials could enjoy them. Imagine, if you will, an opening scene with a wonderful family, a husband and a wife. They are clearly working people, the salt of the earth: young children going to school, looking forward to the future, they all �go to church. And in the middle of this, this questing, hoping desire of a family for improvement, welfare recipients in Cadillacs drive up to pick up their food stamps. What could be worse? And then the ad continues, "Are you for Proposition 13 or against it? Do you want to cut government fat?" (Who doesn't) "Do you want to end welfare chiseling," or "do you want to send an elected official to Paris?" (fade out; a plane landing with the Champs Elysees in the background). I mean, who would want to send an elected official to Paris? Elected officials, perhaps, but no one else. After Proposition 13 passed a lot of us at the local level began to try to deal with the realities of it We lost in the City of Sacramento $16 million in property tax revenues. Property taxes in the State of California were cut by almost 60 percent because of Proposition 13. And property taxes are important to us. So we began talking about how we were going to reduce. We were going to cut employees, and we were going to reduce the hours of library service. We were going to trim the maintenance in the parks and they wouldn't be quite as beautiful as they were before. Our street lines wouldn't be painted every two years; they'd be painted every four years, and so on. But that isn't what the citizens voted to do. The citizens voted to cut welfare, abolish trips to Paris and cut fat in government. And so we tried to do it a bit. As you know. Prop 13 passed in June of 1978. In the City of Sacramento, we adopt a budget on July 1st —we try to, we've always done it so far —and so, in three weeks we had to create this magic formula to deal with Prop 13. And we had a lot of help. I can remember the night of the first budget hearing when the head of our County Taxpayers' Association came in. Taxpayers' Associations, I'm sure, are the same around the nation. They are composed of people who say never spend a dime for anything, anytime, anywhere. They are generally critical and sometimes helpful, but usually well informed. We had a representative from our local Taxpayers' League, herself a former elected official of a city government in a city not far from Sacramento. She appeared at the Council, stood up and said: "Ladies and gentlemen, we have for you the perfect solution. The absolute perfect solution. Abolish welfare payments from the City of Sacramento. Nothing else need be done." And we were struck dumb. I mean, who would ever imagine that such a simple idea could be implemented? Well, we have some really irritable characters on the City Council, including one who is a publisher of a non-partisan publication studying State government. He is also a terrible, terrible wit —and he wrote this story in the New York Times, some of you may have seen it. He leaned forward and said to the lady, "Ma'am, that is just a brilliant idea and I move to abolish all welfare payments." And the rest of us sat there. I mean, who can oppose that? So we voted unanimously, nine to nothing, to abolish all welfare payments. And then this Council member who had proposed the motion leaned forward and said, "Oh Ma'am, I just thought I ought to tell you. What we've done had no effect because the City of Sacramento has never paid welfare payments." "You shouldn't have voted to cut property taxes because they don't pay for welfare." Much of our debate and much of our discussion, many of the things that happened to us after Prop 13 were of that sort. The people said, "Well, wait a minute, we voted to cut welfare" and we said "Well, you shouldn't have voted to cut property taxes, 'cause they don't pay for welfare." But that was theory or illusion or belief Number 1. Now, the second thing, of course, was that we abolish trips to Paris. And that was very easy —nobody had ever been to Paris in the City of Sacramento and, as you know, in government it's always easy to cut something you didn't intend to do. I thought it didn't have any meaning until recently. I was speaking to a convention of election officials from most of the western part of the United States —twenty-four states represented, meeting in Sacramento. I don't know how many of you have been to Sacramento—we're proud of our city and the convention had selected Sacramento instead of San Francisco. We said, "By God, we've finally got our convention center going, our hotels are interesting and people would rather come to Sacramento than go to San Francisco." I thought that until I went to the meeting, spoke to the delegates, and the president, in introducing me, stood up and said, "Mr. Mayor, we're happy to be here. One of the primary reasons is because of Proposition 13. No one can accuse us of going on a boondoggle if we go to Sacramento." That's a terrible thing to say about a city. In any event, after abolishing welfare and ending trips to Paris, we tried to figure out how to deal with the concept that we can solve our problems by eliminating waste or cutting fat. Our City Manager is a very intriguing, engaging and inventive gentleman. He proposed that what we do every year in his department budget, is to put a line in that says: "Governmental Fat, 3%." We hadn't thought of that before. The City Council, with grave and somber demeanor, would exorcise that demon: We would cast from our body governmental waste and governmental fat. And in so doing, we should have somehow solved the problem. Voters' attitudes after Proposition 13 were different. All of us on the City Council had opposed Prop 13, as had virtually every elected official in the State of California. We had experienced all the folks coming in and arguing with us before the election. And we knew, we just knew, the first meeting after the election we were going to get it. Everybody was going to walk in and say, "I told you so." We have on our Council agendas, as I'm sure many of you do, what we refer to as the public psychotherapy session. It's the point where everybody can come in and say whatever they want to about anything. It was only after great efforts that I convinced the Council we should put a time limit on it. In any event, sitting in the front row was a gentleman who had appeared before us in my four years as Mayor maybe 55 times. You might have some people like that in your cities. This gentleman headed a small businessmen's group in a community recently annexed to the city and he was always a very strong spokesman in favor of Proposition 13. And we all knew what was coming: he was going to pop up and denounce us until hell froze over. And sure enough, we came to that point on the agenda and I said is there anyone who wants to talk to the Council and he stands up and says: "Ladies and Gentlemen, Mayor and Members of the Council." (And all of us kind of sink down in our chairs because we know something is coming. I'm sure you do it, in the same way. We're all hunching down waiting for it to happen: "I told you so. You rats. The voters have spoken") And he starts off: "Mayor and Members of the Council. I'm here tonight on behalf of the business community of North Sacramento. Nine months ago you installed traffic dividers on Del Paso Boulevard. You put in beautiful plantings, you have grass there, but some of our customers can't turn left or right to get to our stores. And Mayor and members of Council, we want you to remove those traffic dividers." And we said, "Sir, nine months ago we completed the work that had resulted from a two-year study involving every �segment of the business community, yourself involved, and it cost us $300,000 to put in those traffic dividers, and now you want us to take them out." And he said, "Sure, some of our customers are inconvenienced." And we said, "Well, this is three days after Proposition 13 (was) passed. Who's going to pay for it?" And he said, "It doesn't matter —get the damned things out." Legislature gets a bum rap from local officials. Most of our relations problem with the Legislature are of our own making. After all, legislators are just about like us. In fact, 40 percent of your current legislature is composed of people with local government experience. With that amount you ought to win every vote. But you have to understand their problems: And that was our first experience with our first citizen, first proponent of Proposition 13 at the first meeting after the thing had passed. And it went on from there when we abolished funding for private non-profit groups. We hadn't given them much money anyway. But we abolished it. We had a woman stand up and it was for a worthy cause and she said, "I'm here on behalf of the Hearing Impaired and you gave us $2,000 before and we would like to ask for it again." And we said, "Well, Ma'am, since Proposition 13 we have had to abolish all that funding." And she said, "Well, wait a minute, I voted for Proposition 13, but it wasn't to cut my program." • They have larger and more diverse constituencies • They f a c e more organized lobbies • They rarely get a rational message from local government • They are trying to make decisions when this entire nation seems unable to agree on what the problems are—let alone the solutions "This is three days after Proposition 13 (was) passed. Who's going to pay for it?" "rt doesn't matterget the damned things out." And we said, "Sorry, it doesn't work that way." But what you've got, and 1 think this is relevant to legislation and to lobbying, is the perceptions of people. The State Legislature and the citizens have perceptions about what economy means and about what local government does. They sometimes don't understand anything about it. Particularly since Proposition 13, we believe the voters don't understand us, legislators are insensitive —and in general, no one loves us. Which is leading to why I came here —to talk about lobbying —and how to get the Legislature to understand. Let me tell you what lobbying is all about in the era of Proposition 13. You have to overcome slogans, and you have to deal with people who all of the sudden are morally righteous. Cod save us: the morally righteous and indignant State legislator or Federal official There is nothing more irritable than dealing with the morally righteous — p a r t i c u l a r l y if they're righteous towards us and what we are doing. However, in my opinion (and I assume I have been brought here from California to utter heresies), the Therefore, I've developed 10 rules regarding lobbying. Let me describe them to you. 1. Never tell Legislators you're smarter than they are. It is the prime sin of local government. I was trying to dig something out of all of the speeches I have ever heard local officials give to illustrate this. I summarized one committee testimony, given by one of my friends and colleagues in California, and it went kind of like this, reduced to three sentences: "Local government is closer to the people. We are the people. You are ignoring our wishes." That's the worst thing in the world to say to anybody. That is calling a legislator stupid. And legislators are not stupid. It seems to me that local government can no longer afford to say to the Legislature what we might say to our children, which is, "Do it because we want you to do it." You've got to go convince them. You've got to talk to them. You've got to argue with them. Occasionally yell at them. Now, the only parallel I can think of is how we as elected officials react to the citizen who walks into the City Council meeting and says, "You absolutely have to put that stop sign up at the intersection. And if you don't you're stupid or you're corrupt or you're waiting for some accident victim to die so you can justify it." Now how many of you have ever heard a stop sign discussion like that? We don't react well when citizens come to us and use what is clearly an uninformed and illprepared argument and the Legislature does not react well or easily when we do the same thing. 2. Try to develop a program In advance. Now that sounds like it's simple—it is not. We rarely look ahead any Reap. ihe Benefits. A s a V I P at the America House, you're guaranteed a reduced rate of $20 for a single room or $26 for a double (plus tax) throughout / 1980. You're entitled to a night's ' fi'ee lodging ;ifter stiiying with us seven nights over the period of one year You a n aish personjil checks of up to $25 per day, make local phone calls fi'ee of charge and check out as late as 1:30 p.m. Reap the benefitsof beinga V I P Write or adl us for a V I P appliaition at the America House Motor Inn (foniieriy the Sheraton), Belvidere and Franklin Streets, Richmond,Virginia23220. (804)643-2831. AMERICA § HOUSE �f a r t h e r t h a n six m o n t h s — o r the next s e s s i o n . W h a t the bills w e r e last s e s s i o n a n d h o w w e c a n b r e a t h e life a g a i n into the bills t h a t got lost; h o w w e c a n d e f e a t t h e dogs t h a t a r e c o m i n g up in the f u t u r e a n d w h a t t h e y a r e t r y i n g to d o to us m u s t be e x p l o r e d . O n e e x p e r i m e n t w e a r e g o i n g t o be t r y i n g in C a l i f o r n i a — I d o n ' t k n o w w h e t h e r it's going to w o r k b u t I think it m i g h t — is to d e v e l o p a long-range v i e w of l o c a l g o v e r n m e n t in o u r S t a t e . N o t this y e a r , not next y e a r , not the y e a r a f t e r . B u t e s s e n t i a l l y a 10, 1 5 , 20-year p r o g r a m . B e c a u s e to m y w a y of t h i n k i n g w h a t is m o s t i m p o r t a n t is to e d u c a t e the l e g i s l a t o r s on p r o b l e m s t h a t t h e y d o n ' t e v e n k n o w e x i s t y e t . If y o u c a n a n t i c i p a t e a p r o b l e m , if y o u c a n s t a r t t a l k i n g a b o u t it n o w , y o u w i l l d e f i n e the l e g i s l a t i v e d e b a t e . B u t if y o u w a i t for the p r o b l e m t o s u r f a c e , if y o u w a i t o n l y to r e a c t to w h a t the L e g i s l a t u r e is t a l k i n g a b o u t , y o u ' r e g o i n g to b l o w it s e r i o u s l y . A n d p l e a s e let m e tell y o u , y o u a r e not d o i n g y o u r l e g i s l a t o r a f a v o r by a s k i n g t h a t l e g i s l a t o r to c a r r y f i v e l i t t l e bills f o r y o u r c i t y . T h e y h a v e a lot of things to d o . A n d e v e r y t i m e y o u ask t h e m to c o m e in a n d c a r r y t h o s e little bills t h a t a r e n ' t i m p o r t a n t but t h e y ' r e " o k a y , " w h a t y o u ' r e d o i n g is y o u ' r e d r a w i n g d o w n y o u r c r e d i t in the b a n k . A l e g i s l a t o r has o n l y so m u c h t i m e , so m u c h e n e r g y , so m u c h d e d i c a t i o n a n d so m u c h e n t h u s i a s m . A n d if y o u w r i t e a c h e c k f o r a bill of m i n o r i m p o r t a n c e , y o u ' v e d r a w n on t h a t b a n k a c c o u n t a n d it's a w f u l l y h a r d to go b a c k o n s o m e t h i n g t h a t is r e a l l y i m p o r t a n t a n d really crucial. 3. You cannot let cities get divided. Y o u r strength is y o u r u n i t y . I w i l l t e l l y o u an e x a m p l e of f a i l u r e in C a l i f o r n i a b e c a u s e to m e it s y m b o l i z e s w h e r e w e w e n t w r o n g in o u r S t a t e . C a l i f o r n i a , a n d m o s t of the large i n d u s t r i a l s t a t e s , a r e h e a v i l y u n i o n i z e d in t h e p u b l i c employee sector. W e are heavily u n i o n i z e d a n d h a v e b e e n for y e a r s . A n d t h e s e a r e the n e w a s s o c i a t i o n s a n d they don't smile w h e n you say, " W e ' r e one happy f a m i l y . " These are labor unions —police officer, firefighters, and garbage collectors —labor people. A n d o v e r the y e a r s it t u r n s o u t t h a t we've collectively bargained. State law s a y s go t a l k to t h e m a n d w h a t t a l k i n g m e a n s is c o l l e c t i v e b a r g a i n i n g . B u t what's also happened is we've developed a situation where e v e r y b o d y is in a b a r g a i n i n g u n i t . Y o u t h i n k it m a y be h a r d to d e a l w i t h a c o p o n the street in the l a b o r u n i o n ? L e t m e t e l l y o u , t h a t ' s n o t h i n g c o m p a r e d to the f a c t t h a t a l l y o u r D e p u t y C h i e f s a n d a l l y o u r C a p t a i n s in the Fire D e p a r t m e n t or the P o l i c e D e p a r t m e n t a r e in a b a r g a i n i n g unit. L e t m e t e l l y o u , t h e y a r e on y o u r side of the bargaining table with the troops, t h e y ' r e o n the o t h e r side of t h e bargaining table for themselves. D i s a s t e r . A b s o l u t e d i s a s t e r . A n d so, w e t a l k e d this past y e a r a b o u t r e v i s i n g the S t a t e l a w in c o l l e c t i v e b a r g a i n i n g . A n d a trade-off o c c u r r e d . I h e s i t a t e to m e n t i o n this t e r r i b l e w o r k . T h e r e is no a g e n c y s h o p in California. "Agency shop" means everybody who is within that bargaining unit, whether they choose to or not, has to p a y d u e s b e c a u s e t h e y get the b e n e f i t of the u n i o n m e m b e r s h i p . It d o e s n ' t "In my opinion the Legislature gets a bum rap from local officials." make m u c h d i f f e r e n c e for us in California because by and large e v e r y o n e ' s u n i o n i z e d ; by a n d large, w e have a d e f a c t o agency shop. But w h a t w e d o n ' t h a v e a r e m a j o r p r o t e c t i o n s of m a n a g e m e n t rights. T h a t is to s a y , t h e s e p e o p l e c a n n o t be part of a b a r g a i n i n g u n i t , t h e s e issues c a n n o t be part of l a b o r r e l a t i o n s . So w e t h o u g h t w e had that unique opportunity where s o m e l a b o r u n i o n s d i d n ' t c a r e a b o u t it, o t h e r s d i d , a n d t h e y w o u l d go w i t h agency shop. All cities cared about m a n a g e m e n t b a r g a i n i n g rights. W e had a package and w e put that package together with a lot of d i s c u s s i o n a n d a lot of d e b a t e a n d it f e l l a p a r t in the L e g i s l a t u r e . It f e l l apart b e c a u s e there were maybe twenty cities — v e r y small — w h o had not y e t f a c e d the p r o b l e m of c o l l e c t i v e bargaining. And they said, " H e y , w a i t a m i n u t e , w e d o n ' t w a n t a n y of t h a t . It w i l l e n c o u r a g e l a b o r u n r e s t in our c i t y " a n d it got t u b e d b e c a u s e w e got d i v i d e d . A n d w h a t w e f a c e n o w is exactly the s a m e situation w e had b e f o r e b u t w i t h no c l e a r d e f i n i t i o n of m a n a g e m e n t rights, no c l e a r d e f i n i t i o n of which management employees cannot join a labor union. And the lesson to us w a s c l e a r : Y o u c a n ' t get divided. Your strength here, your s t r e n g t h in W a s h i n g t o n , is in big c i t i e s and small cities together und e r s t a n d i n g the s a m e p r o b l e m s a n d w o r k i n g on t h e m . 4. Lobby at home. Y o u d o n ' t h a v e to c o m e to T o p e k a , K a n s a s — e v e n t h o u g h t h e y l o v e to h a v e y o u here. A s a m a t t e r of f a c t , if y o u h a v e t o go to T o p e k a to l o b b y , y o u ' v e p r o b a b l y lost t h e v o t e . It's w h e n your legislators are back home, w o r k i n g on their j o b s — t h e pharmacies, the farms —that's when they're vulnerable. They can't plead a c o m m i t t e e meeting, they can't plead another appointment, they can't plead an emergency meeting with the Governor. They're yours. Nail them b a c k h o m e ! It is the o n e p l a c e w h e r e y o u c a n get y o u r m e s s a g e a c r o s s w i t h o u t any distraction at a l l . Now 1 d o n ' t w a n t to say y o u s h o u l d n e v e r c o m e to T o p e k a . T h a t ' s t o o s t r o n g . B u t t h e real l o b b y i n g is b a c k h o m e . 5. G e t other people involved. A n u n k i n d w a y is to say let the o t h e r p e o p l e d o the d i r t y w o r k f o r y o u . C i t i e s a r e not l o v e d t o d a y . T h e y a r e not l o v e d in K a n s a s , t h e y ' r e not l o v e d in California. We are somehow a b u g a b o o for p e o p l e a n d f o r l e g i s l a t o r s . So w h a t w e d o is try to f o r m o u r coalitions. W h e n we have a problem i n v o l v i n g l i b r a r i e s , it's not c i t y o f f i c i a l s w h o f r o n t it, it's the Friends of the Library, who happen to be the v o l u n t a r y g r o u p s o u t in the c o m m u n i t y w h o s u p p o r t the l i b r a r i e s . Let t h o s e p e o p l e d o the a d v a n c e w o r k . B e c a u s e no e l e c t e d o f f i c i a l , w h e t h e r it's a S t a t e representative or whether it's a Congressman, can view casually the o p i n i o n of v o l u n t e e r s . In m u n i c i p a l g o v e r n m e n t w e h a v e a lot of v o l u n teers. Y o u must unite volunteers w i t h you. 6. Trust your staff. I p r o m i s e y o u , this w a s not w r i t t e n by y o u r L e a g u e s t a f f . L o o k — y o u hire p e o p l e to d o s o m e w o r k f o r y o u : to lobby. They're good, they're competent, they're tough and they're e f f e c t i v e . B u t y o u ' v e got to trust t h e m . T h a t means w h e n you stand back and y o u say " O h m y C o d , the L e g i s l a t u r e is going to hell a n d t h e y ' r e m a k i n g c o m p r o m i s e s a n d t h a t isn't w h a t w e d i d at o u r a n n u a l c o n v e n t i o n a n d our resolutions s p e c i f i c a l l y said only 3 points o v e r here a n d n o w t h e y a r e t a l k i n g a b o u t a bill w i t h f i v e p o i n t s a n d w h a t a r e t h e y d o i n g " — y o u ' v e got to w r i t e t h a t off. B e c a u s e in the p u s h a n d the tug of the l e g i s l a t i v e p r o c e s s , y o u r s t a f f has to h a v e maximum f l e x i b i l i t y to n e g o t i a t e on bills. A n d if y o u tie their h a n d s t o o t i g h t l y , y o u h a v e e s s e n t i a l l y w r i t t e n t h e m o u t of the l e g i s l a t i v e p r o c e s s . Y o u ' v e s a i d to t h e m , " H e r e is o u r m o r a l p r e m i s e ; no n e g o t i a t i o n , no c o m p r o m i s e . " 7. Don't lobby on your o w n . N e v e r c o n t a c t a legislator u n l e s s y o u h a v e w o r k e d o u t the d e t a i l s w i t h League staff beforehand. You may h a v e b e e n o n t h e L e a g u e B o a r d of D i r e c t o r s for 28 y e a r s . Y o u m a y h a v e r e a d e v e r y issue of the League's publication. You may know every l e g i s l a t o r by his or her f i r s t n a m e . B u t still y o u s h o u l d e n g a g e in l o b b y i n g , w h e t h e r its the T o p e k a or w h e t h e r it's b a c k h o m e , a f t e r y o u c h e c k it o u t w i t h y o u r s t a f f . A n d the r e a s o n b e i n g , y o u c a n ' t k e e p up w i t h a l l the c h a n g e s t h a t o c c u r — a m e n d m e n t s on bills, refining. �r e v i s i o n s a n d so o n . It's t h e t e c h n i c a l points that are often more important. Let m e a s s u r e y o u , if y o u ' r e t h r e e w e e k s o u t of d a t e a n d y o u a r e a r g u i n g to a l e g i s l a t o r t h a t he o u g h t to c h a n g e his p o s i t i o n w h e n he's a l r e a d y c h a n g e d it t h r e e w e e k s a g o , y o u r c r e d i b i l i t y is s h o t to d e a t h . Y o u c a n n o t go b a c k to t h a t l e g i s l a t o r w i t h a n y d e g r e e of c o n f i d e n c e t h a t the l e g i s l a t o r is going to p a y a n y a t t e n t i o n to w h a t y o u w a n t h i m t o . A n d s o y o u ' v e got to t a k e s o m e direction, some guidance from your s t a f f , b e c a u s e this is a n a r t f o r m , not a science. T h e y are orchestrating the legislative process for y o u . 8. You wait for the magic moment. H o w m a n y people here read Kurt V o n n e g u t , the n o v e l i s t ? A boy of the p l a i n s , f r o m I n d i a n a , I guess, l i k e myself. Kurt Vonnegut writes the strangest novels y o u ' v e ever seen. Slaughterhouse Five, a n d so o n . A n d t h e r e ' s o n e I c o m m e n d to y o u for its p o l i t i c s , a n d it o n l y o c c u r s in the first f i v e pages of it. It's c a l l e d Cod Bless You, Mr. Rosewater. W h a t it's a b o u t I d o n ' t k n o w , e v e n t h o u g h I've r e a d it t h r e e t i m e s . B u t it s t a r t s o u t w i t h our h e r o , a r o t t e n so-and-so, b u t he's o u r hero, attending law s c h o o l . (After a l l , w h o w o u l d be a p o p u l a r hero att e n d i n g l a w s c h o o l , right?) A n y w a y , our hero is a t l a w s c h o o l — H a r v a r d , as I r e c a l l it — a n d he's in a c o n t r a c t s class. The contracts professor is s a y i n g , " G e n t l e m e n , " ( b e c a u s e in l a w s c h o o l at H a r v a r d a t t h a t t i m e t h e r e were only men attending), "in every c o n t r a c t t r a n s a c t i o n t h e r e is a m a g i c m o m e n t . It is t h a t p o i n t w h e r e t h e s e l l e r is w i l l i n g to t a k e less m o n e y for w h a t he's s e l l i n g t h a n w h a t he's act u a l l y a s k i n g . A n d the b u y e r is w i l l i n g to p a y m o r e m o n e y f o r t h a t s a m e p r o d u c t t h a n w h a t he's o f f e r e d . A n d it is t h e m a g i c m o m e n t f o r the l a w y e r b e c a u s e the d u t y of the l a w y e r is to t a k e from seller the m a x i m u m a m o u n t of m o n e y , give to the b u y e r the minimum amount of money and p o c k e t the r e s t . " T h e m a g i c m o m e n t exists in the L e g i s l a t u r e . D o n ' t let y o u r s e l f be f o o l e d . For us in C a l i f o r n i a , it's t h a t last p a r t of the s e s s i o n w h e r e e v e r y o n e ' s g o i n g c r a z y , the b i l l s h a v e b e e n b a c k l o g g e d , the w o r k h a s n ' t b e e n d o n e , the a d j o u r n m e n t t i m e is c o m i n g , t h e b u d g e t has t o be p a s s e d , t h e c o n s t i t u t i o n a l d e a d l i n e is u p o n u s , a n d w e w i s h w e c o u l d s t o p the c l o c k for a d a y or t w o . E v e r y t h i n g ' s c o m i n g to a c r u n c h . A n d it is t h e m a g i c m o m e n t . It is the w h o l e p o i n t of t h e l e g i s l a t i v e p r o c e s s . It's w h a t y o u p a y y o u r s t a f f f o r . T h e y a r e on t o p of e v e r y t h i n g a n d it is so i m p o r t a n t to let t h e m , in c o o p e r a t i o n w i t h y o u , o p e r a t e in t h a t magic m o m e n t together. Maximum a d v a n t a g e for the c i t y . N o w , a lot of p e o p l e d o n ' t l i k e t h a t . T h e y s a y it's m e s s y , it's s l o p p y , it m e a n s w e a r e n ' t q u i t e as p r e c i s e as w e s h o u l d be. B u t b e l i e v e m e , t h a t ' s w h a t the p r o c e s s is all about. 9. Stroke your legislators. H o w m a n y t i m e s in y o u r o w n a f f a i r s in c i t i e s h a v e y o u r e c e i v e d a letter from a constituent saying, " M y C o d , you've done a wonderful j o b . " What? If a n y of y o u t e l l m e , " A l o t , " I w o n ' t believe you. Even if y o u have, r e m e m b e r , l e g i s l a t o r s a r e j u s t l i k e us a n d w h a t d o w e w a n t ? W e w a n t t o be l o v e d , right? W e w a n t to be r e v e r e d . W e w a n t no c o n t r o v e r s y , w e w a n t lots of praise, the editorials in the n e w s p a p e r , the c h e e r i n g throngs w h e n we come into town~"a citizen beyond reproach," and so on. L e g i s l a t o r s w a n t e x a c t l y the s a m e t h i n g . A n d w e m a k e the m o s t inc r e d i b l e m i s t a k e w h e n w e f a i l to r e c o g n i z e in a p u b l i c sense w h a t l e g i s l a t o r s d o for us. S o m e things w e do l o c a l l y I w o u l d r e c o m m e n d to y o u . Y o u o u g h t to c o n s i d e r the Best L e g i s l a t o r of the Y e a r a w a r d . It's no big d e a l . M a y b e y o u ' v e d o n e it. B u t f o r us it's b e e n a w f u l l y i m p o r t a n t . W e d o n ' t d o it o f t e n . Y o u d o n ' t n e c e s s a r i l y h a v e to d o it e v e r y y e a r . B u t on m e a n i n g f u l r e f o r m s , on l e g i s l a t i v e w o r k w h e r e t h o s e p e o p l e w e n t b e y o n d the c a l l of d u t y , y o u o u g h t to d o it. Number two, perhaps even more i m p o r t a n t l y , on t h e l o c a l l e v e l y o u might just consider a thank-you reception. I m e a n , legislators c o m e back from Topeka and they're exhausted and they're irritable and p e o p l e h a v e b e e n y e l l i n g a t t h e m for t h r e e m o n t h s a n d t h e y a r e b a c k in town and they've done some good things. J u s t t h r o w a l i t t l e r e c e p t i o n . Nothing serious, nothing fancy, n o t h i n g i m p o r t a n t , it's not for a n y p a r t i c u l a r p u r p o s e , it's not t i e d to a p i e c e of l e g i s l a t i o n — i t ' s j u s t s a y i n g thanks. T h e o t h e r t h i n g w e h a v e s t a r t e d to d o in C a l i f o r n i a a n d I m i g h t r e c o m m e n d it t o y o u , is w e o c c a s i o n a l l y ask l e g i s l a t o r s to w r i t e c o l u m n s for o u r monthly publications. But we int e r v i e w t h e m . I m e a n , w e l o v e to be i n t e r v i e w e d , right? N e w s p a p e r s c o m e to us, t h e y s a y , " M a y o r or C o u n c i l M e m b e r s , w e ' d like to h a v e y o u r o p i n i o n o n this i m p o r t a n t s u b j e c t , e n e r g y . " " G i v e m e a w e e k , I'll be p r e p a r e d on i t . " B u t y o u sit d o w n , y o u ' r e b r i l l i a n t . L e g i s l a t o r s l i k e to be i n t e r v i e w e d , t o o . T h e y l i k e to h a v e their o p i n i o n s a s k e d . A n d w e f o u n d it a tremendously effective vehicle for c i v i l i z i n g the d e b a t e in the l e g i s l a t i v e process. 10. D o the work yorself. Y o u c a n n o t l e a v e it to y o u r s t a f f . Y o u c a n n o t just t u r n it o v e r to the L e a g u e p e o p l e . Y o u a r e the strength of a n y l o b b y i n g o p e r a t i o n . Y o u a r e the people that legislators are pleased w i t h a n d a f r a i d of. Y o u a r e real p e o p l e . P r o f e s s i o n a l s t a f f ! I used to be p r o f e s s i o n a l staff in the l e g i s l a t u r e , part of the m a c h i n e r y . W e ' r e part of the i n t e r w o r k i n g s . T h e y k n o w us. T h e y m i g h t not n e c e s s a r i l y k n o w y o u . Y o u are the troops, the great army, generally u n m o b i l i z e d —the army that can in some way capture the l e g i s l a t i v e p r o c e s s . A n d t h a t ' s w h a t it's a l l a b o u t . Y o u c a n n o t sit b a c k a n d s a y , " W e l l , I'll get up to T o p e k a m a y b e o n c e a y e a r d u r i n g the l e g i s l a t i v e c o n v e n t i o n a n d w e ' l l go o v e r a n d say hi to o u r r e p r e s e n t a t i v e a n d our s e n a t o r a n d w e ' l l t a k e i n s t r u c t i o n s if t h e r e ' s a n y t h i n g to be d o n e . " Y o u c a n ' t d o t h a t . Y o u h a v e to be in f r e q u e n t c o n t a c t with your League staff, and y o u h a v e to s a y , " W h a t ' s c o m i n g u p , w h a t c a n w e d o to h e l p ? " A n d if y o u a r e n ' t i n v o l v e d e a r l y , y o u w o n ' t be i n v o l v e d m e a n i n g f u l l y at a l l . N o w , in c o n c l u s i o n , in m y o p i n i o n , if w e ' r e l a z y w e get k i c k e d in the h e a d . A n d w e get k i c k e d in the h e a d good a n d h a r d . A n d w e d e s e r v e it. B u t if w e w o r k j u s t as h a r d as w e c a n , if w e strive just as d i l i g e n t l y as w e c a n , w e ' r e going to w i n a b o u t 50 p e r c e n t of all the b a t t l e s w e h a v e , a n d t h a t ' s not b a d . A lot of p e o p l e think d e m o c r a c y m e a n s w e a l w a y s h a v e to w i n e v e r y t h i n g . T h a t ' s not t r u e . Y o u k n o w it a n d I k n o w it. A lot of us, I t h i n k , s o m e h o w distrust the l e g i s l a t i v e p r o c e s s . W e d o n ' t l i k e its c h a o s , w e d o n ' t l i k e its d i s o r d e r , w e d o n ' t l i k e its c o m p r o m i s e s . S o m e h o w a l l of us, or s o m e of us, a r e r e a l l y s c a r e d by the p u r e i n e f f i c i e n c y of the legislative process. W e l l , there's a s t o r y , a n d m a n y of you may have heard it. Hubert H u m p h r e y , w h e n he w a s on the s t u m p , u s e d to tell a story t h a t w e n t l i k e this, a n d y o u c a n a l m o s t hear him s a y i n g it: He w o u l d say, " A h ! efficiency! You c o u l d r e a d the B i b l e f r o m f r o n t to b a c k , y o u c a n e x a m i n e the C o n s t i t u t i o n a n d the B i l l of R i g h t s line-byline, y o u c a n r e v i e w the M a g n a C a r t a point-by-point, a n d n e v e r o n c e in a l l t h o s e great d o c u m e n t s of human f r e e d o m d o y o u f i n d the w o r d efficiency. Never o n c e . " D e m o c r a c y is not e f f i c i e n c y . T h e l e g i s l a t u r e is not e f f i c i e n c y . It is the arena for competing ideas and o p i n i o n s a n d p r e s s u r e groups to w o r k o u t their p r o b l e m s . Y o u c a n h a v e an e f f i c i e n t s o c i e t y , y o u c a n h a v e an e f f i c i e n t l e g i s l a t u r e , but it w i l l not be to the b e n e f i t of a l l c i t i e s . B e c a u s e s o m e o n e , s o m e h o w is going to c a p t u r e all the f r e e d o m s t h a t w e p r i z e so d e a r l y a n d w e a r e g o i n g t o be t r a m p l e d (Continued, page 141 �People Appointments Culpeper appointed Jack E. Dorman, Jr. Town Manager, succeeding Ronald Waller. Mr. Dorman holds a degree in city and regional planning from the University of Southern Mississippi. He has six years experience in municipal government, serving as Assistant City Manager/Planner and Acting City Manager for Manassas Park. He has also been Commissioner of the Northern Virginia Planning District. David Reynal assumed his duties as Ashland's Town M a n a g e r on November 5. At the time of his appointment Mr. Reynal headed the management assistance section of the Virginia Department of Housing and Community Development. Prior to that position, he was Town Manager of Clarksville, a Senior Administrative Analyst for the City of Newport News, and an Assistant to the Mayor in Utica, New York. Mr. Reynal succeeds George Nester, who resigned earlier this year to become City Manager of Covington. Falls Church City Manager Harry E. Wells appointed Ron Sendak as Special Assistant to the City Manager. Mr. Sendak is assigned to Falls Church for two years from the Federal Relations Authority on a Intergovernmental Personnel A c t assignment. Mr. Sendak had also worked with the City in 1975 and 1976 with the master plan revision process. Winchester City Manager Wendell L. Seldon appointed Lynn A. Miller as Fire Chief. Chief Miller, a volunteer fireman at the age of 15, joined Winchester as a firefighter and a parttime fire inspector. In 1976 he made the rank of Captain and was appointed Acting Fire Chief in January, 1980 following the resignation of Chief Harold E. " G e n e " Dailey who became fire coordinator for the City of Fairfax. Chief Miller was serving as acting fire chief at the time of his appointment. William T. Argabrite was named Newport News purchasing agent. Mr. Argabrite succeeds Thomas F. Brummer, who accepted the position as Director of General Services for Hanover County. Mr. Argabrite was a Management Specialist for the city's public utility deparment. He began his career with Newport News in 1974 and has served as an accountant and a senior budget analyst. He holds a degree from J a c k s o n v i l l e State University. Donald L. Carey was appointed Chief of Police for the Town of Blacksburg effective November 17. A native of Lynchburg, Chief Carey was serving as a Captain in the Dade County Florida Public Safety Department, where he had served for the past 12 years. 3'x4 , _ Frank A. Cosby assumed the duties of School Superintendent for the City of Salem and John D. Abbott was appointed City Engineer. Mr. Abbott replaces ). Max Hancock who retired after 11 and one half years of service with the City of Salem. WHO-WHAT-WHEN-WHERE I'PLANNING CALENDARS The Year In A Flash Get Things Done On Time •••am Assignments Financing Public Power Events Bids Requirements New L 9.95 B 9.95 Sh pping 1.00 FL Res. 4% Tax Total Time Allocated Time Available COOK'S SYSTEMS 111 N.W. 5 Ave. Ft. Lauderdale, FL 33311 Enter this order and ship to P.O. Remil • Charop Fnri ;: (305) 763-1009 Visa M-C 1 n 1 Mo. Fi Yr. Atten. • F i r s t Boston The First Boston Corporation Street -Zip- City _ Authorized/Credit card signature date Specifications & prices subject to change without notice 20 E X C H A N G E P L A C E NEW Y O R K , N.Y. 10005 (212) 825-2000 U A r^nf^m lltitWft*! CAPITAL 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 o6 EQUIPMENT COMPANY, INC. BRANCH: 1201 CAVALIER BOULEVARD CHESAPEAKE, VIRGINIA 23323 804-485-4485 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY ^tiemical Spreaders LINK BELT—Cranes—Excavators FMC/BEAN-Sewer Cleaner LAYTON MFG. C O . - A s p h a l t Pavers MEYERS-SHERMAN- 'Vaotor Jet Rodder" RICHMOND MFG. CO.—Horizontal Boring Mactiines ELGIN—Sweepers ATHEY MANUFACTURING CO.—Maintainor Grader DYNAPAC—Vibratory Rollers GIANT-VAC — Leaf Collectors DAVEY—Air Compressors RO CORP. —Hydraulic Cranes o < U > �Calendar VML/VACO Regional Legislative Meetings, D e c e m b e r 1 0 , R e g e n c y I n n , Richmond and December 1 1 , Holiday I n n , M a n a s s a s . B o t h begin a t 6:00 p . m . C o n t a c t R i c k W e e k s a t 804/649/8471 if you plan to attend. Virginia S e c t i o n , I C M A , Executive C o m m i t t e e Meeting, F r i d a y , D e c e m b e r 5, 1 9 8 0 , R i c h m o n d H y a t t - H o u s e , 1 1 ; 0 0 a.m. Manager/Elected O f f i c i a l W o r k s h o p , December 1 0 - 1 2, 1980. T h e Bonhomme Richard Inn, Williamsburg. S p o n s o r e d by t h e V i r g i n i a C o m m i t t e e for Professional Development. C o n t a c t K a r e n C u n n i n g h a m , 804/7867406. V B O A B o a r d of Directors, F r i d a y , December 12,1980, Virginia Municipal League Library, 10:00 a.m. The Valentiae Museum The Museum will be the site of the Local Covernment Officials Day reception on Wednesday evening, February 4, 1981. Meetings will be held the following morning, February 5, at The John Marshall Hotel. Local Covernment Officials Day is sponsored annually by the Virginia Municipal League to provide an opportunity for local officials to meet with their state legislators while the Ceneral Assembly is In session. Mark you calendars now for February 4-5, 1981. Virginia S e c t i o n , International City Management Association Annual Conference, April 22-24, 1 9 8 1 , Ramada Inn, Williamsburg. 49th A n n u a l Meeting of the U . S . C o n f e r e n c e of Mayors, J u n e 1 3 - 1 7 , 1981, The Gait House, Louisville, Kentucky. M u n i c i p a l Electric Power A s s o c i a t i o n of Virginia A n n u a l C o n f e r e n c e , J u n e 3 - 5 , 1 9 8 1 , H o l i d a y I n n 39th S t r e e t , Virginia Beach. Productivity W o r k s h o p , J u n e 1 7 - 1 9 , 1981, R a m a d a Inn, Virginia Beach. Sponsored by the Virginia C o m m i t t e e for Professional Development; call 804/786-7406. Virginia A s s o c i a t i o n of C h i e f s of Police, Executive Board Meeting, Thursday, D e c e m b e r 18, 1980, Virginia M u n i c i p a l League Library, 10:00 a.m. Virginia G e n e r a l Assembly, c o n v e n e s Wednesday, J anuary 14,1981. Mid-Winter M e e t i n g of the C o n f e r e n c e , of Mayors, J a n u a r y 18-19, 1 9 8 1 , L'Enfant Plaza, Washington, D.C. Hotel reservations must be m a d e by December 19. T h e demand for rooms w i l l b e high s i n c e t h e m e e t i n g is right before the President's Inauguration. Financial Management Workshop, January 28-30, 1 9 8 1 , R i c h m o n d . Sponsored by the Virginia C o m m i t t e e for P r o f e s s i o n a l D e v e l o p m e n t ; c a l l 804/ 786-7406 f o r i n f o r m a t i o n . V M L Local G o v e r n m e n t O f f i c i a l s D a y , February 4 - 5 , 1 9 8 1 , Richmond. T h e reception o n February 4 will be at T h e Valentine Museum and the meeting will be o n February 5 at T h e John Marshall Hotel. Mid-Winter Fire C h i e f s C o n f e r e n c e , February 2 8 - M a r c h 1 , 1 9 8 1 , National Fire A c a d e m y , E m m i t s b u r g , M a r y l a n d . National League of Cities Congressional City C o n f e r e n c e , M a r c h 3-5, 1 9 8 1 , Hilton Inn, Washington, DC. Williaiiisbut!g*s Fort Magnider: A $(cat confetence center in tlie middle of it all. From rooms for 10 to 500 to a special good times of both Colonial completely equipped stage, you'll find Williamsburg and The Old Country/ everything for a perfect conference at Busch Gardens. So if you're thinking Fort Magruder. of Williamsburg State-of-the-art and you want to audio/visual make the meeting equipment. perfect, turn to Professional meal Fort Magruder planning. Very For everything personal service. you expect from a A n d very great conference flexible meeting center —in the space. Space that middle of it all! lets you stage an For free exhibition, go into executive session, planning booklet writejohn I. Corbin, and serve lunch (or dinner) to 500. Box K E , Williamsburg,Va. 25185. Or A n d all just minutes away from the call collect: (804) 220-2250, Fort Magruder Inn & Confetence Center, Williamstnit^ �Reapportionment Senator Andrews Reviews Requirements The Constitution of Virginia requires the General Assembly to reapportion in 1981 for Congressional seats, House of Delegate districts, and State Senatorial districts. The House Privileges and Elections Committee and the Senate Privileges and Elections Committee have already commenced the required process. The public hearing concerning Congressional redistricting was held in Arlington on May 5, 1980, and the two committees met jointly to hear the views of citizens and members of the United States House of Representatives. Based upon the 1980 figires of the Virginia Department of Planning and Budgeting, Virginia has approximately 5,313,000 persons. Information received from the Federal Bureau of Census would indicate Virginia would retain its 10 Congressmen and not be eligible for an additional U.S. Representative. Each Congressman will represent ideally 513,000 persons. The Senate of Virginia contains 40 members in single member districts and the reapportionment will be based upon each district having approximately 130,000 persons. The House of Delegates having 100 members would have its reapportionment to single member, multiple member, and floatorial member districts —based upon a population of approximately 53,000 persons per delegate. The Constitution also requires that several counties of Virginia should be reapportioned as to elect districts within the counties for purposes of electing members of the Board of Supervisors in 1981, and the cities of Virginia using a ward or borough plan for election of members of the City Council which shall also be reapportioned in 1981. The famous one-man, one-vote decision of the United States Supreme Court in the case of Baker v. Can (1962) rising from the State of Tennessee set the tone for reapportionment in the country to be based on population as nearly as practical. In 1971, Virginia reapportioned in accordance with its Constitution and the Supreme Court case decisions A B O U T THE A U T H O R State Senator Hunter B. Andrews Is Chairman of the Senate Privileges and Elections Committee. Permission to reprint his remarks was given by the Virginia Democrat. following Baker v. Carr. At that time the deviation for congressional districts was less than 1 percent from the ideal size and it can be expected Virginia can be held to that standard again in 1981. The State Senate districts in 1971 had a deviation from the ideal size of less than 5 percent and it can be expected this standard at least would have to be maintained in 1981. In the House of Delegates, the Court, in the United States Supreme Court decision Mahan v. Howell, held the House could maintain the respective county and city boundary lines without dividing them and meet the requirements as to deviation of population. The State Senate plan in 1971 divided counties and cities to maintain a more exact population standard. It would be expected in 1981 that these minimums will have to be maintained to meet the requirements. Virginia is required under the provisions of the Voting Rights Act of 1965 that any reapportionment of the Congress or the State Senate or the House of Delegates or counties or cities must be approved by the Civil Rights Division of the Justice Department in Washington. The United States census was taken officially April 1,1980, and it is expected that the total population for each county and city will be made available by the Census Bureau. Virginia is one of the few states which has fully cooperated with the Census Bureau to obtain definite population figures down to the block level. This refined information will be available to the two committees by the first of January, 1981. By custom the Senate will reapportion itself, and the two bodies will agree on the congressional districts. As soon as the county and city total figures have been received, it Is expected the two committees will proceed to propose the several districts as required and hold public hearings throughout the Commonwealth soliciting the views of all citizens who are interested in reapportionment. It is expected that notice of such hearings will be sent to interested groups in order that they may have an opportunity to present their views this fall. Due to the fact the House of Delegates is to be elected in 1981 and the nominating process for members has to be completed by the second Tuesday in June, 1981 and for those areas using the primary system, the filing deadline for such candidates is the second Tuesday in April, 1981. It is important to have the reapportionment passed by the General Assembly, and submitted and approved by the Civil Rights Division of the Justice Department in Washington before the filing deadlines expire for candidates seeking nomination by primary. Normally the Justice Department has 60 days to render its opinion from date of transmission of legislation and documents concerning the same. In order to meet the election schedule provided by law in Virginia, most of the work on reapportionment will have to be completed in committee before the convening of the General Assembly on January 14,1981. In 1981 Virginians elect a Governor, Lieutenant Governor, and Attorney General who must be nominated by the second Tuesday in June, 1981; if the reapportionment of the House of Delegates is not approved by the Justice Department by the second Tuesday in April 1981, it may be necessary to postpone the nominating processes to a later period in the year. It is possible in 1981 to have two nominating systems, one for the statewide candidates and one for the House of Delegates. In some counties members of the Board of Supervisors will be up for election in 1981 and their reapportionment must be completed within the same time frame and approved by the Justice Department. City Council reapportionment where applicable will have to be completed for Council elections in May 1982. Virginia will undoubtedly be one of the first states in the nation to complete its reapportionment. The Congressional reapportionment will not be effective until the Congressional election in 1982 and the State Senate reapportionment will not be effective until the State Senate election in the year 1983. �How T h e League Works Policy Process 1) 2) . 3) . 4) . 5) . 6) . 7) . What is the Virginia Municipal Policy Statement? The written statement of positions adopted by the membership of the Virginia Municipal League expressing the agreement of the membership on matters of interest to local government which are or might be affected by State or Federal policy and program decisions and actions. What functions should its development perform for the VML? Its development provides a mechanism for aggregating the various interests of the members into a single agreed-upon position, resolving cleavages within the membership and building consensus among the members on State and Federal policy and program issues. Its development also initiates positions on legislative matters for consideration by the Legislative Committee and resolutions on specific legislative issues. What functions should the document perform for the VML? It informs the membership of the policy positions to which they have agreed and which their organization is lobbying. It instructs the VML staff on what positions to take in their lobbying and other activities. It (and other materials developed from it) informs those whom VML is attempting to influence of the membership's positions. What is the status of the Virginia Municipal Policy Statement relative to other means of establishing authorized VML positions? The Legislative Program is generally a more current document and the Legislative Committee is granted authority to amend the Program after it is adopted at the Annual Conference. Therefore, the Municipal Policy Statement determines policy in areas not covered by the Legislative Program. The chairmen of the Policy Committees are represented on the Legislative Committee to ensure the Legislative Committee is aware of positions in the Municipal Policy Statement. The Municipal Policy Statement is distributed to key state agencies and members of the General Assembly. How does one become a member of a policy committee? In early spring of each year the VML office mails to each member locality a request for nominations to the six policy committees. The final appointment is made by our President. If you do not receive a form for some reason, simply send a list of names and preferred committees to the VML. Please limit one nomination per committee. What are the six policy committees? Community and Economic Development Effective Government Environmental Quality Human Development Public Safety Transportation What is the role of the Chairman? A Chairman and a Vice Chairman are appointed by our President for each committee. The Chairman, in addition to chairing the meetings of the committee, serves on the Legislative Committee and is responsible for communicating the concerns of the policy committee to the Legislative Committee. Legislative Process Legislative Program The Legislative Committee develops a Legislative Program which contains a single priority which is a general statement and the foundation of our proactive efforts during the upcoming General Assembly session. In addition, the Legislative Program contains specific legislative proposals. The Municipal Policy Statement serves as the foundation for the Legislative Program. It also sets policy for legislative and regulatory matters which are not covered in our Legislative Program. The individual policy statements are developed by policy committee members who are nominated by individual localities and appointed by our President. The statements are officially adopted at the Business Session of the Annual Conference. Legislative Committee Membership The VML Second Vice President serves as the chairman of the Legislative Committee Three other members of our Executive Committee represent certain categories of membership. These are: the urban section, counties and cities over 35,000 population; the city section, cities under 35,000 population; and the town section which includes all towns. Each section electes a chairman at the Annual Conference in September. Each spring the section chairmen are asked to nominate members to the Legislative Committee. The town and city sections' chairmen each nominate six members and the urban section chairman nominates twelve members. In addition, the chairmen of each of our policy committees also serve on the Legislative Committee. The Role of the Legislative Committee The Legislative Committee serves two purposes: (1) developing and airing legislative items and (2) providing a pool of well-informed local elected officials that are available during the General Assembly sessions to assist the League in its lobbying activities. The Legislative Committee usually meets twice before the Annual Conference. During the Conference the Legislative Program is adopted at the General Business Session. The Legislative Committee is given the authority to amend the Legislative Program after the Conference if the need arises. Follow-up on the Legislative Program We hold a series of regional meetings in late November and early December. All delegates and senators are invited to these meetings as our guests. Each year an average of 80 of the 140 delegates and senators attend at least one of the regional meetings. The total local elected official attendance is about 500 persons. We present our Legislative Program during the banquet which is preceded by a social hour. These meetings are conducted jointly with the Virginia Association of Counties. The Role of the VML During the General Assembly Session The Legislative Program guides the staff in their efforts to promote legislation favorable to local government before the General Assembly. The Municipal Policy Statement serves as a back-up for those issues which are not in the Legislative Program. Legislative Bulletins During the General Assembly session the VML provides summaries of all legislation affecting local government called Legislative Bulletins. In these summaries we also ask for local input if we are uncertain about the impact of a particular piece of legislation. (Continued, page 23) �From the suburbs to 2nd and MainJohn Deere Backhoes speed public worics They've done it all—sewer work, sidewalk and street repair, the kind of big projects and little details that crowd your calendar. Backhoe work goes fast, with closed-center hydraulics and easy-to-operate controls. The closed-center system maintains a constant working pressure without overheating. When a control valve is operated, only the amount of oil required to do the job is pumped, and there's plenty of reserve for operating two or more functions at once. A single lever lets you raise, lower, dump, roll or float the loader bucket without ever changing your grip. Two-lever backhoe controls operate according to your natural responses, and you can blend digging functions for faster, more efficient digging cycles. Other standard equipment includes an 8-speed transmission (Power Shift on JD500-C and JD510); hydraulic direction reverser; power steering; inboard planetary final drives; and sealed, self-adjusting wet-disk brakes. For the whole story on John Deere Backhoe Loaders, see your John Deere dealer. He's listed in the Yellow Pages. John Deere, Moline, Illinois 61265. Four b a c k h o e l o a d e r s f r o m 58 to 80 net hp let y o u choose the power and digging capacities y o u need. Digging depths range f r o m 14 feet 7 inches to 17 feet 3 inches. Ten backhoe buckets f r o m 12 t o 36 Inches wide are also available. JOHN DEERE on the move �Legal Guidelines Some Good News for Localities By Howard W. Dobbins, General Counsel There are two other recent developments which should gladden the hearts of local governmental officials —one is the opinion of the Attorney General to the Honorable Vance Wilkins, Jr., dated August 17, 1978, and the other is the opinion of the Honorable Roscoe Stephenson in the action instituted in the Circuit Court of Augusta County on behalf of certain taxpayers against the Board of Supervisors of Augusta County. Both opinions reject independent action on behalf of taxpayer groups to subordinate the legislative authority of local governing bodies to the wishes of complaining groups. city council which, as specified in Code Section 15.1-911, must itself determine whether the citizens desire that the council request the General Assembly to amend its charter and to pass an ordinance calling election on that matter, or in the alternate, pursuant to Section 15.1-912, to hold a public hearing. Attorney General Marshall Coleman opined that inasmuch as there is no statute permitting the citizens to compel the council to call for a charter election, or to hold a public hearing, the citizens' sole remedy is to elect a council which favors such an amendment. The Attorney General responded to an inquiry as to whether the Change of Form of Municipal Government Act (Chapter 20 of Title 15.1 of the Code of Virginia of 1950, as amended) may be used as a vehicle for a charter amendment to place limitations on the taxation of real estate when the amendment does not have the support of city council. The Attorney General opined that the Act was inappropriate to initiate a charter change by the General Assembly, saying that a charter amendment cannot be initiated without the support of the The Augusta County case involves an even subtler effort by a group of citizens to substitute their judgement for the judgement of the governing body as to local need for the construction of a particular school and the method by which its construction should be financed. The Augusta County taxpayers relying on Virginia Code Section 58-841 challenged the County's fiscal budget which provided for capital improvements by appealing the Supervisor's order of tax levy. They contended that the County maintenance of a surplus from prior years The power of Bache. Put it to woikforyou. Bache Distribution • Capital • Experience Oscar Carison 212-791-3679; Bart Livoisi 212-791-3683 More than 190 offices worldwide • Member SIPC (although Virginia Code Section 58-839 specifically permits funds collected and not expended in any fiscal year to be carried over in succeeding fiscal years) was contrary to Article 10, Section 8 of the Constitution of Virginia which provides: "No other or greater amount of tax or levy shall, at any time be levied than may be required for the necessary expenses of the government, or to pay the indebtedness of the Commonwealth." Judge Stephenson concluded that the above-quoted constitutional prohibition applied solely to the State and was inapplicable to local governments and further that even if that Article did apply to local government, it did not prohibit the County from budgeting and retaining a surplus. Accordingly, the challenged levy was held to be legal. It is believed that this decision will meet with approval from many prudent local officials who, recognizing the vagries of the economy and the unexpected needs of their citizens, have endeavored, like all prudent business people, to maintain a reasonable surplus. (Lobbying, from page 8) in the process. And in exchange for absolute efficiency and nice, polite discourse and orderly process, you get.j rotten government. And one of the' nice things, the pleasing thing about this country and our society, is that inefficiency actually works, because it promotes a sense of freedom and it promotes democracy. And I like to think, and I believe that cities, which represent the preponderance of population in this country, have a special duty and a special obligation. And it's the obligation to get our hands dirty. We roll up our sleeves, we get involved in the fray, we kick and we holler and we scream because the people we represent have real concerns and real interest. If we don't get involved, we lose. If we do get involved, maybe we win. �TURN THE PAGE AND DISCOVER HOW ORGANIZAHONSUKE YOURS CAN SOLVE TODATS COSTLY MANAGEMENT PROBLEMS. �HOWANYGCM CAN BECOME MOF Most governments are fuss ^ budgets. *W — ; They have to be. Every fiscal year they're held accountable to the taxpayer for every single penny ^ . That's why they should call ^ Z ^ ^ ^ ^ ^ ^ ^ onC&P. ^ . : = = = = = = = = = = ^ ' Managing a government's budget really means managing a ton of information. Using communications technology to help manage this information happens to be our specialty So we can offer one of the more sophisticated terminaloriented budgeting systems in the world. A Dataspeed®40 keyboard display and printer system. We came up with Dataspeed systems especially for people who have to get their facts straight. So here are the straight facts. The dataspeed series is capable of inquiry-response, data entry and data retrieval. It interacts with a circuitry that actually catches transmission errors. Not only that, but you can use as many stations as you need. Hundreds. Or just one. Your stations can share the same private line, so they can also share transmission costs. You can enter your message and edit out mistakes before you transmit. Then Dataspeed automatically sends it for you, faster than the speed of fingers. Speaking of which, we also made the Dataspeed easy to operate. As easy as the printer system that goes with it. It puts your data on �mrS BUDGET ^ AOCOIMABII paper. So what you have in your computer you can also have in your hand. We could go on and on about our Dataspeed systems. But we think your own experience will say a lot more than we can. Just call your C&P Account Executive, or your local Business Office. We know you'll be impressed. Because as far as your budget's concerned, our Dataspeed systems make taxing, a lot less taxing. C&P Telephone. �DOESNTCOMEMA SAIISREP There are thousands of people out there trying to sell you their line of information technology. The problem is, once they make a sale,dai ulot cdbcuc, L uof i them also make something else. A lot of excuses when you need help. But C&P won't hand you a line like that. We believe sophisticated equipment like ours also needs sophisticated backing. That's why all of our systems come with a back-up system. A team of C&P specialists. Systems design specialists, who can analyze your communications problems and custom design a system just for you. Planning specialists who stay ahead of your current needs by keeping track of future trends. Service specialists, who know your equipment inside and out. Training specialists, who thoroughly instruct your people1in yuui peupie 1 how to use your communications technology Industry specialists, who understand your specific operation. Anything from aeronautics to shoe factories to hospitals. We even have a specialist who coordinates the specialists. Your C&P Account • Executive. A communications expert who's only a quick phone call away Or call your local C&P Business Office. When you see the technology we offer, and the people who come with it, you'll understand why C&P equipment doesn't come with a salesperson. It doesn't have to. It sells itself. C&P Telephone. mm mm �DIRECTORY OF ADVERTISERS Alperstein Brothers, Inc. America House American Management Systems, Inc. Austin Brockenbrough & Associates Bache Halsey Stuart Shields, Inc. Baldwin & Gregg, Ltd. R. W. Beck & Associates Bengston, DeBell, Elkin & Titus Betz, Converse, Murdoch, Inc. BIyth Eastman Paine Webber, Inc. Bodie, Taylor& Puryear, Inc. Booz, Allen and Hamilton Buchart-Horn Buck, Seifert and Jost, Inc. Burns & McDonnell Camp, Dresser & McKee Capital Equipment Company, Inc. Caterpillar Central Fidelity Bank Chesapeake & Potomac Telephone Company CH2M-Hill Cole, Layer, Trumble Company Concrete Pipe and Products Company, Inc. Cook's Systems Creative Financial Management Cunningham Associates, Inc. Dart Wholesalers David M. Griffith & Associates, Ltd. Deere & Company E. F. Hutton First American Bank of Virginia First Boston Fort Magruder Inn and Conference Center Frederick G. Griffin Gannett, Fleming, Corddry & Carpenter Gathery & Miller Gilbert Associates of Virginia, Inc. Goldman, Sachs & Company Greeley & Hansen Creenhorne & O'Mara, Inc. Harland Bartholomew & Associates Henningson, Durham & Richardson Horner, Barksdale & Company Hurt& Proffitt, Inc. International Association of Chiefs of Police John Broughton Associates, Inc. Jordan & Hutcherson, Inc. Langley & McDonald Lazard Freres & Company Lehman Brothers Kuhn Loeb, Inc. Lingerfelt& Associates, Inc. Management Improvement Corporation of America MAP Enterprises, Inc. Marsh & Basgier, Inc. The John Marshall Hotel McManis Associates, Inc. Merrill Lynch Michie Bobbs-Merrill Municipal Advisors, Inc. Municipal Code Corporation Olver, Incorporated Owsley & Sons, Inc. Overman, Robinson, Brown, Inc. Pak-Mor Manufacturing Company Patton, Harris, Rust & Guy Philip Morris, Inc. Malcolm Pirnie, Inc. The Pitometer Associates Public Administration Service Public Research & Management, Inc. Quible & ,^ssociates, Inc. R. Kenneth Weeks Engineers Ralph Whitehead & Associates R. Stuart Royer & Associates Russell & Axon Russnow-Kane & Associates, Inc. Salomon Brothers SCS Engineers Smith Barney, Harris Upham & Company Southern Engineering Company of Virginia Sverdrup Talbot & Associates, Ltd. U-Haul Utility Service Weston Consultants-Designers Wheat First Securities Whitman, Requardt & Associates William C. Overman Associates Yarger& Associates, Inc. SEPTEMBER MUNICIPAL ADS Abingdon Alexandria Arlington County Bedford Chesterfield County Clifton Forge Galax Harrisonburg Herndon Luray Manassas Martinsville Norfolk Petersburg Pulaski Richmond Roanoke Rocky Mount Smithfield Vienna Winchester Wytheville Building Officials Hold Conference The 52nd Annual School and Conference of the Virginia Building Officials Association was held on October 19-22, 1980 at the Sheraton Fredericksburg Inn. The meeting was attended by 148 delegates, an increase of 18 delegates over last year's meeting. A highlight of the meeting was a presentation at the Monday morning session on woodstoves conducted and arranged by Carroll R. Brown, Director of Inspections, Frederick County and Steven A. Melnikoff, Assistant Director of Inspections, Frederick County, both members of the Association. Following the presentation, Mr. Brown and Mr. Melnikoff with panelist Gene Dailey, Fire Administrator for the City of Fairfax, appeared on a 45-minute live radio program to answer questions on woodstoves. The Conference offered other session topics such as "Oral Communications", "Commercial Frame S t r u c t u r e s " , "Inspecting Gypsum C o n s t r u c t i o n s " and " U r e a Formaldehyde". The Association was honored to have Wilbur H. Lind, President, B.O.C.A. International, Inc. and his wife Helen and Clarence Bechtel, Executive Director, B.O.C.A. International, Inc. and his wife Dorothy as guests during the Conference. The new officers of the Association are D. Bain Reed, Building Commissioner, Roanoke, President; John H. Byrd, Jr., Building Official, Harrisonburg, First Vice President; Edward ) . Weld, Building Official, Culpeper C o u n t y , Second Vice President; and Clarence Diersing, Code Administrator, Newport News, Sergeant-At-Arms. The Mid-Year meeting of the Association will be held in Richmond at the Holiday Inn 1-64 on January 26, 1981. Detailed information has been forwarded to the members. The 1981 Conference of the Virginia Building Officials Association will be held at the Hotel Roanoke, October 11-14, 1981. The 1982 Conference will be at Skyland Lodges, Skyline Drive. The dates for the 1982 Conference have not be finalized. �Danville's Warehouse District B y Margaret Hoffman Back in the 1950s when progress swept across America's cities, when earlier brick and wooden structures were replaced with steel and glass high-rises and industrial complexes, Danville remained relatively dormant. Because Danville did not experience rapid, haphazard growth, historic houses and other structures remained intact. . . waiting. The waiting ended in 1978 when the Historic American Engineering Record (HAER) came to Danville and discovered a sense of the past, lost in many cities, but still alive in Danville. What HAER uncovered was a unique tobacco-textile heritage that is characteristic of the industrial south at the turn of the century. Danville was established in 1793 when the area was productive enough to have a tobacco warehouse in the town. A canal was constructed around the falls to ship hogsheads of tobacco downstream to the James and in 1858, the famous Danville system of tobacco inspection was developed, "Millionaire's row was Danville's first historical district." With the coming of the tobacco and textile giants like Dan River Mills, splendid homes were established on "millionaires row," Danville's first historic district The businesses stayed in the tobacco warehouse districtroomy, red brick structures built strictly for utilitarian purposes and characterized by stepped gables, stately turrets and brick cornices with brackets. The district now contains approximately 100 of these brick and heavy timber structures. Mild winters and good maintenance have preserved the basic structural condition of these buildings. At present, they have diverse owners —Southern Railway, Davis Storage Company, the privately owned National Tobacco and Textile Museum, the Dibrell Brothers, Inc. and small entrepreneurs. In this district are also residential structures that are good examples of homes constructed for the expanded ABOUT THE AUTHOR Ms. Hoffman is Public Relations Director for the City of Danville. working class during the industrial growth period. These privately owned, single family dwellings have gabled tin roofs and gaily ornamented front porches. These homes and warehouses once represented prosperity but by the early 1970s a marked change in industrial patterns altered the overall appearance of the warehouse district. The City of Danville realized that the Tobacco Warehouse District was on the decline. Other factors, in addition to the negative impression the Warehouse District left on the downtown area, were also City concerns—the decline of the residential neighborhood, the inability of the city to have a maximum tax return on utilities in the area, the inability to obtain maximum use from the property and a new shopping center constructed outside the city that might affect the central business district's economy. Hearing about the Historic American Engineering Record of the U.S. Department of the Interior and their efforts to revitalize similar problems in Lynchburg, Durham and Burlington, the Danville City Council asked HAER's help in creating an overall development plan for the city. With financial support from the City, a team of experts completed a three month study and made specific recommendations to improve the Tobacco-Warehouse area. HAER suggested that Danville's Tobacco Warehouse District be used as a pilot project for other cities confronted with similar problems since it qualified for a wide assortment of federal programs, loans and grants and was an example of public/private partnership. Through the HAER study the Tobacco Warehouse District was presented as a workable district and an area worthy of people's investments. "The district could offer what the mall did not." To attract private investment into the Tobacco Warehouse District, profitable uses for the buildings were considered. At first it appeared that all the retail space Danville could support would be absorbed by the shopping Ornate wrought iron from the Victorian era lines Danville's Debo Street. mall, but the district could offer what the mall did not —quaint restaurants, speciality retail stores and factory outlet stores. A riverfront park was strongly suggested to make the area more impressive and it is hoped that the owners of the land along the riverfront will donate their land to the City. With little, or no change, sufficient parking is available in the large, spacious warehouse buildings and any improvements could be made with EDA funds. Repairs were suggested for the National Tobacco Textile Museum which is an interpretive center for Danville's tobacco and textile history. HAER also proposed that the district be included in the National Register of Historic Places to qualify under the Tax Reform Act of 1976. As far as residential development of the district was concerned, HAER encouraged home ownership and a large recreation area since other recreational facilities would not be convenient for the residents. Many programs recommended by the HAER group are now in effect, or being planned for Danville's warehouse district. In June, 1979 Danville received a grant ($148,000) from the Community Services Administration to set up an office for administrative services. Basic research was begun on grant and loan programs, and preliminary planning, surveying and map work was conducted. Neighborhood groups were established to listen to residential wants and needs. The Community Improvement Council, the only active service agency in the area, was made the legal grantee for funds. By October, 1980 a $60,000 revolving loan was obtained to buy, rehabilitate and sell delapidated homes in the district. Over 70 homes are now being improved under the Home Weatherization Program. The Tobacco Warehouse District office set up a �homeowners help fund in which loans in the area would become government grants if the owners lived in the homes for 10 years. Owners of some property in the district have agreed to donate land for a playground and the Community Improvement Council and the City have a l l o c a t e d funds for playground equipment. A counseling group w i l l be organized to inform neighbors about tax relief on privately owned property in the area. On October 1 , 1980, a CETA grant of $113,000 was obtained to begin a project of clearing brush and trash from all vacant and occupied lots in the neighborhood, repairing homes owned and occupied by the elderly and handicapped, demolishing vacant, dilapidated houses, and fixing up smaller structures such as the ornamental iron fence along Craghead Street. In the future more commercial v e n t u r e s are planned for the warehouse district. Negotiations are now being made with a private developer for renovating one of the warehouses for a retail shop and apartment building. Contacts are being made for a riverfront park and steps are being taken to explore the possibilities of developing a factory outlet. The district, which is already included in the Virginia Historic Register, should qualify for the National Register of Historic Places by February. Once the area is included, it can qualify for the Tax Reform Act. This should provide a strong incentive for private development in the area. Although the public support has been extremely effective in the Tobacco Warehouse District area it is private support that will determine the area's success in commercial development. There are several good indications already that private industry and enterprise are interested in the Tobacco Warehouse Project. Companies that have already taken steps toward rehabilitation are Dibrell Brothers, the Tobacco Textile Museum and the Register and the Bee (daily newspapers). "Danville boasts the finest Victorian and Edwardian architecture in Virginia." Because of the sound workmanship and excellent craftsmanship, many of D a n v i l l e ' s nineteenth and early twentieth century structures survived outside the Tobacco Warehouse District and the City of Danville included them in its first historical district. The district was nominated for inclusion on the National Register of Historic Places in April of 1973. It boasts the finest and most concentrated collection of Victorian and Edwardian residential architecture in Virginia. Encouraged by the new tax laws of 1976 and 1978, and matching grants of up to 5 0 % by the Historic Landmarks Commission, citizens have been renovating these structures. In the final analysis it is the citizens who will determine whether the Tobacco Warehouse District is a success. The city and federal governments have set aside certain monies for development plans, and neighborhood and street improvements. The Tobacco Warehouse District Office of the Danville Redevelopment and Housing Authority is putting some of these plans and improvements into effect. But, if the dream is to become a reality it must be developed by organizations like the Dibrell Brothers, Register and Bee and the TobaccoTextile Museum which have the foresight and innovation to see a unique environment with far-reaching possibilities for the years ahead. Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. F o r additional information, please contact one of the following members of our Public Finance Division AUSTIN V . KOENEN BENEDICT T . MARINO L E E K . BARBA (212-558-3180) (212-558-2840) (212-558-2168) R O B E R T M. B R O W N , I I I (212-558-3356) T O M E . G R E E N E I I I (212-558-2680) W . P A T R I C K McMuLLAN (212-558-3174) R I C H A R D J . ZANARD (212-558-3182) L e h m a n Brothers K u h n Loeb Incorporated NEW YORK HOUSTON • • ATLANTA LOS A N G E L E S • • BOSTON • SAN F R A N C I S C O CHICAGO • LONDON • DALLAS • TOKYO �INDEX TO VOLUME 15, January-December, 1980 COMMUNITY ACTIVITIES Vita Course Citizen Coordinator Program MO. PC. July 13 Sept. 21 COMMUNITY RELATIONS/DEVELOPMENT Alexandria — Housing Ashland —Redevelopment Citizen Coordinator Program Danville's Tobacco Warehouse District. Sept Sept. Sept. Dec. 10 12 21 20 Mar. 4 Apr. Apr. Apr. Apr, Sept. Sept. 4 8 11 14 29 30 Oct. Dec. 30 24 ENVIRONMENT What Now? Hazardous Materials Hazardous Materials . . . And Then Some Rail Incident in Charlottesville Who Pays For The Clean-Up? Township May Fight Pollution Alone . . Vienna's Recycling Service Center. . . . FairfaxCity-H.E.A.TSO Transferable Development Rights & Historic preservation Farmland Preservation in Virginia . . . . FEDERAL GOVERNMENT The Great Myth of Revenue Sharing Funds Feb. Rethinking Federalism May Mayor Spiggle Testifies Before Congress June FINANCES&TAXATION Cash Management—Making Money Work The Great Myth of Revenue Sharing Funds Finance Digest —Overview of Local Financial Management Who Pays For The Clean-Up? What Is Cash Management? Actual Dollars Saved in Appomattox. . . Sources of Revenue for Localities . . . . Getting Less Now and Enjoying It More Later Study Shows Joint Action Reduces Power Costs Localities Can Pool Investments H O <^ z o < t-H z o 22 Jan. 12 Feb. 4 Mar. Apr. Oct. Oct. Oct. 5 11 4 8 15 Oct. 18 Nov. Nov. 20 22 GENERALASSEMBLY Virginia To Vote On Four Questions . . Oct. Amendment To Limit Taxes Nov. Governor Dalton's Remarks Nov. Baliles Proposes Commission To Define City, County Nov. The Art of Lobbying Dec. Reapportionment Dec. GENERAL SERVICES How To Get Along With Your Council (Public Works) HUMAN RESOURCES Vita Course Newport News Adopts Innovative Pay Plan Charlottesville's Therapeutic Recreation Program AltaVista - Shreve Park 4 15 16 19 3 6 12 4 11 June 14 July 13 Aug. Sept. Sept. 14 16 INSTITUTE OF GOVERNMENT COMMENTARY Personaf Property Tax Rates For Automobiles Quality or Quantity? The Day Care Dilemma Rethinking Federalism Virginia Creates a Commission on Local Government Transferable Development Rights & Historic Preservation Local Government Investment Pools . . . LEGAL GUIDELINES Charter Provisions vs. General Law and Police Power vs. Constitutional Guarantees Non-Conforming Uses Annexation Decree Held Not To Eliminate Council's Discretion Legislation That Disciplines Localities . Municipal Officers Take Heed —More Immunity Is Lost Governmental Immunity —Good News and Bad Some Good News For Localities LOCAL GOVERNMENT Small Town Like A Patchwork Quilt. .. . The Great Myth of Revenue Sharing Funds Waverly Celebrates Centennial What Now? Hazardous Materials The Best For Less (Consultants) Councilmembers Can Cut Time So You Just Got Elected —Now What?. . Citizen Coordinator Program Joint Data Processing System Actual Dollars Saved in Appomattox. . . Sources of Revenue for Localities Survival Strategies for Local Officials . . Baliles Proposes Commission to Define City, County Workmen's Compensation Program Grows Localities Can Pool Investments The Art of Lobbying MUNICIPAL MANAGEMENT ' How To Hold-a Public Hearing Finance Digest —Overview of Local Financial Management Dog Control How To Get Along With Your Council . Newport News Adopts Innovative Pay Plan Citizen Coordinator Program What Is Cash Management? PERSONNEL & TRAINING Pay-Offs of a Physical Fitness Program Affirmative Action —A Plan Or A Document Affirmative Action Newport News Adopts Innovative Pay Plan Jan 16 Mar. May 15 15 Aug. 9 Oct. Nov. 20 23 Jan. Mar. 15 12 Apr. June 7 9 July 9 Nov. Dec. 26 14 Jan. 11 Feb. Feb. Mar. May June July Sept. Sept Oct. Oct. Nov. 4 7 4 10 7 14 21 22 8 15 8 Nov. 12 Nov. Nov. Dec. 19 22 4 ^' Feb. ' 12 Mar. May June 5 5 14 Aug. Sept. Oct. 4 21 4 Jan June June Aug. �PUBLIC SAFETY Pay-Offs of a Physical Fitness Program . What Now? Hazardous Materials Dog Control City Tries New Youth Offender Program Henrico County's Career Development TRANSPORTATION What Now? Hazardous Materials York County's Boat Landing System. . . VIRGINIA MUNICIPAL LEAGUE Local Government Officials Day . . . . Morton L. Wallerstein Institute for Municipal Off icials . . . . Annual Report VML Holds Conference Workmen's Compensation Program Crows How The League Works Jan. Mar. May Aug. Sept. 4 4 5 15 24 Sept. Oct. Oct, 26 10 16 Mar. Apr. July Sept. 4 8 4 18 Jan. Mar. May May Sept Sept. Nov. 9 14 11 18 39 5 Nov. Dec. Dec. 19 12 (League, from page 12) Other Mailings Commentaries are provided on important pieces of legislation. "Action Calls" request immediate action on critical legislation. In addition, Legislative Status Reports give the action which has been taken on legislation affecting local government. Summary of Legislation After the session, a summary is prepared of all legislation passed affecting local government. Season's Greetings from Cole • Layer •Trumble Company and United Appraisal Company Division 3535 Salem Ave r^\T ATA Dayton, OH 45406 \^L\l A (513) 276-5261 53 Connecticut Blvd East Hartford, CT06108 (203) 528-5100 fiWiTTtk I 111 ~S I IH Cash Management Saves Money We help decision makers be more effective by identifying sources of multimillion dollar savings. Our successes include saving one central Virginia city over $3,000,000. The Creative Financial Management team is skilled and experienced in these areas: Contact: Mr. J . W. Burton Bid Analysis Cash Flow Projections Budget Preparation Money Management Lease/Purchase Studies • Investment Counseling • Systems Analysis • Data Processing Evaluation • Energy Seminars, Audits & Financing. Creative Financial Management, Inc. P, O. Box 4271 Lynchburg, VA 24502 Telephone: 804-237-5929 t—t oa z o < I—I Z o (—1 Pi 23 �r Farmland Preservation leaders thought their governments I n Virginia should take more positive actions to preserve this limited resource."* B y Memory P o r t e r There would be no farmland preservation problem, if farm prices were high enough. This is perhaps the single point on which anyone debating the farmland preservation issue can agree. If the farmer were making a decent return on his investment, he would be less likely to sell out to the speculator or developer. And, it would be more likely that a young farmer would be able to buy land and keep it in farming. But, the farm prices of the 1970s do not reflect the effects which inflation and the escalating cost of energy have had on the American farmer. The cost of farm machinery and supplies have skyrocketed and modern agriculture has an enormous dependence on fossil fuel energy. The solutions to these problems go far beyond what state and local governments can hope to control. However, state and local government can develop programs that reduce the cost of farming as it relates to land values by "insulating agriculture's land market from the non-agriculture land market"' through the application of programs that will channel urban development away from farming areas designated by local government as worthy of protection and into areas where public facilities can be provided in a cost effective manner. In the rapid growth areas of the Commonwealth, particularly those jurisdictions on the "rural-urban fringe", local elected officials are wrestling with these complex land use issues. O Over the past twenty years, Virginia's agricultural land base had been reduced by some three million acres.^ According to preliminary findings by the National Agricultural Lands Study, only three s t a t e s Florida, Texas and California— are converting agricultural land to urban uses faster than Virginia. On the national level, "every day twelve square miles of American farmland are converted to non-agricultural uses."^ The shifting of productive farmland to other uses is a growing concern to local officials in Virginia. A 1978 study by the Virginia Department of Agriculture and Consumer Services found that "ninety-four percent of county leaders and 66 percent of town 24 ABOUT THE AUTHOR Ms. Porter is the Legislative County of Loudoun. O o I—( Liaison for the ' 'Agriculture is the State's leading industry." The importance of the agricultural industry to Virginia's well being is understood by those persons associated with agriculture, but perhaps less understood by the average citizen. "From the standpoint of pure economics, agriculture is the State's leading industry. Currently, about 80,000 full-time equivalent people work on Virginia's 60,000 farms. A farm income of over $1.5 billion generates between four to five billion dollars in total economic activity throughout the State in a given year. Half of the State's manufacturing work force is related to agriculture and agribusiness and 20 percent of the State's total non-farm work force is associated in some way to agriculture and agribusiness," according to Dr. Berkwood M. Farmer, Chief Economist and Director of Planning and Develoment for the Virginia Department of Agriculture and Consumer Services.* Farmer notes, however, "When our farm economy gets into trouble, economic ripple effects occur throughout Virginia and especially in our small rural towns and cities." For example, the effect of this year's drought on the peanut crop could cause an economic turndown of about $100 million in the nine peanut producing counties in Virginia, Farmer says. Why should we preserve farmland? The importance of the agricultural industry has regional, national and even global implications. Dr. Farmer believes a strong export program for many of V i r g i n i a ' s agricultural commodities is in the long-run best interest of consumers, as well as the farmer. On the national level the income we receive from agricultural exports is an important counterweight to help balance the payments America makes to foreign countries for imported oil. Some experts believe that, as our mineral resources are depleted and our older industrial plants become antiquated, agricultural exports will play an even larger role in maintaining the future economic stability of the United States.' In 1960, Virginia farmers planted about 1.3 million acres in corn, soybeans and tobacco. Nineteen percent—about one out of every five acres was used in production for exports. In 1978, Virginia farmers planted about the same number of acres to these crops as they did in 1960. However, 39 percent —about two out of every five acres —was used in production for exports ' Dr. Farmer argues that demand for our exports contributes strength to many farm commodity prices, enables many farmers to operate farms of sufficient size whereby unit costs of production can be kept at a relatively low level and exports from Virginia increase employment and earnings throughout the state. For example, a direct result of Virginia broiler and turkey exports in 1978 accounted for 2,000 additional jobs.' While the future of Virginia's agricultural industry will rest largely with solutions devised in Washington on the larger economic issues, the future of Virginia's agricultural land base will depend on actions by local government. At the forefront is Loudoun County. For two centuries, from 1760 to 1960, Loudoun County exemplified the prosperous rural agricultural community which provided agricultural products for Alexandria and later for Fairfax and Washington, D.C. During these two centuries the County's population remained amazingly stable at about 20,000 persons. The War of Independence, Civil War and the 20th century World Wars did not appreciably alter the rural agrarian character of the County. Even today it is not uncommon to find a family which has farmed the same land for eight generations." "Loudoun County began to change with Dulles Airport." The balanced environment began to change radically in the 1960s with the construction of Dulles .International Airport in the southeastern portion of the Country and the FAA's regional air traffic control center outside Leesburg. The airport brought new jobs, sewer lines linked to the District of Columbia and major housing developments. In 1973 Xerox Corporation established its International Training Center near Leesburg. These major housing and employment opportunities, coupled with dozens of smaller developments have resulted in nearly tripling of the County's population between 1960 and 1980. During the 1970s nearly 25,000 persons moved to Loudoun County. During the last 15 years the County has been transformed from an agrarian community with 75 percent of the population living on farms in the rural residences to an urbanizing area with more than two thirds of the residents living in towns and suburbs. But, most of this growth has, by plan, been �MEAG: $1 Billion Later The first financing for the Municipal Electric Authority of Georgia was accomplished in 1977. Three years later, M E A G has raised $1 billion dollars through seven financings. MEAG's progress has been remarkable, considering the size and complexity of its program—47 participants and ownership interests with an investor-owned utility, a cooperative and a municipal utility in eight generation units. In fact, M E A G is regarded as a bellwether among joint-action power supply programs. First Boston is very proud to be the investment banker for M E A G since its inception. The professionals at First Boston know the public power market, just as we know and are involved in every phase of investment banking. And we are willing to use both our knowledge and capital to meet the financing requirements of our public power clients. Put a well-capitalized, experienced investment banking firm to work on your next financing, contact John R. Raben, Vice President, (212) 825-2311. w First Boston NEW Y O R K ATLANTA BOSTON CHICAGO CLEVELAND DALLAS LOS A N G E L E S PHILADELPHIA SAN FRANCISCO SAN JUAN o < O Pi > 25 �located in eastern Loudoun County and the historic towns. Much of the countryside remains as rural as it was decades ago, as less than 20 percent of the County's land has been developed for housing and urban areas. However, these rural resources are being increasingly threatened by large lot rural residential development. The expansion of local government services occasioned by growth and high citizen expectations is reflected in the County budget, which grew from $10 million in 1970 to $52 million in 1980, and in the construction of eleven schools in the past ten years, involving a debt of over $30 million.'" In Loudoun County there is a strong commitment to preserve agricultural resources, but a detailed program has not yet been determined. The County has already made use of the two legal tools provided by State enabling law. Over 90 percent of the county's eligible land is in the use-value assessment program; over 66,000 acres are in the voluntary agricultural and forestal districts. The Loudoun County Board of Supervisors recognizes that, alone these measures cannot assure that the County's agricultural industry and its valuable land resources can be retained as the County continues to accommodate growth pressures from the Washington metropolitan area. County staff is meeting regularly with farmers, non-farm citizens, community groups and local officials to discuss the problems and possible solutions to farmland conversion. The detailed plan for action will be developed over the next year through this public participation process. Also, the Loudoun Board realizes that whatever program is finally developed, additional state enabling laws will be required. Therefore, the Board has, for the past year, worked closely with the Joint Agricultural Land Preservation Subcommittee created by the 1980 Virginia General Assembly (House Joint Resolution 40) The Subcommittee, chaired by Delegate Ford Quillen of Gate City, is charged with monitoring pilot programs developed at the local level in the jurisdictions currently seeking methods to protect productive farmland. For the 1981 session of the General Assembly, the Loudoun Board of Supervisors is asking that the Subcommittee be extended for another year and that the legislature support adoption of a state agricultural land preservation policy which recognizes that land use controls must remain at the local level of government. The policy must also incorporate the ability of local governments to direct the location and rate of growth into areas where public facilities either exist, or can be provided in a timely and cost effective fashion, in order to reduce or eliminate the encroachment on non-farm uses onto prime and productive agricultural land. "Control of land use needs to be at the local level." The Subcommittee has held numerous meetings. Local officials from the Counties of Fauquier, Clarke, Albemarle, Hanover, Frederick, Prince William, King George, Nelson and Mathews and from the City of Suffolk have expressed interest in the legislators' deliberations. A public hearing held in Leesburg in midOctober drew some 200 citizens, many of them Loudoun farmers, voicing the need for State permission to try farmland preservation mechanisms being used in other states. The plea from Loudoun County was "give us the tools we need to control our own destinies." Loudoun's officials, farmers and nonfarmers all understand that there are difficult issues involved in farmland preservation. Compromises must be reached between the various competing interests, including farmers, developers and urban citizens in order to institute an effective preservation program. Support for such efforts must be broad-based, coming from both farmers and non-farm citizens. In Loudoun County, this broad support is clearly evident. The Frances Lewis Law Center of the Washington and Lee Univeristy sponsored a two-day seminar for the Subcommittee, providing guest speakers from across the country. (A transcript of the proceedings will be prepared by the Division of Legislative Services.) The key speaker was Professor John Keene, Department of City and Regional Planning, University of Pennsylvania, who provided current information on the National Agricultural Lands Study. The study, expected to be completed in early January, 1981, documents the many different approaches to farmland preservation being tried throughout the nation, along with an analysis of how the programs were developed and how effective they have been. Keene stresses that "farmland preservation programs must be set in the general context chances of success, they should be based on sound enabling legislation, developed through comprehensive planning and policies which give appropriate recognition to low and moderate income housing, commercial and industrial development and environmentally protective objectives. At the same time, they must not contravene the fundamental safeguards accorded to private property but the due process, equal protection and taking clauses of the United States Constitution." This is a tall order, but one that must have the full attention of the General Assembly and the Governor of Virginia if jurisdictions like Loudoun County are to prevail in protecting its farming industry and agricultural land base for future generations. References 1. Farmer, Berkwood M., paper presented to 32nd Annual meeting of Soil Conservation Society of America, Lynchurg, Virginia October 24, 1980. 2. Ibid. 3. Fields, Shirley F., Where have the Farmlands Cone:, National Agricultural Lands Study, Council on Environmental Quality (Washington: 197% 4. Farmer, Berkwood, M., et al. Capacity Building Needs of Rural Areas in Virginia, Virginia Department of Agriculture and Consumer Services, Richmond, Virginia, September, 1978. 5. (same as no. 1) 6. Little, Charles E., The Case for Retaining Agricultural Land, papers from a November 8, 1977 Workshop, Library of Congress (Washington: 1977) 7. (same as no. 1) 8. Lewis, Anthony C. and Joseph D. Coffey, Impact of U.S. Foreign Policy on U.S. Food Policy, Trade and Virginia Agriculture, Department of Agricultural Economics, Virginia Tech, MB286, November, 1980. 9. Dugan, lohn, paper prepared for the Loudoun County Board of Supervisors on the significant changes in the '70s. 10. Ibid. 11. Keene, lohn C, Agricultural Land Preservation: Legal and Constitutional Issues, Conzaga Law Review, Volume 15, Number.3, 1980. Marketplace Town Manager Big Stone Gap, Virginia. Residential community of 5,000 located in the Powell Valley 65 miles northwest of Bristol, Virginia —Tennessee. Advanced knowledge in public administration. Capable of assuming total operational responsibility. Proven track record and demonstrated ability to manage engineering, administrative, operations and personnel functions of the town. Knowledgeable of grant programs and experienced in processing of applications for awards. Experienced in high-level local government administration. Starting salary commensurate with ability plus fringe benefits and home. Send resume to Mayor, Town of Big Stone Gap, Virginia 24219. Applications will be received through December 15,1980. Deputy Fire Chief Chesapeake, Virginia. City with population of 119,420 and land area of 353 sq. miles is �seeking applicants for Deputy Fire Chief. This position will Involve assisting in the administration of a department with 184 employees and an operating budget of over $3.5 million. Requires associate degree in Fire Science and over 5 years supervisory experience in a municipal fire service. Salary range $22,491-$31,090 with good benefits. Send resume to: Department of Personnel, Post Office Box 15225, Chesapeake, Virginia 23320 no later than December 31,1980. When you want facts . . . Public Works Director Town of Wakefield. Capable of assuming total operational responsibility of town utilities, including electric system, water, sewer and other related municipal services. Salary commensurate with ability. Send resume to Town Office, Town of Wakefield, P.O. Box 545, Wakefield, Virginia 23888 by December 15,1980. City Assessor Roanoke, Virginia, annual assessments of 44,000 parcels—computer assisted—six years of demonstrated administrative ability in appraisal practices and procedures. Professional designation desired. Salary range $2S,000-$35,000. Send resume to Mary Parker, City Clerk, City of Roanoke, Municipal Building, Room 456, Roanoke, Virginia 24001, by December 15, 1980. Civil Engineer City of Falls Church, Virginia. (Small urban community of 10,000, 2 sq. miles, located 10 miles outside of Washington, D.C.) Seeks civil engineer to assist public works director in street and storm sewer design, construction and maintenance, refuse collection and disposal and equipment maintenance. Successful candidate will be responsible for drafting, planning, and coordinating the inspection division of the public works department. Requirements are civil engineering degree and minimum of year professional experience. Municipal public works experience preferred. Starting salary $18,880; depending upon experience may increase up to 1 0 % . Maximum salary $27,541 after 14 years. Excellent competition fringe benefits. Closes January 15, 1981. Call for application (703) 241-5025 and submit to: Personnel Office, City Hall, 300 Park Avenue, Falls Church, Virginia 22046. Animal Control Superintendent City of Chesapeake. Plans, assigns, and supervises work of Animal Control staff; assists in planning, organizing, and policy development. Must have thorough knowledge of management principles and practices and budgeting procedures; the ability to deal with the public and be able to plan, assign, instruct and review the work of others. Requires any combination of education and experience equivalent to a bachelor's degree in business or related field, supplemented by courses in science, 6 months-2 years experience in work involving the care of animals and dealing with the public, some of which has been in a supervisory capacity. Deadline for applying: December 31, 1980. Send resume to City of Chesapeake, Department of Personnel, Post Office Box 15225, Chesapeake, Virginia 23320. IS T H E EttceChlef As a Law Enforcement Professional You've Been Warned Many Times CONSIDER THE SOURCE! Why is your informant cooperating? Does he or she have an ax to grind? Can the testimony be discredited? When it comes to publications, you want to be just as careful about your career information. T H E KfloeOHel is T H E G R E A T I N F O R M E R published by T H E INTERNATIONAL A S S O C I A TION O F C H I E F S O F P O L I C E . Why? Because the lACP exists only to keep you informed on what you need to know about the law enforcement profession. The l A C P is a non-profit professional association devoted to improving police procedures. CONSIDER THE SOURCE! Is your informant experienced? Arc his credentials reliable? Is he new to the territory? The I N T E R N A T I O N A L A S S O C I A T I O N O F C H I E F S O F P O L I C E was organized by police chiefs in 1893. For almost a century, members have been sharing experiences and benefiting from fresh ideas. The modern KiBoeChlel magazine supplies reliable information on a variety of law enforcement topics. Some features tell what happened. Others tell what will happen—next year or next decade. Last year, for instance, T H E GUoeOllef features included: (1) Personnel Management, (2) Professionalism Through Education/Training, (3) Terrorism and Hostage Situations, (4) Stress Factors in Police Work. Even that is only part of the story. A great informer like T H E EHoeChlef is thorough, timely, AND comprehensive. Every month career interest areas are updated in regular magazine departments such as: (1) Professional News/ COPsules (2) Law Enforcement Training (3) Product Patrol and (4) Calendar of Events. Finally classified advertising in T H E EUOeChlef includes announcements of law enforcement employment opportunities. When leading law enforcement professionals look for quality personnel, they also turn to T H E G R E A T INFORMER. THE Already over 21,000 law enforcement professionals depend on T H E G R E A T I N F O R M E R for reliable, timely career information. Shouldn't Y O U make contact? C A L L OR WRITE International Association of Chiefs of Police Eleven Firstfield Road Gaithersburg, Maryland 20760 (301) 948-0922 �What happened to the public power issue tliat skeptics thought would short-circuit? Merrill Lynch made the right connections. O o < Z T h e timing had some professionals raising their eyebrows. Three Mile Island was still hot news. It seemed almost heresy to state publicly that nuclear power was still a viable—let alone vital—option. "Vet there was Merrill Lynch, taking a bold risk and moving ahead with a new $150 million all-nuclear bond issue for the North Carolina Municipal Power Agency Number 1. It was Phase I I of a billion-dollar project, running on a no-postponement timetable. Merrill Lynch was willing to take the risk for a simple reason: we can often find buyers for an issue even when it looks like the market has just plain closed its doors. T h e key is our unique combination of institutional and retail sales capability. Because of it, we can make connections with bot/i types of investors... and hence with a larger total pool of money than firms with strength in only the institutional or the retail area. A n d maximum A breed apart demand, of course, means lower costs for the issuer. In this case, it also meant success. Neither the institutional nor the retail market alone provided sufficient orders—it took Merrill Lynch's versatility to open up both market segments and get the job done. As the issue was finally priced, 44 percent of it went to institutions, 56 percent to retail customers. O f course, opening up the market would have meant little without our technical expertise—our ability to structure, price and advise on all kinds of issues in all kinds of markets. Our commitment to underwrite helped, too. During the last year, neither erratic markets nor anti-nuclear sentiment has kept us from successfully bringing issues to market. We have the commitment to stick by our clients and the capital to maintain active secondary markets in their bonds, thus helping ensure their good trading names. T h e measure of our success: as of May, we're one of the leaders in the public power bond industry this year, with $430 million managed or comanaged in negotiated issues. We've proved ourselves in difficult times, and we'd like to prove ourselves to you. Write to Roger E . Camp, Vice President and Manager, Public Power Unit, Merrill Lynch White Weld Capital Markets Group, One Liberty Plaza, New York, N.Y. 10080. O r call (212) 637-2540. Merrill Lynch 28 Merrill Lynch White Weld Capital Markets Group ) 1980 Merrill Lynch Pierce Fenner & Smith Inc. Member S I P C . �Professional Directory 1625 Eye Slreel Washington. DC 20006 (202)331-1440 8720 Georgia Avenue Silver Spring, MD 20910 (301)585-6001 Geological, Soils and E n v i r o n m e n t a l G i n s u l i a n i s 800 North 12lh Boulevard SI. Louis. MO 63101 (3141436-7600 G r o u n d W a t e r Studies L a n d DisposaJ o f EfTluenls a n d Sludges Solid Wiisle Studies • F o u n d a t i o n Rvaluations 1 I'ii't Icttrrvin Avi-nik Betz • Converse • M urdoch • I no. Vienna, Virginia • Ptione: (703) 281-2400 Staunton, Virginia ' Phone: (703) 886-8555 Vg/ GREGG Hennmgson, D u r h a m DESIGNERS CONSULTANTS Richmond, VA 23288 • Phone G R E E L E Y ,AND HANSEN 'iscaNSir> WASMirsiGTON, • C I301)657-17SO 804-288-4051 Austin Brockenbreugh and Associates Consulting Engineeis Gannett Fleming Corddry & Carpenter Engineers and Planners • NflW York • Phlladalphia • Richmond • Tamps Norfolk, VA Fairfax, VA 804/461-0155 703/385-0200 MALCOLM'Ti P I R N I E , INC. ^ CONSULTING ENVIRONMENTAL ENGINEERS HURT & PROFFITT, INC. ENGINEERS UNITED AMERICAN PLAZA SUITE 1B01 KNQXVILLE TN 3 7 9 ^ 9 Highways-Utilities-Waterlront Facilities-Municipal Comprehensive Planning.Industrial Park Development & ROYER ASSOCIATES CONSULTING Water. Wastewater, Solid Wastes, Soils & F o u n d a t i o n s L a n d D e v e l o p m e n t Site P l a n s Residential, C o m m e r c i a l & Industrial Subdivisions. Road, Dams, Airports 1933 F o r t A v e . L y n c h b u r K . V A 24501 (804) 847-77% F R E D E R I C K G . G R I F F I N , P.C. Consulting Engineers V A 24!504 (804/237-2044) Cabk' Ti'lfvisiiin • T V Broudiiist • Public S i J f l y P . O . B o x 8687 1514 W i l l o w L a w n D r i v . R i c h m o n d , V i r g i n i a 23226 I ' h o n c 282-7657 I X i s l K l l • F c d t ' n i l C o m m u n i c a t i o n s C o m m k s i o n .Applica- Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 Sylvan Avenue. P.O. Box 1218 Englewood Cliffs. N . J . 07632 201-567-8990 • 405 So. Parliament Drive. Suite 101 Virginia Beach. Va 23462 804-499^8508 1 0 ? 0 Ol.DE FORGE PLAZA f H t D E R i C K S B u R G VA ? ? d U i 703/371-B040 100 C h u r c h S t . , N e w Y o r k , N. Y . 10007 C h i c a g o C o l u m b i a A t l a n t a Uew M i l f o r d , C t . B O D I E , T A Y L O R AND P U B YEAR, INC. CONSULTING ENGINEERS 611 R e s e a r c h R o a d WATER S U P P L Y • REPORTS • SEWEP,ACE S Y S T E M S DESIGNS • SEWAGE DISPOSAL . APPRAISALS BUCK, SEIFERT& JOST, INCORPORATED P, C . (212) 267-8288 Engineers Water Waste Surveys Trunk M a i n S u r v e y s W a t e r Distribution Studies Special H y d r a u l i c I n v e s t i g a t i o n s 3229 W a t e r l i c k R o a d , Lynchburg:, ENGINEERS . ARCHITECTS. THE PITOMETER A S S O C I A T E S Engineers-Planners-Surveyors ENGINEERS-PLANNERS-SURVEYORS SL A X O N R U S S E L L 615/524-2900 301 H I D E N B O U L E V A R D N E W P O R T N E W S , V A 23606 804-599-5511 Langley and McDonald R. S T U A R T S Richardson •C o n s u ' t a n c s • P l a n n e r s Dale Building - Suite 224 . 1504 Santa Rosa Road Engineers Planners Surveyors 2 2 2 S R.ve.^ide Plaza Chicago B D S D B P H O N E 804/649-8627 HIDR LTD. WATER WASTEWATER SOLID WASTES COMMUNITY D E V E L O P M E N T CONSULTING 400 E a s t M a i n Street Richmond, Virginia 23219 Engineers 4 <;^z(y7 BALDUNn ROD PLANNING • LANDSCAPE A R C H I T E C T U R E • E N G I N E E R I N G Construction Management N.'i^n>n N,-^^> \'irDiTii,i M(Jt|-HlVt S'l', -iSf-.i Potomac G r o u p Consulting Engineers, Planners and Computer Scientists HARLAND BARTHOLOMEW & ASSOCIATES, INC. munk-atiotis S y s t e m s • .-\larm Conv P.O. 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Virginia 2 2 0 3 0 , ( 7 0 3 ) 2 7 3 - 8 7 0 0 SI I i 100 S o u t h Mam Sireet. B n i j g e w a t e r , Virginia 2 2 8 1 2 f 7 0 3 ) 8 2 8 - 2 6 1 6 pio'icR l'l'\N\[Nt, ENGINEERS Wo'^I V i r g i n i ? ^ — G e o r p i R — Gilbert Associates of Virginia, lnc^ • RESOURCE • SANITARY L A N D F I L L DESIGN , G A S P R O T E C T I O N AND R E C O V E R Y COLLECTION • FACILITY PLANNING / DESIGN CONSTRUCTION MANAGEMENT RECOVERY w & 11 P. O . B o x 4 3 0 1 28204 704-372-1885 BRIDGES • HIGHWAYS • RAILROADS • RAIL i BUS TRANSIT • AIRPORTS BRANCH O F F I C E S 30341 Cunningham, Field — Sanitary — Plurif NK\ \()RK. Co. 1^)20 — SubJ<vi,,oi, Highway — — }lydraulu Studies — — IWiW Drainage Sysiems J O R D A N & H U T C H E R S O N , INC. S U I T E 8D4-637-5073 109 240S W E S T W O O D A V E I M A R S H & B A S G I E R INC., P.C;. ENGINEERS • SURVEYORb • PLANNERS R I C H M O N D . VA 23230 SOUTHERN COMPANY ENGINEERING OF VIRGINIA CONSULTING ENGINEERS 1000 Crescent Avenue, N E . Atlanta, Georgia 30309 404-892-7171 101 North Plaza Trail Virginia Beach, Virginia 23452 18041 340-2631 (404) 452-0797 1033 W a d e A v e n u e . Raleigti. N C 27605 George Ph ,jg 1936 E a s t S e v e n t h S t r e e t Ctiarlotte, Nortti C a r o l i n a PLA/A, ASSOCIATES Consulting Engineers 3300 N E E x p r e s s w a y . Atlanta. G A OPERATIONS S t r e e t , F S . M Bank Building 23510 WHITEHEAD • K(K:KKFKLIi:H WATER / WASTEWATER • SOLID WASTE HYDRAULIC SYSTEMS & STRUCTURES 11260 R o g e r B a c o n D r i v e . R e s t o n . V A 2 2 0 9 0 • ( 7 0 3 ) 4 7 1 - 6 1 5 0 RALPH Ciril Silf STUDIES REFUSE ONK Maryland S T E A R N S . C O N R A D AND SCHMIDT CONSULTING E N G I N E E R S , INC. • F R E R E S & L A Z A R D V*M«y Ott)C«: DRAINAGE DESIGN SI..'BDIVISIC)\ I N D I S I R I A I SCS a professional C o m p l e t e p r o f e s s i o n a l s e r v i c e s for M a i n OftJcs: 338 23111 SUPPLY & S t W E R A G E COLLfcCTION HIGHWAY A Patton, Harris, Rust & Guy (919) 832-0563 Representative ENGINEERS • ARCHITECTS • PLANNERS • SURVEYORS C O M P L E T E P U B L I C E N G I N E E R I N G "imagineered" L A N D S U R V E Y I N G W O R K S A N D S E R V I C E S P L A Y G R O U N D a n d PARK E Q U I P M E N T BY Greenliorne G A M E TIME, 9554 Lakeside Br., Inc. Richmond, Va. L E E HIGHWAY. SUITE 2 0 2 • FAIRFAX. VIRGINIA 23228 ^Vn A AND MM Treat- m e n t * Domestic & Industrial Waste K Disposal - Colledion Soil Kvalualion GtRAGHTY • .-^itc Blacksburg, VA MD 24061" ALPr.KSTKIN lUtOS.. | \ ( . <«ii' r-i. , s i K K h : 552-5548 Engineers • Environmental Municipal and Solid'Hazardous Waste Design -Studies . 21401 268-7730 HARTFORD CT 1 5 3 1 N o r t h IVIain S t r e e t . H'l.MITilNCM E X I C O K O l i C E A.ND T I M B K K F ' O l t . M Laboratories \ \. :> ( W H E K P : \ 1:1)1)1)1 Vouit R E C R E , \ T 1 0 N COMES FIRST Industrial Air Pollution I-IOTSY A L l ' K I t . S T K t N i2l)2i P L A Y G R O U N D I - : Q 1 I l ' M H N T . P - \ T I ( ) \. .Analysis Ml! I I K , l \ BATON R O U G E . LA [ . -. 2 1 2 0 1 727-3430 §§5^ OLVER INCORPORATED Consulting P O BOX 50-S EDWARDS FERR' L E E S B U R G VA 2 S T R E E T Mine DrainaL'i- 844 W E S T S T R E E T , A N N A P O L I S . 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(;"i . . 1 If.O 83 �Ih Overman Robinson Brown Incorporated I'niirs-iiiiui/ Cmup H O R N E R , B A R K S D A L E PUBLIC FINANCE & C O . ADVISORS IN T A X EXEMPT MUNICIPAL NOTES AND BONDS reply to. Otis L . Brown Managing Director 700 Building S u i t e 1521 Seventh & M a i n R i c h m o n d . V a . 23219 Phone 804-643-4048 Governmental Management Services EDWARD T . P E T T I G R E W , JR. Public Research and Management I n c . 157 L u c k i e Street, I'osilion • .ind M.irkclin^ • MatliTS Bonds Cliissific.ilion/Compi-ns.ilion MarKi^jcmf-nl .indOrniini/.alion K X . M : I I I : V I S c i r c h Jiiii L A W R E N C E B. W A L E S P.O. B O X 45 Financial TO MlINICIPALITIKS Aliv isor o n F i n . m c M J 30303 (404) 5 2 5 - 5 6 8 7 ; Plans and Organi/ation • City Charter Revisions Management • Solid Waste • Park and Recreation Plans Executive Search and Selection • Community Police and Fire Studies • I'rban SUidics BUCKET TRUCKS • DIGGER-DERRICKS R O G E R M. 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B E C K = AND ASSOCIATES Serving mm • E n e r g y Source E v a l u a t i o n , F o s s i l - Nuclear " H y d r o - SoHd W a s t e - .Solar, Call your "llllllllllllllllllllllllllll Central Oftlcs—Oavid B, Norman P.O. Box 817, Lynchburg, Va. 24506 (804) 528-0018 40 GROVE STREET MA IfWll • i C I l CDM Consultants M i • U t i l i t y P l a n n i n g . Management and Design Services, • R a t e Contract Evaluation. i ^ B • T e c h n i c a l and F i n a n c i a l F e a s i b i l i t y , M n • U t i l i t y Property Appraisals, I S • L o a d Management and E n e r g y Conservation ^ Analysis, W E L L E S L E Y , Harmon 27215 Surveys Position Classification and P a y P l a n s M a n a g e m e n t and O r g a n i z a t i o n a l S t u d i e s T e s t C o n s t r u c t i o n - F i r e and Police S t u d i e s and Development Planninu and Zoning Sclt-chon 804/422-1711 Engineers Management Position Classification and P a yPlans Virginia Beach. V a . 23458 Over 500 Georgia servjces to local government. Management A N DM A N A C E M E N T R c l . i l i n j i U) I s s i i . M i c i ' o f M i l n i c i p . i i • W a s h . , D . C . 20005 (202) 783-1950: N.W., Atlanta, . . . p r o v i d e s full r a n g e o f o r g a n i / a t i o n , m a n a g e m e n t , p l a n n i n g a n d d e v e l o p m e n t MUNICIPAL ADVISORS INCORPORATED • COOPER 804-846-2711 Suite 416, Washington B l d g . , C O N S U L T A N T S A. VIRGINIA 725 C H U R C H S T R E E T Charlottesville - Norfolk - Richmond FINANCIAL PATRICIA LYNCHBURG, 0 2 1 8 1 (617)237-4870 Management Improvement Corporation of America Your partner for: cost reduction Commonwealtti Virginia Office • productivity communities improvement witti guaranteed • increased revenue results. H today. Regional Oftica—Robart J, O'Neill P,0. Box 576, Hampton, Va. 23669 (804) 723-1141 o McMANlS ASSOCIATES, INC. Washington, D . C Management C o n s u l t a n t s t o Cit>- and C o u n t y Govermiient.s Productivity Analysis * Fiscal and Management Systems C o m m u n i t y Development ° GET A/Manpower Services ° Economic Development 1 2 0 1 Connecticut Avenue, N.W,, W a s h i n g t o n , D C . ( 2 0 2 ) 4 6 6 - 7 6 8 0 dmq DAVID M. GRIFFITH AND ASSOCIATES, LTD. Accounting Specialists To Local Government < l—f 2 O N a t i o n a l L e a d e r s in t h e P r e p a r a t i o n of Cost A l l o c a t i o n Plans 1115 H u n t i n g Ridge R d , , Raleigh, NC 2 7 6 0 9 919/847-1069 31 �� Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 15, Number 12 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource December 1980 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198012 https://www.virginiaroom.org/digital/files/original/69/6436/198201.pdf ca18112493be6d6d2a43c73670a9e75f PDF Text Text ^ 111« �Insurance Program Update of c o v e r a g e for i n s u r a n c e pooling; however, V M L staff f e e l s that given the current options available for group health i n s u r a n c e , a self ins u r a n c e pool is not f e a s i b l e at this time. T h e health i n s u r a n c e pooling option will be kept under c o n s i d e r a tion s h o u l d the p r o s p e c t s for s u c c e s s f u l implementation improve. A l s o , the staff is exploring the feasibility of e s t a b l i s h i n g a traditional group health i n s u r a n c e program for local g o v e r n m e n t s only. T o a c h i e v e t h i s objective an i n s u r a n c e carrier would have to be identified to underwrite the program. It a l s o would have to be determined w h e t h e r or not a rate structure c o u l d be adopted w h i c h would provide a s a v i n g s over current health i n s u r a n c e alternatives. T h e Virginia Municipal G r o u p Self I n s u r a n c e A s s o c i a t i o n c o n t i n u e s to grow with over 90 m e m b e r s and an a n n u a l premium in e x c e s s of $2.75 million. New m e m b e r s are being added e a c h month. T h e M e m b e r s ' S u p e r v i s o r y B o a r d , chaired by Vienna Mayor C h a r l e s A. R o b i n s o n , J r . , is in the p r o c e s s of making a dividend declaration for the first fund year w h i c h ended J u n e 30, 1981. T h e dividend, w h i c h m u s t be approved by the S t a t e B u r e a u of Ins u r a n c e prior to distribution, will be announced this spring. This w o r k m e n ' s c o m p e n s a t i o n pooling program is open to all V i r g i n i a political subdivisions including cities, towns, counties, school boards and s p e c i a l d i s t r i c t s . If you desire further information on the program p l e a s e c o n t a c t Hall R i s k Management at (804) 285-8525. Other l i n e s of i n s u r a n c e are a l s o under c o n s i d e r a t i o n for pooling prog r a m s . Traditional c o v e r a g e s s u c h a s automobile, general liability and Health i n s u r a n c e h a s been explored a s a p o s s i b l e additional line fire i n s u r a n c e could be written on a pooled basis s i m i l a r to the w o r k m e n ' s c o m p e n s a t i o n program. S e c t i o n 38.1-915 of the Code of Virginia provides for the creation of a captive mutual c o m p a n y on a letter of credit b a s i s . G i v e n the strong interest of local g o v e r n m e n t s in pooling other lines of i n s u r a n c e in addition to w o r k m e n ' s c o m p e n s a tion, V M L staff h a s given s e r i o u s attention to the possibility of creating a captive mutual program. T h e legislation c a l l s for the B u r e a u of Ins u r a n c e to adopt regulations to implement the provisions of the law. T h e regulations have not yet been developed but a s s o o n a s they are available a determination will be made a s to the feasibility of e s t a b l i s h i n g s u c h a program. For further information contact Bradley H a r m e s at the L e a g u e office. Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . K O E N E N (212-558-3180) BENEDICT T . MARINO (212-558-2840) • L E E K . B A R B A (212-558-2168) Q ROBERT M . BROWN, I I I (212-558-3356) Z M I C H A E L P . GEORGE (212-558-2680) ^ W . PATRICK McMuLLAN (212-558-3174) O < z u Lehman Brothers Kuhn Loeb Incorporated NEW YORK HOUSTON 2 • • ATLANTA LOS A N G E L E S • • BOSTON • SAN FRANCISCO CHICAGO • LONDON DALLAS • TOKYO �Virsinia Editor Charlotte Kingery Editorial Assistant Margaret A. Nichols Advertising and Business IVIanager Sandra J. Bacas Telephone 804/649-8471 VML President Raymond F.Ratcliffe Executive Director R. Michael Amyx Officers Francis T. West Charles A. Robinson, Jr. Lawrence A. Davies Vincent J.Thomas Executive Committee Hampton W.Thomas Robert T.Williams Arlie C. Payne Jane L. Hough Sam W. Adams Charles E. Beatley Harold 8. Atkinson On the Cover The Capitol Building at night. Designed by Thomas Jefferson, the building was started in 1785 and finished for use in 1788. The building houses the famous Houdon life-size statue of George Washington. The photograph is courtesy of the Virginia Department of Highways and Transportation. VOLUME 17 JANUARY 1982 NUMBER 1 4 Elected Officialy and Income Taxes—What You Should Know "The authors give an in depth account of what can be included as a tax deduction, what cannot and why." 8 The Henrico Firefighters Decision "A former assistant town manager and now a labor and employment attorney discusses why councils and boards need to know what the law says about hearing a representative of employee groups and how governing bodies can cope with the new ruling." 9 Finding Your Way During The Session "The article gives the ins and outs of the session—from locating committee rooms to getting copies of bills to finding a parking space." 10-11 Contacting The State "The two page pull out section has a map of Capitol Square and addresses and phone numbers frequently used by local governments." 12-13 Virginia's Congressional Delegation VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of tfje Virginia Municipal League. It is publistied montfily at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7peryear, $1.50percopy. "Highlights Virginia's people in Washington—their committees, district offices and telephone numbers." DEPARTMENTS 7 People 14 Legal Guidelines 16-19 Directories u Q z < z O u �Elected Officials and Income Taxes—What You Should Know By Robert W. Spence and T. Teal Dakan E D I T O R ' S NOTE: Permission to print til is articie was given by tlie Kansas Government Journal and ttie auttiors. With the assistance of VML Staff Attorney Clay Wirt and George Warthan, an attorney with the firm of Wallerstein, Goode and Dobbins, the article has been adapted for Virginia local officials. B e c a u s e of the c o m p l e x i t y of the i n c o m e tax law, a s it a p p l i e s to different t y p e s of t a x p a y e r s , there are many opportunities for tax s a v i n g s . S u c h benefits c a n only be obtained through knowledge of the I n c o m e tax law and proper planning. T h i s article highlights s o m e of the major i n c o m e tax matters of c o n c e r n to a municipal official in running for and holding a public office. Campaign Contributions and Expenses u Q Z < z If you hold an e l e c t i v e office it is important to under s t an d the rules governing c a m p a i g n c o n t r i b u t i o n s and e x p e n s e s . If a c a n d i d a t e m a k e s e x p e n d i t u r e s of his/her own f u n d s for c a m p a i g n purposes, even though holding a public office is c o n s i d e r e d a trade or b u s i n e s s , he/she will receive no b u s i n e s s exp e n s e deduction for federal i n c o m e tax p u r p o s e s . T h i s m a k e s running for public office with personal f u n d s a rather e x p e n s i v e proposition. If, however, the c a m p a i g n is to be funded by c o n t r i b u t i o n s from others, the c andidat e may be eligible for tax-exempt treatment a s a political organization. A political organization may be a s s t r uc t ur e d a s a political party or a s s i m p l e a s a separate bank a c c o u n t maintained by the ca nd idat e. T h e organization is not taxed on contributions received nor d o e s it receive a deduction for e x p e n d i t u r e s for c a m p a i g n purp o s e s . Only w h e n a s s e t s are not currently e m p l o y e d for political purp o s e s , but are invested for u s e at a later date, is t a x a b l e income generated. Even w h e n investment i n c o m e is u s e d for e x e m p t purp o s e s , it will still be s u b j e c t to tax. A political organization is taxed O I— < z u About the A u t h o r s Mr. S p e n c e and Mr. Dakan are with the firm of Peat, Marwick, Mitchell & C o m pany, K a n s a s City. Mr. S p e n c e is a partner and s e r v e s a s the f i r m ' s c e n t r a l s t a t e s regional coordinator for governmental s e r v i c e s . Mr. Dakan is a s e n i o r tax s p e c i a l i s t . m u c h the s a m e a s a corporation. Ordinary income is taxed at 46 percent and capital g a i n s are taxed at 28 percent. A political organization w h i c h has any taxable i n c o m e must file Form 1120-POL on or before the 15th day of the third month following the end of the organization's taxable year. If, at the end of the c a m p a i g n , exc e s s f u n d s remain they may be retained for future c a m p a i g n s or d i s p o s e d of in several w a y s without resulting in i n c o m e to the c a n didate. A political organization may contribute any amount to or for the u s e of another e x e m p t political organization, including a n e w s l e t t e r fund, to the general fund of the U.S. T r e a s u r y or s i m i l a r state or local f u n d s , or to an e x e m p t public charity without affecting its tax s t a t u s . It is important to note, however, that any f u n d s diverted from a political organization for the personal u s e of the c a n d i d a te will be taxable a s ordinary i n c o m e to the c a n d i d a t e. If a payment out of c a m p a i g n f u n d s s a t i s f i e s a legal obligation or p a y s a personal e x p e n s e of the candidate, it may be treated a s a diversion for his personal u s e . T h e law provides, however, that a m o u n t s expended w h i c h benefit the candidate directly in c o n n e c t i o n with his c a m paign are not d i v e r s i o n s for personal u s e . F o r e x a m p l e , self improvement c o u r s e s directly related to the c a m p a i g n , s u c h a s v o i c e or s p e e c h l e s s o n s , are not to be treated a s d i v e r s i o n s . R e a s o n a b l e e x p e n s e s of preparing to take office, or m e a l s provided the candidate and the c a n d i d a t e ' s staff during the c a m p a i g n , are a l s o not considered d i v e r s i o n s . T h e law provides for a limited credit for political contributions made by individuals. T h e amount of the credit is equal to one-half of the amount of political contributions paid during the tax year, limited to $50 ($100 if married filing jointly). Political contributions include c o n tributions to a c a n d i d a t e , a political organization or a n e w s l e t t e r fund. Newsletters E x p e n d i t u r e s made out of pers o n a l f u n d s for the preparation and c ir c u l a t i on of the n e w s l e t t e r are deductible as an employee b u s i n e s s e x p e n s e only if you itemize d e d u c t i o n s . A different treatment is required if you receive contributions or paid s u b s c r i p t i o n s for the newsletter. A fund e s t a b l i s h e d e x c l u s i v e l y for the preparation and circulation of a n e w s l e t t e r to c o n s t i t u e n t s is treated a s an e x e m p t political organization. T h e tax treatment is s i m i l a r to that of other political organizations e x c e p t that transfers from a n e w s l e t t e r fund to a politial organization w h i c h is not a newsletter fund are not a l l o w e d . An official w i s h i n g to e s t a b l i s h s u c h a fund could transfer the s u r p l u s from his e x e m p t c a m p a i g n organization into a newsletter fund without affecting the tax s t a t u s of either organization. A s with other political organizations, the n e w s l e t t e r fund is taxed only on net investment i n co m e. Business Expenses A public official is allowed a deduction from g r o s s income for certain e x p e n s e s related to his performance of services a s an employee. Included in this category are transportation, travel, and other e x p e n s e s incurred under a reimb u r s e m e nt or a l l o w a n c e arrangement. Transportation e x p e n s e s incurred by an e m p l o y e e in the regular c o u r s e of b u s i n e s s are deductible in arriving at a d j u s t e d g r o s s inc o m e . T h e term transportation is d i s t i n g u i s h e d from travel in that it d o e s not include m e a l s and lodging and it refers to the e m p l o y e e ' s transportation w h i le not away from home. T r a n s p o r t a t i o n d o e s not inc l u d e the c o s t of c o m m u t i n g to and from work, a s this is c o n s i d e r e d a non-deductible personal e x p e n s e . T h e following e x a m p l e s may help clarify t h e s e rules. A s s u m e the t a x p a yer is a city c o u n c i l m a n in a suburb of R i c h mond and a l s o h a s a job in downtown Richmond. Also assume the following: Distance in IVIiles 15 2 13 From Home Home Work To Work City Hall City Hall If, on the day of a 7:00 p.m. city c o u n c i l m e e t i n g , the t a x p a y e r travels from home to work (no tax deduction) to home for dinner (no tax deduction) then to city hall (no tax deduction) and back home (no tax deduction), h e / s h e is not entitled to a tax deduction for any of the mileage driven. T h i s mileage is all c o n s i d e r e d to be c o m m u t i n g expense. However, if the ta xp a yer �travels from home to work and then to city hall and back home, h e / s h e is entitled to a deduction b a s e d on the 13 m i l e s from work to city hall. Another e x a m p l e would be attend a n c e at a c o m m i t t e e meeting during the day. If the tax pay er travels from home to work (no tax deduction) to city hall (deductible) to work (deductible) and then to home (no tax deduction), h e / s h e is entitled to a deduction based on the 26-mile round trip to city hall. A s i m i l a r d e d u c t i o n would be allowed for any transportation to the city and back to work if the trip h a s a city-related b u s i n e s s purpose. T h i s would inc l u d e m e e t i n g s with c o n s t i t u e n t s , city o f f i c i a l s or e m p l o y e e s , and c i v i c groups or leaders. Transportation may i n c l u d e the c o s t of traveling by c a b , b u s , subway and other s i m i l a r f o r m s of public transit or the c o s t of using a personal automobile, a s determined under one of two acceptable m e t h o d s . Under the "regular" method, the total amount of a c t u a l e x p e n s e s , including d e p r e c i a t i o n , is multiplied by a f r a c t i o n — t h e numerator of w h i c h is the m i l e s driven for b u s i n e s s p u r p o s e s and the denominator of w h i c h is total m i l e s driven for the period. Under the "optional" method, the aut omo bile e x p e n s e deduction is computed by multiplying the number of b u s i n e s m i l e s driven by standard mileage rates. T h e standard mileage rates are 20 c e n t s per mile for the first 15,000 b u s i n e s s m i l e s and 11 c e n t s per mile for b u s i n e s s mileage in e x c e s s of 15,000 m i l e s . A u t o m o b i l e e x p e n s e is c o m p u t e d on page two of F o r m 2106 ( E m p l o y e e B u s i n e s s E x penses). T r a v e l e x p e n s e s incurred by an e m p l o y e e in the regular c o u r s e of e m p l o y m e n t wh ile a w a y from home are a l s o deductible in determining a d j u s t e d g r o s s i n c o m e . T r a v e l exp e n s e s may include transportation, m e a l s , lodging and other e x p e n s e s related to b u s i n e s s travel. B u s i n e s s e x p e n s e s incurred by an employee under a reimb u r s e m e n t or a l l o w a n c e arrangement may a l s o be d e d u c t e d for adj u s t e d g r o s s i n c o m e by the taxpayer, wh ile any r e i m b u r s e m e n t for s u c h e x p e n s e s is included in g r o s s i n c o m e . If an e m p l o y e e i s reimb u r s e d in an amount w h i c h is l e s s than his total e x p e n s e , and the r e i m b u r s e m e n t is intended to c ov er all t y p e s of e x p e n s e s , a portion of e x p e n s e s other than travel and transportation ( s e e listing below) may be d e d u c t e d in arriving at adjusted gross income. In addition to t h o s e c a t e g o r i e s listed above, you may pay for other m i s c e l l a n e o u s i t e m s a s a result of your position. E x c e p t a s noted above, t h e s e e x p e n s e s are deductible only a s itemized d e d u c t i o n s and may include the following: • T h e c o s t of long d i s t a n c e telephone c a l l s and t e l e g r a m s relating to municipal b u s i n e s s is deductible. In addition, if you have a s e p a r a t e t e l e p h o n e installed exclusively for municipal b u s i n e s s the entire c o s t of this phone c o u l d be deductible. In the a b s e n c e of a separate phone, the b a s i c rate would not be deductible. • Stationery, postage and supplies u s e d in c o n n e c t i o n with municipal b u s i n e s s are deductible. • D u e s to organizations you normally have not belonged to prior to being a m u n i c i p a l off i c i a l , but now belong to s i n c e it is instrumental to your holding s u c h an office are d e d u c t i b le expenses. Examples include c i v i c and political organizations. D u e s to organizations of w h i c h you are u s u a l l y a m e m b e r may be deductible, in part, to the extent that you c a n s h o w a relationship to municipal business. • T h e c o s t of obtaining additional publications such as newspapers or magazines b e c a u s e of your position a s a municipal official is a deductible b u s i n e s s e x p e n s e . If you have previously incurred this e x p e n s e for personal r e a s o n s and on a normal b a s i s , the c o s t would not be deductible. • T h e c o s t of C h r i s t m a s c a r d s to other o f f i c i a l s , c o n s t i t u e n t s , or c o m m u n i t y leaders is a form of advertising expense related directly to your b u s i n e s s a s a municipal official and a s s u c h is a deductible e x p e n s e . • T h e c o s t of entertainment and gifts in connection with municipal b u s i n e s s is deductible. Ent e r t a i n m e nt i n c l u d e s a c tivities generally c o n s i d e r e d to be entertainment, a m u s e m e n t or recreation. F o r e x a m p l e , food or r e f r e s h m e n t s a public official may provide in c o n n e c tion with a gathering involving municipal b u s i n e s s is c o n sidered entertainment. Likewise, incidental gifts ( b u s i n e s s gifts) to e m p l o y e e s or other individuals directly related to the c o n d u c t or m u n i c i p a l b u s i n e s s are a l s o deductible. T h e s e gifts, s u c h a s c a n d y , food, f l o w e r s , etc., are limited to $25 per y e a r per recipient. • T h e c o s t of attending banquets, speaking e n g a g e m e n t s , or other s i m i l a r affairs w h i c h are directly related to municipal b u s i n e s s is a l s o deductible. S u c h c o s t may include the c o s t of the m e a l , tuxedo rental, travel e x p e n s e , and any other incidential c o s t s involved with your a t t e n d a n c e at s u c h e v e n t s . • S u b j e c t to strict limitations, you may take a deduction for an office at home. A n official may deduct e x p e n s e s attributable to the portion of the home u s e d e x c l u s i v e l y and on a regular b a s i s a s his/her principal place of b u s i n e s s or a place w h e r e c o n s t i t u e n t s and other o f f i c i a l s deal with the official in the normal c o u r s e of b u s i n e s s . A n y deduction w h i c h m e e t s the above c o n d i t i o n s is limited to the g r o s s i n c o m e generated from s u c h a location (i.e. your c o m p e n s a t i o n from the city). Additionally, b e c a u s e you are c o n s i d e r e d an e m p l o y e e , the m a i n t e n a n c e of an office in your home must be for the c o n v e n i e n c e of the e m p l o y er (i.e., if an office is provided by the city, you would not be a l l o w e d a deduction for an office in your home.) It is important to note that all of the b u s i n e s s e x p e n s e s d i s c u s s e d above are only deductible if the expenditure w a s made out of personal f u n d s . If you are r e i m b u r s e d for s u c h e x p e n s e s by your municipality or any p e r s o n , your deduction is limited to the e x c e s s of your exp e n s e s over the r e i m b u r s e m e n t. Additionally, any r e i m b u r s e m e n t in exc e s s of actual e x p e n s e s paid is includable a s ordinary i n c o m e on your tax return. E x c e p t a s noted above, b u s i n e s s e x p e n s e s are deductible without regard to related c o m p e n s a t i o n . F o r e x a m p l e , an official w h o received only $1 per year would be allowed to deduct all valid b u s i n e s s e x p e n s e s even though they may e x c e e d his/her c o m p e n s a tion. Personal Expenses T h e i n c o m e tax law s p e c i f i c a l l y s t a t e s that no deduction will be allowed for p e r s o n a l , family or living e x p e n s e s . For e x a m p l e , a babysitter or h o u s e k e e p e r hired b e c a u s e of e x t e n s i v e involvement with your regular job and/or position a s an official w o u l d be c o n s i d e r e d a pers o n a l e x p e n s e and nondeductible. (Continued on next page) �P e r h a p s the most pertinent e x a m ple involves the deductibility of a spouse's expenses when accompanying y o u on b u s i n e s s . N u m e r o u s c a s e s and rulings c o n c l u d e that s u c h e x p e n s e s of a s p o u s e repres e n t nondeductible personal exp e n s e s u n l e s s it c a n be adequately s h o w n that the s p o u s e ' s p r e s e n c e on the trip h a s a bona fide b u s i n e s s purpose. In e s t a b l i s h i n g a bona fide b u s i n e s s pu rpos e, y o u must s h o w that the s p o u s e ' s p r e s e n c e is not merely for p l e a s u r e , but is directly related to municipal b u s i n e s s and n e c e s s a r y to its c o n d u c t . F o r e x a m ple, it would appear to be difficult to e s t a b l i s h a b on a fide b u s i n e s s purp o s e for your s p o u s e ' s a t t e n d a n c e at the A n n u a l C o n f e r e n c e u n l e s s that s p o u s e i s a l s o a public official. Y o u s h o u l d be a w a r e that any reimb u r s e m e n t y o u r e c e i v e to c ov e r s u c h a personal e x p e n s e i s included In your g r o s s i n c o m e , even though you r e c e i v e no d e d u c t i o n for the related e x p e n s e s . State Tax Considerations V i r g i n i a i n c o m e tax law generally f o l l o w s federal law with r e s p e c t to business expense deductions. A s a result, you will receive the full benefit of b u s i n e s s d e d u c t i o n s c l a i m e d on the federal return on your Virginia i n c o m e tax return. p e n s e s h o u l d be retained. In situations w h e r e it is not o b v i o u s, a record s h o u l d be made of the particular e x p e n d i t u r e ' s relationship to c a m p a i g n a c t i v i t i e s or the production of a n e w s l e t t e r a s the c a s e may be. T h e amount, time, place and b u s i n e s s purpose of any b u s i n e s s ex pe n d i t u re s h o u l d be recorded to arrive at an a c c u r a t e tax d e d u c t i o n . In the a b s e n c e of adequate r e c o r d s , a t ax p a y er may, at the d i s c r e t i o n of the I R S , be allowed a deduction for certain e x p e n s e s b a s e d on suffic i e n t e v i d e n c e corroborating his own s t a t e m e n t . It i s , however, s i g n i f i c a n t to note that no a m o u n t s e x p e n d e d with r e s p e c t to travel away from home, entertainment or gifts will be allowed a s a deduction u n l e s s proper s u b s t a n t i a t i o n is provided. E x p e n s e s under t h e s e three c a t e g o r i e s s h o u l d be recorded a s follows: Travel: (a) T h e amount s p e n t daily w h i l e traveling a w a y from home including transportation, m e a l s , lodging, etc.; (b) T h e d a t e s of departure and return, and the number of d a y s s p e n t a w a y from h o m e on b u s i n e s s ; (c) T h e destination or locality of the trip, d e s i g n a t e d by city, town or s i m i l a r d e s c r i p t i o n ; and (d) T h e b u s i n e s s reason for the trip. Entertainment: (a) T h e amount and d e s c r i p t i o n of e a c h e xp e nditure for entertainment; (b) T h e time and place the entertainment w a s provided; (c) T h e b u s i n e s s reason for the entertainment and the nature of any b u s i n e s s d i s c u s s i o n held; and (d) T h e b u s i n e s s relationship of the pers o n or p e r s o n s entertained. Gift: (a) T h e c o s t and description of the gift; (b) T h e date of the gift; (c) T h e b u s i n e s s reason for the gift; and (d) T h e b u s i n e s s relationship of the recipient. T h e Internal R e v e n u e C o d e h a s defined " a d e q u a t e r e c o r d s " a s cons i s t i n g of an a c c o u n t book, diary, s t a t e m e n t of e x p e n s e or similar record and d o c u m e n t a r y e v i d e n c e w h i c h , in c o m b i n a t i o n , are sufficient to e s t a b l i s h the validity of e a c h expenditure c l a i m e d a s a deduction. It is not n e c e s s a r y to record information in a diary, etc. if it would duplicate information reflected on a receipt. Ideally a diary and d o c u m e n t a r y e v i d e n c e will c o m p l i m e n t one another. It should be noted that a c a n c e l l e d c h e c k alone is normally not sufficient documentary e v i d e n c e , while a c a n c e l l e d c h e c k c o m b i n e d with a receipt is c l e a r e v i d e n c e of the nature of an e x p e n s e . (Continued, page 17) Record Keeping u O I- < z u It is important to maintain adequate r e c o r d s for i n c o m e tax purp o s e s b e c a u s e you m u s t be able to s u b s t a n t i a t e all i t e m s of i n c o m e and e x p e n s e at the request of the I R S . F a i l u r e to maintain s u c h records may result in additional tax being a s s e s e d due to d i s a l l o w a n c e of d e d u c t i o n s or i n c l u s i o n of additional i n c o m e by an e x a m i n i n g agent. S h o u l d you e s t a b l i s h a c a m p a i g n fund, a s previously d i s c u s s e d , you m u s t keep r e c o r d s w h i c h indicate the s o u r c e s and u s e s of the f u n d s . Failure to maintain s u c h r e c o r d s may result in additional taxable inc o m e to you b e c a u s e an I R S agent may co nte n d that f u n d s w e r e diverted to your personal u s e . B e c a u s e a n e w s l e t t e r fund is even more restricted in its a c t i v i t i e s than a c a m p a i g n fund, it i s a l s o vital that proper r e c o r d s be m a i n t a i n e d . F o r both t y p e s of f u n d s , a record s h o u l d be kept listing all s o u r c e s of f u n d s , both from c o n t r i b u t i o n s and investment i n c o m e . All e x p e n ditures from the f u n d s s h o u l d be made by check and, where available, receipts detailing amount, date and nature of the ex- Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Y o r k Plaza, New Y o r k , N . Y . 10004 �People Appointments Resignations T h e A b i n g d o n T o w n C o u n c i l appointed M. Lavern Bechtel a s T o w n Manager effective this month. Mr. B e c h t e l c o m e s to A b i n g d o n from H e n d e r s o n , North C a r o l i n a w h e r e he had served s i n c e February, 1978 a s the C i t y ' s first manager. Prior to his appointment in North C a r o l i n a , he s e r v e d a s treasurer, city clerk and auditor, a s s i s t a n t city manager and acting city manager during a four year period for the City of L e e s b u r g , Florida. He w a s a l s o city manager of V a l d o s t a , G e o r g i a from 1970 to May of 1972. The Shenandoah Town Council named Larry E. Dovel a s the T o w n S u p e r i n t e n d e n t . He s u c c e e d s Pat T h o m a s who resigned his post in November. Mr. Dovel has worked for the T o w n of S h e n a n d o a h s i n c e March of 1976 and prior to his appointment, he w a s the certified water and s e w e r plant operator. Michael Shelton, T o w n Manager of Berryville, resigned his position to b e c o m e the P e r s o n n e l Director of Virginia W e s t e r n C o m m u n i t y College. Mr. S h e l t o n will a l s o pursue a m a s t e r s in public administration. C e d a r Bluff T o w n Manager Bob Shamblin resigned his post in October. H i s s u c c e s s o r is e x p e c t e d to be named this month. George C . Snead, Jr., C o u n t y Administrator of Craig C o u n t y s i n c e 1975, w a s named R o a n o k e ' s Director of A d m i n i s t r a t i o n and Public Safety. Mr. Snead holds an undergraduate degree from the Citadel and a graduate degree from the University of North C a r o l i n a . Robert L. Masden w a s named Human S e r v i c e s Director for C h e s t e r f i e l d County. S e r v i n g with the S e c r e t a r y of H u m a n R e s o u r c e s Office for the S t a t e , Mr. M a s d e n w a s a s s i s t a n t for governmental serv i c e s and had been acting a s s i s t a n t for management s e r v i c e s w h e n he w a s appointed. Carl F. Henrickson, C h a i r m a n of the Loudoun C o u n t y Board of S u p e r v i s o r s , w a s nominated to serve as Chairman of the Metropolitan W a s h i n g t o n C o u n c i l of G o v e r n m e n t s . Wayne C . " T e d " Reed will b e c o m e City Manager of F r a n k l i n on February 1. Now serving a s manager for the City of B u e n a V i s t a , Mr. R e e d w a s a l s o town manager of Purcellville. He r e p l a c e s Harold S . A t k i n s o n of F r a n k l i n w h o retired December 31. Wytheville T o w n Manager Carter B e a m e r appointed Sandy F. Tarter a s the T o w n ' s R e c r e a t i o n Director. Mrs. Tarter previously taught s c h o o l in W y t h e , B l a n d and P u l a s k i C o u n ties. Council Changes Brent Remsburg retired as Abingdon's Town Manager on December 31. Serving as Abingdon's manager since 1972, Mr. Remsburg also served ttie towns of Vienna and IHerndon in ttie same capacity. A native of Lyncfiburg, tie studied civil engineering at Wasfiington and Lee University. In his early years, he was chief of Martinsville's engineering department, and was town engineer and assistant town manager in South Boston. In all, Mr. Remburg's public service career spans 46 years. Mr. Remsburg was recently designated a Paul Harris Fellow, a prestigious award named in honor of the founder of Rotary International. Since 1956, Mr. Remsburg has had perfect attendance at all Rotary regular meetings. Robert Edward Pruitt w a s appointed to the G l a d e Spring T o w n C o u n c i l , replacing Paul Curry. Bobby E a n e s resigned his post a s c o u n c i l m e m b e r o f B o o n e s Mill. Big S t o n e G a p T o w n C o u n c i l named Louis Collier to fill the council s e a t left v a c a n t by the death of Harry Meador. Mr. Collier is manager of training s e r v i c e s for W e s t m o r e l a n d Coal C o m p a n y and he holds a graduate degree from E a s t T e n n e s s e e State University. Deaths J a m e s W. Boaz, former Mayor of Stuart, died October 2 1 . Frank H. Webb, w h o served a s R o a n o k e ' s police superintendent for 15 y e a r s and w a s a member of the force for 32 y e a r s , died November 17. He served a s President of the V A C P in 1957-58. Municipal Liability Insurance. • • • • • • Public Officials Errors & Omissions Police Professional Liability Comprehensive Liability Coverage Admitted Insurer Limits to $100,000,000 Federal Law 1983 Coverage H U Q Z < z O I- Please have your broker call today: BAf Bayly, Martin & Fay/San Antonio PO. Box 17800, San Antonio, Texas 78217 1-800-531-7205 • 1-800-531-7224 1-800-292-5721 (Texas only) < �The Henrico Firefighters Decision Local Officials Need to Know What It MeansAnd What It Doesn't By James V. Meath On May 12, 1981, the United S t a t e s Court of A p p e a l s for the Fourth C i r c u i t in R i c h m o n d i s s u e d a d e c i s i o n in the c a s e of Henrico Professional Firefigliters Association, Local 1568, et ai v. The Board of Supervisors of Henrico County, et ai, 649 F.2d 237 (4th Cir. 1981). T h e d e c i s i o n h a s gone unnoticed by many a t t o r n e y s a s well a s many local o f f i c i a l s . T h e main tenets of the holding, however, have been a c c l a i m e d by the r e p r e s e n t a t i v e s of the H e n r i c o Professional Firefighters Association (hereinafter, the A s s o c i a t i o n ) and other public e m p l o y e e groups w h o seel< to represent public employees across the Comm o n w e a l t h . T h e Court found that the policy of the C o u n t y of H e n r i c o (hereinafter, the C o u n t y ) of not allowing a c h o s e n representative of an e m p l o y e e a s s o c i a t i o n to a d d r e s s the Board of S u p e r v i s o r s at an open meeting w a s u n c o n s t i t u t i o n a l . T h e Board of S u p e r v i s o r s r e f u s e d to allow a representative of the A s s o c i a t i o n to s p e a k a s a representative of the group of e m p l o y e e s . T h e C o u n t y ' s position and argument relied upon established Virginia public policy w h i c h forbids local g o v e r n m e n t s from recognizing a labor organization a s the exc l u s i v e representative of a group of public e m p l o y e e s , and h e n c e from negotiating collective bargaining c o n t r a c t s with s u c h organizations.^ T o enter into lengthy legalistic s c r u t i n y of how the Court r e a c h e d its c o n c l u s i o n in the c a s e really w o u l d not be appropriate here. O n e only n e e d s to recite a s m a l l portion of the dialogue that took place during the oral argument to s e e the logic utilized by the Court. For ex- u Q z < z o u a: ' O ' B r i a n v, Leidinger, 452 F S u p p . 720, 722 ( E . D . V a . 1978). S e e Commonwealth v. County Board of Arlington Co., 217 Va. 588(1977). About the A u t h o r Mr. Meath is a partner in the R i c h m o n d law firm of B o w l e s a n d B o w l e s . Prior to entering private p r a c t i c e in the a r e a s of labor and e m p l o y m e n t law, he r e c e i v e d a graduate degree in Urban A f f a i r s from V P i & S U a n d w a s a s s i s t a n t town manager for the T o w n of B l a c k s b u r g and served a s i x - m o n t h term a s a c t i n g town manager. He a l s o s e r v e d a s a m e m b e r of the Montgomery C o u n t y S c h o o l B o a r d . ample, the Board admitted that the rule it i n v o k e d to deny the Firefighters' representative the right to a d d r e s s the Board would n o n e t h e l e s s permit a representative of a group of trash haulers to appear before it to s p e a k about the C o u n t y ' s policy of trash removal. In view of this, the Court observed that the B o a r d ' s policy w a s that anyone, including e m p l o y e e s , could add r e s s the Board at a regularly s c h e d u l e d meeting on any matters on w h i c h the Board w a s e m p o w e r e d to a c t , the s i n g l e e x c e p t i o n being a representative of an a s s o c i a t i o n of e m p l o y e e s . T h u s , the Court held that the Board w a s d i s c r i m i n a t i n g against the A s s o c i a t i o n s o l e l y on the b a s i s of its status a s an organization representing employe e s . T h e above policy w a s found to c o n s t i t u t e a denial of the equal protection afforded by the F i r s t and Fourteenth A m e n d m e n t s . Now, depart from the legal a n a l y s i s — w h a t d o e s this d e c i s i o n mean to you w h o are routinely called upon to c o n d u c t the b u s i n e s s of our c i t i e s , t o w n s and c o u n t i e s ? It s i m p l y m e a n s that w h e n a public body h a s a broad policy of allowing all to s p e a k before it, it cannot deny any one group that right without s h o w i n g s o m e compeiiing reason f o r s u c h denial. "Even though local bodies cannot deny any one group the right to speak without a compelling reason, it does not totally restrict elected officials." T h o u g h public e m p l o y e e unions have hailed this d e c i s i o n a s a major one in their a t t e m p t s to gain support in the C o m m o n w e a l t h , it is inc u m b e n t on us to recognize what the d e c i s i o n d o e s not s a y . T h e decis i o n is a narrow one w h i c h d o e s not strip us of our m a n a g e m e n t rights, or our ability to control our m e e t i n g s , or the right to restrict a g e n d a s , or the power to terminate public debate and c o m m e n t . T h e d e c i s i o n in no w a y r e s t r i c t s our ability to go into e x e c u t i v e s e s s i o n to d i s c u s s matters w h i c h fall within the ambit of S e c t i o n 2.1-344 of the Code of Virginia, a s a m e n d e d . A s the Fourth C i r c u i t o b s e r v e d . J u s t i c e Oliver W e n d e l H o l m e s opined over sixty-five y e a r s ago that " t h e C o n stitution d o e s not require all public a c t s to be done in town m e e t i n g s or an a s s e m b l y of the whole. Moreover, the Fourth Circuit w a s s p e c i f i c in stating that the d e c i s i o n only relates to the request by the representative of an a s s o c i a t i o n of e m p l o y e e s to be heard. T h e decision d o e s not i a a n y way dilute our strong position that: • w e do not need to recognize any such association as representing e m p l o y e e s ; • w e do not have any duty to negotiate with any such a s s o c i a t i o n ; and • w e do not have any duty to respond to the r e q u e s t s of any s u c h a s s o c i a t i o n o n c e they have been given the opportunity to be heard. T h e above is well e s t a b l i s h e d legal doctrine a s e s p o u s e d by the United S t a t e s S u p r e m e Court, and cited by the Fourth Circuit: . . .the F i r s t A m e n d m e n t d o e s not impose any affirmative obligation on the government to listen, to respond or . . . to recognize the a s s o c i a t i o n and bargain with it." ( e m p h a s i s added)' T h e greatest harm that c a n result from this ruling is for u s to become intimidated by e m p l o y e e a s s o c i a tions, or for u s to read the d e c i s i o n too broadly. W e may be certain that public e m p l o y e e unions will attempt to u s e it a s a m e a n s of gaining credibility with the e m p l o y e e s and with the local governing body. It is up to that body to be s u r e that the representative of the employee group gets no more than any other person who s e e k s to a d d r e s s the body at a public meeting. T h i s m e a n s that if the s u b j e c t matter sought to be d i s c u s s e d by the representative is i n c o n g r u o u s with that of the a g e n d a items previously announced for that particular meeting, then the representative should be put off until a later meeting. Similarly, if the s u b j e c t matter sought to be d i s c u s s e d by the representative i s properly an item for e x e c u t i v e s e s s i o n , then no r e l u c t a n c e to so inform the representative s h o u l d be exhibited by the Board. In short, w e should not treat the e m p l o y e e represen(Continued, page 15) ' 649 F.2d at 240, citing Bl-t^etallic Investment Co. V. State Board of Equalization, 239 U.S. 4 4 1 , 4 4 5 ( 1 9 1 5 ) . = 649 F.2d at 244, citing Smith v. Arkansas State Highway Employees, Local 1315,441 U.S. 463, 4 6 5 ( 1 9 6 5 ) . �Finding Your Way During The Session By Charlotte Kingery, Editor "This is a helper for those of you who need to l<now how to get a copy of a bill, where a committee room i s , how to get a list of meetings, and how to find your state legislators. For all others, this is a great reminder." Location: T h e G e n e r a l A s s e m b l y B u i l d i n g borders B r o a d , 9th a n d Capitol S t r e e t s ; the Capitol i s c e n trally located In Capitol S q u a r e ( s e e map on the following page). Parking: Parking i s available on Broad Street, at the Project O n e Parking L o t at 6th and B r o a d , or at the 7th S t r e e t P a r k i n g Deck between Marshall and Broad S t r e e t s . Parking i s a l s o available on 8th Street at S t . P a u l ' s E p i s c o p a l Church. On Main Street near t h e L e a g u e office, t h e F&M P l a z a at 12th Street h a s public parking, or the E x x o n S t a t i o n at 13th and Main S t r e e t s i s convenient. VML Office: T h e L e a g u e i s at 1011 E a s t Main ( s e e the map on the following page). If y o u w a n t a L e a g u e staff m e m b e r to a c c o m p a n y you around the Capitol or the G e n e r a l A s s e m b l y B u i l d i n g , c a l l or visit the V M L office. Lunch: T h e Capitol h a s a s a n d w i c h bar on the first floor and there are numerous r e s t a u r a n t s in S h o c k o e S l i p , near 12th and C a r y Streets. Finding out the Activities: In the G e n e r a l A s s e m b l y B u i l d i n g , the L e g i s l a t i v e Information D e s k i s on the first floor. L e g i s l a t i v e Information i s a l s o on the first floor of the C a p i t o l , a c r o s s from the s n a c k bar. Both information d e s k s have a c c e s s to a c o m p u t e r w h i c h c a n tell you w h e r e a bill I s , t h e bill's a m e n d m e n t s and the c o m m i t t e e and floor votes. E a c h d e s k h a s a c a l e n d a r of e v e n t s for that day w h i c h l i s t s most of the c o m m i t t e e and s u b c o m m i t tee m e e t i n g s . Standing committees have s c h e d u l e d t i m e s ; L e g i s l a t i v e Information h a s the t i m e s and l o c a t i o n s . A list of legislators serving on t h e committees and the subcommitt e e s they s e r v e on i s a l s o available from L e g i s l a t i v e Information. S o m e d o c k e t s (agendas) are available at the L e g i s l a t i v e Information Desk; however, to get a docket for a particular c o m m i t t e e m e e t i n g , s e e t h e c o m m i t t e e clerk. T h e c o m mittee clerk i s u s u a l l y in the c o m - mittee room s o m e t i m e s a s m u c h a s fifteen m i n u t e s before the meeting is c a l l e d to order. If the bill you w a n t to hear i s not listed, y o u c a n d i s c u s s it with the clerk. It i s best, however, if y o u c a n c o n t a c t a L e a g u e staff m e m b e r prior to c o m ing to R i c h m o n d to find out w h e n the bill will be brought before the c o m m i t t e e and what its s t a t u s i s . Speaking to a Committee: If y o u want to a d d r e s s a c o m m i t t e e , let the c o m m i t t e e clerk know y o u are present and w a n t to s p e a k . If it i s a controversial item, s p e a k e r s are often a s k e d to s i g n up and a list i s given to the c o m m i t t e e c h a i r m a n . If you are s p e a k i n g on behalf of t h e V i r g i n i a Municipal L e a g u e , a staff m e m b e r c a n a s s i s t you in preparing your r e m a r k s and attend t h e c o m mittee meeting with y o u . Typewritten r e m a r k s a r e not n e c e s s a r y but are beneficial s i n c e not all of the c o m m i t t e e m e m b e r s are present and letting them know your position s t r e n g t h e n s your visit to R i c h m o n d . Committee Rooms: On t h e first floor of t h e C a p i t o l , t h e C o m m i t t e e R o o m s are listed a s 1 , 2, 3 and 4. T h e G e n e r a l A s s e m b l y Building houses Committee Rooms A, B, C , D on t h e first floor and t h e H o u s e Appropriations C o m m i t t e e on t h e ninth floor. Most of t h e s m a l l e r c o m m i t t e e rooms on the other floors are u s e d for s u b c o m m i t t e e m e e t i n g s a n d not for t h e full c o m mittee. CAPITAL Getting a Bill: A c o p y of a n y bill c a n be mailed to y o u by calling or writing L e g i s l a t i v e Information, P.O. B o x 406, R i c h m o n d 23203, (804/7866530), or Division of L e g i s l a t i v e A u t o m a t e d S y s t e m s , P.O. B o x 645, R i c h m o n d 23209, Attention Doug Mitchell (804/786-6984). Photocopies of certain bills are available from V M L staff. If y o u are in R i c h m o n d , the Bill R o o m i s on the lower level of the G e n e r a l A s s e m b l y B u i l d i n g . If it i s a controversial item, only o n e or two c o p i e s are distributed per p e r s o n . Contacting your Legislator: A l l state legislators have o f f i c e s in the G e n e r a l A s s e m b l y B u i l d i n g . A directory near the elevators a n d mail room l i s t s all of their o f f i c e s . At noon e a c h day both h o u s e s c o n v e n e s o do not plan to visit your legislator's office at that hour. If y o u a r e unable to talk with your representative, a n aide may be able to a s s i s t y o u . It i s better, however, to make a n appointment with your legislator before c o m i n g to R i c h mond. Don't delay, a s the s e s s i o n p r o g r e s s e s more of the l e g i s l a t o r s ' time i s spent in c o m m i t t e e and subc o m m i t t e e m e e t i n g s , and on the H o u s e / S e n a t e floor. T h e first V M L L e g i s l a t i v e Bulletin publishes each legislator's Richmond room number and telephone number. T h e key official in e a c h member locality receives the L e g i s l a t i v e Bulletin. A s s i s t a n c e from the VIVIL Office: T h e L e a g u e h a s a c c e s s to the s a m e c o m p u t e r u s e d by L e g i s l a t i v e Information a n d after 9:30 a.m., w e c a n give y o u w h i c h c o m m i t t e e s are meeting that day, floor and committee v o t e s , any a m e n d m e n t s to a particular bill and at the c o n c l u s i o n of the s e s s i o n , legislation approved by the Governor. For your c o n v e n i e n c e , however, a S t a t u s Report on bills monitored by the L e a g u e i s published with t h e V M L L e g i s l a t i v e B u l l e t i n . Y o u may w a n t to c o n s u l t the S t a t u s Report before calling the V M L office. EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD B R A N C H : 1201 C A V A L I E R B O U L E V A R D RICHMOND, VIRGINIA 23228 C H E S A P E A K E , VIRGINIA 23323 804-262-7341 804-485-4485 C O M P L E T E L I N E S O F EQUIPMENT F O R MUNICIPAL G O V E R N M E N T S HIGHWAY chemical Spreaoers LINK B E L T - C r a n e s — E x c a v a t o r s F M C / B E A N - S e w e r Cleaner L A Y T O N M F G . C O . —Asphalt P a v e r s M E Y E R S - S H E R M A N — "Vactor J e t Rodder" RICHMOND M F G . C O . — H o r i z o n t a l Boring Machines ELGIN—Sweepers A T H E Y MANUFACTURING C O . - M a i n t a i n e r Grader D Y N A P A C - Vibratory Rollers G I A N T - V A C - Leaf Collectors D A V E Y - Air C o m p r e s s o r s RO C O R P . — H y d r a u l i c C r a n e s �BROAD STREET TO MCV LIBRARY u Q O I— < z u a: 10 This is a listing of State agencies and departments that local governments frequently use. Most are on the above map or are nearby; however, those with an asterisk are not in the immediate downtown area. All telephone numbers are in the 804 area code. Public Safety, Secretary of, 503 Ninth Street Office Building, 23219, 786-5351 Transportation, Secretary of, 633 Ninth Street Office Building, 23219, 786-7639 Governor, Office of the, Third Floor, State Capitol, 23219,786-2211 Lt. Governor, Office of the. State Capitol, Supreme Court Building, 23219 Attorney General, Office of the, 101 North 8th Street, Supreme Court Building, 23219, 786-2071 Aging, Office On, Suite 950, 830 East Main Street, 23219, 786-7894 Auditor of Public Accounts, P.O. Box 1295, 23210 (Fidelity Building, 9th and Main Streets), 786-5199 Criminal Justice Services Commission, Third Floor, State Finance Building, Capitol Square, 23219, 786-2139 Education, Department of, P.O. Box 60, 23216 (18th25th Floors, Monroe Building), 225-2020 Elections, State Board of. Room 101, 9th Street Office Building, 23219, 786-6551 Emergency and Energy Services, Division of, (Operations) 310 Turner Road, 23235, 323-2300 or (Administration) 7700 Midlothian, Virginia 23235, 7453450* Employment Commission, Virginia, 703 East Main Street, 23219, 786-3001 Environment, Council on the, 903 Ninth Street Office Building, 23219, 786-4500 Governor's Cabinet Administration and Finance, Secretary of, 613 Ninth Street Office Building, 23219, 786-1201 Commerce and Resources, Secretary of, 514 Ninth Street Office Building, 23219, 786-7831 Commonwealth, Secretary of the, 112 Ninth Street Office Building, 23219, 786-2441 Education, Secretary of, 606 Ninth Street Office Building, 23219, 786-1151 Human Resources, Secretary of, 5th Floor, Ninth Street Office Building, 23219, 786-7765 Agencies HOSPITAL — �Fire Services Commission, Virginia State, 5001 West Broad Street, Suite 217, 23230, 281-9441 * Fire Services Training, Office of, P.O. Box 706, Ashland 23005, 798-1311* General Services, Department of, 209 Ninth Street Office Building, 23219, 786-6152 Health, Department of, 4th Floor, James Madison Building, 109 Governor Street, 23219, 786-3561 Highways and Transportation, Department of, 101 North 14th Street, Monroe Building, 23219, 2252137 Housing and Community Development, Department of, 205 North 4th Street, 23219, 786-7891 Industrial Development, Division of, 1000 Washington Building, 23219, 786-4486 Legislative Information, First Floor, General Assembly Building, 910 Capitol Street, 23219, 7867281 or First Floor, Capitol Building, 786-6530 Legislative Services, Division of, P.O. Box 3 AG, 23219 (Second Floor, General Assembly Building, 910 Capitol Street), 786-3591 Local Government, Commission on, 1001 East Main Street, Heritage Building, 23219, 786-6508 Local Government Management Relations, Office of, 12th Floor, Monroe Building, 101 North 14th Street, 23219,225-2144 Mental Health and Mental Retardation, Department of, P.O. Box 1797, 23214 (13th Floor, Madison Building 109 Governor Street), (786-3921) Motor Vehicles, Division of, P.O. Box 27412, 23269 (2300 West Broad Street), 257-0523* Personnel, Department of, 12th Floor Monroe Building, 101 North 14th Street, 23219,225-2131 Planning and Budget, Department of, P.O. Box 1422, 23211 (4th Floor, 9th Street Office Building), 7867455 Retirement Service, Virginia Supplemental, P.O. Box 3X, 23207 (11 North 6th Street), 786-3831 Supreme Court, Virginia, 100 North 9th Street, 23219, 786-2251; Law Library, 786-2075 Taxation, Department of, P.O. Box 6L, 23282 (2220 West Broad Street), 257-8000* Uniform Building Code, Office of, 4th Floor, 205 North 4th Street, 23219, 786-5041 Water Control Board,State, 2111 North Hamilton Street 23230, 257-6384* Welfare, Department of, 8007 Discovery Drive, 23288, 281-9236* Virginia Municipal League, P.O. Box 753, 23206(1011 East Main Street), 649-8471 �Virginia's Congressional Delegation Washington Addresses: United States Senate, 20510 or Congress of the United States, House of Representatives, 20515. u D z < Z O u 12 Senator Harry F. Byrd, Jr. Robert W. Daniel, Jr. Thomas J . Bliley (Senator Byrd does not have District Offices.) Committees: Armed Services, Finance, Joint Committee on Taxation Legislative Aide: John I. Brooks Committee: Armed Services District Offices: Room 215, Federal Building, Portsmouth, 23704, 804/441-6797 209 Post Office Building, Petersburg, 23803 804/732-2544 Legislative Aide: John Rayf ield Committees: Energy and Commerce, District of Columbia District Office: 510 East Main Street, Richmond, 23219 804/7712809 Legislative Aide: David Mason Senator John Warner J . Kenneth Robinson M.Caldwell Butler Committees: Armed Services, Energy and Natural Resources, Rules and Administration, Joint Committee on Printing District O f f i c e s : 235 Federal Building, 180 West Main Street, Abingdon, 24210, 703/628-1858 805 Federal Building, 200 Granby Mall, Norfolk, 23510, 804/441-3079 Parcel Post Building, 1100 East Main Street, 2nd Floor, Richmond, 23219, 804/771-2579 Legislative Aide: Albert Applegate Committees: Permanent Select Committee on Intelligence, Appropriations District Offices: 112 Cameron Street, P. O. Box 714, Winchester, 22601 703/667-0990 100 Court Square Annex, P. O. Box 136, Charlottesville, 22902, 804/295-2106 Suite 305, 904 Princes Anne Street, P. O. Box 336, Fredericksburg, 22401, 703/373-0536 Legislative Aide: Chris Mathisen Committees: Judiciary, Government Operations District Offices: 1303 Allied Arts Building, 725 Church Street, Lynchburg, 24505, 804/845-1378 111 Federal Building & Post Office, 200 S. Wayne Avenue, Waynesboro, 22980 703/949-7758 402 Richard H. Poff Federal Building, 210 W. Franklin Road, Roanoke, 24005, 703/982-6200 Legislative Aide: Ms. Pat McBride �r William C. Wampler Committees: Agriculture, Select C o m m i t t e e on A g i n g District O f f i c e s : Arcade B u i l d i n g , Bristol, 24201, 703/466-9451 309 North W a s h i n g t o n Avenue, Pulaski, 24301, 703/980-3121 Post Office B u i l d i n g , Big Stone Gap, 24219, 703/523-0530 Legislative Aide: Jane Camp W.C.(Dan) Daniel C o m m i t t e e : A r m e d Services District O f f i c e s : 315 Post O f f i c e B u i l d i n g , Danville, 24541, 804/7922180 103 South Main Street, A b b i t t Federal Building, Farmvllle, 23901,804/392-6644 Legislative Aide: Terry Hoye Stan Parris C o m m i t t e e s : Banking, Finance and Urban Affairs, District of C o l u m bia District O f f i c e s : 6701 Lolsdale Road, #116, S p r i n g f i e l d , 22150, 703/922-7640 Legislative A i d e : Jack McGrath ^ ^ ^ ^ ^ ^ ^ ^ > Frank R. Wolf C o m m i t t e e s : Post Office and Civil Service, Public Works and Transportation District O f f i c e s : 1651 Old Meadov*/ Road, Suite 115, M c L e a n , 22102, 703/734-1500 19 East Market Street, Room 4B, Leesburg, 22075, 703/777-4422 Legislative Aide: Rita A n n Pfelffer G. William Whitehurst C o m m i t t e e s : A r m e d Services, Permanent Select C o m m i t t e e on Intelligence District Offices: 815 Federal B u i l d i n g , Norfolk, 23510, 804/4413340 Room 601, Pembroke One, Virginia Beach, 23462, 804/490-2393 Legislative Aide: Mrs. Janie Whitehurst Paul S. Trible, Jr. Committees: Armed Services, Budget District O f f i c e s : P. O. Box 188, Tasley, 23441,804/787-7836 P. 0 . Box 1183, Tappahannock, 22560, 840/443-4740 Executive Tower, Box 59, 2101 Executive Drive, H a m p t o n , 23666, 804/838-3287 Legislative Aide: BIN Kllng H U Q Z < z O u > 13 �Legal GuideNnes Recent Judicial Miscellany By Howard W. Dobbins, General Counsel In a r e c e n t L e g a l G u i d e l i n e s , w e c o m m e n t e d with approval upon the United States Supreme Court decis i o n i n City of Newport et al v. Fact Concerts, Inc., etal, w h i c h h e l d t h a t a local g o v e r n m e n t although subject to suit as a " p e r s o n " w i t h i n the m e a n i n g o f 42 U.S.C., S e c t i o n 1983 w a s not liable for punitive d a m a g e s . A l a s , o u r s i g h of relief has b e e n short-lived for the lower federal c o u r t s are already b e g i n n i n g to skirt t h e h o l d i n g in N e w p o r t . R e c e n t l y , i n Boyd v. Shawnee Mission Public Schools, r e p o r t e d in 50 L.W. 2237, t h e U n i t e d States D i s t r i c t C o u r t in K a n s a s h e l d t h a t a l o c a l g o v e r n m e n t is n o t immune from liability for punitive d a m a g e s and civil rights suits under 42 U.S.C., S e c t i o n 1 9 8 1 . T h e D i s t r i c t Court analyzing the Supreme Court o p i n i o n s i n Newport a n d in Monell V. New York City Department of Social Services, 4 3 6 U.S. 6 5 1 , i n t e r p r e t e d t h e h i g h e r c o u r t ' s r u l i n g in Newport as applying only to S e c t i o n 1983 c a s e s a n d o p i n i n g t h a t t h e Thirteenth A m e n d m e n t and Section 1981 c a s e s h e r e u n d e r s p e c i f i c a l l y recognized that punitive damages are r e c o v e r a b l e u n d e r a p p r o p r i a t e circumstances in Section 1981 cases. Local governments' legislative z o n i n g prerogatives have received a f u r t h e r b l o w t o t h e solar plexus, this t i m e by t h e S u p r e m e C o u r t of t h e U n i t e d S t a t e s i n Metromedia, Inc., et al V. City of San Diego, et al, 4 9 L.W. 4925 r e v e r s i n g a d e c i s i o n of the California Supreme Court. H U Q Z < z O I— < z u > 14 In Metromedia, San Diego had enacted an ordinance to prohibit "outdoor advertising display signs" for the purpose of eliminating "hazards to pedestrians and m o t o r i s t s b r o u g h t about by distracting sign displays" and " t o preserve and i m p r o v e the a p p e a r a n c e of the City". The ordinance permitted two k i n d s of e x c e p t i o n s : on-site c o m mercial advertising a n d s i g n s falli n g w i t h i n 12 s p e c i f i e d c a t e g o r i e s , s u c h as g o v e r n m e n t s i g n s , traffic signs, historical plaques, religious symbols, for-sale and for-lease signs, signs depicting time, temperature and news, approved temporary off-premises subdivision directional signs and temporary p o l i t i c a l c a m p a i g n s i g n s . T h e ordinance was challenged on the grounds that it abridged First Amendment rights. The majority opinion, written by Mr. Justice White, concluded that the ord i n a n c e w a s u n c o n s t i t u t i o n a l o n its face and that b o t h First and Fourteenth Amendments foreclose s i m i l a r i n t e r e s t s in c o n t r o l l i n g the communicative aspects of billboards and that the regulation thereof must reconcile the government's regulatory interests with the individual's right to expression. T h e m a j o r i t y i n Metromedia further opined that insofar as it regulated commercial speech, the ordinance met constitutional req u i r e m e n t s i n a s m u c h as improving t r a f f i c s a f e t y a n d a p p e a r a n c e of t h e city are substantial governmental goals. However, the general ban on signs carrying non-commercial advertising was invalid under both First and Fourteenth A m e n d m e n t s . The court pointed out that there was a broad e x c e p t i o n for on-site c o m m e r c i a l a d v e r t i s e m e n t s in t h e ordinance but no similar except i o n for non-commercial speech, and that w h e r e a s the use of on-site billboards to carry commercial messages relating to the commercial u s e of t h e p r e m i s e s w a s f r e e l y p e r m i t t e d by the o r d i n a n c e , the use of o t h e r w i s e i d e n t i c a l b i l l b o a r d s to carry non-commercial messages was generally prohibited and said that as t h e city t o l e r a t e s b i l l b o a r d s i n s o m e r e s p e c t s , it c a n n o t c h o o s e to limit their c o n t e n t to c o m m e r c i a l messages. Furthermore, the city may not c o n c l u d e that the c o m m u n i c a t i o n of c o m m e r c i a l information concerning goods and services c o n n e c t e d w i t h a p a r t i c u l a r s i t e is of g r e a t e r v a l u e t h a n t h e communication of non-commercial message'S. And n Schad v. Borough of Mount Ephraim decided by the S u p r e m e C o u r t o n J u n e 1, 1981 ( N o . 79-1640), t h e S u p r e m e C o u r t s t r u c k down another local ordinance w h i c h e x c l u d e d live e n t e r t a i n m e n t , including nude dancing. Here the Court held that an e n t e r t a i n m e n t p r o g r a m m a y not be p r o h i b i t e d sole- ly b e c a u s e it d i s p l a y s t h e nude human figure and opined further t h a t n u d e d a n c i n g is e n t i t l e d t o p r o tection under the First A m e n d m e n t from official regulation. The Court asserted that a l t h o u g h s o m e regulat i o n is p e r m i t t e d u n d e r t h e First Amendment, Mt. Emphraim's a s s e r t e d j u s t i f i c a t i o n s w e r e n o t suff i c i e n t for t h e e x c l u s i o n of s u c h a b r o a d c a t e g o r y of p r o t e c t e d e x p r e s sion. A n d i n McCollester v. City ot Keene, 49 L.W. 2753, t h e U n i t e d S t a t e s D i s t r i c t C o u r t in N e w H a m p s h i r e i n v a l i d a t e d in c i t y ' s o r d i n a n c e i m p o s i n g a 10:00 p.m. c u r f e w o n c h i l d r e n u n d e r 16 u n l e s s a c c o m panied by parent, guardian, or parentally approved person on the g r o u n d s t h a t it v i o l a t e d c h i l d r e n ' s due process liberty interest, w h i c h is " a n i n v a l u a b l e r i g h t t h a t is e s s e n tial t o A m e r i c a n c i t i z e n s h i p " . The District Court Judge cited the three justifications for affording minors rights that are not c o e x t e n s i v e w i t h t h o s e o f a n a d u l t a s s e t f o r t h in Bellotti V. Baird, 4 4 3 U.S. 6 2 2 (1979): (1) t h e peculiar vulnerability of c h i l d r e n ; (2) t h e i r i n a b i l i t y t o m a k e c r i t i c a l d e c i s i o n s in an i n f o r m e d , m a t u r e m a n n e r ; a n d (3) t h e i m p o r t a n c e o f t h e p a r e n t a l r o l e in c h i l d rearing. The District Court concluded that although the first justification applied to Keene's ordinance and that the second might apply, t h e o r d i n a n c e d i d n o t f i t w i t h t h e circ u m s t a n c e s where the state may usurp the parental role and, t h e r e f o r e , t h e o r d i n a n c e w a s invalid. Finally, w e are a b l e to report o n e decision which is favorable to l o c a l i t i e s . In t h e c a s e o f City of Long Beach v. Bozek, r e p o r t e d in 4 9 L.W. 2739, t h e C a l i f o r n i a C o u r t of A p p e a l s , 4th District, held that an individual w h o sues a municipality w i t h o u t p r o b a b l e c a u s e a n d w i t h act u a l m a l i c e is n o t p r o t e c t e d f r o m a municipality's malicious prosecut i o n s u i t by F i r s t A m e n d m e n t r i g h t s to petition for redress of g r i e v a n c e s . T h u s , i n t h e c a s e in which an individual filed suit a g a i n s t L o n g B e a c h a n d t w o of its police officers for false arrest, assault, battery, and false imprisonm e n t w h i c h c o n c l u d e d in f a v o r of the city, the city was entitled to seek punitive damages upon proof t h a t t h e o r i g i n a l s u i t had b e e n instituted maliciously and without good cause. �(Firefighters, from page 8) tative in a disparate manner, keeping in m i n d n o t t o grant them s p e c i a l p r i v i l e g e s vIs-a-vis o t h e r s . F i n a l l y , it i s u p t o t h e g o v e r n i n g body to control our public m e e t i n g s . In o r d e r t o d o t h i s w e m u s t b e c o n f i d e n t In o u r [ k n o w l e d g e of t h e l a w c o n c e r n i n g t h e r i g h t s o f i n d l v d u a l s a n d / o r r e p r e s e n t a t i v e s In p e t i t i o n i n g local g o v e r n i n g bodies. Failure at t h i s a b o v e s t a t e d r e s p o n sibility severely diminishes our credibility in t h e eyes of t h e public. Equally I m p o r t a n t is o u r o b l i g a t i o n as an employer to maintain credibility with ouremployees. This cannot be accomplished by giving public employee unions ammunition, such as the instant decision, with which to attack policies and the underlying motivation for such policies. Indeed, w e s h o u l d not fear t h e s e g r o u p s at all — i f in fact o u r " h o u s e s are in o r d e r " t h r o u g h t h e use of proper response systems and internal c o m m u n i c a t i o n lines for our employees. T h o m a s J e f f e r s o n s t a t e d In h i s Notes on The State of Virginia: Ignorance is p r e f e r a b l e t o e r r o r ; a n d h e Is less remote from t h e truth w h o believes nothing, than he w h o believes w h a t is w r o n g . For your consideration, I submit the following: • t o believe that t h e recent decis i o n of t h e F o u r t h Circuit in a n y way lessens our ability to deny recognition of public employee a s s o c i a t i o n s — i s error; a n d • t o believe that t h e denial of public employee unions and associations access to the p u b l i c f o r u m r e p r e s e n t s a n effective way to maintain the nonunion status of our cities, towns and counties—Is serious error. Three Cities Win Awards Lexington, Norfolk and Virginia B e a c h w o n a w a r d s in t h e 1981 C i t y Hall Public Information Awards c o m p e t i t i o n, a national contest that honors municipalities for exc e l l e n c e in c o m m u n i c a t i n g with their employees and the public. A w a r d s were presented in Detroit b y R a y m o n d L. B a n c r o f t , EditorP u b l i s h e r o f City Hall Digest sponsor of t h e c o m p e t i t i o n . Officials attending the awards ceremony were also delegates to t h e annual Congress of Cities of t h e National League of Cities. ORDINANCE CODIFICATION Looseleaf Supplement Service M UNICIPAL CODE CORPORATION p. O . • e n 2J3S I y TALlAMASSfE, FLORIDA L a w ^ r i a . staff 32304 T . U p h . n . (,04) J 7 « , 7 1 Modern Computer Technology • S e r v i n g 1,650 cities a n d c o u n t i e s i n 47 s t a t e s , 44 i n V i r g i n i a EFHutton talks public powerfinanciiig. 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Learn w h y so many people in public power say that it pays to listen when E.E. Hutton talks. E.E Hutton & GDmpany Inc. One Battery Park Plaza, New York, New York 10004 (212) 742-5000 When EF Hutton talks, people listen. u Q Z < z O 15 �Professioiial Directory 162S Eye Street Washington. DC 20006 (202)331-1440 HARLAND BARTHOLOMEW & A S S O C I A T E S , INC. 8720 Georgia Avenue Silver Spring, MD 20910 (301)5(5-6001 Gfoio^ifal. Soils and Environmental Ginsultants l^rni DispoNaJ of Fllluenis and Sludges Sj)lid Wasle Sludies • Foundation Rvalualions Rates Planning System Studies Feasibility \ , - « , > , n V - \ . s \j 2'.U)l-KlH S'JS -.S^,] COMMUNITY D E V E L O P M E N T CONSULTING ( 0 0 North 12lh Boulevard SI. Louis. MO 63101 13141436-7600 Ground Water Studies I I V'.) MUTv^n Av,-mH- PLANNING • L A N D S C A P E A R C H I T E C T U R E • E N G I N E E R I N G 400 East Main Street Richmond. Virginia 23219 Construction Management • Design • Planning P H O N E 804/649-8627 HDR C H O D A T , R U B A C K & A S S O C I A T E S , INC SOA MAIN STREET, P 0 BOX AAC UEDFIELD MASS 02052 TELEPHONE 1617(359-798' Henningson, Studies Design Relaying PUBLIC UTILITY Melenng Engmee's & Consunams DESIGNERS CONSULTANTS Engineers D u r h a m S. R i c h a r d s o n • C o n s u C a n t s • Planners Dale Building - S u i l e 2 2 4 . 1504 S a n t a R o s a R o a d Richmond. VA 23288 • Phone BAUXUn AHD GREGG . LTD 804-288-4051 Austin Drock»nbfough and Associot»s Consulrlr^ Engir>eefs Engineers Planners Surveyors NORFOLK No • 11 Koger Executive Center Suite 250 Norfolk. VA 23502 CIVIL • MECHANICAL ELECTRICAL • PLANNING S U R V E Y I N G . INDUSTRIAI FACILITIES ENvlRflNME^•Al FAIRFAX Fairfax Professional Bwldif^g Suite 7 3545 Cham Bridge Road STUDIES • SHE PLANNING AND Fairlax. VA 22030 ME CARYST .RICHMOND, VIRGINlA23219'PHONE8W/644-9*33 MALCOLM'T) PIRNIE, I N C . ^ WATER W A S T E W A T E R SOLID W A S T E S Three Chopt & Parham Roads. Richmond 2 3 2 2 9 ' CONSULTING A N D 301 H I D E N B O U L E V A R D Langley and McDonald HURT & PROFFITT, INC. Engineers-Planners-Surveyors ENGINEERS-PLANNERS-SURVEYORS Water, Wastewater, Solid Wastes. Soils & Foundations Land Development Site Plans Residential, Commercial & Industrial Subdivisions, Road, Dams, Airports 1933 Fori Ave. Lynchburg, VA 24501 (804) 847-7796 Highways • Utilities •V^'aterfront Planning-Industrial R. S T U A R T Comprehensive P a r k Development APPRAISAl-.S ML'NICH'AL I'l.ANNlNfi RATE STUDIRS WATER WORKS SEWERAGE R E F U S E niSPOSAI, R O Y E R & A S S O C I A T E S , Consulting N .3229 Waterlick Road, I^ynchburg. IN(;. DHII 87 (804) F R E D E R I C K G. G R I F F I N , P.C. Consulting Engineers VA 24:M Engineers 1<.HM<).%D. VlHCIKIA u N i I F D AMERICAN PLAZA SUITE l y u i KNGXVtLLe I N J^Htig 615/524.2900 . ARCHITECTS. P. C . Ulc'U OlDf fUBL.f I^LAZA nJEDtPiCM-iiBunG vA ^iZJ;' 703/371-8040 804-599-5511 Facilities-Municipal 804-497-8954 ENGINEERS ENGINEERS N E W P O R T N E W S , VA 23606 HANSEN 484 NEWTOWN RO^ VIRGINIA BEACH VA 22 ENVIRONMENTAL R U S S E L L & AXOrM 233Z6 282-7657 BUCK, S E I F E R T & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 S y l v a n A v e n u e , P . O . B o x 1 2 1 8 E n g l e w o o d C l i f f s . N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o P a r l i a m e n t D r i v e . S u i t e 101 Virginia B e a c h , Va 23462 804-499^8508 (804/237-2044) T H E PITOINETER A S S O C I A T E S (212)267 8288 Xvi^^X^X Engineers f7 W\\r W a s t e S u r v e y s !.'[ Jij Trunk M a i n S u r v e y s *\/\<>y Water Distribution Studies 'v^r^o^x Special Hydraulic Investigations 100 C h u r c h St., N e w Chicago Columbia Y o r k , N. Y . 10007 Atlanta New Milford, Ct. B o D i E , T A Y L O R AND PURYEAR, INC. CONSULTING ENGINEERS 611 Research Road Cahli' Tck'iisicm • TV Broadiasl • I'ublic Safi'ly Communications SysU-ms • .\larm Systems • Klt'clrical l)(-siKn • Kodora] Communications CommLs.sion .Application and l'r»'piU"ation • Kxpcrt Testimony and Witni-ss CH2M HHILL Complete Engineering Services Municipal and Industrial Waste Treatment, Power Systems, Structures, Solid Wastes, Water Resources, Water Supply and Treatment, Transportation I'MI Roland Clarke Placu Reston, Virginia ZHm 70Vf>20-.'i200 P.O. Box 2901 Richmond, V i r g i n i a 23235 804-794-6823 R. K E N N K T H WF.F.KS FA-GINEF.R.S W a l e r Supply and Purification • Sewerage and Sewage T r e a t m e n t • Streets and Hii^hwavs • Iiuestigations and Reports • S u p e r v i s i o n of Ciniistruciioii. L*/33 T l D E W A T l R DR. NORFOLK. \ ' A . 2350^ �PUBUC ADMINISTRATION SERVICE dmq Providing management assistance and consultant services to local, regional, and state governments since 1933. 1497 Chain B r i t ^ Road McLesn, Virginia 22101 (703) 7M-M70 DAVID M. GRIFFITH AND ASSOCIATES, LTD. Computerized Accounting S y s t e m s 1313 East 60th Street Chicago, Illinois 60637 (312) 947-2121 National Leaders in tiie Preparation of Cost Allocation Plans 919/876 8042 1100 Logger Court, Building D, Suite 100, Raleigh, NC 27609 7 700 FALLS Boule LEES8URG PIKE SUITE 302 CHURCH,VA. 220t3 70V 893-0711 Encjinssnna [GltlMirt As«oGittt»s of Virginia, Inc; STUDIES • f AGILITY P L A N N I N G ' DESIGN CONSTRUCTION MANAGEMENT • OPERATIONS CariDarscion DRAINAGE,FLOOD CONTROL STREETS , HIGHWAYS.BRIDGES DESIGN , MARINAS JAMES BRIDGES. LTD A PROFESSIONAL CORPORATION Certified Public Accountant GERAGHTY & MILLER, INC. M 4 WEST STREET, A N N A P O L I S , MD 21401 (301) 268-7730 SYGSSET TAMPA BATON ROUGE W PALM BEACH Municipal Audits Federal — H e a d S i a t t CETA — H U D , A-102 Single Audits J A M E S M. BRIDGES, C P A W A T E R / W A S T E W A T E R • SOLID W A S T E HYDRAULIC SYSTEMS & STRUCTURES consulttnQ e n o i r i e e r s WATER, WASTEWATER, SITE DEVELOPMENT, STRUCTURAL (703) 590 1 131 1703) 670 6300 HARTFORD HOUSTON CHAMPAIGN-URBANA A Patton, Harris, Rust & Assoc. Cii'il — Sanitary — SuhMuiswn — Hydraulu — Sue Plans — Hij^hu'ay — Studies — Drainage i prolessional c o r p o i a t i o n Engineers . Surveyors 14003 MINNEVILLE RD DALE CITV. VA 22193 , Planners Ifai^r Hotks Synetns JORDAN & H U T C H E R S O N , INC. C o m p l e t e professional serv.ces tor i c i p a l i t i e s and public agencies Main On<c«: consulting engineers & surveyors 10523 M a m Street. Fairlax, Virginia 2 2 0 3 0 . [7031 2 7 3 - 8 7 0 0 Valtay Of tic*: 100 S o u t h M a m Street B n d g e w a t e r Virginia 2 2 8 1 2 (703)828-2616 SUITE 109 2405 WESTWOOD AVE. (804) 353-5541 RICHMOND, VA. 23230 Florida—Wes! Virginia—Georgia —Maryland McMANIS A S S O C I A T E S , INC. Washington, D.C. IVIanagement donsultants Consu Management to City and County Governments Management Audits • Operations and Productivity Analysis Community Development • Executive Searches • Economic Development 1201 Connecticut Ave., N.W., Washington, D.C. (202) 466-7680 (Taxes, from page 6) The taxpayer m u s t retain his records and related s u b s t a n t i a t i o n for all d e d u c t i o n s d u r i n g the period that his tax return is s u b j e c t to audit. Ordinarily, this period ends three years after the due date of the return in q u e s t i o n . This period may be extended if the taxpayer so consents or if there has been a substantial omission from gross i n c o m e . Furthermore, there is no s t a t u t e of l i m i t a t i o n in cases involving fraud. Summary The purpose of this article is to provide s o m e basic i n f o r m a t i o n c o n c e r n i n g the i n c o m e tax law as it relates to your u n i q u e p o s i t i o n as a public o f f i c i a l . W h i l e a s u b s t a n t i a l a m o u n t of tax p l a n n i n g can be a c c o m p l i s h e d by an individual w/ho is familiar w i t h the tax law, it is w i s e to review your affairs w i t h a p r o f e s s i o n a l tax advisor. Because this is not a c o m plete summary of the law, any quest i o n raised by this article s h o u l d be d i s c u s s e d w i t h your c e r t i f i e d public a c c o u n t a n t or other tax c o u n s e l . REFURBISHING SPECIALISTS On AM Types of Fire Apparatus J. C. MOORE INDUSTRIES • FREDONIA, PA. 16124 "YOU GET MORE FROM MOORE' • MOORE SERVICE • MOORE SATISFACTION • • MOORE WATER • MOORE QUALITY WORKMANSHIP • C A L L 24 H O U R S A D A Y FOR S E R V I C E PHONE (412)475-3185 REFURBISHREPAIR REPOWER REPAINT — REMODEL- REBUILD RECONDITION FABRICATIONS MODIFICATIONS -IN STATION SERVICE �«!!»HORNER^ ^iarBARKSDALE^x) MICHIE BOBBS M E R R I L L 725 CHURCH STREET 804-846-2711 LYNCHBURG, VIRGINfA PUBLIC FINANCE SPECIALISTS Law Publishers Since 1855 ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. Offering Complete Municipal Codification Services Call or Write: Michie/Bobbs-Merrill Philip S. LaMar Director of Code Publications P.O. Box 7587 Charlottesville, Virginia 22906 (804) 295-6171 PATRICIA A. CCXJPER THOMAS W. ROBERTS, JR. Public Research and Management Inc. Suite 416, Washington Bldg., Wash., D . C . 20005 (202) 783-1950; 157 Luckie Street, N.W., Atlanta, Georgia 30303 (404) 525-5687'.' Serving local governments for 15 years. I ' I ' ' ' Management and Organization Financial Management Position Classification and Pay Plans Executive Search and Selection Police and Fire Studies C i t y / C o u n t y Consolidation • • • • • • YARGER City Charter Revisions Solid Waste Management Park and Recreation Plans C o m m u n i t y Development Urban Planning and Zoning Tax Equity Studies AND A S S O C I A T E S , INC. MUNICIPAL ADVISORS INCORPORATED Over 600 Surveys Our 28th Year KINANCIAI, AND MANACKMKNT CONSULCANTS TO MIINICII'AI.I'I'IKS Position Classification and Pay Plans Management and Organizational Studies Test Construction — F i r e and Police Studies • 2830 Mary Street A(iv un Fin.irii. il ,m<i M.irkclin^i M . i t l r n KrI.ilinK N) K M I . I r nt M u n u ip.il H..n,is • I ' n M l i i . i i Cl.issihi iiui C [ o m p r n s . i I i D n I'l.ins • M . u K i t J r m c n i .1 i ()rK,mi/..iIn)[i S t i i i l i f s • Kx.-. 111:'.. S r . n i h .ind Sri ii L A W R E N C E B. W A L E S Falls Church, Va. 22042 P.O. BOX 45 703/560-6900 ROGER M. SCOTT V i r g i n i a Beach, Va. 23458 804/422-1711 Financing Public Power CAMP DRESSER & McKEE Requirements 7620 Little River Turnpike 5408 Silver Hill Road One Wforld Trade Center. Suite 2637 Annandale, Virginia 22003 Suitland, Mar/land 20028 Neva York, New York 10048 703 642-5500 301 568-5700 212 432-6700 environmental engineers, scientists, planners. & management consultants CDM R.W. B E C K AND ASSOCIATES Engineers #Rrst Boston T h e First B o s t o n C o r p o r a t i o n 20 EXCHANGE PLACE NEW YORK. N.Y. 10005 (212)825-2311 and Consultants Utility Planning, Management and Design Services, Rate and Contract Evaluation Technical and Economic Evaluation , Utility Property Appraisals, Load Management and Energy Conservation Analysis Energy Source Evaluation, Fossil - Nuclear - Hydro Solid Waste - Solar 40 Grove Street Wellesley. Mass. 02181 (617) 237-4870 1510 E . Colonial Dr. Orlando, Fla. 32803 (305) 896-4911 �Consulting Engineers Environmental Laboratories Industrial and Municipal OLVER INCORPORATED M E X I C O SOUTHERN ENGINEERING COMPANY OF VIRGINIA CONSULTING ENGINEERS 1000 Crescent Avenue, N,E. Atlanta, Georgia 30309 404-892-7171 1531 North Main Street Blacksburg, Virginia 24060 (703)552-5548 • Solid W a s t e / E n e r g y Recovory • Water Potlutlon C o n t r o l • Air Pollution C o n t r o l • Induatrlal W a a l e T r e a t m e n t F E A T U R I N G : F O R G E A N D T I M B E R F O R M C O M P L E T E A L P E R S T E I N BROS.. INC. 900 7 l h S T R K K T . N.W. WASHINGTON. n . C . 20001 W H E R E Y O U R F I R S T HOTSY A l . l ' K K S T E I N IZ02I 842 IIBO P L A Y G R O U N D E Q U I P M E N T . P A T I O F U R N I T U R E • S P O R T I N U GOODS • T A B L E S . G Y ME Q U I P M E N T • P A R K & POOL PICNIC Charles R Velzy Associates, Inc Consulling Engineers 355 Main Street A r m o n k . N e w Y o r k 10504 SCS ENGINEERS - ARCHITECTS - CONSULTANTS P.O. BOX 173, K A N S A S C I T Y , M O 64141 816-333-4375 ARCHITECTS • P L A N N E R S Greenhorne 0 7 1 0 L E E HIGHWAY. SUITE Thad S. Roberson, Jr. 2 0 2 • • FAIRFAX. Inc. VIRGINIA PHONE P O BOX 4 2 9 13924 BHADDOCK R D C E N T R E V I L L E . VA 2 2 0 2 0 703 «31-9630 50-S & SURVEYORS P O BOX 8 3 EDWARDS FERRV HD LEFSBURG VA 2 2 0 7 5 Blauvelt Engineering C o . Consulting Engineers SANITARY LANDFILL DESIGN , GAS PROTECTION AND RECOVERY Planning Design rays • Pons • Teimmm • CommeroaiJntf f Supply • SpweraffE • Flooa Conlrol and Dratnage • Energy Ct 1 1 2 6 0 R o g e r B a c o n D r i v e , R e s t o n , V a , 2 2 0 9 0 • (703) 4 7 1 - 6 1 5 0 • Kentuclty •South Carolina 22030 703-3B5-9B00 W RALPH WHITEHEAD & ASSOCIATES Consulting Engineers 1936 East Seventh Street P.O. Box 35624 Charlotte, North Carolina 28235 704-372-1885 BRIDGES . HIGHWAYS • RAILROADS . RAIL & BUS TRANSIT . AIRPORTS y U I B L E & ASSOCIATES, INC. Consulting EngineersLand Surveyors 679 N. Main Street, Chase City, VA (804) 372-5101 Water Supply, D i s t r i b u t i o n Hi T r e a t - ment • Domestic & Industrial 3300 NE Expressway, A t l a n t a , GA 30341 1033 Wade Avenue, Raleigh, NO 27605 AND ENGINEERS ENGINEERS BRANCH OFFICES WHITMAN, S E R V I C E S S U R V E Y O R S & O'Mara, • Koger Executive Center Htchmond, Virginia 2 3 2 6 8 • WATER SUPPLY • WASTEWATER TREATMENT California • W a s h i n g t o n • Box K228 STEARNS.CONRAD AND SCHMIDT CONSULTING ENGINEERS , INC. Burns &MCDonn«ll E N G I N E E R S CONSULTING S T O V E S Power Generation & Transmission Environmental Analysis Water & Wastewater W O R K S A N D S U R V E Y I N G B E N G T S O N , D e B E L L , E L K I N & TITUS T^SSOCIATES R E C R E A T I O N C O M E S P U B L I C E N G I N E E R I N G L A N D (404) 452-0797 (919) 832-0563 Collection Soil & Disposal • Evaluation • Site Waste Drainage* .Anal.vsis REQUARDT ASSOCIATES ENGINEERS 2315 SAINT PAUL STREET BALTIMORE, MARYLAND 21218 (301) 235-3450 ' e stand behind our products at CP6?P. Our field G e o r g e C u n n i n g h a m , Field R e p r e s e n t a t i v e "imag ineered" PLAYGROUND and PARK EQUIPMENT BY GAME TIME, INC. C U N N I N G H A M AbSOC. I N C . Bex 9 5 5 4 L j k e i i d e Br , R i c t m i o n d , V a 23228 P h o n e 8 0 4 '262-2401 service representatives are t r a i n e d to help the contractor w i t h a n y problem. They c a n repair damaged pipe, coordinate shipments, a n d do everything necessary to assure a successful installation. >H C E MAGUIRE, INC. ARCHITECTS/ENGINEERS/PLANNERS 45ZSoillilikiBoiilninl 142 W rork Slrnl 5203 Laasbirg Piki, Suits 800 Piclii>Diiil.VA 23236 Silti710 Fills CInrtk,««22041 S04 749-1174 Ngffllk.V«23510 703 99841110 804 627-2939 U Q Z < Concrete Pipe Cr Products z Company, Inc. O P.O. Box, 1223, Richmond,VA 23209 ( 8 0 4 ) 233-5471 I< z PUWUNG AND DESIGN ASSOCIAIG Planning - Landscape A r c h i t e c t u r e Management 5 0 1 GRAHAM AVENUE BLUEFIELD, VIRGINIA 2 4 6 0 5 RONALD R. W/ORKMAN 703/322-5428 u > 19 �Smith Barney is Number One in joint-actionpublic power financing. No other underwriter has as much experience in joint-action as our firm. Over the past five years, Smith Barney, Harris Upham has been instrumental as senior managing banker in bringing to market, for the first time, the following major joint-action public power agencies: Heartland Consumers Power District (South Dakota) (Senior Managing Banker) Lafayette Public Power Authority (Louisiana) (Senior Managing Banker) Massachusetts Municipal Wholesale Electric Company (Senior Managing Banker) Michigan Public Power Agency (Senior Managing Banker) Michigan South Central Power Agency (Senior Managing Banker) Northern Municipal Power Agency (Minnesota) (Senior Managing Banker) Wyoming Municipal Power Agency (Senior Managing Banker) If you would like more information, call one of your V i r g i n i a Smith Barney team: David Guernsey AnnHagan Peter Ramsey .,. ; ( 2 1 2 ) 399-6200 (212)399-6172 (215) 854-6103 Smith Barney Harris Upham &Co . Incorporated 1345 A v e n u e of t h e A m e r i c a s . N e w York N Y 10105 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 1 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource January 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198201 https://www.virginiaroom.org/digital/files/original/69/6437/198202.pdf a3852a33becfb10a7642ad1cc5c25dd4 PDF Text Text Virginia (I VOLUME 17 FEBRUARY 1982 NUMBER 2 �Commentary Voluntarism By George Asimos, Institute of Government, University of Virginia V o l u n t a r i s m , or the p r a c t i c e of private philanthropy and citizen involvement in c o m m u n i t y a f f a i r s , h a s long contributed to the quality of life in A m e r i c a . Indeed, A l e x i s de T o c q u e v i l l e , an a s t u t e observer of early A m e r i c a n s o c i e t y , noted in 1831 that A m e r i c a n s recognize " t h e duty a s well a s the interest of men to m a k e t h e m s e l v e s u s e f u l to their fellow c r e a t u r e s . " T h e health of a free s o c i e t y , he believed, d e p e n d e d on this w i l l i n g n e s s to volunteer. While it is true that v o l u n t a r i s m o c c u r s today a s it did in our early history, it is a l s o true that our exp e c t a t i o n s of public s e r v i c e are greater than ever. In the present era of f i s c a l belt-tightening, government o f f i c i a l s and c i t i z e n s alike inc r e a s i n g l y are looking to private, voluntary organizations to fill the gaps in s o c i a l s e r v i c e s left by r e d u c t i o n s in government s p e n ding. P r e s i d e n t R e a g a n , for e x a m ple, h a s appointed a P r e s i d e n t i a l T a s k F o r c e on Private S e c t o r Initiatives, w h i c h will e x a m i n e w a y s to stimulate charitable giving and improve the c a p a c i t y of the private s e c t o r to a d d r e s s c o m m u n i t y prob l e m s . S i m i l a r efforts e x i s t within the C o m m o n w e a l t h of Virginia. > H U Q Z < z O State and local g o v e r n m e n t s , of c o u r s e , have a s p e c i a l interest in the growth of v o l u n t a r i s m s i n c e many of the recent e c o n o m i e s in federal s p e n d i n g have been achieved by reducing federal grants-in-aid. T h u s , state and local g o v e r n m e n t s , first, m u s t find w a y s to use v o l u n t e e r s in public a g e n c i e s in order to s u s t a i n s e r v i c e s threatened by the l o s s of funding. S e c o n d , t h e y m u s t find w a y s to e n h a n c e the role of private organizations in general b e c a u s e the p r e s e n c e of t h e s e groups r e d u c e s the p r e s s u r e on government to provide s i m i l a r serv i c e s , c r e a t e s a spirit of c o m m u n i t y participation, and a l l o w s for creativity and e x p e r i m e n t a t i o n in the methiods of providing s o c i a l serv i c e s . A t t e m p t s to promote voluntarism by localities in Virginia and e l s e w h e r e have brought promising results. T h e City of Norfolk, for e x a m p l e , h a s had great s u c c e s s in attracting volunteers to public s e r v i c e through its City S e r v i c e s V o l u n t e e r Program. T h a t program, w h i c h began operation in November, 1980, spring from the d e s i r e s of city o f f i c i a l s to provide new or e x p a n d e d s e r v i c e s to city r e s i d e n t s w h i l e keeping within the budget c o n s t r a i n t s felt by many m u n i c i p a l i t i e s . Under the direction of a Coordinator of V o l u n t e e r s and a committee of city department r e p r e s e n t a t i v e s , the program prov i d e s volunteer m a n a g e m e n t a d v i c e to department h e a d s , c o n d u c t s an active recruiting campaign for v o l u n t e e r s , and carefully c o n d u c t s p l a c e m e n t s e r v i c e s for incoming v o l u n t e e r s . On the program's first anniversary, the City of Norfolk reported 150,000 volunteer- hours of s e r v i c e at an e s t i m a t e d value of $1.75 million; of this total, twothirds c a m e from volunteers who w e r e newly recruited under the program. T h e v o l u n t e e r s are providing several entirely new city s e r v i c e s , including monitoring patterns of c r i m e in the city and maintaining fully a m u n i c i p a l c e m e t e r y . In all r e s p e c t s , the city is e n r i c h e d by its volunteers. "Norfolk volunteers donated an estimated $1.75 million in service time." Despite the size of the Norfolk program, local g o v e r n m e n t s are not precluded from effectively u s i n g volunteers on a s m a l l e r s c a l e . F o r e x a m p l e , in York C o u n t y , government officials uncovered a s u b s t a n t i a l citizen need for mortgage c o u n s e l i n g . Not having the f u n d s to hire a qualified c o u n s e l o r , they turned to v o l u n t a r i s m and located a highly qualified, retired banker w h o w a s willing to offer his time. Using a slightly different approach, the s a m e county o f f i c i a l s a l s o arranged a free c o n s u l t a t i o n agreement with the local bar a s s o c i a t i o n to a d d r e s s more effectively the legal n e e d s of the c l i e n t s of their h o u s i n g administration. S u c h innovations e x p a n d governm e n t ' s ability to serve its c i t i z e n s by permitting them to help one another, a principle that c a n work effectively on either a broad or an individual b a s i s . T h e foundations of a plan to promote the s u c c e s s of independent voluntarism a l r e a d y e x i s t s in V i r g i n i a . In 1977 the Virginia G e n e r a l A s s e m b l y p a s s e d the Virginia S t a t e V o l u n t e e r s A c t in order to " a s s u r e that people of Virginia may derive optimal benefit from v o l u n t e e r s , and that the time and talents of volunteers in state s e r v i c e may be put to best u s e . " T h e S t a t e Division of V o l u n t e e r i s m , created under this act, is intended primarily to strengthen volunteer programs in state a g e n c i e s and d e p a r t m e n t s . However, the Division a l s o a s s i s t s private organizations, offering statewide management training s e m i n a r s and c o n f e r e n c e s . In addition, the Division maintains a library of materials for public education, while its advisory c o u n c i l of public and private leaders facilitates greater cooperation between the public and voluntary sectors. A s e c o n d organization active throughout the C o m m o n w e a l t h in promoting v o l u n t a r i s m is the Center for Volunteer Development, created in 1980 a s a part of Virginia T e c h ' s E x t e n s i o n Division. T h e Center, among its s e v e r a l o b j e c t i v e s , enc o u r a g e s faculty and staff m e m b e r s at state universities to provide a s s i s t a n c e to volunteer groups, promotes the development of educational c u r r i c u l a related to volunteer management, and c o l l a b o r a t e s with the state Division of V o l u n t e e r i s m in c o n d u c t i n g training s e m i n a r s . A s public o f f i c i a l s i n c r e a s i n g l y look for m e a n s to e n c o u r a g e voluntarism, the Division of V o l u n t e e r i s m will warrant greater recognition and support. W h e t h e r voluntarism overall can play the enlarged role that President R e a g a n and others envision for it r e m a i n s to be s e e n , for private organizations t h e m s e l v e s will bear s o m e of the burden of the s c h e d u l ed c u t s in federal o u t l a y s over the next two y e a r s . A recent study conducted by the Urban Institute deter(Continued, page 19) �Virginia Editor Charlotte Kingery Editorial Assistant Margaret A. Nichols Advertising and Business Manager Sandra J . Bacas Telephone 804/649-8471 V O L U M E 17 F E B R U A R Y 1982 NUMBER2 VML President Raymond F.Ratcliffe Executive Director R. Michael A m y x VML Cohosts Reaganomics Seminar Officers Francis T. West C h a r l e s A. R o b i n s o n , J r . L a w r e n c e A. D a v l e s Vincent J.Thomas Executive Committee Hampton W . T h o m a s Robert T . W i l l i a m s Arlie C . P a y n e J a n e L. Hough S a m W. A d a m s Charles E. Beatley Harold S . A t k i n s o n " I n an effort to a s s i s t local g o v e r n m e n t s , the V M L s p o n s o r e d a w o r k s h o p that attracted n u m e r o u s local officials and noted speakers." 8 Harrisonburg Electric Commission " O n c e the City a l m o s t sold its e l e c t r i c s y s t e m , but today it c e l e b r a t e s 25 y e a r s of o p e r a t i o n . " 11-12 VML Achievement Awards Program 14 Councils Beware: Decisions Must Be Made With Care On the Cover " T h e C u l p e p e r T o w n C o u n c i l thought it had the c o m m u n i t y in mind w h e n it made a d e c i s i o n about a y e a r ago but a citizen s u c c e s s f u l l y s u e d the T o w n . " T h e winter s c e n e of the C o l o n i a l Parkway, linking Jamestown, Williamsburg and Y o r k t o w n , is c o u r t e s y of the Virginia S t a t e T r a v e l S e r v i c e . T h e parkway starts at the V i s i t o r ' s C e n t e r on Jamestown I s l a n d and e n d s at the Y o r k t o w n V i s i t o r ' s C e n t e r — p a s s i n g near the door of the W i l l i a m s b u r g Information C e n t e r . VIRGINIA TOWN & CITY(ISSN00426784) Is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7per year, $1.50 per copy. >i— DEPARTMENTS 2 7 10 15-18 19 19 Commentary People Legal Guidelines Directories Ideas Calendar u D Z < z O I— < z u > �VML Cohosts Reaganomics Seminar Wayne Anderson Re views Federalism a Editor's seminar Note: The VML on Financing Governments in the cohosted Local Era of Reaganomics in December. Wayne Anderson, Secretary for Administration and Finance, opened the conference with his remari<s on the New Federalism. At the time, Anderson was Executive Director of the Advisory Commission on Intergovernmental Relations. There is n o d o u b t that w e have seen a change In direction. However, except f o r less money, most Reagan Federalism objectives have n o t b e c o m e s p e c i f i c a c t i o n proposals. From a Washington perspective, let's review what we've seen and make s o m e projections about where we're going. The Budget Cuts The Federalism has emerged p r i m a r i l y In t h e f o r m o f b u d g e t c u t s and block grant proposals. What h a s n ' t been fully a p p r e c i a t e d y e t is h o w very d e e p t h e b u d g e t c u t s prop o s e d over t h e next five b u d g e t years w o ul d be.Grants to state a n d local g o v e r n m e n t s , other than t h o s e like A F D C that g o t o Individuals, were scheduled to drop from $57 billion in FY '80 t o $45 billion in FY '86. The National Governors' Association calculated that these cuts w o u l d represent a 5 5 % reduct i o n i n p u r c h a s i n g p o w e r if a n n u a l inflation was 1 0 % . Since that calculation w a s made, t h e federal budget and federal aid outlook has deteriorated further. The Block Grants Regarding the new block grants, the President recommended consolidating more than 90 categorical programs Into seven block grants w i t h a 25 p e r c e n t r e d u c t i o n in total funding. The nine block grants w h i c h e m e r g e d f r o m C o n g r e s s In mid-summer, however, were vastly different from what the President had requested. Congress protected m a n y c a t e g o r i c a l p u r p o s e s b y leaving t h e m o u t of t h e block grants or b y r e t a i n i n g e a r m a r k s a n d o t h e r requirements within the blocks. The Reconciliation Act, as you know, created nine block grants by c o n s o l i d a t i n g 67 categorical programs with total authorizations of $7,596 b i l l i o n f o r FY 1982. T h e nine functional areas involved are: maternal and child health care; health prevention and services; alcohol, drug abuse, and mental health; primary care (to take effect in 1983); social services; lowincome energy assistance; community services; education; and community development-nonentitlement programs. All nine block grants give s o m e w h a t more discretion to grant recipients, and the Administration d i d keep its regulations to a minimum. "The federal government should turn over highways, education and AFDC to state and local governments." Many Intergovernmental analysts believe these nine block grants represent t h e beginning of an Imp o r t a n t t r e n d . In t h e f u t u r e , t h e states will be responsible for making program d e c i s i o n s Involving t h e allocation of scarce resources a m o n g c o m p e t i n g Interests, f o r pinpointing intergovernmental Issues which need study, a n d for resolving c o n f l i c t s . A s t h e n u m b e r of federal dollars shrinks, state legislatures will need t o review t h e limits they have placed o n local g o v e r n m e n t s ' revenue-raising capacity, t h e fiscal i m p a c t of state m a n d a t e s , a n d t h e need f o r greater local a u t o n o m y . T h e R e a g a n F e d e r a l i s m , a n d particularly the block grants, has brought home t h e realization that w e all m u s t d e v o t e m o r e e n e r g y t o improving state-local relations. T h e National Governors' Association, the National Conference of State Legislatures, t h e International City Management Association, and s o m e of t h e other public Interest groups have launched n e w initiatives toward this end. Revenue and Program Turnbacks The turnback choices are numerous, the Issues are complex and hard t o reconcile, a n d t h e pros p e c t s a r e n o t y e t p r e d i c t a b l e . In general, there are three revenue/tax turnback devices underdlscusslon: 1. General Revenue Sharing, or some similar formula distribution; Wayne Anderson 2. Tax sharing, by which we m e a n sharing all or a portion of t h e federal t o b a c c o , liquor, gasoline, or income tax with state a n d local governments; or 3. Making "tax room" by cutting t h e f e d e r a l I n c o m e t a x o r repealing a part of t h e g a s o l i n e tax or s o m e o t h e r e x c i s e tax so that t h e s t a t e a n d local gove r n m e n t s c o u l d s t e p In a n d " o c c u p y " this tax room. C o m i n g to t h e maze of Intertwined issues, many Reaganltes ultimately want a system where the government that spends the money also raises t h e m o n e y by Its o w n taxes. Governors, state legislators, a n d local o f f i c i a l s , however, are m o s t insistent about not raising t h e i r o w n t a x e s In t h e f o r e s e e a b l e future. At the same time, state and l o c a l o f f i c i a l s , if t h e y a r e t o a s s u m e increased responsibilities, stress their need f o r reliable a n d permanent revenue turnbacks from the federal level. T h e n , c o m i n g f r o m v a r i o u s q u a r t e r s Is c o n c e r n a b o u t equity or the distribution pattern, w h i c h Is a n o t h e r w a y o f s a y i n g t h a t any turnback package should not create t o o many big w i n n e r s or l o s e r s If it Is t o b e p o l i t i c a l l y a c c e p table. T h e s i g n s a n d s i g n a l s o n w h a t Is likely to happen o n revenue turnbacks are mixed. Richard Williamson a n d other White House figures have said r e p e a t e d l y that t h e Presid e n t w a n t s a m a j o r revenue a n d prog r a m t u r n b a c k p a c k a g e In t h e F Y 1983 b u d g e t . W h e n y o u talk turnbacks with s o m e 0 M B or Treasury people, however, they quickly (Continued, page 16) �Reaganomics Day Photos Roanoke Councilmember Lt. Gov. Davis and Dolph Director of the Institute of ment, talk during lunch. Hamp Thomas presides. Norton, Govern- Norfolk Ledger-Star Jack Stevenson of the United Virginia Bank (left) Winchester City Manager Wendell Seldon. and reporter Tim Wheeler interviews Stuart Con nock (left). Chesterfield Human Services Director Robert L. Masden and Henrico Director of Social Services Bettie Kienast. U Q Z < Acting Budget Director Ray Sorrell (left), and former Secretary of Human Resources, Dr. Jean L. Harris (right). z O I— < z u �Tax Commissioner The timetable for the funds will be different. The funds will be transmitted on the 15th day of each month rather than the requiring local governments to file a reimbursement statement with the State at the first of each quarter. The total amount of money Is designed to track the level of tax revenue growth at the State. Whatever Is approved by the compensation board In 1982 would be the base. It hasn't been determined what the cut-off would be. Revenue growth of 1983 would be added to that amount. Any money not spent In the first year could be spent by the constitutional office In the second year of the budget. The bill contains language that the money would not revert back to the state's general fund but would remain under control of the constitutional office. This may change, though, during the session. The administration intends to submit the bill and the House Appropriations Committee has been wanting such a bill so It looks promising. William Forst Forst's Remarks At Workshop Following a study by the Department of Planning and Budget, block grants for funding constitutional offices may be created. In 1982-84 the State, if the bill is approved by the 1982 General Assembly, will blocl< out specific amounts of money for those offices and local governments will know how much money can be expected from the State. assessor measure that property? One problem with assessments is the regression index, or better known as the Index of inequality. It is easier for an assessor to arrive at a more fair rate of standard housing rather than newer housing because the price of subdivision housing Is rising at a faster rate than the housing in the core city. The standard housing doesn't change hands and It doesn't increase, so It is easier to assess It accurately. If we don't reach an accuracy level the same way for those out in the other areas, then those people In the central cities will be paying property taxes for the others. Property tax assessors need to concentrate on accuracy. It's important to be updating the methods because folks on fixed incomes and limited incomes will be paying the property tax burden. The property tax base Is well and getting better, but how well does an Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities a n d government authorities for revenue bond project financing. F o r a d d i t i o n a l information, p l e a s e contact one of t h e following m e m b e r s of our P u b l i c F i n a n c e D i v i s i o n AUSTINV.KOENEN (212-558-3180) JOSEPHA.HARCUM (212-558-3174) U BENEDICT T . MARINO (212-558-2840) Q L E E K . B A R B A (212-558-2168) ^ ROBERT M . BROWN, I I I (212-558-3356) M I C H A E L p. G E O R G E ( 2 1 2 - 5 5 8 - 2 6 8 0 ) O I— < z u L e h m a n Brothers K u h n Loeb Incorporated NEW YORK HOUSTON 6 • ATLANTA • LOS ANGELES • • BOSTON • SAN FRANCISCO CHICAGO • LONDON • DALLAS • TOKYO �People Appointments R. Edwin Blair, Jr. w a s n a m e d Director of Norfolk's Department of Utilities. He joined the department in 1974 a s a s e n i o r civil engineer and w a s promoted to principal civil engineer in 1976. He w a s named a c ting director in A u g u s t of 1981. Blair holds a degree in civil engineering from Virginia Military Institute and is a registered professional engineer. Gary B. O'Connell w a s named A s s i s t a n t City IVlanager for Charlottesville. He holds a degree in government from H a m p d e n - S y d n e y C o l l e g e and a m a s t e r s in public administration from the University of T e n n e s s e e . He w a s serving a s a s s i s t a n t city manager of Maryville, T e n n e s s e e w h e n he w a s appointed to the post in C h a r l o t t e s v i l l e . Gary H. Post is the new Director of the Division of Employment T r a i n i n g in A l e x a n d r i a ' s Department of H u m a n S e r v i c e s . Mr. P o s t had been acting director of the A l e x a n dria C E T A program s i n c e April 1981 and prior to that he w a s a s s i s t a n t C E T A directorforadministration. Attorney General Gerald L. B a i l i e s appointed William G. Broaddus a s C h i e f Deputy for his office. Mr. B r o a d d u s w a s serving a s c o u n t y attorney for Henrico County and had served a s a s s i s t a n t attorney general for Virginia from 1970 to 1973. He a l s o served a s law clerk under V i r g i n i a S u p r e m e Court J u s t i c e Harry L. C a r r i c o . Mr. Broadd u s is a l s o a past president of V i r g i n i a ' s L o c a l G o v e r n m e n t Att o r n e y s A s s o c i a t i o n and is a past state c h a i r m a n of the National Institute of Municipal L a w O f f i c e r s . Maston T. J a c k s , Deputy City Attorney of A l e x a n d r i a , w a s appointed Deputy Attorney G e n e r a l by Mr. Baliles. T a k i n g over a s C o m m i s s i o n e r of State Parks is Ronald D. Sutton, w h o h a s been a s s i s t a n t c o m m i s s i o n e r s i n c e 1972. Mr. Sutton has been with the S t a t e Parks s y s t e m s i n c e 1966 w h e n he w a s employed a s a f a c i l i t i e s engineer. He w a s chief of d e s i g n and c o n s t r u c t i o n before becoming a s s i s t a n t c o m m i s sioner. Port R o y a l C o u n c i l named readers of the Roanoke World-News. Times & Resignations Honors A l e x a n d r i a Deputy City Manager J a m e s Randall resigned to take a new position in B e r k e l e y , California. He began with the City a s a graduate intern in 1969 and rose through the r a n k s a s a s s i s t a n t city manager and then a s deputy city manager two y e a r s ago. T o w n of V i e n n a P o l i c e S e r g e a n t J o s e p h Tavares received a s p e c i a l award of appreciation from the V i e n n a C h a m b e r of C o m m e r c e . T a v a r e s joined the police department in 1962 and w a s c h o s e n to head the d e p a r t m e n t ' s c o m m u n i t y s e r v i c e s division w h e n it w a s organized in 1973. T h e division prov i d e s c i t i z e n s with information and a s s i s t a n c e in all a r e a s of public safety and c r i m e prevention. Herndon Mayor T h o m a s R u s t and T o w n C o u n c i l m e m b e r s recognized the Herndon Police Citizens Support Team for their major contributions to public safety and c r i m e prevention. Roanoke Councilmember Elizabeth Bowles w a s recognized a s one of the five outstanding w o m e n in S o u t h w e s t Virginia. S h e w a s s e l e c t e d from 60 n o m i n e e s made by T h e L e a g u e will s p o n s o r its annual L e g i s l a t i v e Day for local government officials on W e d n e s d a y , February 17,1982 at the Holiday Inn, Downtown (301 W e s t Franklin) in R i c h m o n d . T h e format has been c h a n g e d this year with an information s e s s i o n s c h e d u l e d for 2:00 p.m. to 5:00 p.m. and a reception from 5:00 p.m. to 6:30 p.m. R e p r e s e n tatives from the Robb Administration will be at the afternoon s e s s i o n . A s in the past, local officials are e n c o u r a g e d to invite their d e l e g a t e s and s e n a t o r s to dinner following the reception. The registration fee, w h i c h c o v e r s the c o s t of the w o r k s h o p and reception, is $10.00 per person. C o n t a c t Brad H a r m e s at 804/649-8471. VML Legislative Day Municipal Liability Insurance. • Public Officials Errors & O m i s s i o n s • P o l i c e P r o f e s s i o n a l Liability • C o m p r e h e n s i v e Liability C o v e r a g e • Admitted Insuror • L i m i t s to $100,000,000 • F e d e r a l L a w 1983 C o v e r a g e P l e a s e h a v e y o u r b r o k e r c a l l today: DJl/fj: Bayly, Martin & Fay/San Antonio D/rir ' Council Changes The William Jeter and Charles Christie to fill the v a c a n c i e s left by the death of E m b r i a Byrd and the resignation of David J o h n s t o n . Francis Embrey w a s appointed to the M a n a s s a s Park City C o u n c i l . Gene T. McKnight, a G a l a x City c o u n c i l m e m b e r for more than 11 y e a r s , including two a s mayor, submitted his resignation. P O . B o x 17800, S a n A n t o n i o , T e x a s 78217 1-800-531-7205 • 1-800-531-7224 1-800-292-5721 ( T e x a s only) �Harrisonburg Electric Commission Twenty-Five years u Q Z < z O I— < z u > Can a m u n i c i p a l electric s y s t e m survive in an e x p a n d i n g e c o n o m y and, at one t i m e , an active campaign to sell it? You bet it c a n , a n d , for proof, j u s t tal<e a look at the Harrisonburg Electric Commission (HEC). On January 1, 1982, the HEC was 25 years o l d . After an active c a m p a i g n t o sell the s y s t e m in 1956, the s y s t e m was saved by a margin of 1,911 to 958 votes. The Virginia Electric & Power C o m p a n y (VEPCO) offered the City C o u n c i l s o m e t h i n g s l i g h t l y in excess of $2 m i l l i o n dollars for a badly depleted and run d o w n electric s y s t e m . The C o u n c i l voted t o sell their electric s y s t e m s u b j e c t to public r e f e r e n d u m . Thus began a lively and s o m e t i m e s bitter campaign between neighbors and, s o m e t i m e s relatives, w h o differed on w h e t h e r to sell or t o save their electric s y s t e m . The future appeared d i m to the electric d e p a r t m e n t until a g r o u p of longtime citizens formed the " C i t i z e n s Group to Save the Electric System." Headed by Earl H. W e t s e l , a c o m m u n i t y leader, the g r o u p argued that selling the m u n i c i p a l electric s y s t e m w o u l d result in higher taxes and higher electric rates. C o n t r i b u t i o n s to the general f u n d w o u l d also help in keeping d o w n real estate taxes. After the vote to sell was defeated. City C o u n c i l a p p o i n t e d an independent board of five individuals to serve on the new c o m m i s s i o n . The City Charter was a m e n d e d and the Harrisonburg Electric C o m m i s s i o n was created on January 1,1957. " O u r p r o b l e m s were many in 1957," says Ken Frantz, the HEC's first and only General Manager. " O n e of the most i m p o r t a n t objectives of the HEC was a plan to modernize and rehabilitate the entire electric s y s t e m . Other objectives w h i c h were planned i n c l u d e d combining operations, revising electric rates and inventory valuat i o n , t e s t i n g meters, and i m p r o v i n g public ralations and personnel programs. O n c e w e had e s t a b l i s h e d our initial o b j e c t i v e s , the HEC set out to a c c o m p l i s h what s o m e said c o u l d not be d o n e . " The HEC is a s u c c e s s story because of t h o s e w h o believed it and Growing c o u l d be done. Long hours and hard w o r k has e s t a b l i s h e d what the HEC says is the best electric utility of its size in the country. " N o t only did we have a badly depleted electric s y s t e m , we had a badly depleted financial c o n d i t i o n , " says General Manager Frantz. " W e had a bank balance of $17,000, a b o n d e d debt of $751,000, $55,000 of w h i c h was payable w i t h i n 15 days, a bill of $33,000 for purchased power and over $20,000 in other current liabilities. Our first six m o n t h s of operation c o m p e l l e d us to operate on borrowed f u n d s f r o m local b a n k s . " Today, the HEC has surpassed all e x p e c t a t i o n s . The m o d e r n electric utility, that operates on a pay as you go a t t i t u d e , is debt free and has a reserve capacity to d o u b l e its present load size. The balance sheet s h o w s a book balance of $12 m i l l i o n on a s y s t e m w h i c h was appraised at $1.2 m i l l i o n w h e n it was created. What really makes it w o r t h w h i l e is that the s y s t e m is paid for, thanks to the f o r e s i g h t of Ken Frantz and the c o m m i s s i o n e r s . In a d d i t i o n to e x p a n d i n g , modernizing and rehabilitating the electric s y s t e m , the HEC has c o n t r i b u t e d $8.9 m i l l i o n to the general f u n d of the City and $724,349 in property taxes. This has been a c c o m p l i s h e d using electric rates either equal to or below the other electric u t i l i t i e s operating in the area. The revenue f r o m the sale of electricity has g r o w n f r o m $904,099 in 1957 to $10.4 m i l l i o n in 1981 and is projected to reach $12 m i l l i o n by the end of 1982. It became a success story because the Harrisonburg City C o u n c i l created a c o m m i s s i o n completely free f r o m the political arena. The general manager is charged w i t h the everyday operation of the s y s t e m and has the c o m p l e t e support of his c o m m i s s i o n e r s . All m o n i e s , rates, e x p a n s i o n s and b u d g e t i n g are the responsibility of the HEC. The o r d i n a n c e required that a five (5) percent c o n t r i b u t i o n be made each budget year based on sales of electrical energy. The HEC has c o n t r i b u t e d an average of 11.75% during the past 25 years. This year $750,000 will be cont r i b u t e d to the general f u n d . In addit i o n , the HEC pays the City the same property tax that a private utility w o u l d pay operating in the City. The City currently c o n s i s t s of six square miles and has been awarded an additional 11.5 square miles through a n n e x a t i o n . A l t h o u g h the c o u n t y has appealed the annexation c o u r t ' s d e c i s i o n , the HEC, t h r o u g h proper p l a n n i n g , is ready to begin serving the additional 2,000 customers, bringing the total c u s t o m e r s to an e s t i m a t e d 10,000. HEC currently has a peak 52 MVA w i t h 2,450 megawatt hour annual sales of electrical energy. All power r e q u i r e m e n t s are purchased from VEPCO. As stated previously, the HEC has worked hard to make it what it is today. HEC Chairman Robert F. Moss explains, " W e have tried to make the HEC a branch of the city g o v e r n m e n t of w h i c h the citizen �viding reliability of s e r v i c e to the H E C c u s t o m e r s , " c o n c l u d e s Chairman M o s s . T h e City of Harrisonburg d o e s have a right to be proud of their e l e c t r i c s y s t e m . F o r a s y s t e m that was almost abandoned, proper management, dedicated employees and the cooperation of the citizen o w n e r s proved that the H E C will c o n t i n u e to grow a s they begin the next 25 y e a r s . —Report by Gary Green, troller of the Harrisonburg Commission. Financing Public Power Requirements CompElectric o w n e r c a n be proud. W e provide thenn with an efficient s e r v i c e for l e s s c o s t than they would receive if the s y s t e m w a s privately o w n e d . " " I t has not been e a s y for management or the 35 e m p l o y e e s . Proper planning and building of a s y s t e m that h a s averaged s o m e t h i n g lil<e a 1 0 % growth for the first 25 y e a r s h a s been a c h a l l e n g e . W e now have reserve c a p a c i t y to handle our load r e q u i r e m e n t s for many y e a r s into the future. T r a n s m i s s i o n lines (69KV) have been built to form a loop feed around H a r r i s o n b u r g , pro- §Rrst Boston The First Boston Corporation 20 E X C H A N G E P L A C E NEW Y O R K , N.Y. 10005 (212) 825-2311 ******* Let Washington hear it from you. President Reagan's second year in office promises more of what the first year dehvered—more spending cuts, more reliance on business, more uncertainty about the federal government's interest in cities. It all adds up to less for your city and the people in it. T o balance the budget in fiscal year 1984, the president proposes another $30 billion in cuts, most of them in domestic programs. Although general revenue sharing does not come up for renewal until 1983, it is among the most important programs and it is clearly threatened. At N L C ' s 1982 three-day Congressional-City Conference, you'll get detailed briefings on these and other legislative issues, the better to prepare you for the visits with your senators and representatives on the last day. Come! Help drive home the message from home: City problems are the nation's problems. City concerns must be congressional concerns. For full information write the Conference Registration Center, National League of Cities, 1301 Pennsylvania Avenue, N W , Washington, D . C . , or call (202) 626-3200. All sessions at the Washington Hilton Hotel. u D Z < z O I- 1982 Coiigressional'City Conference Washington, D.C. February 27~March 2,1982 National League of Cities < z u �Legal Guidelines Keeping The Government From Bringing Petty Cases By Howard W. Dobbins, General Counsel u Q O > 10 On O c t o b e r 1 , 1981, the E q u a l A c c e s s to J u s t i c e A c t ( P u b l i c L a w 964 8 1 , 11 U.S.C., S e c t i o n 201 et seq.) b e c a m e the law of the land. T h i s statute, w h i c h will be t e s t e d for three y e a r s , is intended to discourage the federal government and its a g e n c i e s from bringing frivolous or unwarranted c a s e s by providing that if the federal a g e n c y l o s e s a c a s e , it is going to have to pick up the legal c o s t s of the citizen w i n n e r u n l e s s it c a n prove it had good reason to bring the c a s e . Congress determined that b e c a u s e of the greater r e s o u r c e s and e x p e r t i s e of the federal government, the standard for the a w a r d of attorney's f e e s against the United S t a t e s s h o u l d be different in certain s i t u a t i o n s from the standard governing an a w a r d of f e e s a g a i n s t a private litigant. Under the new law, an a g e n c y that c o n d u c t s an adversary adjudication is required to a w a r d , to a prevailing party other than the United S t a t e s , f e e s and other e x p e n s e s incurred by that party in c o n n e c t i o n with the proc e e d i n g u n l e s s the a d j u d i c a t e d officer of the a g e n c y f i n d s that the position of the a g e n c y w a s s u b s t a n tially justified or that s p e c i a l circ u m s t a n c e s make an a w a r d unjust. E x c e p t , in certain c i r c u m s t a n c e s , a t t o r n e y ' s f e e s are limited to $75.00 an hour, but other e x p e n s s , including the fees of expert w i t n e s s e s , may be r e c o v e r e d . T h i s legislation is not intended to benefit the giant organizations or the very wealthy and is limited to individuals w h o s e net w o r t h s are l e s s than $1 million or w h o are the s o l e owners of an unincorporated b u s i n e s s with net worth of l e s s than $5 million. During the c o n g r e s s i o n a l hearings relating to t h i s legislation, most c o m p l a i n t s c e n t e r e d on the I R S , the E P A and O S H A . It w a s e s t i m a t e d in the h e a r i n g s that the government is losing about one out of five c a s e s brought before the federal c o u r t s , and that under this law the government will have to pay c o s t s in about 2 5 % of the c a s e s it l o s e s . In h e a r i n g s before a g e n c i e s ' administrative law j u d g e s , the government's l o s s e s are much higher, about 5 5 % , and the e s t i m a t e s a s s u m e that the government would have to pay f e e s in about one-fourth of t h o s e lost c a s e s amounting in all to an e s t i m a t e d amount of $92 million in the first f i s c a l y e a r that the law is in effect. T h e idea behind the statute is not one w h i c h is limited to federal c o n g r e s s i o n a l thought and a c t i o n . H o u s e Bill 1735 w a s introduced and p a s s e d by the 1981 S e s s i o n of G e n e r a l A s s e m b l y (incorporated in the Code of Virginia a s S e c t i o n 96.14:21). It provides that in any civil c a s e brought under the Virginia Administrative P r o c e s s A c t ( A r t i c l e s 4 and 5 of C h a p t e r s 1.1:1 of Title 9), in w h i c h any person c o n t e s t s any a g e n c y action a s defined in S e c t i o n 9-6.14:4, that s u c h person s h a l l be entitled to recover from the a g e n c y reasonable c o s t s and a t t o r n e y ' s f e e s if that person s u b s t a n t i a l l y prevails on the merits of the c a s e and the a g e n c y i s found to have acted unreasonably, unless special c i r c u m s t a n c e s make an a w a r d unj u s t . Unlike the federal law, the Virginia statute is not limited to pers o n s of l e s s e r m e a n s and d o e s not define what is r e a s o n a b l e for c o s t s and a t t o r n e y ' s f e e s . Nor w a s H o u s e Bill 1735 the only legislation introduced in the 1981 G e n e r a l A s s e m b l y with r e s p e c t to this i s s u e . H o u s e Bill 680, w h i c h w a s not e n a c t e d into law, w a s m u c h broader and would have entitled any p e r s o n to recover c o s t s and r e a s o n a b l e a t t o r n e y ' s f e e s upon substantially prevailing on the merits of any civil c a s e w h e n defending against the e n f o r c e m e n t of any law or regulation of the C o m monwealth and any political subdivision within the C o m m o n w e a l t h , and any department, a g e n c y or institution of the C o m m o n w e a l t h or any political s u b d i v i s i o n . T h i s bill w a s c o n s i d e r e d to be s o broad and inherently d a m a g i n g to the local g o v e r n m e n t s in the state that the Virginia Municipal L e a g u e and other r e p r e s e n t a t i v e s of local government vigorously r e s i s t e d its p a s s a g e and it w a s rejected by the G e n e r a l A s s e m b l y . However, if governmetnal a g e n c i e s , and local governm e n t s for that matter, fail to be j u d i c i o u s and do not e x e r c i s e reasonable restraint in the adoption and e n f o r c e m e n t of o r d i n a n c e s and regulations, one may reasonably expect that the c o n c e p t of reimbursement of e x p e n s e s to a prevailing citizen litigant will be revived and perhaps enlarged by future G e n e r a l Assemblies. MICHIEt^^ BOBBSMERRILL L a w Publishers Since 1855 Offering Complete Local Government Publication Services Call or Write: Michie/Bobbs-Merrill Philip S. LaMar Director of Code Publications P . O . Box 7587 Charlottesville, Virginia 22906 (804) 295-6171 �r J Entries due by Monday, April 26 I �1982 Achievement Awards Program Virginia Municipal League B e a winner. Last year Marion, James City County, Fairfax City and Y o r k County were among the localities which carried home an award. All member localities are eligible to enter but an entry cannot be shared by more than two localities and both localities have to be members of the V M L . Choosing an entry Localities should select a program that has assisted its citizens or employees regardless of how simple it may seem compared with other previous award entries. Programs in employee training, transportation, recreation and solid waste, among others, are all eligible for an Achievement Award entry. New services offered by localities are sources for award entries. Are informational brochures for senior citizens or recruitment campaigns for public safety personnel being used? Was a new format for council meetings created that made them more productive? Are department heads working together more closely because of a different approach to staff meetings? Award entries do not have to save money—they can save time and prevent headaches. A main concern is whether the program has shown good results. If a new service is chosen for an entry, make sure enough time has evolved between the time the service goes into effect and the time of entering the program. Preparing the entry E a c h entry should be typed double spaced and should not exceed eight (8) pages. A cover page indicating the name of the project, category, locality and bearing the signature of the chief elected official is required. B l a c k and white photographs, line art, renderings or newspaper clippings can be sent with the entry but cannot be larger than letter size. There must be three (3) copies of each entry and of all photographs, line art, etc. The entry should summarize the program's background, activities and results: what the program is; why the program was needed; what the program was set out to do; how the program was set up; how the program operates; what it costs; who benefited from the program; what the program has achieved and what the future is of the program. Keep the entry simple and clear. Several of the entries are enclosed in notebooks or report covers. While this is a good practice, it is not mandatory. A screening committee as well as the panel of judges will review the entries. Appearance, grammar, and good writing style are considered. Categories Twelve awards are available — one for towns, and one for cities and counties in each of the six areas that parallel the V M L policy committees. Localities may enter all six categories but may only have one entry in a given category. The panel of judges has the authority to withhold an award in any category if no entry is exceptional. Below are the categories: — Community Development (housing and urban renewal) — Effective Government (budget, management, training programs) — Environmental Quality (water quality, local planning and land use, energy use, solid waste management) — Human Development (child care programs, health care, alcohol and mental health programs, recreational services, education, employment) — Public Safety (court system, fire and rescue services, emergency preparedness, law enforcement) — Transportation (streets and roads improvement, public transportation systems, bicycle ways, transportation of the handicapped) Deadline All entries must be postmarked on or before Monday, April 26, 1982. Unlike in past years, there is no application form but don't delay—start now selecting and preparing your entry. Announcement Winners are announced in September and awards are given at the League's Annual Conference, September 1 9 - 2 1 in Virginia B e a c h . All entries become the property of the Virginia Municipal League. Need more information? Call Charlotte Kingery, 804/6498471. �What should you do when you're negotiating a public power miancing and nineteen investment bankers are interested? Merrill Lynch says, look after your own interest. After the Washington Public Fbwer System rejected a $130 million bid on its tax-exempt bond offering, part of a planned $13 billion financing program, they came to New York to hear presentations from 19 investment banking firms and to choose a Senior Managing Underwriter. Merrill Lynch was chosen over all others for sound reasons. Merrill Lynch was able to save them $31 million in reduced interest expense and increased bond proceeds, and 120 basis points in true interest cost over the previous competitive bid. How did we do it? Five ways. P R I C I N G . Lven after Merrill Lynch had initially priced the issue fairlv but aggressively, based on accurate pricing intelligence developed by our sales professionals, we took advantage of the flexibility offered by a negotiated sale, under improving market conditions, to re-price the bond issue with lower interest rates on two occasions following the initial pricing. T h i s generated additional savings which the Supply System could not have realized in a competitive sale. A breed apart capabilities, we were able to sell $30 million worth of bonds, nearly 25% of the issue: 3 7% went to institutional investors and 63% to retail investors. This not only represented our efficient marketing capability, but also enabled us to broaden the ownership of the Supply Systems debt. BOND A L L O C A T I O N . As Senior Managing Underwriter and leader in sales to final investors, Merrill Lynch was able to allocate bonds to make sure they were sold to investors rather than stocked as inventory by other syndicate members. TTiis enhanced price stability in the secondary market and improved investor regard for the Supply Systems bonds. CAPITAL COMMITMENT. Merrill Lynchs capital strength, which is unequaled in the industry, came into play in two decisive instances. First, we bought for our own account $17.6 million of an unsold long-term maturity for later distribution to final investors. Second, we undertook numerous trades with institutional investors to consummate the financing at favorable terms. P R E V I O U S M A R K E T SUPP O R T . More than any other investment banking firm, Merrill Lynch has supported the Supply System's bonds in both good and bad markets. During the twelve-month period following the Three Mile Island incident, Merrill Lynch traded $154 million of the term bonds in the secondary market and sold $257 million in the primary market in 1978 and 1979. I f youVe in public power and need financing, call or write Roger E . Camp, Managing Director, Merrill Lynch White Weld Capital Markets Group, One Liberty Plaza, N.Y.C. 10080 (212) 637-2.S40. M A R K P : T I N G . Because of Merrill Lynchs unique distribution ©Vl^] M e r r i l l I A F K I I I'li-rci- I'Vniit-r \h Im- Mr-nilicr. S I l ' C . Merrill Lynch Merrill Lvnch Pierce I-enner & Smith Inc. �Councils Beware: Decisions l\/lust Be Made Witli Care by Michele May Davey Crockett made his motto, "Be always sure you're right—then go ahead." These days, the Culpeper Town Council would probably amplify that to: "When you l<now you're r i g h t , be a l w a y s sure it's legal—then go ahead." In February, 1981, the Town of Culpeper paid a total of $56,031.40 in damages, interest, and attorney's fees to the owner of an adult book store. The 24-year-old woman had sued after council rescinded her business license. The council members felt then, during the trial, and still feel that what they did was right. z O The night of April 22, 1980, when the mayor held a special meeting to consider the matter, more than 200 area residents attendeddetermined to convince their elected officials to do what they also saw as right. Over the weekend concerned citizens had circulated petitions protesting the proposed presence of such an "evil" enterprise within the town. Within just days of hearing about her plans, they had gathered some 1200 signatures. Among those attending the meeting were parents' groups, neighborhood coalitions, and the ministerial association. A spokesman told council, "If you act in the interest of the community, you will disappoint the book store proprietors, but you will retain the respect and esteem of those who live and rear their children in this community." One councilman demurred momentarily. "How many of you are prepared to have your taxes go up to pay for it if we get sued?" he asked the crowd. His question was received with applause and laughter. Moved by the emotions of the moment and the sincere belief that they were rightfully acting to protect com- 14 A b o u t the A u t h o r Ms. May, a former c o u n t y elected official in M i c h i g a n , is a Culpeper-based freelancer s p e c i a l i z i n g in law and p o l i t i c s . She covered the Hudnell v. Culpeper trial in A l e x a n d r i a for Culpeper B r o a d c a s t i n g Corporation. u Q Z < munity moral standards, council voted one by one to rescind the license. Those present voted unanimously. The meeting adjourned after an hour. The repercussions lasted far longer. Charging that her civil rights were violated, the store owner prepared to go to court. She asked $75,000 actual damages, $300,000 punitive damages against the town, and $5,000 additional damages to be paid personally by each of the eight council members who had voted to prevent her from opening her store. At a jury trial in the Alexandria Federal District Court in October, the council members testified without remorse that they had voted to rescind the license and admitted candidly that if faced with the same decision, they would do it again. "We thought we were doing what the people wanted," the mayor announced firmly from the witness stand. Councilmen were relieved, however, when the bench ruled that they were immune from personal damages since they had been acting in an official capacity. While each had been questioned about personal net worth, they could not be assessed punitive damages. As a body, they were not so fortunate. U.S. District Judge D. Dortch Warriner instructed the jury that council had violated the book store owner's 14th amendment rights. She had been deprived of property without due process. Therefore there was no question that she was entitled to damages. The question before the jury was simply how much. Due process, said the judge, would require advertising the purpose of the meeting in advance, offering both sides the chance to speak in a calm atmosphere, and a cool procedure of fact-finding and deliberate decision making on the part of the council. Business licenses, he added, are for purposes of revenue, not regulation. The jury found $25,500 total damages. The citizens continued to support their officials. Undaunted, those who had circulated petitions began to take up a collection to help defray the cost. In February, the check to the store owner was authorized during a regular monthly council meeting. That was shortly after Judge Warriner reaffirmed punitive damages and also found the town liable for their adversary's lawyers' fees of $30,330.03. It is a landmark case in a trend toward increasing punitive damages being assessed against local governments. Elected officials everywhere are being called upon to pay the consequences for their decisions. Culpeper's experience is alesson for other councils. REFURBISHING SPECIALISTS On All Types of Fire Apparatus J. C. MOORE INDUSTRIES • FREDONIA, PA. 16124 "YOU GET MORE FROM MOORE" • MOORE SERVICE • MOORE SATISFACTION • • MOORE WATER • MOORE QUALITY WORKMANSHIP C A L L 24 H O U R S A D A Y FOR S E R V I C E PHONE (412)475-3185 REFURBISHREPAIR REPOWER REPAINT — REMODEL- REBUILD RECONDITION FABRICATIONS MODIFICATIONS -IN STATION SERVICE �Professional Directory I62S Eye SIteel Washington. OC 20006 (202)331 1440 HARLAND BARTHOLOMEW & ASSOCIATES, INC. 8720 Georgia Avenue Sllvei Spring. MD 20910 (301) 585-6001 CieolojJical, Soils and Hnvironmental Q j n s u l t a n i s Ground Waiter Sludics Land Disfx>sal of f fllucnis ;tnd Sludges St)lid WaMe Sludics • Foundation Rvalualions I n j ) >l(,-rv.n /V,-nu<- \,-v.^„n Rates \„^.,nid K(H V)-, SV,] MEDFIELD, M A S S CONSULTING 4 0 0 E a s t M a i n Street Richmond, Virginia 23219 Construction Manaqement • Design • Planning P H O N E 804/649-8627 HDR 504 M A I N S T R E E T , P 0 B O X 4 4 6 Syslem Studies COMMUNITY D E V E L O P M E N T 800 North 12th Boulevard St Louis. MO 63101 (314)436-7600 C H O D A T , R U B A C K & A S S O C I A T E S . INC Planning PLANNING • L A N D S C A P E A R C H I T E C T U R E • E N G I N E E R I N G 02052 T E L E P H O N E (617)359-7987 Henningson, Feasibility Studies Design PUBLIC UTILITY DESIGNERS CONSULTANTS Engineers D u r h a m S. R i c h a r d s o n •C o n s u C a n t s • Planners Relaying Metenng f nqinee'S & Corisulianis Dale Building - Suite 224 . 1504 Santa Rosa Road Richmond, VA 23288 • Phone (gi BALDuiin nno LTD. VIRGINI/l Z35I6 Engineers Planners Surveyors WATER WASTEWATER 8 0 U D W A S T E S Three Chopt & Parham Roads, Richmond 2 3 2 2 9 ' AND HANSEN 804-288-4051 Austin DfockMibfough ondAssociolvs CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . INDUSTRIAL fAULlTlES AND PBOCESS DESIGN • HIGHWAVS • WATER AND SEWERAGE StSlEMS • DRAINAGE • SURVEYING MALCOLM'T) PIRNIE, INC. CONSULTING ENVIRONMENTAL ENGINEERS 301 HIDEN BOULEVARD N E W P O R T NEWS, VA 23606 804-599-5511 HURT & PROFFITT, INC. Engineers-Planners-Surveyors ENGINEERS-PLANNERS-SURVEYORS Water, Wastewater, Solid Wastes, Soils & Foundations Land Development Site Plans Residential, Commercial & Industrial Subdivisions, Road, Dams. Airports 1933 Fort Ave. Lynchburg. V A 24501 (804) 847-77% Highways-Utilities-Waterfronl Planning-lnduslrial Park Development APPRAISALS M i : N l C t P A L PI.ANNIN<; HATE S T U D I E S WATER WORKS SEWERAGE R E F U S E niSPONAI. F R E D E R I C K G. G R I F F I N , P.C. Consuliing Engineers 3229 W a t e r l i c k R o a d , L y n c h b u r g , R. S T U A R T R O Y E R A A S S O C I A T E S . I N C . Consulting V A 24504 Engineers I S 1 4 Wii.i^>w l..twN n n i v E P. (>. B . ) i 8 8 8 7 ItltHMOM.. V.NOINI* 2 3 2 2 6 (804) 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • Sewage • Industrial Waste Treatment • Treatability Studies • 140 Sylvan Avenue, P C Box 1218 EnglewoodCliKs, N J 07632 201-567-8990 • 405 So Parliament Drive, Suite 101 Virginia Beach, Va 23462 804-499^8508 lioll ENGINEERS AND PLANNERS NORFOLK FAIRFAX No. 11 Koger Executive Centei • Suite 250 Norfolk. VA. 23502 Fairfax Professional Building • Suite 7 3545 Chain Bridge Road Et-JGINEERING ME CARYST •RICHMOND. VIRGINIA 23219* PHONE aM'644-94ai Langley and McDonald Facilities-Municipal Comprehensive QQI Gannett Fleming Consulting Engineers (804/2:17-2044) Fairfax, VA. 22030 R U S S E L L I J N I I E U AMtniCAN P L A Z A SUirt 1 B 0 1 KNOXVILLE TN 3 / 9 P 9 CH2M HHILL Complete Engineering Services M u n i c i p a l and Industrial Waste Treatment, Power Systems, Structures, Solid Wastes, Water Resources, Water Supply and Treatment, Transportation 1941 Roland Clarke P b c e Reslon, Virsinia 22091 70 t/h2(l-i2(K) AXON PC 1 U ^ U ULUf I URGt P L A F t i n i t H l l X S B U R G V A i>i 703/371-8040 61S/524-2900 THE PITOMCTER ASSOCIATES (212) 267-8288 Engineers Water Waste Surveys Trunk Main Surveys Water Distribution Studies Special Hydraulic Investigations 100 Church St., New York, N. Y. 10007 Chicago Columbia Atlanta New Milford, Cl. BoDiE, T A Y L O R A N D PURYEAR, INC. CONSULTING ENGINEERS 611 Research Cabk' Ti-lfvisHin • TV BroadciLst • Public Safety Communiciilions SysU-ms • Alarm Systems • Ek'ctrii-al IK-sijrn • Fodenil Ciimmunicalions Commissiim Application and i*rt'piirati(in • Expert Testimony and Witness SL ENGINEERS • ARCHITECTS, Road P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 R. K I : N N I : I H \VI:I'.KS ENGIXEr.R.S Water Supply a n d Purification •Sewerage and Sewage T r e a t m e n t • Streets a n d Highways • Invrsiigations and Reports • S u p e n , i s i o n of Coiisinicuon. 2733 T i n E W A T i R D R . N 2350^ �PUBUC ADMINISTRATION dmq SERVICE Providing management assistance and consultant services to local, regional, and state governments since 1933. 1497 Chain B r i c ^ Road 1313 M. GRIFFITH ASSOCIATES, LTD. Computerized Accounting East 60th Street Systems National Leaders in the Preparation of Cost Allocation Plans Chicago, niinois 60637 M c L e m , Virtinia 22101 (703) DAVID AND (312) 947-2121 7M-g»70 919/876-8042 1100 Logger Court, Building D, Suite 100, Raleigh, NC 27609 7 700 LEESBURG PIKE SUITE 302 CHURCH,VA. 22043 703/893-0711 FALLS BOLjK^ Enctinssnnc) GilbartA»»ocirte»ot VirBinia, Inc' enaineers WATER / WASTEWATER HYDRAULIC DRAINAGE,FLOOD CONTROL STREETS , HIGHWAYS,BRIDGES DESIGN , MARINAS 844 WEST STREET. ANNAPOLIS. MO 21401 (301) 26S-7730 SYOSSET TAMPA B A T O N ROUGE W PALM BEACH HARTFORD HOUSTON A Economic JAMES M. BRIDGES, CPA WASTE JAMES BRIDGES. LTD A PROFESSIONAL CORPORATION Certified Public Accountant Ph 8 0 4 E f . n , , / _ Sannnry Patton, H a r r i s , Rust & A s s o c . Engineers . Surveyors . — Subdivision Site Plans — Highway 3 prolessional corporation 14003 MINNEVILLE RD DALE CITY. VA 22193 — Hydraulu — SluJies — ll'aier — Dminage H'orks Systems Planners JORDAN C o m p l e t e professional services tor & HUTCHERSON, INC. m u n i c i p a l i t i e s and public agencies consuhiti^ engineers SUITE 109 2405 WESTWOOD AVE. 100 S o u t h M a m Street- Bndgev^ater. Virginia 2 2 8 1 2 [ 7 0 3 ] I & surveyors (804) 353-5541 R I C H M O N D , VA. 23230 Florida—West Virginia—Georgia—Maryland Governments Management A u d i t s • O p e r a t i o n s and P r o d u c t i v i t y • SOLID STRUCTURES V a t l ^ Of tic*: Washington, D.C. Development Municipal Audits Federal — H e a d Siart — CETA — HUD: A-102 Single Audits 10523 M a m Slreet, Faidax, Virginia 2 2 0 3 0 . ( 7 0 3 } 2 7 3 - 8 7 0 0 McMANIS ASSOCIATES, INC. Management nagetnent d Consu o n s u l t a n t s t o City and C o u n t y • S, Main Of1ic«: CHAMPAIGN-URBAN A Community SYSTEMS 5510 GERAGHTY & MILLER, INC. 703} 590 1131 703) 670-6300 STUDIES • FACILITY P L A N N I N G / DESIGN CONSTRUCTION MANAGEr^ENT • OPERATIONS Carpiarstion consultInQ WATER, WASTEWATER, SITE DEVELOPMENT, STRUCTURAL m Analysis AMBULANCES, COMMUTER B U S E S , 4 dr. L I M O U S I N E S 6 dr. Hearse & Ambulance Sales Inc., • Executive Searches Development 8 0 1 1 Jefferson Davis H w y . , Richmond, V a . 2 3 2 3 7 1201 C o n n e c t i c u t A v e . , N.W., Washington, D.C. Ph. 1-804-275-2624 (202) 4 6 6 - 7 6 8 0 (Anderson, from page 4) counter that there's just no money for a revenue turnback. When you point out that a revenue turnback need have no net cost to the federal budget if equal or greater program responsibilities are turned back with the revenue, they are apt to say that there's no room for anything but cuts. Regulatory Relief Reducing the regulatory burdens that come with federal aid is the primary way that the Reagan Administration is striving to help state and local recipients. The newly released report from the President U Q Z < z O I— < z u 16 entitled Federalism: The First Ten Monttis devotes considerable attention to their regulatory relief objectives and achievements. The Presidential Task Force on Regulatory Relief, chaired by Vice President Bush, is hard at work. Their solicitation for suggestions on regulatory reform generated requests from state and local governments for changes in over 500 federal regulations. The Task Force has announced about 60 actions to relax regulations affecting states and cities. Including the burden- some Section 504 handicapped improvement requirements, the bilingual education and affirmative action requirements, and the DavisBacon prevailing wage requirements. They are proceeding under Executive Order 12291, signed by President Reagan last February, which requires that all proposed regulations and regulatory changes be submitted to OMB for review before publication, and also requires a cost-benefit analysis on any regulation costing over $100 million. AGIR's attention has focused on the 37 crosscutting requirements that carry out social and economic objectives established by Congress. Each has a justification, but those of lower priority or that can be relatively well satisfied by nonregulatory federal, state, or local efforts should be pruned. An Urban Institute study for the Joint Economic Committee found In seven test cities that just five of these regulations were costing $25 per capita per year, the same amount those jurisdictions were receiving in General Revenue Sharing. The five regulations were the Clean Water, Transit Accessibility, Unemployment Compensation for state and local employees. Education for All Handicapped Children, and Bilingual Education requirements. It Is very important to recognize that, if the federal government does not cut back on regulations, it will not have significantly decongested the federal system or decentralized decision-making. If they only cut back on the number of programs through block grants and terminations, the crosscutting regulations will be transported on fewer vehicles but will still reach and control virtually all of the same recipients. "Local officials appear to be falling back in their push for less federal regs." Working Among the 3 Layers I have several observations on Reagan Federalism. The President has strong, long held convictions about pushing power and resources out of Washington. (Continued, page 18) �Consulting Engineers Environmental Laboratories Industrial and Municipal SOUTHERN ENGINEERING COMPANY OF VIRGINIA 1531 Nortti Main Street Blacksburg, Virginia 2 4 0 6 0 CONSULTING ENGINEERS 1000 Crescent Avenue, N.E. Atlanta, Georgia 30309 404-892-717) B LJ C H A F=tT-MOF« rsl CONSULTING ENGI NEERS and PLANNERS OLVER (703)552-5548 INCORPORATED • Solid Waste/Energy Recovery Water Pollution Control • Air Pollution Control • Induatrlal Waate Treatment FEATURING: MEXICO F O R G E AND T I M B E R F O R M ALPERSTEIN BROS.. INC. 900 7 l h S T R K K T . N , W , W A S H I N G T O N , D . C , 20001 IIOTSY ALI'KKSTKIN (2021 842 I I B O PLAYGROUND EQUIPMENT • PATIO & POOL F U R N I T U R E • SPORTING GOODS • PICNIC T A B L E S • GYM EQUIPMENT • P A R K STOVES Charles R Velzy Associates, Inc. Consulting Engineers 355 Wain Street Armonk, New York 10504 SCS ENGINEERS - ARCHITECTS - CONSULTANTS P.O BOX 173. KANSAS CITY. M064141 816-333-4375 • ARCHITECTS • PLANNERS GreenJiorne 10710 LEE HIGHWAY. SUITE 202 • SURVEYORS & O'Mara, • FAIRFAX. Inc. VIRGINIA P O BOX 4 2 9 13924 BRADDOCK RD C E N T R E V I L L E VA 2 2 0 2 0 703 B3I 9 B 3 0 22030 Blauvelt: • WASTEWATER TREATMENT • SANITARY LANDFILL DESIGN , G A S PROTECTION AND R E C O V E R Y 703-385-9800 P O BOX 6 3 5 0 S EDWARDS F E R R Y RD L E E S B U R G VA 2 2 0 7 5 7 0 3 7 7 7 1258 Engineering C o . menr • H'gnwiis • Pols • rprmmaJs • Commeic-i'mtl flood Control ana Drmnage • Energy Consenalion 11260 Roger Bacon Drive, Reston, Va. 22090 • (703)471-6150 California • W a s h i n g t o n •Kentucky W • South Carolina RALPH WHITEHEAD & ASSOCIATES Consulting Engineers 1936 East Seventh Street P.O. Box 35624 Charlotte, North Carolina 28235 704-372-1885 BRANCH O F F I C E S PHONE 3300 N E E x p r e s s w a y , Atlanta, G A 30341 1033 W a d e Avenue. Raleigh, NO 27605 (404) 452-0797 (919) 832-0563 QUIBLE & ASSOCIATES, INC. Consulting EngineersLand Surveyors 679 N. Main Street, Chase City, VA (804) 372-5101 Water Supply, Distribution & Treat menl • Domestic & Industrial Waste CoMection & Disposal* Drainage* Soil Kvaluation • Site Analysis WHITMAN, R E Q U A R D T AND A S S O C I A T E S ENGINEERS 2315 SAINT PAUL STREET BALTIMORE, MARYLAND (301) 21218 235-3450 George Cunningham, Field Representative "imag ineered" P L A Y G R O U N D and PARK E Q U I P M E N T B Y GAME TIME, INC. C U N N I N G H A M AbSOC. INC. OCX 9554 Like-ide 6' . Richmond, Va 23228 Phone 804 262-2401 Market Makers and Investment Bankers CE IWAGUIRE, INC. ARCHITECTS/ENGINEERS/PLANNERS 452 Soutlilikii BDulinrd 142 W York Stritl S203 Liesbiirg PIkt. Suite 800 Rldmanii, VA 23236 Siiiti 710 Falls CInrcli, U 22041 804 749-1174 Ngrlnlk.VA 23510 703 ggS-tlOO 804 627-2939 Salomon Brothers Inc PIANMNG AND DESIGN ASSOCIATES Planning - Landscape Architecture Management 501 GRAHAM AVENUE B L U E F I E L D . VIRGINIA 2 4 6 0 5 RONALD R. WORKMAN 703/322-5428 WORKS AND SERVICES Consulting Engineers BRIDGES . HIGHWAYS • RAILROADS • RAIL & BUS TRANSIT • AIRPORTS Thad S. Roberson, Jr. SURVEYING ENGINEERS • WATER SUPPLY Burns & McDonnell ENGINEERS Box K228 Koger Executive Center RicMmond, Virginia 23288 S T E A R N S . C O N R A D AND SCHMIDT CONSULTING E N G I N E E R S , INC. Power Generation & Transmission Environmental Analysis Water & Wastewater PUBLIC ENGINEERING B E N G T S O N , D e B E L L , E L K I N & TITUS CONSULTING E N G I N E E R S ft SURVEYORS 'ASSOCIATES W H E R E YOUR R E C R E A T I O N COMES F I R S T COMPLETE LAND Member of Major Securities and Commodities Exchanges One New York Plaza, New York, N.Y. 10004 �f A n d e r s o n , from u D o page 16) In the past, every president has talked about decentralizing power and resources, but the seduction of directing the nation from Washington or mounting programs for particular needs considered to be national has always led to a net increase in centralization. President Reagan may achieve the first net reduction if the severe budget and economic pinch does not cause him to back burner federalism actions until he has lost the command he needs to see them through. Federal aid cuts must be easier to contemplate once you have no intention of substituting local dollars. At least this is what I gather from the reports I see on what officials in many communities are deciding. If so, federally-aided social, health, education, and community services in operation for a decade or more, now fully equipped with clientele, employee, and support groups, will dwindle ordisappear. The budget cuts and new block grants are training the spotlight on political dynamics within the state orbits. Social service, health, education, and other interest groups fear they will lose out badly in the contest for funds in the state-local arena. They are not greatly reassured when it is pointed out that state legislatures and political groups and alignments have changed dramatically during the past 20 years due to the one-man, one-vote reapportionments, legislative reforms, the open government, campaign financing, and citizen participation changes, and all of the machinery put in place by the federal aid programs. Which groups will have the muscle to cope? Complicating the equation is the fact that there's less total money to divide. I fear that the constituency for decentralizing power and resources to state and local governments is not large, strong, and committed, and I fear it is no match for the special interests and other centralizing forces. Most disappointing to me is that state and local officials, who consistently rail against Washington's dominance, appear to already be falling back in their pushing for the sorting out of programs and resources and cutting back of federal regulations. Instead, the push will probably center on maintaining federal aid. The current financial stress, understandably but disappointingly may crowd out the fundamental decongestion of our federal system that we sorely need. «!i5HORNi:R^ iSii»R\RKSDAlj:a) 725 CHURCH STREET 804-846-2711 LYNCHBURG, VIRGINIA PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES E D W A R D T . P E H I G R E W , JR. PATRICIA A. C O O P E R T H O M A S W . ROBERTS, J R . Public Research and Management Inc. Suite 416, W a s h i n g t o n Bldg., Wash., 157 I u c k i e S t r e e t , N . W . , 20005 (202) 783-1950 A t l a n t a , G e o r g i a 30303 (404) D.C. 525-5687 Serving local governments for 15 years. • • • • • • Management and Organization Financial Management Position Classification and Pay Plans Executive Search and Selection Police and Fire Studies C i t y / C o u n t y Consolidation • • • • • • YARGER City Ctiarter Revisions Solid Waste Management Park and Recreation Plans C o m m u n i t y Development Urban Planning and Zoning Tax Equity Studies AND ASSOCIATES, INC. MUNICIPAL ADVISORS INCORPORATED Over 600 Surveys Our 28th Year F I N A N C I A L AND M A N A C K M K N T C O N S U L T A N T S TO MlINICII'ALITIKS Position Classification and Pay Plans Management and Organizational Studies Test Construction — F i r e and Police Studies • A c K i s c i (in F i r i . i m u i l ,111,1 M.irki^lmj; M.illrrs Kcl.iliiij; til Issii.ini i 111 Miillii i|i.il Hi.nils • I'lis n (.l.issih ,111 (.,iMi|i,.iis,diim Plans • M,ni,i>irnic[i1 ,iiii! ( 11 ,^,i[ii/.,itiiin SIndics 2830 Mary Street Falls Church, Va. 22042 703/560-6900 L A W R E N C E B. W A L K S P O BOX 45 ROCFR M. SCOTT V i r g i n i a Beach, Va. 23458 804/422-1711 C A M P DRESSER & M c K E E / 6 2 0 Little River Turnpike 5408 Silver Hill Road Annandale, Virginia 22003 Suitland, Maryland 20028 New York, New York 10048 703 642-5500 301 568-5700 212 432-6700 environmental engineers, planners, & management One World Trade Center, Suite 2637 CDM scientists, consultants R.W. B E C K AND ASSOCIATES Engineers and Consultants Utility Planning, Management and Design Services Rate and Contract Evaluation Tectinical and Economic Evaluation , Utility Property Appraisals Load Management and Energy Conservation Analysis Energy Source Evaluation, Fossil - Nuclear - Hydro Solid Waste - Solar 40 Cirove Street Wellesley. Mass. (617) 1 5 1 0 K. C o l o n i a l Orlando, (305) 02181 237-4870 Ha. 896-4911 Dr. 32803 �fCommentary, from page 2) Feedback Program The City and C o u n t y of San Franc i s c o , C a l i f o r n i a i n s t i t u t e d a program, City Feedback, w h i c h a l l o w s e m p l o y e e s t o a n o n y m o u s l y present c o m m e n t s , q u e s t i o n s and suggest i o n s to supervisors and department managers, w h o are t h u s made aware of the general c o n c e r n s and needs of their work force. T w o large diverse d e p a r t m e n t s , the airport and d e p a r t m e n t of public w o r k s , have operated the program since S e p t e m b e r 1980 and t w o more d e p a r t m e n t s , the s h e r i f f s ' department and the d e p a r t m e n t of public health are i m p l e m e n t i n g the prog r a m . For i n f o r m a t i o n , contact Margaret Kisliuk, Mayor's O f f i c e , Room 168, City Hall, San F r a n c i s c o , 94102. {League of California Cities) Can't Pay? Volunteer Alternate payment of medical bills is an idea c o n c e i v e d by Dr. Martha Waike of A b i l e n e , Texas t o ease the way for patients w i t h financial hardship. She sends letters to patients w h o have overdue bills of $50 or more, inviting t h e m to settle their acc o u n t s by doing volunteer w o r k in an arrangement w i t h the volunteer c l e a r i n g h o u s e of A b i l e n e . The client - v o l u n t e e r s are m a t c h e d w i t h appropriate j o b s , and their a c c o u n t s are reduced at the rate of $3.50 per hour. The program is w o r k i n g so well that s o m e people c o n t i n u e their volunteer service long after their medical service bills are paid in full. Share Training The ICMA T r a i n i n g Institute recently c o n d u c t e d a seminar o n e m p l o y e e m o t i v a t i o n for 24 department and division heads f r o m t w o neighboring Nebraska towns— S c o t t s b l u f f and G e r i n g . The program, based o n I C M A ' s Employee M o t i v a t i o n Package, was the first t i m e ICMA had c o n d u c t e d an onsite m o t i v a t i o n a l program involving key staff f r o m n e i g h b o r i n g t o w n s . The approach helped broaden t h e perspective of the p a r t i c i p a n t s and s t r e n g t h e n e d relations between the t w o t o w n s . For i n f o r m a t i o n about the Scottsbluff-Gering program, c o n t a c t Christine Becker at 202/8283623. (ICMA Newsletter) Lions Donate Training Funds The Lions Club of A r l i n g t o n C o u n t y presented a $1,450 c o n t r i b u t i o n t o the A r l i n g t o n C o u n t y Board to c o n t i n u e the training of visually handicapped persons in the use of the recently purchased Kurzweil reading m a c h i n e located at the central library. This is a g o o d example of c o m munity help. First the Lions help buy t h e m a c h i n e . A r l i n g t o n c o u l d n ' t afford t o train all the people w h o w a n t e d to learn how t o use it, they d o n a t e d more f u n d s . Recycling Old Buses Fed up w i t h the high cost and low quality of new buses, Metro is considering plans to save m i l l i o n s of dollars by r e f u r b i s h i n g six hundred old buses that were g o i n g t o be taken out of service. Rather than s p e n d i n g $150,000 per new b u s , the Metro staff has asked the board of d i r e c t o r s to reconsider s p e n d i n g b e t w e e n $60,000 and $70,000 t o renovate old buses nearing the end of their e x p e c t e d service period. A l l i n d i c a t i o n s are that the Metro board will approve t h e idea. Revitalizing Fredericksburg The planting of trees in Fredericksburg symbolizes the b e g i n n i n g of an effort t o revitalize a deteriorating n e i g h b o r h o o d . A b o u t thirty of the trees were planted in a b l o c k area near the Walker-Grant M i d d l e S c h o o l . The tree p l a n t i n g s are only part of a revitalization effort that w i l l i n c l u d e c u r b and c u t t e r work, litter clean up and home renovations t h r o u g h low interest loans. The Walker-Grant r e h a b i l i t a t i o n project is being carried out at the same t i m e as a major project to install brick s i d e w a l k s and colonial-style lamps in the downtown business district. The c o u n c i l b u d g e t e d $48,000 this year and has asked staff to allot at least $20,000 next year f o r the rehabilitation effort. Fredericksburg has also taken advantage of federal grant and loan programs to induce residents to improve their h o m e s . mined that o n e - f i f t h , or $27 b i l l i o n , of the s p e n d i n g r e d u c t i o n s in fiscal years 1981-1984 will c o m e directly f r o m the operating b u d g e t s of philanthropic and voluntary organizations. Since total charitable giving, adjusted for i n f l a t i o n , has remained c o n s t a n t for the past five years, leaders f r o m the voluntary sector w o n d e r w h e t h e r private organizations can make up for t h i s loss of federal f u n d s , let alone expand their operations. Clearly, the s c o p e of recent federal b u d g e t cuts presents a challenge that the voluntary s e c t o r c a n n o t face alone. The degree of commitment, then, with which government officials pursue p o l i c i e s to p r o m o t e v o l u n t a r i s m may well d e t e r m i n e w h e t h e r or not v o l u n t a r i s m can " s o f t e n the b l o w " of federal budget c u t s to social services. Calendar V M L Legislative Day, February 17, 1982, Holiday Inn D o w n t o w n , Richmond. IMid-Winter IVIeeting of t h e State Fire Chiefs A s s o c i a t i o n of Virginia, February 2 0 - 2 1 , 1982, Holiday I n n , Ashland. National League of Cities Congressional-City Conference, February 27-March 2, 1982, Washington Hilton, Washington, D.C. Virginia S e c t i o n , International City Management Association Annual Conference, April 2 8 - A p r i l 30, 1982, The H o m e s t e a d . Media C o n f e r e n c e for Local Officials, J u n e 11,1982. M u n i c i p a l Electric Power Association of Virginia A n n u a l C o n f e r e n c e , June 2 - 4 , 1982, Holiday Inn 39th Street, V i r g i n i a Beach, s t a t e Fire Chiefs A s s o c i a t i o n of Virginia A n n u a l Conference, July 14-18,1982, S p r i n g f i e l d H i l t o n , Fairfax County. Virginia A s s o c i a t i o n of Chiefs of Police A n n u a l Conference, A u g u s t 22-25, 1982, Blacksburg Marriott, Blacksburg. Virginia B u i l d i n g Officials Associat i o n A n n u a l Conference, O c t o b e r 10-13, 1982, Sheraton Inn, Harrisonburg. Virginia M u n i c i p a l League A n n u a l Conference, September 19-21, 1982, The Pavilion, Virginia Beach. U Q Z < O I— < z u > 19 �THE CONDITIONS! PUNISHING THE BACKHOEi JOHN DEERE Sewer excavations, street repair, long road trips from one problem to the next, Typical work in the life of a n y city's backhoe loader Reasons to give John Deere a good look. Proven John Deere diesel engines provide the power Their replaceable wet sleeves, plasma-coated rings a n d cam-driven balance shafts speU long life a n d dependability Direct-drive transmissions take the punishment in stride ,,, without slipp a g e a n d heat buildup. A n d wet-disk brakes, mounted inboard to run cool a n d clean in a generous oil bath, provide the stopping power Your dealer c a n tell you more about these a n d other features that help John Deere backhoes stand up to the punishment of your jobs, John Deere, Moline, Illinois 61265. JOHN DEERE ON THE MOVE 7^ yZl' r Hydraulic hoses are conc e d e d . Less c h a n c e oi a c c i dental d a m a g e . L s: S � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 2 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource February 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198202 https://www.virginiaroom.org/digital/files/original/69/6438/198203.pdf 6de2499f1a5a4dfb34f768745dfd7e87 PDF Text Text �What should you do when you're negotiating a public power financing and nineteen investment bankers are interested? Merrill Lynch says, look after your own interest. u Q Z < z O 1— < z u > After the Washington Public Fbwer System rejected a $130 million bid on its tax-exempt bond offering, part of a planned $13 billion financing program, they came to New \brk to hear presentations from 19 investment banking firms and to choose a Senior Managing Underwriter. Merrill Lynch was chosen over all others for sound reasons. Merrill Lynch was able to save them $31 million in reduced interest expense and increased bond proceeds, and 120 basis points in true interest cost over the previous competitive bid. How did we do it? Five ways. PRICING. Even after Merrill Lynch had initially priced the issue fairly but aggressively, based on accurate pricing intelligence developed by our sales professionals, we took advantage of the flexibility offered by a negotiated sale, under improving market conditions, to re-price the bond issue with lower interest rates on two occasions following the initial pricing. This generated additional savings which the Supply System could not have realized in a competitive sale. M A R K E T I N G . Because of Merrill Lynch's unique distribution © I'mi Mcmll Lynch I'iercc 1-cnncr & Smith Inc. Member, SU>C. the secondary market and improved investor regard for the Supply System's bonds. C A P I T A L COMMITMENT. Merrill Lynch's capital strength, which is unequaled in the industry, came into play in two decisive instances. First, we bought for our own account $17.6 million of an unsold long-term maturity for later distribution to final investors. Second, we undertook numerous trades with capabilities, we were able to sell $30 institutional investors to consummate the financing at favorable terms. million worth of bonds, nearly 25% PREVIOUS M A R K E T SUPofthe issue: 3 7% went to institutional investors and 63% to retail investors. PORT. More than any other investment banking firm, Merrill Lynch This not only represented our effihas supported the Supply System's cient marketing capability, but also enabled us to broaden the ownership bonds in both good and bad markets. During the twelve-month period folof the Supply System's debt. lowing theThree Mile Island incident, BOND ALLOCATION. As Merrill Lynch traded $154 million Senior Managing Underwriter and of the term bonds in the secondary leader in sales to final investors, market and sold $257 million in the Merrill Lynch was able to allocate bonds to make sure they were sold to primary market in 1978 and 1979. investors rather than stocked as inIf you're in public power and ventory by other syndicate members. need financing, call or write Roger This enhanced price stability in E. Camp, Managing Director, Merrill Lynch White Weld Capital Markets Group, One Liberty Plaza, N.Y.C. 10080 (212) 637-2540. A breed apart Merrill Lynch Merrill Lynch Pierce Fenner & Smith Inc. �Virginia Editor Charlotte Kingery Editorial Assistant Margaret A. Nichols Advertising and Business Manager Sandra J . Bacas Telephone 804/649-8471 V0LUME17 MARCH 1982 NUMBERS VML President Raymond F. Ratcliffe Executive Director R. Michael Amyx Officers Francis T. West Charles A. Robinson, Jr. Lawrence A. Davies Vincent J.Thonnas Executive Committee Sam W. Adams Charles E. Beatiey Jane L. Hough ArlieC. Payne Hampton W. Thomas Robert T.Williams Past President Roy H. Erickson Sarah Holt, a Mass Communications student at Virginia Commonwealth University, assisted with this month's issue. On the Cover Keeping municipal documents is a time-consuming and frustrating tasl<. This month's issue explores the field of records management, offering ways to handle the responsibility. Our cover and inside photographs are courtesy of DATA MANAGEMENT. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It Is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7per year, $1.50 per copy. 4 What To Throw Away and How To Manage What You Keep "When Hampton moved into its new city hall building, staff found that not everything could be moved. Out of necessity records management became a central part of the city's government." 10 Recordkeeping, Microfilming and Computers for Small Local Governments "Myron Weiner, a former local government staffer, now assists New England townships with their recordkeeping. He suggests ways that small towns can get into the computer age with minimal effort and relatively low cost." 13 VBOA Holds Mid-Winter Meeting 16 Herndon Gets The Gold "Recently Herndon won a National Gold Medal for its recreation program." 17 VML Achievement Awards Announcement "Entries are due April 26,1982 for this year's awards program." 19 Lynchburg Offers Counseling For Employees "To help employees remain productive and happy workers, the city contracted with a counseling group to talk with employees. Good results are already evident." DEPARTMENTS 7 9 15 20-23 People Commentary Ideas Directories �What To Throw Away and How To Manage What You Keep By A. R. Carfagno Anyone who has had to execute and survive a big move l<nows one thing: you can't keep everything. Moving forces one to reorganize and discard items to make space for more important ones. The City of Hampton had its share of moving decisions when the city centralized its departments and prepared to move into the new city hall building in 1974. Problem: about four million documents and no space to store them. Their solution was one bred of necessity. In the interest of cleaning house and reducing costs, the city took its first steps Into the world of records management. "About 25% Of the documents were either duplications or outdated." u Q o < z u a: The records management program envisoned in 1974 contained four major components—records retention and retrieval, forms management, microform systems and filing systems. To date, forms management and microform systems have been most fully implemented with records retention and retrieval the most active. Developing a filing systems program to deal with active records maintenance at departmental level is the next planned activity, pending the availability of additional resources. Each component developed as a response to an administrative problem. The records retention and retrieval management program was necessary for dealing with not only the millions of documents already in existence, but more importantly, as an effective means of addressing future document accumulation. Up to this point, records had been created, filed, and eventually stored in rented space, basements and abandoned city buildings—in short, there was no systematic approach to records maintenance. This situation could no longer be allowed to exist. It was evident, even in 1974, that due to the growth of Hampton About the Author Mr. Carfagno was former Director of the Department of Records Administration for the City of Hampton. and the ever-increasing amount of documentation associated with government contracts, federal commissions and projects, litigation claims, state and municipal regulations and IRS and audit requirements, the amount of paper generated would grow rather than diminish. Central Records Storage To deal with this situation, a twopart records retention program was developed. The first segment provided for a central records storage facility. With the development of a records center, the capability for accumulating records systematically enabling the city to save space, time and money became a reality. Documents no longer needed for daily operations were stored in the records center and ultimately were microfilmed or destroyed, depending upon administrative or legal value and requirements. Real time savings were realized because the records center provided a method to store records, and to locate and retrieve needed documents with a minimal amount of clerical effort. Saving money is a primary goal. The records center contributed substantially by providing a storage facility for documents at about onethird the cost of active office space. It also provided a method capable of reducing overall clerical costs for the City by concentrating a large volume of records into the care of a small clerical staff. Another cost saving factor that must be c o n s i d e r e d when evaluating the merits of a records center involves the expenditures made by individual departments for filing, storage and related equipment and supplies. Such savings can be considerable. For example, over 25 million documents are submitted to the records center for storage annually, freeing some 210 existing file cabinets to receive new, more active documents. An average file cabinet expense, the equivalent of $31,500 in file cabinetry, is made available without additional capital outlay. Other costs, usually unrecognized but quite expensive, are outlays for file folders, tabs, index cards and other related filing supplies. A generally accepted cost figure per filing cabinet per year for such items is $228. By reusing approximately 60 percent of these materials, as is presently done by storing records in boxes in the center, an additional $28,728 is saved for a total annual savings of $60,228. The records center also provides for controlled access to documents, controlled climatic environment, and greater protection from fire than would exist in city offices. Further, it provides for compliance with provisions of the Freedom of Information Act and Privacy Act regarding document security and it reduces substantially the occurrence of lost or misplaced records. Records Retention Schedule The second segment of the records retention and retrieval program was the development of a records retention schedule, which is a planned, systematic, written guideline establishing the lifespan of all types of documents. Working within guidelines and legal requirements established by the federal government, provisions of the Virginia Public Records Act and the operational needs of the City, records retention scheduling has been an ongoing responsibility of the Department of Records Administration since the program began. Many guidelines exist for certain types of records, notably financial records and tax records, but many others fall in an undefined gray area and extreme care is needed to establish valid rates or retention. Once rates of retention are established, it becomes possible to monitor stored documents to determine when disposal can legally occur, thus providing additional storage space without expanded storage facilities. Since Hampton adopted this program, over three million documents have been identified as being duplications of already stored documents or as no longer legally required to be retained. They have subsequently been destroyed. Many examples of savings realized by the City of Hampton through its records retention program exist. In a belief that certain records had to be kept for an indefinite period of time, a quasi-city office had faithfully stored over 2.2 million records occupying over 500 cubic feet of valuable space. Due to the dif- �ficulties in storage related problems and the volume of records being added yearly, additional storage facilities had to be created, or at least the documents had to be microfilmed. A bid of $12,185 was submitted by a commercial microfilming firm in order to handle the project. The Department of Records Administration indicated that the legal requirement for maintaining the records in question was 10 years, and in doing so, approximately two-thirds of the documents were discarded. This afforded a savings of over $12,000 and freed enough space to handle future record storage requirements on a continuing basis. Microfilming The third segment of the program, microfilm, solved the cost of storage space. Some of the benefits were: (1) a reduction In records storage space requirements, I.e., the average contents of a lettersize, vertical, file cabinet can be photographed on a single 100 foot roll of 16mm film; and (2) a reduction In labor cost provided by reduced clerical search and handling time in locating documents and fewer misfiles or lost documents at a cost of approximately $80 per incident. Other advantages included a saving in turnaround time and the risk of documents or film costs in transit when using commercial facilities, and the ability to protect vital records Inexpensively. "To get employees to use the new system, Hampton personalized the instructions." The inital implementation of micrographic systems into the various city departments began slowly. As a new and often misunderstood information tool, its value and ease of utilization was questioned. To deal with this natural reluctance to try something new, the Department of Records Administration instituted a system of individual microfilm development and Instruction. This concept enables each department to express Its specific needs and concerns with using micrographics. Since implementing the system, over one million documents have been microfilmed, and currently, over a quarter-million documents are being filmed annually (the equivalent of 28 4-drawer, vertical file cabinets or 122 cases of documents stored In the records center). Not only is there a savings by not having to purchase additional file cabinets, but, by utilitlzIng micrographics, storage space was reduced 98 percent. Forms Management The fourth segment, forms management, was designed to reduce expenditures in five specific areas: forms printing, processing, stocking, distribution and filing. In most of these areas, avoiding spending extra money is the primary goal. Printing costs, although only 4.4 percent of the total cost of forms, provide the majority of actual cash savings realized in a forms management program. Savings are realized by: 1. Designing forms that are conducive to In-house printing capabilities, eliminating the need to utilize more costly commercial printing services. A recent survey revealed that departments are charged $10.50 per 1000 forms produced in-house and similar printing provided commercially would conservatively average $16.00 per 1000. In Hampton, an average of 600,000 forms are printed annually. Because these forms are able to be printed in-house, an average of $33,000 is saved annually. 2. Providing in-house art work, composition and form plate production capabilities will avoid more costly private industry costs. The difference in cost Is a net savings. The cost avoidance realized by utilizing the drafting and art work capabilities of Hampton's Planning and Development Departments when designing forms is unknown. It is generally accepted, however, that substantial savings are realized based upon preliminary surveys into commercial costs. A study of in-house vs. private sector plate production costs revealed Hampton was being charged $5.00 per plate by commercial sources. A 526 percent savings to Hampton was realized when it was determined that labor and material (Continued on next page) >• U Q Z < z O I— < z u a: �costs when done in-house were only 95 cents. 3. Occasionally forms may be completely eliminated from a system without being replaced by another form. In 1979, when the forms management program was first formalized, a survey of existing forms within departments disclosed that 1286 separate forms existed. Each department had practiced a program of producing forms they viewed as necessary to their operation. As a result, a great number of forms were found to be similar in the type of Information sought and yet were not usable by all departments because of minor differences In wording and content. About 550 forms were eliminated the first year when the staff reviewed all the forms and designed new ones to serve more than one department. Currently from 5 to 10 forms are eliminated or redesigned each month. Additional dollar savings in printing forms are realized by reducing expensive extras such as multicolored ink usage, bleeding, perforating, shading and the use of expensive paper stock. Of the remaining costs associated with forms, the area which provides the greatest percentage of cost avoidance is forms processing. It is generally accepted that a healthy 84.4 percent of the total cost of forms Is in the category of clerical processing. By reducing the numbers of individual forms that are used by the city or the number of forms necessary to complete a function, the time needed to process forms information can be substantially reduced. A reduction in clerical time produces reductions in labor costs and with an 84.4 percent cost factor to work with the potential savings are enormous. To have these cost reductions it becomes very important to a forms management program in a system to consolidate forms with similar functions and to guard against the unnecessary development of additional forms. File Maintenance The remaining 11.2 percent of forms cost is related to file maintenance. To assist In reducing these costs, Hampton's program includes efforts to standardize form size and format display. Such a program provides a means by which the need for special size and/or designed file cabinets and devices can be avoided and the need for equipment purchases eliminated. Another benefit is that by standardizing form size and format, all 1—•- Executive Office — - J ^ Payroll Dept. r 1 Accounting 1 Dept. 1 ! J niNiCOnPUTER SOFTWARE SYSTEMS^ CONSUITING lOCAlGOVCRNnENT Utility Billing Dept. Purchasing 1 Dept. 1 F i n a n c i a l and Management S o f t w a r e meeting N C G A guidelines u D Z < 10 y e a r s in b u s i n e s s . . P u b l i c s e c t o r c l i e n t s in 2 0 s t a t e s DEPENDABILITY PLUS! z Drop O 1< z u us a note or call S u e B e n i t e z , D i r e c t o r of Municipal S y s t e m s at 13011 6 6 3 - 3 7 0 0 for (fetailed i n f o r m a t i o n o n those re q u i re me n ts of top priority. AUTOMATION C O U N S E L O R S , INC. data processing c o n s u l t a n ts P.O. B o x 5 1 1 Frederick, MD 21701 departments handling the form will be able to utilize and file the form with the same ease as the originating department. Is the development of active filing systems and uniform filing procedures throughout the city the future goal of the Department of Records Administration? Recently, Records Administration conducted a word processing feasibility study, a system which would address many existing active record problems and cut costs. The clerical needs in decentralized systems are ever increasing, whereas a centralized system could handle a greater workload with fewer increases in staff. Uniform filing systems would also assure that records duplication would be reduced and that inactive records would be more easily transferable to microfilm or secondary storage, reducing the number of clerical requirements to maintain records. The realization by the City of Hampton that an enormous amount of paper is generated within a system of this size, that administrative costs must be controlled and that at the same time information must be readily available when needed, has led to the adoption of a program that has successfully addressed all of these needs: records management. Local Government Laws of Virginia Local Government Laws of Virginia is a handy two volume reference manual incorporating all significant Virginia local government statutes. These volumes and 1981 supplements were prepared by the Michie Company at the request of the Virginia Municipal League. They include Michie's copyrighted a n n o t a t i o n s and a general topical index. Local officials and their staffs across Virginia have found Local Government Laws of Virginia a most useful tool in bringing to their fingertips the basic legal requirements under which local governments in Virginia are required to operate. Many jurisdictions have ordered several sets. Write Barbara G e n t r y , M i c h i e - B o b b s Merrill Company, B u s i n e s s Office, P.O. Box 7587, Charlottesville, Virginia 22906. �People Honors T h e City of Suffolk tiad ttie opportunity in D e c e m b e r to thank a man w h o has served the municipality for the past 35 y e a r s . Retiring T r e a s u r e r S. Bertram Hazelwood was presented a framed certificate of outstanding s e r v i c e to the city w h i c h he h a s served In a myriad of w a y s . He h a s served a s T r e a s u r e r of the c i t i e s of N a n s e m o n d and Suffolk s i n c e 1973. He also served a s a m e m b e r of the E l e c t o r a l Board for 35 y e a r s and a s C h a i r m a n for 10 y e a r s . He w a s a member of the N a n s e m o n d County Police Advisory C o m m i s s i o n , the Equllizatlon Board of T a x A s s e s s m e n t and the Suffolk Water R e s o u r c e s T a s k F o r c e . During the presentation, he w a s cited for generating e x t r a revenue for the city through careful I n v e s t m e n t s of city money w h i c h have a c c r u e d over $4 million. Appointments Sam Mountain stepped down from his post a s mayor of the T o w n of C h l l h o w i e but he will stay on a s T o w n Manager until J u l y 8. Mr. Mountain a n n o u n c e d that he no longer w i s h e d to serve a s mayor, a position he has o c c u p i e d for a l m o s t 12 y e a r s . G. M. Newman began his position a s Abingdon T o w n Manager this month. He served a s City Manager of Norton immediately prior to his appointment and a l s o a c t e d a s T o w n Manager of B l u e f l e l d . Mr. N e w m a n holds a B.A. from B l u e f l e l d S t a t e C o l l e g e and is currently working on his M B A from S y r a c u s e University. Edward A . Wyatt a s s u m e d the position of F a i r f a x City Manager March I. A native of P e t e r s b u r g , Virginia, Mr. Wyatt h a s s e r v e d a s city manager in G r e e n v i l l e , North C a r o l i n a s i n c e 1978. He received a b a c h e l o r ' s degree in b u s i n e s s from Virginia P o l y t e c h n i c Institute and graduate d e g r e e s from the University of R i c h m o n d and A p p a l a c h i a n State University. Janice O. IWIapp is the new director of the R i c h m o n d H u m a n Relations C o m m i s s i o n . S h e c a m e to the city from the Office of Y o u t h Prog r a m s , U.S. Department of Labor and has served in leadership c a p a c i t i e s including a W h i t e H o u s e appointment. M s . Mapp holds d e g r e e s from Morris B r o w n C o l l e g e , Montclair S t a t e C o l l e g e In New J e r s e y and earned a graduate degree from C o l u m b i a University in New York. Deaths LaRue Van lUleter, 83, former F a l l s C h u r c h City Attorney, died in December. He b e c a m e the T o w n Attorney in 1943 and worked to obtain city s t a t u s for F a l l s C h u r c h . Mr. V a n Meter gained national recognition w h e n he prepared an ordinance that led to the control of m a s s a g e parlors. H i s ordinance b e c o m e the model for s i m i l a r o r d i n a n c e s a c r o s s the country. A graduate of G e o r g e W a s h i n g t o n L a w S c h o o l , he w a s a c tive in the F a i r f a x and Virginia B a r Associations. E.A. Sliepliard, T o w n Manager of G l a s g o w , died T u e s d a y , J a n u a r y 26, 1982. Mr. Shephard had been manager of G l a s g o w for 15 y e a r s and w a s a veteran of World W a r II. He is sun/ived by his wife, Mrs. J o y c e S h e p h a r d , and one s o n , E . G . Shephard. W. A. Seaweli, Jr., Chief of S e c u r i ty for the Virginia M u s e u m , died in February. A graduate of Fork Union Military A c a d e m y , he attended what is now V P I & S U and North C a r o l i n a S t a t e University . In 1965 he received a bachelor's degree In Criminology from R i c h m o n d Profess i o n a l Institute, now part of Virginia C o m m o n w e a l t h University. He began his police career a s a patrolman for the Capital P o l i c e In 1956, w a s promoted to sergeant in 1958, lieutenant in 1960 and chief In A u g u s t 1961. In 1970 he w a s named Chief of S e c u r i t y of the Virginia M u s e u m where he remained until his death. He w a s e l e c t e d to W h o ' s W h o In Law E n f o r c e m e n t in 1979 for his efforts In the e s t a b l i s h m e n t of law enforcement s c h o o l s at V C U and Old Dominion University and his push for education of law e n f o r c e m e n t officers. Chief S e a w e l i w a s an a c tive member of the Virginia A s s o c i a tion of C h i e f s of P o l i c e . Resignations IHoward McFadden, a former member of Abingdon T o w n C o u n c i l , resigned his position in February to a s s u m e a post with C h a m b e r s b u r g A n e s t h e s i a A s s o c i a t e s In C h a m bersburg, P a . George L. IHanbury, Virginia B e a c h City Manager, resigned on April 1 and will be s u c c e e d e d by Interim appointee G i l e s Dodd. Mr. Hanbury was assistant city manager before becoming manager in 1974. Municipal Liability Insurance. • • • • • • Public Officials Errors & Omissions Police Professional Liability Comprehensive Liability Coverage Admitted Insuror Limits to $100,000,000 Federal Law 1983 Coverage u Q Z < z O I- Please have your broker call today: Bayly, Martin & Fay/San Antonio PO. Box 17800, San Antonio, Texas 78217 1-800-531-7205 • 1-800-531-7224 1-800-292-5721 (Texas only) < z u a: �$165,000,000 South Carolina Public Service Authority (Santee Cooper) Electric System Expansion Revenue Bonds, 1982 Series A The undersigned acted as financial advisor to South Carolina Public Service Authority in this transaction. L A Z A R D F R E R E S & Co. $41,000,000 City of Gainesville, Florida Utilities System Revenue Bond Anticipation Notes, Series 1982 The undersigned acted as financial advisor to the City of Gainesville in this transaction. u Q Z < z O I- < z u L A Z A R D F ' R E R E S & Co. �Commentary Virginia's Long Trek To Safety By Barry R. Lawrence More than a decade after the passage of the Federal Occupational Safety and Health Act (OSHA) in 1970, Virginia's Department of Labor and Industry is assuming general responsibility for the enforcement of occupational safety and health regulations within the Commonwealth under the terms of the Act. The 1970 legislation reflected congressional dissatisfaction with the effectiveness of then-existing programs of state governments to promote job safety; consequently, the law set stringent federal standards in order to ensure "safe and healthful working conditions." Although these standards preempted any state regulations then in effect, the law encouraged states "to assume the fullest responsibility for the administration and enforcement of their occupational safety and health laws ]29 U.S.C. sec. 651(b)(11)(1970)]." Section 18 of the OSHA allows any state to develop and enforce job safety and health standards in areas for which a federal standard has been established, upon approval by the Secretary of Labor of a formal state plan. The primary condition for approval is that the plan be "at least as effective" as the federal standards ]29 U.S.C. sec. 667(c)(6)]. The states are given the flexibility either to copy the federal system or to develop an alternative system that is comparable to the federal program. As Virginia has discovered, however, the closer a state comes to imitating the federal model, the fewer obstacles it has to overcome in order to gain approval of the plan. When Virginia was faced in 1970 with preemption of its occupational safety and health laws at the national level, the state chose to build upon its existing administrative frameworl< and s u b m i t a "developmental" state plan for approval by the U.S. Department of About the Author Mr. Lawrence is a f f i l i a t e d w i t h t h e Ins t i t u t e of G o v e r n m e n t at t h e University of Virginia. was that the plan made no provision Labor. State officials felt quite for civil monetary penalties, but onstrongly that the Commonwealth ly for criminal sanctions. Virginia could operate a regulatory program ultimately revised its plan to ensure that would be equally as effective third party representation and to as the one administered by the provide for civil, rather than federal government, given the criminal, prosecution of violators of availability of federal grant money safety and health regulations. to fund up to 50 percent of the cost in implementing a state plan. Many of the differences in interVirginia actually submitted its plan pretation, viewed from the state's in late 1972 and the General perspective, could have been avoidAssembly passed enabling legislaed had the U.S. Department of Labor tion in the 1973 session. Implemenvoiced its original objections to the tation of Virginia's plan did not ' Virginia plan in a clear and succinct begin until January 1, 1977 because fashion. Nonetheless, the last maof legal challenges to the plan and jor roadblock to initial implementabecause of disagreements between tion of the state plan was overcome federal and state officials regarding In 1976 when the General Assembly the interpretation of language in f u r t h e r a m e n d e d t h e Comboth the federal act and the state monwealth's occupational safety plan. and health laws and clarified its system of enforcing those laws. Two types of legal challenges were raised against the state plan. Interestingly, although the job Representatives of various labor safety of state and local governorganizations charged that the plan ment employees Is not subject to excluded employee representatives direct regulation through the from participating as third parties in federal OSHA, a state plan cannot enforcement proceedings against gain approval unless coverage is exviolators of safety and health stantended to these occupational dards. In addition, the United States groups. Although Virginia's preAssistant Secretary of Labor, John OSHA Safety and Health Codes Stender, initiated proceedings in Commission had monitored the occourt to reject the original state cupational safety and health pracplan on the grounds that its entices of state and local employees. forcement procedures were not "at Inspection and enforcement proleast as effective" as those found in cedures were tightened in 1975 the federal act. His chief objection (Continued, page 21) REFURBISHING SPECIALISTS On All Types of Fire Apparatus J. C. MOORE INDUSTRIES • FREDONIA, PA. 16124 "YOU GET MORE FROM MOORE" • MOORE SERVICE • MOORE SATISFACTION • • MOORE WATER • MOORE QUALITY WORKMANSHIP • C A L L 2 4 HOURS A D A Y FOR S E R V I C E PHONE (412)475-3185 REFURBISH REPAIR REPOWER REPAINT — REMODEL- REBUILD RECONDITION FABRICATIONS MODIFICATIONS -IN STATION SERVICE >- H U Q z < z O — > �Recordkeeping, Microfilming and Computers for Small Local By Myron E . W e i n e r Despite claims to tine contrary, most local governments are very productive. There Is built-in level of modern technology use which mal<es small and large municipalities economical and effective, more than is generally recognized by the public. But improving productivity during the 1980s is still a critical issue, particularly in the office. Consequently, the subject of recordkeeping, microfilming and computers is important to all municipalities, regardless of size. Look At All Technology >U Q Z < z O I— < z u 10 Most organizations approach this area in a piecemeal fashion, dealing with one technique or technology at a time and usually starting with computers. It would be better if a town recognized that there are a large number of technologies available, such as filing systems. About the Author Mr. Weiner spent 15 years in local and state government management before becoming a professor at the University of Connecticut. He is a graduate of Syracuse University and holds a Masters of Government Administration from the Institute of Local and State Government, Wharton Graduate School, University of Pennsylvania. Governments computers, word processors, micrographics, reprographics and video that need to be looked at comprehensively. Thought should be given to how they should or could be Interrelated. Look at a local government recordkeeping in a fundamental way. Most towns use records which grew incrementally over the years. There is duplication and redundancy in the paper/record processing by the different units of a local government. Just assembling and inventorying all the different forms used will lead to consolidating and reducing the volume and duplication in records and recordkeeping. Creating and maintaining maps is a good illustration of duplication for even the smallest local governments. The number of different sets of maps kept for the same geographic areas by different municipal/county departments, other government organizations, and even private electric, gas, water or telephone companies is staggering. In view of the technologies available, Improved productivity in map maintenance has great potential for local governments. In short, the first step toward improved office productivity is the recognition of the need for a fundamental, comprehensive approach to simplify and modernize recordkeeping. Use Employees This process should Involve key town employees interested and willing to participate and guide the effort. There are two major reasons for involvement: those most affected by change need to be Involved in the change process and have ownership in the process. Technically, this is called "Action Research." Secondly, no one knows town operations better than the employees themselves. While employees generally need knowledge of new technologies, In the long run they know best how to apply modern techniques to their work. This means that a steering committee needs to be created and begin meeting periodically to guide and direct the process. Such a group should include employees from all levels and from different units in the town. Where possible. It should Include councilmembers and perhaps citizens who have particular experience helpful for the process. Training A good beginning point for the process is training—for members of the steering committee and, If possible, all employees. This can be done by bringing in appropriate university groups/individuals or companies/consultants which have �experience In this field. National professional groups s u c h as Management Analysts in State and Local Government (MASLIG) can also be tapped. It is worthwhile to encourage town employees to enroll in training courses/workshops on their own time and to reimburse some or all their expenses. Subjects could include filing systems, micro-computers, word processing, microfilming and office automation. Also, courses should deal with fundamental subjects such as management analysis where procedures and methods analysis, records management, paperwork simplification and productivity are taught. Organization development courses are also recommended, investing in employees is necessary. Getting Expert Help This is perhaps the easiest, and at the same time, the hardest step in the process. There is no shortage of "experts." There are private consultants and specialists who can help local governments from local or state universities. It is also possible to obtain an expert from a business in the community, or a retired speciaist who lives in the community and is willing to provide expert advice to the town government. There are two problems with experts: their role and their overspecialization. The expert should provide technical assistance and coordinate the improvement process, not take it over. This is a vital, but subtle, point. Outside experts have a tendency to take charge and in the long run, this would defeat the total process. The employees must guide and direct the process and become actively involved in changing recordkeeping procedures and installing new technologies. They should use the technical skills of the experts when and as they see fit. The second difficulty is that experts are too specialized; they really have a very narrow view of the total office productivity effort. Not only do they not know the unique environment of the local government, the field of modern technologies is vast and very few experts have a command of all the facets of office productivity. But an expert is skilled in getting technical assistance. Moreover, a number of different experts can be brought in as needed. This approach has a hidden, but important, benefit: it is cheap. Experts who specialize are expensive, whether hired Individually or through their organizations. Most small local governments cannot afford them. But when a variety of experts are used—some high priced and others possibly even volunteering their time—small communities can get technical assistance and advice at a relatively low cost. Vendors, for example, have an obvious bias, but their employees can be called in to provide technical data which is helpful to the steering committee. The same goes for a specialist from a local company who is willing to give advice and know-how possibly on a community goodwill basis. Use a Return on Investment Approach The costs of local governments continue to grow, so investing in capital equipment is difficult for small municipalities. Where investments are made, " c o s t displacement" is the desired result. For instance, if a town buys a $15,000 microfilm system, can it reduce staff by one or two employees to cover the costs? This rarely should be the financial rationale. Despite the public clamor for reduced government costs, the demands on local governments keeps growing in volume and complexity. The major return on any investment, therefore, should be costavoidance—how can the current staff do more and avoid any increased personnel costs. This is the real saving. It is also the crux of productivity improvements. The formula is simple: creases in the current budget for the next five years MINUS net reduced costs from productivity improvements (current nogrowth budget X 5 years - the investment.) The small local government interested and willing to achieve improved office productivity must be willing to increase their level of office capitalization which is to make investments now for a future return. A schedule should be developed showing for the next five years the level of investment required and the estimated avoided costs. Communities are used to making investments in s c h o o l s , motor vehicles, public works equipment and recreational facilities. Citizens should be willing to make Investments in municipal productivity if the benefits are quantified and clearly spelled out in dollars and cents. Phase in Techniques and Technologies Most of today's modern office technologies can be acquired by a small local government. Small modern filing systems, possibly mechanized, are available at relatively low costs. Microfilm systems or services are used by towns at prices for less than $12,000. They are important when whole document storage (property instruments and birth certificates) Is necessary. Microfilming also conserves scarce space. Powerful microcomputers can be acquired under $18,000 and can be Avoided costs = Projected in- (Continued on next page) Computer Suppkies q W L l M l T E D OFFERS EVERYTHING IN DATA PROCESSING, WORD PROCESSING, TEXAS INSTRUMENTS f^Hf^ IMASHUA IBM Memorex VVyPK' Burroughs Diabto UNICOPY XEROX MICROGRAPHICS AND OTHER HIGH TECHNOLOGY SUPPLIES Accouttiul Coven • Dishenn Anti-SUtic Mab • Diskette Cleaning Kits CRTF.Im • Magnetic Tipe Computci Piper Glj.eFw • Print Wheels Computet Ribbons • Stotigeand Systems ' Dati Cartddges Dtcution Cauenn PmW, Digital / WP Cassettes Qume BcTTcrTypc^^ mat M U M IK • Systems Fumitufe • Terminal Ribbons • Typing Elements • Woid Processing Ribbons I Compuleri ind Woid Processing Equipment CnmpulEr SuppiJEs IRONFRONT BUILDING •1011 EAST MAIN STREET • RICHMOND, VIRGINIA 23219 PHONE: TB2179; �t used for both "data processing" and "word processing." They also c a n be c o n n e c t e d through telephone lines to bigger computers when more data needs to be retrieved or stored. These machines can be used for "electronically filing records" and for "electronic mail," reducing the sending of memos or paper from one office to another. There is a wide range of "software" available for microcomputers which eliminates the need for programming. They range in cost from $50 to $400 and can be used for complete accounting systems, storing and retrieving any department's data, word or text processing (for letters and reports), keeping records and calculating trends and statistics. In the jargon used in the business, this type of software is known as a fourth generation language that is developed to be "user-friendly:" in effect employees can use microcomputers for their needs and operate them with little outside assistance of an "expert." There is no need to create a position and hire a technologyspecialist for the town. The key is to motivate current employees to refashion their own work environment and then give them support through training and technical assistance. The following is an example of what could occur if a town undertook this effort: Phase 1 — P r o v i d e t r a i n i n g in records/procedures analysis and In modern technology and office management. Phase2—Initiate a records and procedures study. Begin by inventorying all forms. Streamline and combine forms citizens and use and simplify the procedures and methods of recordkeeping that are similar and involve: • sorting and routing • numbering and coding • processing according to rules • summarizing • recording and filing • reporting Thus an objective is to reduce redundancy in recordkeeping and records maintained. Identify areas where microfilm and computers have potential. Remember, even with modern technology, paper is here to stay so try to modernize filing systems. Develop a five to ten year plan of equipment investment and estimate costs avoided based on current increases in town expenditures. Phases—Implement new forms and procedures and purchase initial filing and microfilm equipment. Begin training. Phase 4—Purchase a microcomputer or lease minicomputer time sharing services. Be sure to find a system that has "fourth generation" (useroriented) languages that are relatively programless. Utilize the computer initially for a few, high-volume data processing areas. Begin also to utilize the computer for word processing of letters and reports. Phases—Spread the use of the micro/minicomputer to other applications and other organizational units. Begin to utilize it for electronic mail and as an electronic filing cabinet (data managment) P h a s e s — B e g i n to tie in the microfilm and computer systems. P h a s e ? — Begin investing in special purpose technologies such as computerassisted maping or electronic funds transfer. Summary Market Makers and Investment Bankers u Q Z < z O Salomon Brothers inc a Member of Major Securities and Commodities Exchanges One New Yorl< Plaza, New Yorl<, N . Y . 10004 12 Recordkeeping Is at the heart of local government day-to-day operations, therefore, applying modern technologies, such as microfilming and computers systems will occur as the pressure for improved productivity and effectiveness continues. Municipalities have made great improvements during the past three or four decades. With the pressures of increased work, and with diminishing resources, the rapid growth in office technologies offer an opportunity to approach future improvements in office productivity in a more methodical fashion, one that involves those most affected by this effort. For the small town willing to make investment in effort in this approach, the payoffs will be both immediate and long term. �VBOA Holds Mid-Winter Meeting The Virginia Building Officials Association held Its Mid-Winter meeting at the Holiday lnn-l-64 West in Richmond on January 25, 1982. Major topics of discussion included proposed changes to the Virginia Uniform Statewide Building Code to be heard by the State Board of Housing and Community Development on February 17, proposals concerning changes In regulations on registration of architects and engineers and a presentation on the educational program developed by the Educational Committee of the VBOA for the Department of Housing and Community Development. In the afternoon, two awards were given. A Meritorious Architectural and Accomplishment Award was presented to Victor Leighty of Vic, Incorporated, a Newport News builder, for outstanding accomplishment in energy conservation. Clarence Diersing, VBOA Second Vice-President and Director of Code Compliance for the City of Newport News, made the presentation following the display of several color slides which attested to the company's accomplishments. Mr. ^ V Vic Leighty (left) accepts Clarence Diersing. award from VBOA 2nd V-P Leighty's "Energy 80" project was cited for construction of single family dwellings utilizing Innovative energy conservation ideas, consisting of both active and passive solar systems, earth berming, natural cooling and other techniques. A Meritorious Service Award was presented to Claude G. Cooper, Director of Inspection Services, Fairfax County. Jack Proctor, Director, Division of Building Regulatory Services, Virginia Department of Housing and Community Development, made the presentation citing Mr. Cooper's dedication and effort In chairing the VBOA Educational Committee and acting as representative for the VBOA at meetings held to develop improved regulations pertaining to registration of architects and engineers. Mr. Cooper led the Education Committee in developing an educational course designed to train code enforcement personnel in the administration of the Virginia Uniform Statewide Building Code. GRIFFIN® Ductile Iron Pipe for water and sewer installations Willi TTfl D U C T I L E IRON U Q Z o CAST IRON SOIL PIPE & FITTINGS GRIFFIN PIPE PRODUCTS CO. < Z , /Vmsted u a: BOX 740 • L Y N C H B U R G , V I R G I N I A 2 4 5 0 5 • 8 0 4 - 8 4 5 - 8 0 2 1 13 �NEW ISSUE $165,000,000 South Carolina Public Service Authority (Santee Cooper) E l e c t r i c System E x p a n s i o n R e v e n u e Bonds, 1982 Series A D a t e d : J a n u a r y 1,1982 D u e : J u l y 1, as s h o w n below Interest exempt, in the opinion of Bond Counsel, from present Federal income taxes under existing laws and regulations. Exempt, in the opinion of Bond Counsel, from present South Carolina property and income taxes. Eligible, in the opinion of the Chief Insurance Commissioner of the State of South Carolina, as investments of insurance companies doing business in South Carolina by reason of which said companies may obtain the reduction of the premium taxes permitted by law. T h e 1982A Bonds will be subject to redemption prior to maturity, on and after July 1,1991, as set forth in the Official Statement $18,000,000 Serial Bonds Due Julyl 1986 1987 1988 1989 1990 Amount Due $1,375,000 1,465,000 1,595,000 1,735,000 1,905,000 $ 20,000,000 $127,000,000 Interest Rate Price 9.50% 10.00 10.50 11.00 11.50 100% 100 100 100 100 Due Julyl Amount Due Interest Rate Price 1991 1992 1993 1994 $2,105,000 2,335,000 2,590,000 2,895,000 11.75% 12.00 12.30 12.60 100% 100 100 100 1334% Term Bonds D u e July 1, 2003 141/8% Term Bonds Due July 1,2022 Price 100% Price 991/2% (Plus accrued interest) These securities are not available from the syndicate.These securities may or may not be available from syndicate members or others at the price indicated. The 1982A Bonds are offered when, as and if issued and accepted by the Underwriters subject to the approval of legality by Bond Counsel, Wood & Dawson, New York, New York, and McNair Glenn Konduros Corley Singletary Porter & Dibble, P.A., Columbia, South Carolina. Certain legal matters will be passed upon on behalf of the Underwriters by Simpson Thacher 86 Bartlett, New York, New York. It is expected that delivery of the 1982A Bonds to the Underwriters will be made in New York on or about February 10, 1982. L e h m a n Brothers K u h n Loeb Incorporated B l y t h E a s t m a n P a i n e Webber E . F . H u t t o n 86 C o m p a n y I n c . Incorporated Salomon Brothers I n c S m i t h B a r n e y , H a r r i s U p h a m 86 C o . Incorporated T h e F i r s t B o s t o n Corporation D o n a l d s o n , L u f k i n 85 Jenrette S e c u r i t i e s Corporation T h e Robinson-Humphrey Company, Inc. B a c h e H a l s e y Stuart S h i e l d s Interstate Securities Corporation B e a r , S t e a m s 86 C o . Incorporated A. G. Becker J . C . Bradford 86 C o . Warburg Paribas B e c k e r A l e x . B r o w n 86 S o n s C l a y t o n B r o w n 86 Associates, I n c . E h r l i c h - B o b e r 86 C o . , I n c . Drexel B u m h a m Lambert D i l l o n , R e a d 86 C o . I n c . F a h n e s t o c k 86 Co. Incorporated G l i c k e n h a u s 86 C o . G o l d m a n , S a c h s 86 C o . Merrill L y n c h W h i t e W e l d Capital M a r k e t s G r o u p Kidder, P e a b o d y 86 C o . Merrill L y n c h , P i e r c e , F a n n e r & S m i t h Incorporated Incorporated J o h n N u v e e n 86 C o . J o h n s o n , L a n e , S p a c e , S m i t h 85 Co., I n c . O p p e n h e i m e r 86 C o . , I n c . Refco Partners Incorporated L . F. Rothschild, Unterberg, Towbin Weeden Municipal Securities Div. of Moseley, H a l l g a r t e n , E s t a b r o o k & W e e d e n I n c . January 21, 1982 Shearson/American Express Inc. W e r t h e i m 86 Co., I n c . Stephens I n c . D e a n Witter R e y n o l d s I n c . �Ideas Cutting Costs It's no s e c r e t that local governm e n t s are f a c e d w i t h funding short a g e s t h e s e d a y s , but innovative planning could alleviate the n e c e s s i t y for e m p l o y e e layoffs. A s s i s t a n t Director of P e r s o n n e l of H e n r i c o C o u n t y , G e o r g e H. C a u ble, J r . , h a s offered a few viable alternatives to cutting c o s t s : • R e d u c e your m u n i c i p a l i t y ' s ins u r a n c e c o s t s by c o n s i d e r i n g s e l f - i n s u r a n c e in m o s t of the programs (i.e., risk/liability, w o r k e r ' s c o m p e n s a t i o n , etc.) • Manage u n e m p l o y m e n t compensation by a r e i m b u r s a b l e method i n s t e a d of the tax method • Make do with e x i s t i n g buildings and f a c i l i t i e s w h e n e v e r p o s s i ble • C o n s e r v e energy a n d r e d u c e travel a n d c o n f e r e n c e programs • Consider cutting employee educational assistance programs • Limit the u s e of government v e h i c l e s to daytime • Implement a w o r k s h a r i n g program to improve efficiency, morale and turnover • Utilize temporary help • T r a n s f e r e m p l o y e e s from l e s s to more c r i t i c a l p o s i t i o n s • Alter your retirement plan to enc o u r a g e higher paid e m p l o y e e s to retire early. Ridesharing Since F e b r u a r y , 1981, A l e x a n d r i a n s have been s a v i n g money, d e c r e a s i n g traffic c o n g e s t i o n and reducing g a s o l i n e c o n s u m p t i o n by carpooling on a n e m p l o y e r - b a s e d ridesharing program. T h e A l e x a n d r i a program h a s been particularly fruitful a s c o m p a r e d to s t a t i s t i c s of the U. S . Department of Transportation's O c t o b e r , 1978 publication Evaluation of Carpool Demonstration Projects. In s i x months of operation the C i t y ' s project r e a c h e d 24 percent of the w o r k force, only o n e percent s h y of the national figure for 12 m o n t h s of operation. F u r t h e r m o r e , s e v e n perc e n t of A l e x a n d r i a ' s w o r k e r s w e r e interested in carpooling v e r s u s 3.9 percent in the D e p a r t m e n t ' s s u r v e y . A l m o s t two-thirds of A l e x a n d r i a n s w h o carpool have three or more c o m m u t e r s and 97 percent are still pooling. An Alexandria Ridesharing Council c o m p o s e d of local c o m p a n y r e p r e s e n t a t i v e s h a s been e s t a b l i s h ed to provide direction a n d feedback to the program w h i c h will continue for another year through a V i r g i n i a Department of H i g h w a y s and T r a n s p o r t a t i o n grant. For further information about t h e program, call (703) 838-4962. Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . K o E N E N (212-558-3180) JOSEPH A . HARCUM (212-558-3174) BENEDICT T . MARINO (212-558-2840) L E E K . B A R B A (212-558-2168) ROBERT M . BROWN, I I I (212-558-3356) M I C H A E L P. GEORGE (212-558-2680) Lehman Brothers Kuhn Loeb Incorporated NEW YORK • ATLANTA HOUSTON • LOS ANGELES u Q Z < z O I- < a: BOSTON • CHICAGO • DALLAS SAN FRANCISCO • LONDON • TOKYO 15 �Herndon Gets The Gold To get a gold medal, you must be outstanding. That's what the Sports Foundation, Inc. meant when it presented its annual National Gold IVIedal Award to the Herndon Parks and Recreation Department. The main purpose of the award is to recognize continuing efforts of staff and volunteer members and acknowledge support extended by municipalities in the excellence of park and recreation departments. Herndon was selected on the basis of its citizen and government involvement. These people, according to Parks and Recreation Director Arthur Anselene, recognized the need for good leisure and recreation programs. The town is only the second in the state to receive the award since its inception in 1966. Three major town projects brought national acclaim to Herndon's recreational progress. The first was the Herndon Community Center, created in 1976, which includes a multi-purpose room, gymnasium, meeting room, arts and crafts and game rooms and the Recreation Department office. In 1977, a $3.5 million recreation complex was financed. The complex consists of an 18-hole golf course, a six-acre passive park and a 10-acre sports park. Finally, Herndon achieved significant progress in developing a neighborhood park system. Between 1978-1981, 28 acres have been developed for three additional parks. How have they managed it? A Recreation Co-Op Sponsorship Program was developed to give private businesses the opportunity to aid to the recreation programs. Last year they contributed $10,000. Also, Herndon's entire Recreation and Parks Operation, Including maintenance and bond retirement, is 65 percent self-sustaining. Concesson operations, advertising fees, contributions, grants, reservation fees and user fees also assist in providing for the recreation program. Basketball Center. is a favorite activity at tfie Community Financing Public Power Requirements u Q Z < z O . ^ MB 1— t First Boston < z u The First Boston Corporation A toddler learns to swim through 16 Herndon's recreation program. PARK AVENUE PLAZA NEW YORK, N.Y. 10055 (212) 909-2000 �Entries due by Monday, April 26 �1982 Achievement Awards Program Virginia Municipal League Be a winner. Last year Marion, James City County, Fairfax City and Y o r k County were among tlie localities which carried home an award. All member localities are eligible to enter but an entry cannot be shared by more than two localities and both localities have to be members of the V M L . C h o o s i n g a n entry Localities should select a program that has assisted its citizens or employees regardless of how simple it may seem compared with other previous award entries. Programs in employee training, transportation, recreation and solid waste, among others, are all eligible for an Achievement Award entry. New services offered by localities are sources for award entries. Are informational brochures for senior citizens or recruitment campaigns for public safety personnel being used? Was a new format for council meetings created that made them more productive? Are department heads working together more closely because of a different approach to staff meetings? Award entries do not have to save money—they can save time and prevent headaches. A main concern is whether the program has shown good results. If a new service is chosen for an entry, make sure enough time has evolved between the time the service goes into effect and the time of entering the program. Preparing the entry E a c h entry should be typed double spaced and should not exceed eight (8) pages. A cover page indicating the name of the project, category, locality and bearing the signature of the chief elected official is required. B l a c k and white photographs, line art, renderings or newspaper clippings can be sent with the entry but cannot be larger than letter size. There must be three (3) copies of each entry and of all photographs, line art, etc. The entry should summarize the program's background, activities and results: what the program is; why the program was needed; what the program was set out to do; how the program was set up; how the program operates; what it costs; who benefited from the program; what the program has achieved and what the future is of the program. Keep the entry simple and clear. Several of the entries are enclosed in notebooks or report covers. While this is a good practice, it is not mandatory. A screening committee as well as the panel of judges will review the entries. Appearance, grammar, and good writing style are considered. Categories Twelve awards are available — one for towns, and one for cities and counties in each of the six areas that parallel the V M L policy committees. Localities may enter all six categories but may only have one entry in a given category. The panel of judges has the authority to withhold an award in any category if no entry is exceptional. Below are the categories: — Community Development (housing and urban renewal) — Effective Government (budget, management, training programs) — Environmental Quality (water quality, local planning and land use, energy use, solid waste management) — Human Development (child care programs, health care, alcohol and mental health programs, recreational services, education, employment) — Public Safety (court system, fire and rescue services, emergency preparedness, law enforcement) — Transportation (streets and roads improvement, public transportation systems, bicycle ways, transportation of the handicapped) Deadline All entries must be postmarked on or before Monday, April 26, 1982. Unlike in past years, there is no application form but don't delay—start now selecting and preparing your entry. Announcement Winners are announced in September and awards are given at the League's Annual Conference, September 1 9 - 2 1 in Virginia B e a c h . All entries become the property of the Virginia Municipal League. Need more information? C a l l Charlotte Kingery, 8 0 4 / 6 4 9 8471. �Lynchburg Offers Counseling For Employees By Liz Browning A l c o h o l i s m , drug a b u s e , marital difficulties, financial worries and emotional trouble. The national health care statistics state 10-12 p e r c e n t of w o r l < l n g A m e r i c a n s e x perience these and other problems s e r i o u s e n o u g h to a f f e c t t h e i r productivity on the job. L o s s e s to b u s i n e s s e s r e s u l t i n g f r o m poor p e r f o r m a n c e c a u s e d by p r o b l e m s u n r e l a t e d t o work e x c e e d $15 billion annually. W h e n t h e s e t r o u b l e s a r e c a u s e d by f a c t o r s outs i d e the job, the e m p l o y e r Is not r e s p o n s i b l e , but s h o u l d be c o n c e r n e d a b o u t t h e l o s s of a s k i l l e d employee. Troubled employees w a s t e 2 5 p e r c e n t of t h e i r s a l a r i e s , e x c l u d i n g a n y c o s t of e r r o r s , ins u r a n c e c l a i m s , job a c c i d e n t s and d i s r u p t i o n to o t h e r s . T h e E m p l o y e e A s s i s t a n c e Program is a simple step toward a solut i o n f o r t r o u b l e d e m p l o y e e s . It p r o vides confidential counseling and referral for the troubled e m p l o y e e or e m p l o y e e ' s family. T h e e m p l o y e e or immediate family member may voluntarily s e e k help from E A P or m a y be s e n t by a s u p e r v i s o r w h o Is a w a r e of t h e e x i s t e n c e of s o m e problem. A f i r m in c e n t r a l V i r g i n i a i s u n d e r c o n t r a c t w i t h t h e C i t y of L y n c h b u r g . Two trained, professional counselors provide employee a s s i s t a n c e to t h e c i t y a n d s e v e r a l of L y n c h b u r g ' s major Industries. T h e counselors maintain contact with o t h e r p r o f e s s i o n a l s in t h e a r e a a n d special treatment facilities t h r o u g h o u t t h e s t a t e in o r d e r to p r o v i d e a p p r o p r i a t e r e f e r r a l if n e c e s sary. I s it e f f e c t i v e ? " A real m i r a c l e w a s w o r k e d w i t h my child. I think anyone w h o g o e s there is a l m o s t guaranteed good results. It's the best investment Lynchburg has made," stated one e m p l o y e e w h o related her personal e x p e r i e n c e w i t h E A P s o that o t h e r s m i g h t u n d e r s t a n d t h e v a l u e of s u c h a program. After six months of weekly p s y c h o l o g i c a l c o u n s e l i n g for an emotionally troubled child, s o m e problems remained. Then a headache developed and persisted f o r e i g h t w e e k s in s p i t e of s i x medical visits and more than $1,000 in m e d i c a l b i l l s . About the Author Liz Browning Is Lynchburg's Public Information Specialist. Counselors Susan Mock and Charlie Grainger Interview an employee. P s y c h o s o m a t i c ? Of c o u r s e , but p a i n f u l n e v e r t h e l e s s a n d p a i n f u l to a l o v i n g m o t h e r w h o h a d n o w h e r e to turn for h e l p — u n t i l she remembered a m a n a g e m e n t training s e s sion on E A P . T h e training s e s s i o n s w e r e c o n d u c t e d f o r 2 2 0 of L y n c h burg's managers and supervisors. T h e y p r o v i d e d a n i n t r o d u c t i o n to E A P (before it w a s o p e n e d to e m p l o y e e s ) a n d a s t u d y of i t s c o n cept, philosophy and use. "Lynchburg's program helps troubled employees become productive again." " I t h o u g h t it w a s a g o o d p r o g r a m for o t h e r s w h o m i g h t n e e d it," s h e r e m e m b e r e d of t h e t r a i n i n g session. Ironically, E A P w a s the solution for her a n d her troubled c h i l d . Leaving the E A P office after her child spent more than three hours with a counselor, s h e realized s h e w a s getting s o m e w h e r e . S h e also realized that s h e w a s nearing exhaustion after m u c h heartache. S h e admitted later that her w o r k had s u f f e r e d from the ordeal but her b o s s supported her during difficult t i m e s . S h e w a s too m u c h a profess i o n a l to n e g l e c t her w o r k , but too m u c h a c a r i n g m o t h e r t o g i v e f u l l att e n t i o n to h e r w o r k : " E A P w a s e x a c t l y w h a t I n e e d e d . It w a s n ' t j u s t another round. First, the recept i o n i s t w a s a g e n u i n e l y w a r m person who made us so comfortable with coming there. A shirt-sleeved c o u n s e l o r put u s c o m p l e t e l y at e a s e a n d m y d a u g h t e r felt that s h e c o u l d p u t h e r t r u s t in h i m . H e k n e w immediately what s h e needed. He helped her start thinking about what might be w r o n g a n d helped her m a k e r o o m in h e r h e a d f o r f i n d i n g s o m e a n s w e r s . He helped her begin to s e e h e r s t r e n g t h s i n s t e a d of dwelling on past failures. Both c o u n s e l o r s are 'helping' people. I w o u l d g l a d l y p a y f o r t h a t v i s i t to EAP. It w a s w o r t h more than anything else." T h e r e Is no c o s t to L y n c h b u r g e m p l o y e e s for E A P s e r v i c e s . W h e n referral Is g i v e n , the c i t y ' s ins u r a n c e carrier will pay c o s t s only a s s p e c i f i e d in t h e p o l i c y . (Continued, page 22) ORDINANCE CODIFICATION Looseieof Supplement Service M z UNICIPAL CODE CORPORATION (C^ y H U Q Z < ' O O. l e x J13S T A U A H A S S t I , FIORIDA 32304 . L a w ^ r i a l Staff ^'''P'"" • Modern C o m p u t e r Technology ^' • Serving 1,650 cities and counties in 47 states, 44 in Virginia 19 �Professional Directory 1625 EyeSlreel Wiishinglon. DC 20006 (202)331-1440 HARLAND BARTHOLOMEW & ASSOCIATES, INC. 8720 Georgia Avenue Silver Spring, MO 20910 (301)585-6001 Gtxjlogical, Soils and Environmental Consultants Ground Waler • Foundalion Rates Evaluations V„i.,nu J 1 • K(U V ) ^ ^ V , l • Design • Planning MEDFIELD. M A S S 02052 (617)359-7987 Hennmgsori, D u r h a m S Richardson Studies Design DESIGNERS PUBLIC UTILITY CONSULTANTS Relaying ' Metering Engineers & Consulianis ^MC^ GREGG LTD. VIRGINIA 2 0 4 GRAYSON RD. .SUITE Engineers •Consu'tanCs • Planners 3ale B u i l d i n g - S u i t e 2 2 4 • 1 5 0 4 S a n t a R o s a R o a d Richmond, VA 23288 • Phone ^ P H O N E 804/649-8627 HDR 504 M A I N STREET. P O BOX 446 TELEPHONE CONSULTING 400 East Main Street Richmond, Virginia 23219 Construction Management C H O D A T . R U B A C K & A S S O C I A T E S , INC. Ranning System Studies Feasibility C O M M U N I T Y DEVELOPMENT 800 North 12lh Boulevard SI. louis. MO 63101 (314)436-7600 Studies L a n d D i s p o s a l o f FfTluenis a n d Sludges S^Jlid W a s t e S t u d i e s I I V M M I ' T V . n Av^nu,', ^i-^^rm PLANNING • LANDSCAPE ARCHITECTURE • ENGINEERING 804-288-4051 ikjsfin Dfoclwnbioogh ondA$soclol»s Gannett Fleming Gxisulling Engineers Engineers Planners Surveyors ?35I6 B , ENGINEERS AND PLANNERS CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING • INDUSTBIAL FACILITIES NORFOLK No • FAIRFAX 11 Koger Executive Center Suite 250 Noilolk, VA 23502 Fairlax Prolessional Building • Suite 7 3545 Chain Bridge Road Fairlax, VA. 22030 • RICHMOND. VIRGINIA 23219- PHONE K WATER WASTEWATER SOLID WASTES MALCOLM'T) Three Chopt & Parham Roads. Richmond 23229 GREELEVr™ r^IRNIE, INC. CONSULTING Planning-Industrial Park WATER WOHKS SEWERAGE REFUSE n i S P O N A I . u Q z < z O Development p U F K. S T U A R T R O Y E K & A S S O f Comuhing lATES, INC. Engineers n nmvE 87 ICHMO.VU. VlHdlNIA 2 3 2 2 6 (804) 282-7657 '801 SL A X O N ARCHITECTS, P. C. I D ^ D OLDE FORGE P L A Z A MU [)f R I [ : K S B U R G V A ^ C M L H 703/371-8040 S15/524-2900 HURT & PROFFITT, INC. Engineers-Planners-Surveyors W a l e r . Wa,slewaler. Solid Wastes. Foundations L a n d D e v e l o p m e n i Site Comprehensive SUITE K N o x v i i L E I N a/yi^y • 804-599-5511 Soils & Facilities-Municipal N i I E D AMERICAN P L A Z A ENGINEERS 301 HIDEN BOULEVARD ENGINEERS'PLANNERS'SURVEYORS Highways-Utilities-Waterfront ENGINEERS NEWPORT NEWS, VA23606 H A N S E N ^'"""^^ Langley and McDonald ENVIRONMENTAL R U S S E L L Plans Residential, Commercial & Industrial divisions, Road, Dams. Sub- Airports 1W3 Fort Ave. Lynchburg. VA 24501 (804) 847-7796 THE PITOMETER ASSOCIATES (212) 267-8288 Engineers Water Waste Surveys Trunk Main Surveys Water Distribution Studies Special Hydraulic Investigations 100 Church St., Nev^ York, N. Y. 10007 Chicago Columbia Atlanta New Milford, Ct. KRKI)1';RI('K ( ; R I F K L \ P.C. Consiilling ICnginoers 3229 Wa(erlick Koad, Lynchbmx, VA 24504 (804/237-2044) BODIE, T A Y L O R AND PUR YEAR, INC. CONSULTING ENGINEERS 611 Research Road P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 Cable Tilevisicin • TV Bniadciisl • Public Safety Communication.s Systems • Alarm Systems • Electrical I ) e s i ^ • FediTiil Communications CiimmLssion .\pplicaticm and IVcpju-ation • Kxpert Testimony and Witness I- < z u BUCK, S E I F E R T & J O S T , INCORPORATED Consulting Engineers Water Supply • Sewage • Industrial Waste Treatment • Treatability Studies • 1 4 0 S y l v a n A v e n u e , P.O. B o x 1 2 1 8 E n g l e w o o d Clifls. N.J. 07632 201-567-8990 • 4 0 5 S o . P a r l i a m e n t D r i v e , S u i t e 101 V i r g i n i a B e a c h , Va 23462 804-499^8508 20 CH2M HHILL R. K K N M . r H W K l . K S K.\GI\KI;RS C o m p l e t e E n g i n e e r i n g Services M u n i c i p a l a n d Industrial Waste Treatm e n t , Power Systems, Structures, Solid Wastes, Water Resources, Water Supply and Treatment, Transportation 1941 Roland Clarke Place Reslon, VirKini.i 22091 VS'ater S u p p l y a n d P u r i f i c a t i o n • S e v s c r a g e a n d S e w a g e T r e a t m e n t • Streets a n d Hi^'luvays • Iiuesdt^atiOTis and Reports • Sni)<-i->.ision of CoiistaictioTi. 2 I 33 TiDtW.Ml R I)[t. NORTUI-K, \. 2350!:' �(Safety, from page 9) upon their formal incorporation into the state plan. Generally, the same regulations that apply to private employers and employees in the Commonwealth now also apply to its non-federal public sector. The enforcement procedures, however, take into account the unique status of the public employer, particularly the inappropriateness of monetary sanctions. The state plan provides for dealing with public sector violations administratively and encourages their resolution through informal hearings before the Commission of Labor and Industry. If administrative measures prove unsuccessful in abating a violation, the plan does permit the state to issue a summons and seek injunctive relief in a court of law, but this course of action is clearly intended to be one of last resort. Virginia's state plan became fully operational last October, when federal responsibility for enforcing job safety and health standards was officially withdrawn. The state takeover occurred only after the Commonwealth had completed a number of developmental steps. Begun in September 1976, these steps required that the state secure approval for regulations covering a myriad of occupational areas, from agriculture to commercial driving; an exception was the maritime industry, which the state has chosen to leave under federal regulation. Before the Secretary of Labor gives the Virginia plan his final stamp of approval, however, Virginia (like the other twenty-two states with a developmental plan) must receive certification from Washington that all of its developmental steps have been accomplished. This certification can be issued only after the Department of Labor has closely monitored the state plan for one year, a period that began last October. Even after certification is received, Virginia must await official affirmation of its plan, another round of bureaucratic approval, which is expected to occur sometime around the middle of the decade. «i!i5HORNER^ «i!*BARKSDAl.ES, 725 CHURCH STREET 804-846-2711 LYNCHBURG, VIRGINIA PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. THOMAS W. ROBERTS, JR. PATRICIA A. C O O P E R Public Research and Management Inc. Suite 416, W a s h i n g t o n B I d g . , W a s h . , D . C . 20005 ( 2 0 2 ) 783-1950 157 L u c k i e Street, N . W . , A t l a n t a , G e o r g i a 30303 ( 4 0 4 ) 525-5687 Serving local governments for 15 years. • • • • • • Management and Organization F i n a n c i a l Management Position C l a s s i f i c a t i o n and Pay P l a n s E x e c u t i v e S e a r c h and S e l e c t i o n Police and Fire S t u d i e s C i t y / C o u n t y Consolidation YARGER • • • • • • MUNICIPAL ADVISORS INCORPORATED AND A S S O C I A T E S , INC. FINANCIAL A N D MANAC;FMKN T CONSULTANT'S T O MDNICIPALIITKS Over 600 Surveys Our 28th Year A ( l \r (in Position Classification andP a y Plans Kin,in I . i n d M.irk.-tin>i Kci.ilinj; U ) K M I . I Management andOrganizational Studies Test Construction — Fire a n dPolice City Charter R e v i s i o n s Solid W a s t e Management Park and Recreation Plans Community Development Urban Planning and Zoning Tax Equity S t u d i e s » IVisition Studies • 2830 M a r y S t r e e t (.NISSIIK H x n iM:'., LAWRENCE ( )ry,ini/.,iliiin Sr.in h .nul S r l n B. W A L E S P.O. B O X 45 F a l l s C h u r c h , V a . 22042 M.ilirr Hnnds in ( i o r n p r n s a l i n n M . i n . i y r i n c n l .L, • • (il M u n i c i p . i l R O G E R M. S C O T T V i r g i n i a B e a c h . V a . 23458 804/422-1711 703/560-6900 CAMP DRESSER & McKEE 7630 Little River Turnpike, Suite 5 0 0 One World Trade Center, Suite 2637 Annandale, Virginia 2 2 0 0 3 New Yorl<, New Yorl< 10048 703 642-5500 212 4 3 2 - 6 7 0 0 environmental engineers, scientists, planners, & management consultants CDM u R.W. B E C K A N D A S S O C I A T E S AMBULANCES, COMMUTER B U S E S , 4 dr. L I M O U S I N E S 6 dr. H e a r s e & A m b u l a n c e S a l e s Inc., 8 0 1 1 Jefferson D a v i s Hwy., R i c h m o n d , V a . 23237 P h . 1-804-275-2624 I'Lins Shulics lion Engineers and Consultants utility Planning, Management and Design Services. Rate and Contract Evaluation, Technical and Economic Evaluation . Utility Property Appraisals, Load Management and Energy Conservation Analysis Energy Source Evaluation. Fossil - Nuclear - Hydro Solid Waste - Solar Q z < z <: o 40 G r o v e Street Wellesley. M a s s . 02181 (617) 237-4870 1510 K . C o l o n i a l D r . O r l a n d o , F l a . 32803 (305) 896-4911 21 �(Lynchburg, Consulting Engineers J? B U C H A R X - H O FRISI Environmental Laboratories Industrial and Municipal 1531 North Main Street QU^^p B l a o k s b u r g , Virginia INCORFX)HATED • Solid W a s t e / E n e r g y Recovery • W a t e r PoMutlon C o n t r o l • Air P o l l u t i o n C o n t r o l • Industrial W a s t e T r e a t m e n t FEATURING: MEXICO FORGE AND TIMBERFORM ALPERSTEIN 24060 552- 5548 BROS.. INC. 900 7 t h S T R P : P : T . N . W , W A S H I N G T O N . D C , 20001 W H E R E YOUR RECREATION COMES FIRST HOTSY AI,I'f;RSTEIN 'ASSOCIATES 12021 842 U B O Chartes R Velzy Associates. I Consulting Engineers 355 M a i n Street A r m o n k , N e w York 10504 P L A Y G R O U N D E Q U I P M E N T . PATIO & POOL F U R N I T U R E • S P O R T I N G GOODS . P I C N I C T A B L E S •GYM EQUIPMENT . PARK STOVES Box K228 Koger Executive Center R i c h m o n d . Virginia 2 3 2 8 8 SCS Power Generation & Transmission ENGINEERS S T E A R N S . C O N R A D A N D SCHMIDT CONSULTING E N G I N E E R S , INC. Environmental Analysis Water & Wastewater • Burns &MCDonn«ll ENGINEERS - ARCHITECTS - CONSULTANTS P . O . B O X 1 7 3 , K A N S A S C I T Y , M O 6414T 8 1 6 - 3 3 3 - 4 3 7 5 W A T E R SUPPLY • WASTEWATER TREATMENT • SANITARY LANDFILL DESIGN , GAS PROTECTION AND RECOVERY 1 1 2 6 0 R o g e r B a c o n D r i v e , R e s t o n , V a . 2 2 0 9 0 • (703) 4 7 1 . 6 1 5 0 Californio • W a s h i n g t o n ENGINEERS • ARCHITECTS • P L A N N E R S L E E HIGHWAY. SUITE SURVEYORS & O'^lara, GreenItorne 0710 • 2 0 2 Inc. W •Kentucky •South Coroiino RALPH WHITEHEAD i. ASSOCIATES Consulting Engineers 1936 East Seventh Street P.O. Box 35624 Charlotte. North Carolina 28235 704-372-1885 • F A B R I D G E S . HIGHWAYS • RAILROADS . RAIL i BUS TRANSIT • AIRPORTS Thad S. Roberson, Jr. PHOS/E 703-385-9800 : " BRANCH OFFICES 3300 NE Expressway. Atlanta. GA 30341 1033 Wade Avenue, Raleigh. NC 27605 (404) 452-0797 (919) 832-0563 Southern WHITMAN, REQUARDT AND A S S O C I A T E S ENGINEERS 2315 SAINT PAUL Southern Engineering C o m p a n y o l Virginia 1 8 0 0 P e a c h l r e e Street, N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 STREET BALTIMORE, MARYLAND (301) 235-3450 21218 COMPLETE PUBLIC WORKS ENGINEERING A N D LAND George C u n n i n g h a m , Field Representative "imagineered" P L A Y G R O U N D a n d P A R K E Q U I P M E N T BY G A M E TIME, INC. Bex >U C E MAGUIRE, INC. ENGINEERS & 13924 B R A D D O C K R D CENTREVILLE. VA 22020 703-e31-9e30 50-S 703 Planning Design Inspeclkin !S Transit • Briages ar V • H,gl.^sys • Pons isltial Denelopmenl • Supply • Se«e.aoe • For further Connie McMANIS ASSOCIATES, INC. _ Washington, D.C. nagement donsultants Consu Management to City and County Governments Management A u d i t s • Operations and Productivity Analysis C o m m u n i t y Development • Executive Searches 1201 Connecticut Ave., N.W., Washington, D.C. (202) 466-7680 page 19) information Baiiard Department • Economic Development 22 7 7 7 1258 Consulting Engineers o > BOX 8 3 EDWARDS FERRY RD LEFSBURG. VA 2 2 0 7 5 Blauvelt: Engineering C o . Q U SURVEYORS P O BOX 4 2 9 ARCHITECTS/ENGINEERS/PLANNERS 45ZSoulhlil(>B(iiile«anl l42W*i)rkStroat S203 Lggsburg Pike. Siiiln 800 llicliinonil.VAZ3Z3G Saitt710 Fills CliDrcli.V« 22041 804 749-1174 Nlirlolk.V»23510 703 9981100 804 627-2939 SERVICES BENGTSON, DeBELU ELKIN & TITUS CONSULTING P O C U N N I N G H A M AbSOC. INC. 9554 Lskeside B r , , R i c h m o n d , V a , 23228 Phone 804 262-2401 SURVEYING from EAP referred this child to a social worker who practices reality therapy. After two visits the headache disappeared. Three months later, she's still in therapy, but it's working. "I can see results. I know now that my daughter will be well and that she will grow up and find her niche and excel," the relieved mother said. "I hope that my sharing this very personal and satisfying experience will allow someone else to be helped the way my daughter was," she added. Lynchburg's Personnel and Employee Department is the liaison between EAP and supervisory referrals. This includes providing on-thejob performance data which EAP uses in assessing a problem. All employee or family sessions with EAP are confidential. Neither the supervisor nor the personnel liaison is informed of the nature of the problem or treatment. After five months with EAP, including counseling and/or referral for 15 employees or family members, Lynchburg labels the program a success. "It will be cost effective if good employees with personal problems can be retained instead of terminated," said Personnel Director F.W.Willis, Jr. EAP advised the city that 30 percent of the troubled employees are expected to be identified. EAP's success in rehabilitating those with non-alcohol problems exceeds 90 percent. Three-fourths of the alcoholics motivated to treatment in early or middle stages of the disease achieve successful rehabilitation. Evaluation will be a joint effort between the city and the EAP staff. In announcing the program to each employee with a letter and brochure mailed to the home. City Manager E. Allen Culverhouse said, "The city's most valuable asset is its skilled and motivated workforce." Lynchburg accepts a responsibility t o those employees, recognizing each as a whole person made up of many facets. of in contact Lynchburg's Personnei. Q U I B L E & A S S O C I A T E S , INC. Consulting EngineersLand Surveyors 679 N. Main Street, Chase City, VA (804) 372-5101 Water Supply. Distribution & Treatment • Domestic & I n d u s t r i a l W a s t e Collection & Disposal • D r a i n a g e Soil E v a l u a t i o n • S i t e A n a l y s i s �PUBUC ADMINISTRATION SERVICE dmq P r o v i d i n g m a n a g e m e n t a s s i s t a n c e and c o n s u l t a n t s e r v i c e s to l o c a l , r e g i o n a l , and s t a t e g o v e r n m e n t s s i n c e 1 9 3 3 . 1497 Chain Bridge Roed McLeui, Virginia 22101 1313 East 60th Street Chicago, Illinois 60637 (312) 947-2121 (703) 734-«87a DAVID M. GRIFFITH AND ASSOCIATES, LTD. C o m p u t e r i z e d A c c o u n t i n g Systems National Leaders in the Preparation of Cost Allocation Plans 1 IfKl Logger Court, Building D, Suite 100, Raleigh, NC 27609 7 700 FALLS LEESBURG PIKE SUITE 302 CHURCH,VA. 22013 703/893-0711 Gilbert/Commonwealth Studies . Coroarstion consultinQ enoifneers mJER, SITE WASTEmTER, DEVELOPMENT, STRUCTURAL DRAINAGE,FLOOD CONTROL STREETS , HIGHWAYS,BRIDGES DESIGN , MARINAS GERAGHTY & MILLER, INC. 844 WEST STREET, A N N A P O L I S , MD 21401 (301) 268-7730 SYOSSET TAMPA BATON nOUGE W PALM BEACH HARTFORD HOUSTON CHAMPAIGN-URBAN A . EngineersjConsuHants P 0 Box 1498. Reading. PA 19603 215-775-26<X) X Municipal Audits Federal - Head Stan CETA-HUD:A-102Single Audits Operations Hydraulic Systems & Structures Water/Wastewater • Solid Waste Q (703) 590 1 131 (703) 670 6300 Facil.ly Planning Design C o n s t r u c t i o n Management S o u ' e EnciiniBsrina 919/876-8042 JAMES BRIDGES. LTD. A PROFESSIONAL CORPORATION Certified Public Accountant Patton. Harris, Rust & Assoc. a pfotessional corcoration Engineers , Surveyors JAMES M. BRIDGES, CPA . Planners C o m p l e t e professional services lor m u n i c i p a l i t i e s and public agencies C.ii'il — Sanilary — Subdivision Site Plani — Highway 14003 MINNEVILLE RD DALE CITY, VA 22193 — Hydraulic — ll'mer H'orks — Studies — Drainage Systems JORDAN & HUTCHERSON, INC. Main Office: 10523 Mam Street. Fairlax. Virginia 22030. (703) 273-8700 comulting engineers & surveyors Valley O f f i c a : 100 S o u t h Mam Street B n d g e w a t e r Virgmia 22812 (703)828-2616 Flori(ja—West SUITE 109 2405 WESTWOOD AVE. (804) 353-5541 R I C H M O N D , VA. 23230 Virginia—Georgia—Maryland MICHIE BOBBSMERRILL L a w Publishers Since 1855 Offering Complete Local Government Publication Services ' e stand behind o\jr products at CPOT. Our field service representatives are trauied to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assixre a successful Installation. u Q Z Call or Write: Michie/Bobbs-Merrill Philip S. LaMar Director of Code Publications P . O . Box 7587 Charlottesville, Virginia 22906 (804) 295-6171 Concrete Pipe & Products Company, Inc. P.O. Box, 1223, Rdchmond,VA 23209 (804)233-5471 < z O < z u • 23 �When you need reliability . . . rely on Caterpillar. s t a r t i n g w i t h the nnost c o m p l e t e machine line — motor graders, wheel loaders, track-type tractors, track-type loaders, wheel tractor-scrapers and landfill c o m pactors. Plus o p t i o n s and attachments to make each machine work like a " f l e e t . " Cat machines are designed and built for fast, easy maintenance, lubrication, and servicing. But, it doesn't stop there — we follow through w i t h special CAT PLUS services like Scheduled Oil Sampling, C u s t o m Track Service, Technical Analysis to help catch problems while they're small. That lets you schedule the " d o w n t i m e " and have machines working when they're needed. We can even help you set up a maintenance cost record system — it lets you analyze individual machine maintenance costs and helps you decide when a machine is ready to trade or sell. Give u sa call — we'll work with you. Your CATERPILLAR Dealer CARTER MACHINERY COMPANY, INC. Salem, N o r t o n , O a k w o o d , Danville, Virginia • Bluefield, Lewisburg, Pineville, West Virginia VIRGINIA TRACTOR CO., INC. R i c h m o n d , Chesapeake, Haymarket, W a y n e s b o r o , Virginia Caterpillar, Cat anr] [ B are TralJemarks of Caterpillar Tractor Co � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 3 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource March 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198203 https://www.virginiaroom.org/digital/files/original/69/6439/198204.pdf 294dbd738f72b5ac32ee74a52d9c0e9d PDF Text Text Richmond's Kanawha Plaza �Editorial Local Option... Not According To The Attorney General F e w l o c a l i t i e s in the C o m m o n w e a l t h w e r e a w a r e of S e n a t e Bill 160, w h i c h w a s p a s s e d during the 1978 S e s s i o n of the G e n e r a l A s s e m b l y until Dr. J e a n L. H a r r i s , former S e c r e t a r y of H u m a n R e s o u r c e s under G o v e r n o r D a l t o n ' s A d m i n i s t r a t i o n , s e n t letters to v a r i o u s S t a t e and local government o f f i c i a l s . T h i s m y s t e r i o u s legislation w a s c o m m o n l y referred to a s the " l o c a l option b i l l , " w h i c h b e c a m e S e c t i o n 15.1-36.2 of the Code of Virginia. T h e original intent of the local option legislation w a s to permit l o c a l i t i e s to e s t a b l i s h human s e r v i c e s delivery s y s t e m s w h i c h prior to that time w e r e prohibited by S t a t e law and administrative regulations. S e c r e t a r y H a r r i s ' 1978 letter ann o u n c e d the creation of the L o c a l Option T a s k F o r c e , appointed by the S e c r e t a r y to prepare g u i d e l i n e s for l o c a l i t i e s to follow w h e n submitting new p l a n s to carry out the reorganization of h u m a n s e r v i c e s programs. A s many local e l e c t e d off i c i a l s , local h u m a n s e r v i c e s administrators, city, county, and town m a n a g e r s and a d m i n i s t r a t o r s may remember, the L o c a l Option T a s k F o r c e in 1979 held public h e a r i n g s a c r o s s the state to s o l i c i t input on how the g u i d e l i n e s s h o u l d be developed. T h e g u i d e l i n e s were r e l e a s e d in final form in A u g u s t of 1979. o D 2 < Z O o DC L i k e all good m y s t e r i e s , there c a m e on F e b r u a r y 9 , 1 9 8 2 a major twist to the story of " l o c a l o p t i o n " legislation. On February 9 , 1 9 8 2 the Attorney G e n e r a l of the C o m m o n w e a l t h , G e r a l d L. B a i l i e s , in r e s p o n s e to an inquiry from S e n a t o r J o s e p h V. G a r t l a n of Fairfax, ruled that local option is unconstitutional. A s defined in S e c tion 15.1-36.2, of the Code of Virginia (the " l o c a l o p t i o n " s e c t i o n ) local governing bodies w e r e permitted to reorganize their h u m a n serv i c e programs in w a y s that w o u l d o t h e r w i s e c o n f l i c t with e x i s t i n g l a w s , r u l e s or regulations. However, under this s e c t i o n of the Code, the local governing bodies w e r e required to s u b m i t a reorganization plan to the Governor. If an e x i s t i n g provision of law prohibited or restricted the implementation of the plan, the G o v e r n o r w a s required to s u b m i t the plan to e a c h h o u s e of the G e n e r a l A s s e m b l y at least fortyfive d a y s prior to the c o m m e n c e ment of a s e s s i o n of the A s s e m b l y . In one of the most u n u s u a l turn of e v e n t s in Virginia statutory law, the local option legislation a l l o w e d for a local option plan to have the f o r c e of law, if the G e n e r a l A s s e m b l y did not s p e c i f i c a l l y disapprove the plan by the end of the s e s s i o n in w h i c h the plan w a s s u b m i t t e d . T h u s no s p e c i f i c act of the G e n e r a l A s s e m b l y w a s required to approve the local option plan. Herein lies the b a s i s of the Attorney G e n e r a l ' s opinion that the " l o c a l o p t i o n " legislation is unc o n s t i t u t i o n a l . In his written opinion, the Attorney G e n e r a l notes that " A r t i c l e IV, S e c t i o n II of the C o n s t i t u t i o n of Virginia (1971) prov i d e s , in part, that '[n]o law s h a l l be e n a c t e d e x c e p t by bill.' T o repeal or modify a statute requires a legislative a c t of equal dignity and import. Nothing l e s s than another statute will s u f f i c e . " T h e legal authority for this point is Moran v. LaGuardia, 270 N.Y. 450,1 N.E. 2d 961 (1936). T h e Attorney G e n e r a l further s t a t e s "it is well settled that a statute cannot be a m e n d e d by r e s o l u t i o n . " T h e legal authority for this point is Newport News Fire Fig titers Association v. City of Newport News, 307 F. S u p p . 1113 ( E . D . V a . 1 9 6 9 ) ; . . . clearly, w h a t the G e n e r a l A s s e m b l y cannot do by resolution, it c a n n o t do by inaction. Opinion to the Honorable Adelard L. Brault, dated A u g u s t 8 , 1 9 7 8 and found in the Report of the Attorney G e n e r a l (1979-1979) at 110; 1 A. Sands, Suttierland Statutory Construction S e c t i o n 22.14 p. 141. T o s u m m a r i z e the Attorney G e n e r a l : " T h e s t a t u t e s a f f e c t e d by a local option reorganization plan cannot be held to be s u s p e n d e d . " T o c o r r e c t this situation the Attorney G e n e r a l s t a t e s : "It is my opinion that in order to c o m p l y with the r e q u i r e m e n t s of the C o n s t i t u t i o n , the local option reorganization req u i r e s s p e c i f i c approval by bill e n a c t e d by the G e n e r a l A s s e m b l y in any c a s e w h e r e a reorganization plan c o n f l i c t s with e x i s t i n g s t a t u t e s . It is further my opinion that any s u c h legislative action would constitute a s p e c i a l a c t a s defined in A r t i c l e V I I , S e c t i o n 1. of the Constitution of Virginia, w h i c h requires an affirmative vote by twothirds of the m e m b e r s e l e c t e d to both h o u s e s in the G e n e r a l Assembly. T h e Attorney G e n e r a l ' s opinion is both clear and p e r s u a s i v e in that the " l o c a l o p t i o n " legislation In its present form is u n c o n s t i t u t i o n a l . T h e real q u e s t i o n i s , w h y did it take s o long f o r a n y o n e , be it Legislative S e r v i c e s , the previous S e c r e t a r y of H u m a n R e s o u r c e s , the previous Attorney G e n e r a l o r a member of the G e n e r a l A s s e m b l y to raise the question of the constitutionality of this unique law w h i c h w a s p a s s e d in 1978? T h e q u e s t i o n of the constitutionality of the " l o c a l o p t i o n " legislation c a m e up several t i m e s during the T a s k F o r c e meetings in 1979. S e v e r a l localities including D i c k e r s o n County, Fairfax County, the c i t i e s of M a n a s s a s and M a n a s s a s Park (jointly), Montgomery C o u n t y , S h e n a n d o a h C o u n t y and S u r r y County have spent a c o n s i d e r a b l e amount of staff time and money in developing local option p l a n s . W e r e their good faith efforts all for naught? While the elected off i c i a l s and s t a f f s of t h e s e localities may c o m e c l o s e to despair at the Attorney G e n e r a l ' s opinion . . . all is not lost. If the " l o c a l o p t i o n " legislation h a s an epitaph, it ought not be inspired by the number of aborted reorganization plans that were developed and submitted to the Governor. Rather, it should be recognized that the p r o c e s s h a s served a s a c a t a l y s t w h i c h c a u s e d local e l e c t e d o f f i c i a l s and s t a f f s to e x a m i n e their organizations and m e t h o d s of delivering human serv i c e s at the local level. One s u c h example is F a i r f a x C o u n t y , w h i c h d i s c o v e r e d that it did not need the approval of the G o v e r n o r or the G e n e r a l A s s e m b l y to make a number of key c h a n g e s wanted in its local human s e r v i c e s delivery system. In spite of the short life of the " l o c a l o p t i o n " legislation, positive (Continued on page 16) �Vfrginia Editor Charlotte Kingery Editorial Assistant Margaret A. Nichols Advertising and Business IVIanager Sandra J . Bacas Communications Intern Sarah Holt Telephone 804/649-8471 VML President R a y m o n d F. R a t c l i f f e Executive Director R. Michael A m y x Officers Francis T. West C h a r l e s A. R o b i n s o n , J r . Lawrence A. Davies Vincent J.Thomas Executive Committee S a m W. A d a m s Charles E. Beatley J a n e L. Hough Arlle C . P a y n e Hampton W. T h o m a s Robert T . W i l l i a m s Past President R o y H. Ericl<son V0LUME17 A P R I L 1982 NUMBER4 4-5 The Fredericksburg/Spotsylvania Agreement " I n a historic agreement, the City of F r e d e r i c k s b u r g joined f o r c e s with the County of S p o t s y l v a n i a to prevent hostility between the j u r i s d i c t i o n s and to offer their c i t i z e n s a peaceful place to live and work." 9 Fire Information On Wheels " T o help volunteer firefighters in C h e s t e r f i e l d County, the County gathered information about the a r e a s covered by the volunteers and put the information in a van to make it available at the s c e n e . " 10 Suits Made Against Police " W h e n is a municipality liable for police a c t i o n s ? " On the Cover T h e K a n a w h a P l a z a c o n n e c t s the new F e d e r a l R e s e r v e building, the Virginia E l e c t r i c and P o w e r C o m pany building and the recent exp a n s i o n of E t h y l Corporation. It is a pleasant a r e a for d o w n t o w n emp l o y e e s to relax in b e c a u s e of its l a n d s c a p e d w a l k w a y s and ample b e n c h e s . Part of R i c h m o n d ' s 197475 Capital Improvements Program, the Plaza w a s c o m p l e t e d in 1979. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753 Richmond 23206 12 High Schoolers Get Credit for Fire Training " F o r the first time in the nation, s t u d e n t s c a n make fire s e r v i c e training part of their high s c h o o l c u r r i c u l u m . " 14 Virginia Section, ICMA To Meet 16 Teens Learn to Fight Fires " T h e City of Charlottesville F i r e Department and the Boy S c o u t s of A m e r i c a s p o n s o r an Explorer P o s t s p e c i a l i z i n g in c a r e e r s within the fire s e r v i c e . " 19 Stop Kids From Setting Fires " B u r k e , Virginia has a program to c o u n s e l young firesetters and their f a m i l i e s . " DEPARTMENTS 2 8 17 20-23 22 Editorial People Ideas Directories IVIarketplace o O I< o DC �The Two Sides M e e t . . . The jurisdictions d i s c u s s theiroptions. (Photos courtesy of The Free Lance-Star) Fredericksburg's Side By Peter R. Kolakowski o Q o o gc > W h e n the moratorium w a s lifted in 1980, the City of F r e d e r i c k s b u r g reviewed the revised a n n e x a t i o n laws and initiated a feasibility study to investigate the possibility of annexing a portion of S p o t s y l v a n i a and/or Stafford C o u n t y . Although the city had not sought a n n e x a t i o n s i n c e 1955, the e x p l o s i o n of growth immediately outside the city limits and the e r o s i o n of the c i t y ' s tax base indicated that a study of annexation w a s n e e d e d . During the d e c a d e of the 1970s Spotsylvania County was the f a s t e s t growing C o u n t y in the S t a t e of Virginia. T h e growth outside City limits n e c e s s i t a t e d the provision of urban type s e r v i c e s ; s e r v i c e s w h i c h in many c a s e s were provided jointly by the city and the county. Despite its u n p r e c e d e n t e d growth during the 1970s, S p o t s y l v a n i a a g g r e s s i v e ly moved to provide a s many urban services as possible. Recognizing About the A u t h o r Mr. K o l a k o w s k i is F r e d e r i c k s b u r g ' s C i t y Manager. that the threat of a n n e x a t i o n existed, on S e p t e m b e r 24, 1981, Spots y l v a n i a filed a suit for partial immunity. In r e s p o n s e to this suit the city made its a n n e x a t i o n ordinance public. Negotiations c o m m e n c e d with m e e t i n g s in w h i c h both s i d e s traded initial p r o p o s a l s , attempted to find c o m m o n ground for d i s c u s s i o n s and set d a t e s for further negotiation s e s s i o n s . T h e tenor of the first s e s s i o n s indicated the desire of both localities to attempt to reach a s e t t l e m e n t . Until the first w e e k of D e c e m b e r the negotiations were cordial and b a s i c a l l y j u s t an e x c h a n g e of i d e a s . In fact, the s e s sioQs were general d i s c u s s i o n s of each locality's position and s t a t e m e n t s for and against a n n e x a tion. T h r e e w e e k s before the selfimposed deadline for the negotiations, an i m p a s s e w a s developing over the i s s u e s . L e a k s to the media e x a c e r b a t e d the tension between the negotiating t e a m s . A utility plan for both localities, c o n c e i v e d and brought forward by a Councilmember on the City's negotiation t e a m , led the way to a final agreement. T h i s f o c u s on the County and C i t y ' s mutual need for improved water and w a s t e w a t e r serv i c e s w a s the c o m m o n ground w h i c h led to the settlement of the tougher i s s u e , the C i t y ' s need for land. T h i s utility solution consolidated water and w a s t e w a t e r serv i c e s in the w a t e r s h e d o c c u p i e d by the City and major portion of the C o u n t y ' s urban growth. T h i s ended y e a r s of battling over the utilities and gave a s e n s e of a c c o m p l i s h ment to the negotiations w h i c h eased resolution of the land i s s u e . "A plan for providing utility services led the way for a pact." T h e final step w a s negotiation of the c o n t r a c t ' s language. T h i s part of the p r o c e s s required 14 hour d a y s over a nine day w o r k w e e k . T h e final contract draft w a s agreed upon two (Continued on page 6) �The Two Sides Agree By Steven T. Foster "City, Spotsylvania Sign Historic Accord" was a newspaper headline on December 23,1981. The Fredericksburg City Council and the Spotsylvania County Board of Supervisors signed an unprecedented agreement concerning annexation, immunity from annexation, the joint provision of water and sewer service and the revitalization of what was once the area's largest industry. After several years of distrust, infighting and isolationism, the two jurisdictions, having a combined population of over 50,000 residents, accomplished a near miracle. The 1979 session of the General Assembly adopted a new "annexation package" designed as a compromise to appease the warring factions in Virginia local government. After the dust settled, it was discovered that the legislature had About the Author Mr. Foster is the County Administrator for Spotsylvania. given total "immunity" from annexation to the large urban counties in the Commonwealth. Both cities and counties received additional state aid for law enforcement, judges' salaries and special welfare costs. As far as annexation was concerned, many counties including Spotsylvania, Augusta, James City and Albemarle found the sanctity of their territorial borders once again threatened. "The best 'defense' for the County was an 'offense'." Not long after July I, 1979, the effective date of the annexation legislation, the Spotsylvania County Board of Supervisors hired a cadre of lawyers and consultants to prepare a "defense" against possible annexation by Fredericksburg. Following over two years of preparation, analysis and study, the county determined that the best "defense" for Spotsylvania was an "offense." On September 24, 1981 the Spotsylvania County Board of Supervisors adopted a resolution petitioning the Commission on Local Government to grant immunity to 24 square miles of the county's more densely developed commercial, industrial and residential areas. Over the past decade, the Board of Supervisors responded to the demand for urban-type services by constructing necessary public facilities to serve the county's growing population. Confident of qualifying for "partial immunity," the county was able to negotiate face-to-face with the city on equal terms. Less than three months after the initial filing of this petition, the two governing bodies worked out a solution following numerous negotiating sessions. Although there is no clear "winner" or "loser" as a result of this agreement, both the county and the city benefited. The real winners were the citizens of both jurisdictions. As part of the agreement, Spot(Continued on page 6) ^ Q Q z < ^ > ^ < ^ ^ cc > 5 �(Fredericksburg, > 7T _ 2 < Z § O ^ ^ — 2 > 6 from page 4) and one-half hours prior to its signing on December 22. The citizenry, as well as the media and various state agencies, were amazed that Fredericksburg and Spotsylvania could come to an amicable agreement, settle a seven year old utilities question, and solve a three and one-half year old annexation battle. Particularly after years of tension and mistrust, the cooperation of both localities to resolve development issues was hailed as a new era for the region. There were several factors for this turnabout. The first was the common issues that eventually surfaced in the negotiations. The first three weeks of the negotiations centered upon the drawing of property lines with a general debate about annexation and partial immunity. Revenue sharing was proposed by the City, but Spotsylvania repeatedly stated that this was not an option to be considered in the negotiations. The final agreement contains provisions for the two issues that each side wished to resolve. These were the questions about utilities, water and wastewater capacity and service, and annexation. Many other issues were discussed, but annexation and utilities were the two interjurisdictional problems to be resolved in the settlement. C o m p r o m i s e was reached because both sides recognized the political and economic needs of the other jurisdiction. This is directly related to the second factor in the negotiations. Fredericksburg and Spotsylvania wanted to seriously negotiate a settlement. The mistrust that had accumulated in years of interjurisdictional squabbling was overcome after the first few weeks of negotiations. Both sides expressed the desire to avoid costly adversary litigation and wished to use these required negotiations to attempt to seek an agreement. It is estimated that this agreement saved the two localities millions of dollars in consultant and legal fees plus years of court batties and acrimony subsequent to a court settlement. Related to this desire to negotiate in good faith was a mutual agreement to actively use the mediator recommended by the Commission on Local Government. The mediator's efforts in the shuttle negotiations kept a possible complete impasse from occurring during the course of the negotiations. The third factor in the agreement process was the manner in which the negotiations were conducted. It was agreed upon to conduct the negotiations in closed session under the Freedom of Information Act protection of the Commission on Local Government. This allowed a free exchange of ideas and uninhibited discussion. News leaks and misinformation in the local media from the session caused some problems in the discussions; however, these were eventually overcome by both sides. The short time period in which the negotiations commenced and were completed is another factor in the process. A period of intensive negotiations with a set deadline of December 31, 1981, was agreed upon by both parties. The result was a six week negotiation process with a number of formal negotiation sessions but continual informal talks. The necessity for the formal "across the table" exchange of proposals and dialogue is apparent in any negotiations. The informal negotiations between the mediator and members of each negotiating team, however, were the true gauge of the desire of each locality to seek the agreement. These informal discussions were absolutely necessary. Without them it is believed that this agreement would never have been reached. It was from these informal discussions, particularly between the elected officials of each jurisdiction, that laid the common ground and allowed the issue of utilities to surface and moved the negotiations process forward. The City of Fredericksburg would certainly have preferred to receive the entire 6.3 square miles included in the original annexation ordinance rather than 4.63 square miles it did receive. Conversely, Spotsylvania would have preferred to have had no territory lost. But the point of any negotiation is to work out compromises and to find an agreement that both parties can live with. The identification of concerns in which both parties could agree upon, which in this case was the consolidation of water and wastewater utilities, enabled the resolution of the most difficult part of the negotiations, the land issue. The negotiations spawned the recognition that each locality had specific needs and requirements that could be mutually solved. Also, there was a realization that the best way to solve local problems was for the j u r i s d i c t i o n s involved to discuss all the problems in an attempt to reach an agreement in- stead of settling for a court mandated edict. This was done by the City of Fredericksburg and Spotsylvania County over differences and antagonism that had been growing for years. Now both sides look forward to implementation of the agreement and to promotion of not only the individual jurisdictions, but the region as a viable and peaceful place in which to work and live. (Spotsylvania, from page 5) sylvania County will not contest the annexation of 4.6 square miles of county territory. In exchange for this territorial adjustment, Spotsylvania will be completely immune from any annexation for at least 25 years, and probably longer. To Spotsylvania, the Commonwealth's fastest growing county, this means quite a lot. No longer worried about the prospect of annexation, the county can properly plan and coordinate the development of the county and related public services. Spotsylvania will be able to accelerate its plan to develop the now defunct FMC Corporation cellophane manufacturing plant as an industrial park. The county purchased the plant in August, 1980 following a successful voter referendum. When the plant closed in 1978, over 1,200 people were suddenly out of work, and left idle were an on-site seven million gallon per day sewage treatment plant and a 20 million gallon per day process water plant. As part of the agreement between the city and the county, the city will pump sewage to the former FMC sewage treatment plant which will be converted from an industrial sewage treatment facility to a municipal plant. Spotsylvania and Fredericksburg will share in the expense of converting and upgrading this valuable facility. This work will hasten the development of the former cellophane plant into a reconditioned 230-acre industrial park complex. In addition to the joint provision of sewage treatment, the city and county will formally "reunite" their potable water systems. Prior to the adoption of the 1979 annexation package, the two jurisdictions bought and sold water to each other through several interconnections that joined the otherwise separate water systems. Spotsylvania and Fredericksburg have agreed to provide back-up water supply to each other during times of emergency as (Continued on page 21) �4f At 2 yards and 110 net hor power [1.53 m' and 82 kW the 544C makes fast work of maint nance and construction. A Power Shift transmission with twin torque converter action gives you m f^g^^^M f outomotic 2-speed shifting in each I'^I^Q^' ^^^^ reverse smoothiy under A ^iifgy full power Under any load—any condiAt tlons. And since every shift is matched to the best possible engine rpm, there's no guesswork involved. Just more freedom to concentrate on the job ahead. See your John Deere dealer for more facts on the 544C. John Deere, Moline Illinois 61265. ^ ON BACKFILL WORK rr CAN ^^^mm CLOSE A DITCH WAMM^MJ^Mir WwlTHOUT SHIrT STRETCH YOUR TAX DOLLARS MUNICIPAL LEASE SEE DEALER A PARTICIPATING / �People BOBBS MERRILL Honors The International City Management Association tapped Harold S. Atkinson of Franklin and Brent Remsburg of Abingdon as Life Members. Mary E. Ingram, town clerl< of Herndon, was named "Woman of the Year" by the Herndon Business and Professional Women's Club. She has served as Herndon's Town Clerk since 1975. Deaths Former mayor of Chase City A.G. "Pete" Hutcheson died. He served as a member of the Town Council from 1953 to 1959 when he became mayor and served until 1963. Hunter E. Gurley, fire chief of Chase City, passed away February 25. A native of Chase City, he was a member of the Volunteer Fire Department for 30 years and served as Chief for 16 years. For the past 12 years he was a certified state fire instructor with the Department of Education. At the time of his death, Gurley was President of the Southside Firemen's Association and an Executive Committee member of the State Fire Chiefs Association of Virginia. Appointments G. M. "Mickey" Newman will assume the position of town manager for Abingdon this month after he leaves the city manager post In Norton. Dennis K. Morris has been appointed executive director of the Crater Planning District Commission. E. S. " S a m " Clay, Jr., assistant city manager for public Information and human resources for Virginia Beach, has been appointed Fairfax County's library director. Clay had been library director In Virginia Beach before being named assistant city manager. He is a graduate of Randolph-Macon College and the University of North Carolina. Law Publishers Since 1855 Offering Complete Local Government Publication Services Call or Write: Michie/Bobbs-Merrill Philip S. LaMar Director of Code Publications P.O. Box 7587 Charlottesville, Virginia 22906 (804) 295-6171 Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division O Q 5 A U S T I N V . K O E N E N (212-558-3180) JOSEPH A . HARCUM (212-558-3174) BENEDICT T . MARINO (212-558-2840) L E E K . BARBA (212-558-2168) ROBERT M . BROWN, I I I (212-558-3356) M I C H A E L P. GEORGE (212-558-2680) O Lehman Brothers Kuhn Loeb Incorporated NEW YORK • ATLANTA HOUSTON • LOS ANGELES 8 • BOSTON • CHICAGO • DALLAS • SAN FRANCISCO • LONDON • TOKYO �Fire Information On Wheels By Roy D. Patrick W h e n a s i n g l e c o u n t y has 12 fire c o m p a n i e s staffed a b o u t 50 percent by volunteers, effective and c o m p e tent fire f i g h t i n g c o u l d be hard to undertake. After all, each volunteer has to be trained to use the equipment and b e c o m e familiar w i t h the areas of the c o u n t y he/she will be responsible f o r — a n d d u r i n g their " o f f " hours, at that. "Chesterfield mal<es information available for their volunteers at the scene." C h e s t e r f i e l d C o u n t y was faced w i t h s u c h a s i t u a t i o n , but they f o u n d a way to utilize the e f f o r t s of their 300 v o l u n t e e r s in an e f f e c t i v e way. They i n s t i t u t e d the T e c h n i c a l Service Unit. Three e n t h u s i a s t i c and experienced f i r e f i g h t e r s c o m p r i s e the T e c h n i c a l Service Unit. These f i r e f i g h t e r s are responsible for prefire planning for eight all v o l u n t e e r fire c o m p a n i e s . S t a t i o n s with salaried personnel have s o m e o n e a s s i g n e d to work w i t h the TSU. The TSU pre-fire planning involves: — locating potential trouble s p o t s in an area — determining the t y p e s of buildings — locating hydrants — l o c a t i n g s h u t o f f s or electrical power, gas and other p o t e n t i a l hazardous f a c i l i t i e s — i d e n t i f y i n g the best routes into the area and naming specialized e q u i p m e n t to combat s p e c i f i c types of fires — c o m m i t t i n g t h i s i n f o r m a t i o n to d r a w i n g s , 3 5 m m slides, video equipment and projector displayed transparencies — using t h i s i n f o r m a t i o n for training classes. The i n f o r m a t i o n c o m p i l e d by TSU can be placed at the scene of a fire to provide f i r e f i g h t e r s w i t h informat i o n they need for instant d e c i s i o n m a k i n g . It also can provide inexpensive t r a i n i n g i n f o r m a t i o n for the v o l u n t e e r s at any t i m e c o n v e n i e n t to t h e m . How to get this vital research at the scene of an e m e r g e n c y ? It is c o n v e r t e d into a m i c r o f i l m About the Author Mr. Patrick is chief of administrative services for Chesterfield's Fire Department. The van is s t o c k e d w i t h fire e q u i p m e n t as well as i n f o r m a t i o n about the area in w h i c h the f i r e f i g h t e r s are w o r k i n g . Storage and retrieval s y s t e m w h i c h is stored in a m o b i l e van. All of the information covering one area usually is placed on one m i c r o f i c h e . In the case of m u l t i p l e fires, the inf o r m a t i o n is d u p l i c a t e d at the c o m m u n i c a t i o n s d i s p a t c h center so an alternate source of i n f o r m a t i o n is available. Members chosen for the T e c h n i c a l Service Unit have received specialized training f r o m the V i r g i n i a Elevator C o m p a n y on the o p e r a t i o n , entry and rescue of trapped individuals f r o m m a l f u n c t i o n ing elevators in a d d i t i o n to being in- s t r u c t e d by the Virginia C o m m o n w e a l t h Gas C o m p a n y on the operation and types of gas s h u t o f f valves in the c o u n t y . Needless to say, the response from the volunteer f i r e f i g h t e r s has been o u t s t a n d i n g . Municipal Liability Insurance. • • • • • • Public Officials Errors & Omissions Police Professional Liability Gonnprehensive Liability Coverage Adnnitted Insuror Limits to $100,000,000 Federal Law 1983 Coverage Please have your broker call today: O / j / f T : Bayly, Martin & Fay/San Antonio D/yir ' PO. Box 17800, San Antonio, Texas 78217 1-800-531-7205 • 1-800-531-7224 1-800-292-5721 (Texas only) �Suits Made Against Police By J a m e s L. Hague In twenty years, the increase of civil suits Virginia citizens initiated against one another nearly doubled. Police officials and municipalities have likewise faced staggering increases in the number of civil suits filed against them as a result of police activities. The liability for wrongful police action has not been limited to the police officer but, under certain conditions, has extended to the municipality and its public treasury, as well. An exploration of the law suits generated by police activity is necessary to understand this liability problem and how to prevent it. Two major types of civil actions against police officers and municipalities are tort actions in Virginia courts and civil rights suits in federal courts. A civil rights action will generally take place in a United States District Court while a tort suit occurs in either a Virginia General District Court or a Virginia Circuit Court depending upon the amount of money in litigation. Suits for amounts over $7,000 must be filed in the Circuit Court. It is important to discuss tort suits first because what is true for a tort action is also generally true for a civil rights action as the latter are premised on principles of tort law. There are three categories of torts: intentional, gross negligence and simple negligence. Intentional torts involve intentional wrongdoings so that personal injury and/or property damage results. Common examples include charges of false arrest or false imprisonment (they are virtually the same claim) and assault and battery (unlawful use of force). A survey by the International Association of Chiefs of Police, (lACP), found that 68.8 percent of the suits against the police involved these charges. Negligence involves the breach of a standard of care which causes personal injury and/or property damage. It is really the careless doing of something when the actor knew or should have known of the foreseeable risk. The difference between gross and simple negligence is in the amount of carelessness and the degree of risk or harm involved. Any About the Author Dr. Hague is an associate professor of administration of justice and public safety at Virginia Commonwealth University. time there is carelessness involved in a shooting by police the courts will generally consider this gross negligence because of the high degree of risk inherent in the use of firearms. Negligent police shootings of bystanders often result in such suits. If the police are involved in a collision through carelessness, they may be liable for simple negligence. Besides false arrest and assault and battery claims, a significant number of other claims are made against the police for negligence in the u s e of firearms and automobiles. Together these represent the bulk of tort suits, however, others are possible such as malicious prosecution, civil t r e s p a s s and defamation of character (libel and slander). The bulk of damages awarded are compensatory because civil courts generally seek to compensate injured persons to restore them to their original condition prior to the injury in so far as money can do that. There are three types of compensatory damages: actual, pain and suffering and mental anguish. Actual damages include those out of pocket expenses of the one injured such as medical expenses and lost wages. Generally these can be demonstrated quite clearly. Pain and suffering and/or mental anguish is an inexact science. Because of this, plaintiffs can claim just about any amount they wish and juries have little in the way of standards to make judgements upon. While tort suits do occur in Virginia's courts, the most common form of legal claim against the police and their municipality takes place in the Unites States District Court under the 111 year old Civil Rights Act of 1871. Section 1983 of title 42 of the United States Code is that portion of the Act upon which most claims are based. The Section reads as follows: CIVIL While the civil tort law offers several legal remedies, the one most commonly sought is that of damages. Damages may be nominal, punitive or compensatory. Nominal damages mean that the litigant who wins, wins in name only and the court will only award an amount such as one dollar. Punitive damages are awarded by civil courts in order to punish the wrongdoer. To be held liable for punitive damages the police would have had to have specifically intended the wrong. For example, if an officer, knowing it was illegal to make an arrest, makes the arrest anyway. Certainly malicious actions by police can result in punitive damages. ACTION FOR DEPRIVATION OF RIGHTS Every person who, under color of any statute, ordinance, regulation, custom, or usage, of any State or Territory, subjects, or causes to be subjected, any citizen of the Unites States or other person within the jurisdiction thereof to the deprivation of any rights, privileges, or immunities secured by the Constitution and laws, shall be liable to the party injured in an action at law, suit in equity, or other proper proceeding for redress. As defined through U.S. Supreme Court Cases, section 1983 says that any state or local government official who deprives anyone of a federally guaranteed constitutional or statutory right is liable under federal civil law. That liability is usually in the form of compensatory, punitive or nominal damages. There is one important difference. While police officers and other local officials are liable, local government itself is not liable for punitive damages in a section 1983 suit (although it may be under other civil rights sections of title 42). Not only are the remedies in a �civil rights c l a i m generally the s a m e a s that of a tort a c t i o n , but the k i n d s of i n c i d e n t s w h i c h generate one c a n u s u a l l y result in the other. T o be a s e c t i o n 1983 c l a i m , the plaintiff s i m p l y d e s c r i b e s the tort in c o n stitutional language. A f a l s e arrest b e c o m e s an u n r e a s o n a b l e s e i z u r e under the Fou rth and F o u r t e e n t h A m e n d m e n t s . A s s a u l t and battery is a deprivation of liberty without due p r o c e s s of law under the Fourteenth A m e n d m e n t . T w o e x c e p t i o n s to the rule that torts are a l s o c o n s t i t u t i o n a l c l a i m s are m a l i c i o u s p r o s e c u t i o n and defamation of character. Even negligent torts fall under the Civil R i g h t s A c t of 1871 e x c e p t the n e g l i g e n c e m u s t be g r o s s . O n e s e c tion 1983 c a s e of g r o s s n e g l i g e n c e involved police indifference in the f a c e of k n o w n d a n g e r s to the plaintiffs. In that c a s e the court d e s c r i b ed the F o u r t e e n t h A m e n d m e n t ' s liberty interest a s the right to bodily integrity and a s restraining state a c tivities w h i c h are fun dam ent all y off e n s i v e to a s e n s e of j u s t i c e . Additional similarity b e t w e e n tort and civil rights c l a i m s c o m e s in the form of the statute of limitations. Federal c o u r t s u s e the statute of limitations of the state in w h i c h the c l a i m a r o s e . In Virginia, this is ordinarily two y e a r s . "How does a municipality become liable for police actions in a tort or section 1983 action and what defenses are there to such liability?" F i r s t of a l l , a municipality and its officials, including police administrators and s u p e r v i s o r s , are not liable for the w r o n g s of s u b o r d i n a t e police officer under the doctrine of respondeat superior. Respondeat superior is the legal rule a p p l i c a b l e in the private s e c t o r w h i c h h o l d s the private e m p l o y e r or superior responsible for the wrongful a c t s of his s u b o r d i n a t e e m p l o y e e e v e n though the a c t w a s not s p e c i f i c a l l y c o m m a n d e d or authorized s o long a s the subordinate w a s a c t i n g within the s c o p e of his e m p l o y m e n t . If a private c o m p a n y delivery truck driver, for example, operates his truck negligently during a delivery and injures s o m e o n e , the private c o m p a n y is liable along with the driver. But if a police officer wrongfully injures a c it iz e n during the p e r f o r m a n c e of his d u t i e s , there is no a u t o m a t i c liability on the part of his superior officers or municipality. In the public s e c t o r there may be liability by public o f f i c i a l s and the municipality for a n a c t of a s u b o r d i n a t e e m p l o y e e if public o f f i c i a l s : 1) c o m m a n d or direct the a c t of the s u b o r d i n a t e, 2) participate in the a c t , 3) c o n d o n e or ratify the s u b o r d i n a t e ' s a c t , or 4) by their o w n n e g l i g e n c e p l a c e the subordinate in a position to do f o r e s e e a b l e harm. T h i s i s o b v i o u s ly direct liability rather than v i c a r i o u s b e c a u s e the superior official h a s h i m s e l f done a wrongful a c t w h i c h is a legal c a u s e of the injury. A municipality is not automatically liable even under the four circumstances just outlined. Virginia municipalities are protected by the doctrine of sovereign immunity when sued in tort (see later discussion of sovereign immunity). Liability also does not automatically follow any of the four circumstances in a section 1983 c a s e even though in 1978 the U.S. Supreme Court decided that sovereign immunity is not applicable in federal court under section 1983. The Court limited a municipality's liability to injuries caused by the "execution of a government's policy or c u s t o m , w h e t h e r made by its lawmakers or by those w h o se edicts or acts may fairly be said to represent official policy and conversely if government officials act outside municipal policy or custom the municipality is not liable." But in 1980 in Owen v. City of Independence the Supreme Court went further w h e n it held that municipalit i e s s u e d under s e c t i o n 1983 are liable even w h e n the wrongdoing o f f i c i a l s are not liable in the c a s e of a c o n s t i t u t i o n a l wrong c o m m i t t e d p u r s u a n t to the government's policy or c u s t o m . In s u c h a c a s e the wrongdoing o f f i c i a l s w e r e merely following the g o v e r n m e n t ' s policy or c u s t o m . T h e y have a d e f e n s e , the government d o e s not. It i s c l e a r that the S u p r e m e Court intended to apply the doctrine of equitable l o s s s p r e a d i n g w h e n it stated that " e v e n when some constitutional development c o u l d not have been f o r e s e e n by m u n i c i p a l o f f i c i a l s , it i s fairer to a l l o c a t e any resulting f i n a n c i a l l o s s to the inevitable c o s t s of government borne by all the t a x p a y e r s , than to allow its impact to be felt s o l e l y by t h o s e w h o s e rights, albeit newly r e c o g n i ze d, have been v i o l a t e d . " The most important defense which the police and other municipal officials have against section 1983 suit, and one which is also applicable in a tort action, is that of a qualified immunity. This means that the official (Continued, page 21) Market Makers and Investment Bankers O Q Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Yorl< Plaza, New York, N.Y. 10004 o o > 11 �High Schoolers Get Credit For Fire Training Ben, a 17 year old high s c h o o l s t u d e n t , enjoys being a nnember of the nearby volunteer fire department. Even t h o u g h he k n o w s a lot, he needs to know more. He figures he'll have to wait until he a t t e n d s c o l l e g e — b e s i d e s he d o e s n ' t have t i m e to a t t e n d extra classes and keep up w i t h his regular s c h o o l work. Is there a way to train Ben, and others in a similar s i t u a t i o n , for the fire service? Fauquier C o u n t y High S c h o o l in Northern Virginia and the Virginia O f f i c e of Fire Services Training invented a way for high s c h o o l s t u d e n t s to earn c r e d i t s for graduat i o n w h i l e a t t e n d i n g fire training classes d u r i n g s c h o o l hours. "It's the first program of its kind in the nation." A program was set up whereby s t u d e n t s can earn high s c h o o l credit and credit f r o m the International Fire Service Training A c a d e m y . Approval was received f r o m the local s c h o o l board, the State Department of Education and the State O f f i c e of Fire Services Training. The first major hurdle? The i n s t r u c t o r — t h e person had to be acceptable to both the e d u c a t i o n people and the fire i n s t r u c t o r s . Paul Poling, a retired t e l e p h o n e c o m pany e m p l o y e e and seasoned State certified fire instructor, was s e l e c t e d to teach the c o u r s e . The local fire d e p a r t m e n t s provide the e q u i p m e n t , text and the IFSTA 200 manual. The s c h o o l s y s t e m provides the space and the O f f i c e of Fire Services Training f u n d s the program. The Training o O CD > 12 The first year of the program qualifies a s t u d e n t as Firefighter I and II in the State c e r t i f i c a t i o n program. The o p t i o n a l s e c o n d year qualifies a s t u d e n t as a Firefighter III and an e m e r g e n c y medical t e c h n i c i a n (EMT). Virginia has an extensive cert i f i c a t i o n program w h i c h standards are set by the National Professional Q u a l i f i c a t i o n s Board. The s t u d e n t s are given tests d u r i n g the class w h i c h will prepare t h e m for the c e r t i f i c a t i o n t e s t s at the end of the c o u r s e . The c e r t i f i c a t i o n i n c l u d e s a w r i t t e n and skilled test on the o b j e c t i v e s for Firefighter I and II Paul Poling (left), the i n s t r u c t o r , gives the s t u d e n t s their c e r t i f i c a t e s earned for fire service c o u r s e s . w h i c h is a d m i n i s t e r e d by the O f f i c e of Fire Services T r a i n i n g . S t u d e n t s w h o c o m p l e t e the s e c o n d year will take the Firefighter III test and the EMT test w h i c h is a d m i n i s t e r e d by the Department of Emergency Medical Services. S t u d e n t s selected for the program have to be m e m b e r s of local volunteer fire d e p a r t m e n t s or they have to agree to b e c o m e m e m b e r s . The d e p a r t m e n t s agreed to accept any s t u d e n t s w h o were interested in participating in the p r o g r a m . The staff w h o established the program worked very closely with the g u i d a n c e d e p a r t m e n t at Fauquier County High S c h o o l to s c h e d u l e s t u d e n t s so they w o u l d be available f r o m 1:00 p.m. to 3:00 p.m. each day. Mr. Poling has kept the level of interest up by s c h e d u l i n g g u e s t speakers f r o m State fire services organizations and asking s o m e of the t o p fire d e p a r t m e n t s in the State to tell the class about career opport u n i t i e s . S t u d e n t s also participate A AT^ r^nf^M BaBZOEB CAPITAL in field exercises. Since the program is in its early stages, the Office of Fire Services Training, local s c h o o l and fire officials are w a t c h i n g it very closely. At this point, most people are ent h u s e d w i t h the program and s t u d e n t s are d o i n g well in the class. W h i l e the program may not work in every c o m m u n i t y , it has real potential. The benefits are o b v i o u s . The training assists s t u d e n t s in making a career d e c i s i o n or in seeking e m p l o y m e n t in the fire services or a related field. It also assists t h o s e s t u d e n t s w h o w o u l d like to continue their education in an associate degree or degree program in fire science or e n g i n e e r i n g . The course s u p p l i e s the local volunteer fire d e p a r t m e n t s w i t h a group of y o u n g well trained firefighters and the s t u d e n t s are safer citizens because of their understanding of fire safety practices. It's a t w o way program. It enables high s c h o o l s t u d e n t s to receive credit for training in the fire service and it provides training to the fire d e p a r t m e n t s t h r o u g h o u t Virginia. Currently Fauquier County High S c h o o l is gearing up for the next academic year since the program will be c o n t i n u e d . W h i l e the primary objective is to provide training to the fire departm e n t s , the s u c c e s s of this program c o u l d mean better fire p r o t e c t i o n in Virginia. For more information, contact the Office of Fire Services Training, P.O. Box 706, Astiland, Virginia 23005 or your local fire training area supervisor. EQUIPMENT COMPANY, INC. BRANCH: 1201 CAVALIER BOULEVARD CHESAPEAKE, VIRGINIA 23323 804-485-4485 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS 9002 MOUNTAIN ROAD23228 RICHMOND, VIRGINIA HIGHWAY ..hemical Spreauers LINK BELT—Cranes—Excavators F M C / B E A N — S e w e r Cleaner LAYTON MFG. C O . - A s p h a l t Pavers MEYERS-SHERMAN — "Vactor Jet Rodder" RICHMOND MFG. C O . - H o r i z o n t a l Boring Machines ELGIN—Svireepers ATHEY MANUFACTURING C O . —Maintainer Grader DYNAPAC —Vibratory Rollers GIANT-VAC — Leaf Collectors DAVEY — A i r Compressors RO CORP. — H y d r a u l i c Cranes �SELECTED RISKS INSURANCE COMPANY SELECT WAY INSURANCE COMPANY B R A N C H V I L L E , N E W J E R S E Y 07826 SPECIALISTS IN PROVIDING THE INSURANCE NEEDS OF VOLUNTEER FIRE DEPARTMENTS VOLUNTEER AMBULANCE SQUADS AGENTS THROUGHOUT VIRGINIA BRANCH O F F I C E i RICHMOND, VIRGINIA 6767 FOREST HILL AVENUE Telephone: 804-272-7568 ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ 13 �Managers To Meet At the Homestead o Q o o DC 14 What is h a p p e n i n g w i t h government these days? M e m b e r s and friends of t h e Virginia S e c t i o n , International City Management A s s o c i a t i o n w i l l hear speakers w h o have s o m e of t h e answers at t h e S e c t i o n ' s A n n u a l C o n f e r e n c e on April 28-30, 1982 at The H o m e s t e a d in Hot Springs, Virginia. Block grants are being d i s c u s s e d f r e q u e n t l y and a special panel on Thursday a f t e r n o o n will review t h e Small Cities N o n e n t i t l e m e n t Block Grant. Panelists are m e m b e r s of t h e Policy Advisory and T e c h n i c a l A d visory C o m m i t t e e s w h i c h have been s t u d y i n g t h e block grant s i n c e its i n c e p t i o n last A u g u s t . Lt. Governor Richard J . Davis, Chairman of Governor Robb's A d visory Commission on Block Grants, will speak Friday m o r n i n g on t h e w o r k t o date of t h e c o m m i s sion. The S e c t i o n is f o r t u n a t e to have Dr. J a m e s H o w e l l , senior vice president and chief e c o n o m i s t for the First National Bank of B o s t o n . Virginians w h o heard h i m at I C M A ' s conference in A n a h e i m have raved a b o u t his delivery ever s i n c e . Join Dr. H o w e l l on Thursday m o r n i n g . Julian F. Hirst's reputation as a speaker is l o n g s t a n d i n g . He pokes fun at m e m b e r s and manager problems at W e d n e s d a y ' s O p e n i n g Dinner. You're t h e speaker for Thursday a f t e r n o o n ' s Cracker Barrel Sess i o n s . Note cards will be available for y o u t o j o t d o w n t h e t o p i c s y o u want t o d i s c u s s d u r i n g t h e informal s e s s i o n s . Moderators will keep t h e conversations moving. Hear about t h e latest a g r e e m e n t s b e t w e e n localities at t h e Annexat i o n and C o n s o l i d a t i o n s e s s i o n Friday m o r n i n g f r o m s o m e panelists w h o have lived t o tell a b o u t it. A l s o offered at t h e same t i m e is a sess i o n on t h e controversial s c h o o l aid f o r m u l a and w h a t is being d o n e to try t o make it more equitable. S h o u l d y o u j o i n an insurance p o o l i n g group? H o w d o y o u set up a risk m a n a g e m e n t program? These w i l l be d i s c u s s e d on Friday morning. Special a c t i v i t i e s i n c l u d e golf and t e n n i s t o u r n a m e n t s , bridge, a tour of The H o m e s t e a d and all t h e activities offered by The H o m e s t e a d . M e m b e r s , g u e s t s and s p o u s e s are urged t o c h o o s e whatever they w a n t since activities and program events are open to all a t t e n d e e s . A special program is planned for the s p o u s e s o n Thursday m o r n i n g . Dr. Ruth K. M u l l i k e n of The College of W i l l i a m and Mary will d i s c u s s On Being A Person. Friday evening is formal. T u x e d o s or dark b u s i n e s s s u i t s are the attire for men w h i l e dresses are for w o m e n . For c o n f e r e n c e material Sheree Carter at 804/649-8471. long call PROGRAM 1982 Virginia Section Conference The Homestead, Hot Springs WEDNESDAY, APRIL 18 12:00 12:30 6:30 7:30 n o o n - 6 : 0 0 p.m. p.m. p.m. p.m. THURSDAY, APRIL 29 7:00 a . m . - 3:00 p.m. 7:30 a . m . - 9:00 a.m. 9:30 a.m. 10:00 a . m . - 1 2 : 1 5 p . m . 2:00 p . m . - 4:00 p.m. FRIDAY, APRIL 30 8:30 a . m . - 2:00 p.m. 9:00 a.m. 9:30 a.m.-10:30 a.m. 10:45 a.m.-12:30 p.m. 2:00 6:15 7:00 9:00 p.m. p.m. p.m. p.m.-12:00 m i d n i g h t Registration Golf and T e n n i s T o u r n a m e n t s President's Reception O p e n i n g Dinner Speaker—Julian F. Hirst, Norfolk City Manager Registration Prayer Breakfast Message—Dr. Ruth K. M u l l i k e n O p e n i n g Session Speaker—Dr. J a m e s H o w e l l , Senior Vice President and Chief E c o n o m i s t , First National Bank of B o s t o n Concurrent Sessions 1. Small Cities CDBG Panel 2. Roanoke Redevelopment/ Cracker Barrel Session 3. Legislative Recap/Cracker Barrel Session Registration Speaker—Lt. Governor Richard J . Davis Risk M a n a g e m e n t Panel Concurrent S e s s i o n s 1. A n n e x a t i o n and C o n s o l i d a t i o n 2. School F u n d i n g B u s i n e s s Session Reception Dinner Dancing/Music REFURBISHING SPECIALISTS On Ail Types of Fire Apparatus J. C. MOORE INDUSTRIES • FREDONIA, PA. 16124 YOU GET MORE FROM MOORE" • MOORE SERVICE • MOORE SATISFACTION • • MOORE WATER • MOORE QUALITY WORKMANSHIP • C A L L 24 HOURS A D A Y FOR S E R V I C E PHONE (412)475-3185 REFURBISHREPAIR REPOWER REPAINT — REMODEL- REBUILD RECONDITION FABRICATIONS MODIFICATIONS -IN STATION SERVICE �When you need reliability . . . rely on Caterpillar. starting with the most complete machine they're small. That lets you schedule the line — motor graders, wheel loaders, "downtime" and have machines working track-type tractors, track-type loaders, when they're needed. wheel tractor-scrapers and landfill comWe can even help you set up a pactors. Plus options and attachments to maintenance cost record system — it make each machine work like a "fleet." lets you analyze individual machine Cat machines are designed and built for maintenance costs and helps you decide fast, easy maintenance, lubrication, and when a machine is ready to trade or sell. servicing. But, it doesn't stop there — we follow through with special CAT PLUS Give u s a call — we'll services like Scheduled Oil Sampling, work with you. Custom Track Service, Technical Analysis to help catch problems while O Q Your CATERPILLAR Dealer CARTER MACHINERY COMPANY, INC. Salem, Norton, Oakwood, Danville, Virginia • Bluefield, Lewisburg, Pineville, West Virginia 5 O VIRGINIA TRACTOR CO., INC. Richmond, Chesapeake, Haymarket, Waynesboro, Virginia > C a l e t p i l l a c . Cat and [ B aie T r a d e m a r k s of Caterpillar Tractor C o . 15 �Teens Learn To Fight Fires Since March of last year, the Charlottesville Fire Department in conjunction with the Boy Scouts of Annerica and the Stonewall Jackson Area Council has sponsored an Explorer Post specializing in careers within the fire service. According to Captain Benjamin A. Powell of the Charlottesville Fire Department, the training available to 14-21 year-olds through the program enables them to compete effectively for future jobs in the fire service. The training procedure for the young firefighters has been approved by Virginia Fire Service Training regulations and conforms to the National Fire Prevention Administration Standards 1001. All that the applicant needs is a certain degree of interest, enthusiasm and dedication. The Explorer Program must be submitted to the National Boy Scout Council and the International Association of Fire Chiefs for their approval. During their association with the Post, members must adhere to certain guidelines. For example, explorers must have a signed release form from their parents or legal guardian and their uniforms must be worn for all explorer functions. In addition, there are age group stipulations referring to responsibilities: — Persons 14-16 are not allowed on the fire ground and may not ride fire vehicles. They are to participate in station duties. — Persons 16-18 may assist in support activities on the fire ground and respond to fires via fire vehicles, but may not enter burning structures. — Persons 18-21 may respond to fires, participate in fire ground activities, enter burning structures and respond to fires on fire vehicles. All explorers are under close supervision at all times. Many of the young firegfighters are involved in fire hydrant inspections, pre-fire planning, fire prevention, radio communications, testing apparatus and assisting at the station after a large incident. Besides basic training, explorers are encouraged to enter college level fire science classes and are allowed to attend school away from the area. The explorers are not to be used as a substitute labor force; they are involved so that they may learn, according to Captain Powell. (Editorial, from page 2) changes can and will yet occur in the method of delivering human services in Virginia at the local level. The next generation of change will be sparked by a need to "manage with less" and by President Reagan's own version of a "local option" system at the state level, with the introduction of the Administration's New Federalism Initiative. What was not achieved from the bottom using Virginia's local option opportunity, may well be precipitated from the top down as the new Federalism takes shape. The Eighties should be an interesting decade. George T. Drumwright, Jr. About the Author fi/lr. Drumwright is Henrico's Deputy County Manager for Human Services and was a member of former Secretary Harris' Local Option Task Force. For further inlormatior\, contact Captain Benjamin Powell, Charlottesville Fire Department, 203 Ridge Street, Charlottesville, Virginia 22901. Financing The John Marshall is not what it used to be. Public Power Requirements o Q < • F i r s t Boston o 16 We're better than ever Our spacious meeting rooms, fine food, complete audio/video equipment and expert staff assure you of a comfortable, effective meeting. Located at 5th & Franklin Streets., Richmond, Virginia. 804-644-4661. TheJohnMarshall The First Boston Corporation PARK AVENUE PLAZA NEW YORK, N.Y. 10055 (212) 909-2000 �Ideas Fireside Chatter Fire Prevention Some children in Missouri might stop playing with matches when a fire truck tells them to. Kansas City, Missouri actually has a talking fire truck. The Director of Community Relations, Harold Knabe, said It's used to educate the public about fire prevention. The unique truck Is a minlpumper with a detective pump and firefighters refuse to tell how the truck talks . . . A Colorado fire department knows how to get things done easier. They simplified their task of Inspecting 1300 local businesses each month by presenting a fire safety award to those showing outstanding cooperation. Now the businesses get a pat on the back for good behavior and the fire department provides the needed incentive to get citizens to practice good fire prevention and safety. Use Old Pumpers Crescent City proved that innovation pays when it saved a bundle on replacing a worn out fire vehicle. When the city was faced with the need to replace a special van for carrying equipment they found out It would cost $60,000 to $80,000. Determined to trim that figure, the city converted a 1981 Ford 350 van truck Into an energy fire vehicle equipped with flood lights, emergency light bar and siren and 2way radio—all for$19,771. Development Corporation Fairfax County's new Local Development Corporation (LDC) selected nine business leaders from the community for Its initial officers and board of directors. This nonprofit corporation, expected to be operational in midJuly, plans to provide long term fixed asset financing for eligible small businesses. The Chamber of Commerce and County Economic Development Authority are cooperating In the sponsorship of the organization. Cut Expenses Need to reduce payroll expenditures? Assistant Director of Personnel for Henrico, George H. Cauble, Jr., suggested shortening your workweek and delaying scheduled increases to cut cost. Several other alternatives to employee lay-offs include: — A "freeze on raises," not only for merit increases but also on cost of living raises, reclassifications and promotions. — Payless holidays — Cuts In employee pay; across the board or by a fixed dollar method. — Choose employee benefits carefully cutting superfluous ones. — Avoid unnecessary overtime compensation with careful planning. EFHuthm talks public powerfinanciiig. E.R Hutton's Public Power Finance Group has demonstrated its ability to generate new financing ideas and carry them out successixilly We have the experience, the l<now-hou/ and die distribution network which could mal<e your next financing a success in ways you may not have anticipated. As managers or co-managers of numerous public financings, we have proven our ability to create innovative approaches to complex tax-exempt financings. We have the second largest capital base in the industry. We also have the willingness to use our capital to maintain a secondary market in issues we manage. And our distribution capability is extensive, with 2 6 5 offices across the country. In addition to our growing retail business, our institutional business nas grown to over 1/3 of our total securities business. For your next public power offering, w h y not give Marshall Lancaster a call at (212) 742-2892, Steve Sloan at (212) 742-6651, or Bill Sachau at (213)488-3551. Learn w h y so many people in public power say that it pays to listen when E.F. Hutton tall<s. E, E Hutton & Company Inc. One Battery Park Plaza, New York, New York IOOO4 (212) 7 4 2 - 5 0 0 0 When EF Hutton talks, people listen. o Q o o > 17 �''Our Kennametal snowplow blades are still on after 13,500miles" —Jim Pugh, airfield maintenance manager, Columbus International Airport, Columbus, Ohio To clear Columbus International Airport's two cross-grooved, 150-foot-wide runways (one is 10,450-feet long; the other 6,000) during the harsh central-Ohio winters, Jim Pugh and his crew prefer Kennametal carbide-edged snowplow blades. He tells why: "Several years ago, we decided to try a set of Kennametal blades because our steel ones wore out after only 100 miles. Immediately, we realized significant cost and labor savings. Kennametal gave us far more plowing than we'd ever had before. That meant drastic reductions in our blade inventory and replacement downtime. Soon, we began equipping our large plows with Kennametal. And today, one of our Gledhill models still has the same set of Kennametal straight blades on after seven seasons . . . and 13,500 miles! Incredibly, they have at least two more years on them! No wonder we pick Kennametal blades for our conditions!' Kennametal snowplow blades. The clear choice to clear your way, too. Let us show you. Contact Kennametal Inc., Bedford, P A 15522. Phone 814-623-5134. ime I N T E ( I N A T I O ^ A L I B60-183 KENNAMETAL* �Stop Kids From Setting Fires By James C. Smalley Following a small brush fire last January, a parent of a seven-year old child contacted the volunteer fire department in Burke, Virginia, a suburban community near Washington, D.C. The mother told a volunteer officer about her son who had set several fires around their house, including the most recent fire. In desperation she had even burned the child's fingertips with matches to get him to stop playing with fire. Burke's solution? The National Juvenile Firesetter Counseling Program. The Juvenile Firesetter Counseling Program was designed and developed by the U.S. Fire Administration to train fire education specialists, fire investigators, law enforcement and juvenile authorities. The program, delivered through workshops and technical assistance, teaches the techniques of interviewing firesetting children and their families and how to recognize problems that may lead to recurrent fire setting. The department counselor s e l e c t s the methods for educating the children and their families but in the case of a more serious problem, the counselor refers the family to a source of professional help. "Burke used inactive members to assist in the program." When setting up the counseling program, the Burke Volunteer Fire Department tried to interest people with special expertise to assist them in starting their program. After looking over the fire roster, they discovered several members who were inactive. One member said her college work in psychology and counseling was taking most of her available time and another volunteer rescue member who was an elementary school teacher had expressed an interest in public fire About the Author Mr. Smalley is Chief of Volunteer Fire Department. the Burke education programs. Both fit the counseling requirements and both agreed to join the counseling group. Thus, two potentially lost members were given tasks that could not only assist the fire department but enhance their own personal aspirations. The department counselors and professionals who agreed to assist with the program were trained at workshops held at the Fairfax Fire Service Training facility. Following their training, the department's aggressive public fire education committee made personal contacts with the news media to request television time. As a result of the televised news story, other volunteer departments in Fairfax, Virginia and Montgomery County, Maryland contacted the counselors at the Burke Volunteer Fire Department for assistance in beginning a similar program. Burke's program is currently gaining momentum as the counseling team members are encouraging local school authorities, counselors and psychologists to assist with the program. Fires set by juveniles occur year round in Burke but are notably seasonal, beginning in late February and continuing through June when ine grass is drier and winds are more pronounced. Due to the program, this year the Burke Volunteer Fire Department was ready to offer assistance to the community in reducing the number of these fires. >O Q Z < 2 o I- < Z o > 19 �Professional Directory Southern Engineering Geological, St>ils a n d F n v i r o n m c n t a l G r o u n d W:iier l^nd Southern Engineering C o m p a n y Siudies | , l l , r y , n Awn>H- Rates • Foundation PLANNING • L A N D S C A P E A R C H I T E C T U R E • E N G I N E E R I N G COMMUNITY DEVELOPMENT CONSULTING Qmsuliants Dlspo^a] o f I-tHuenls : i n d S l u d g e s S^lid W i i s i e Studies HARLAND BARTHOLOMEW & ASSOCIATES, INC. Fv.iluaiions V . . . \u : t ( - i | - H ( M VIS SV>I 1800 Peachtree Atlanta, Georgia of V i r g i n i a 400 F a s t M a i n Street Street, N , W P H O N E 8 0 4 . 649-8627 (404) 3 S 2 - 9 2 0 0 HDR C H O D A T , R U B A C K & A S S O C I A T E S , INC. S04 MAIN STREET, P 0 BOX 446 MEDFIELD MASS D2052 TELEPHONE (6l7}359-7987 Ranning System Stjdies Feasibility Henningson, Studies Design DESIGNERS PUBLIC UTILITY Richmond. Virginia 23219 30367-8301 Engineers CONSULTANTS •unham S Richardson • Consu-tanCs • Planners Relaying Metenng Engmee-s & Consultanis Dale Building • Suite 224 . 1504 Santa R o s a Road Richmond, VA 23288 ' Phone (S\n AHD Austin Drock*nbn>ugh LTD. Gxisulring Engineers W A S T E W A T E R W A S T E S Three Chopt & Parham Roads, Richmond 2 3 2 2 9 CONSULTING & A X O N ARCHITECTS, P C Illr'O CIlUt LORUt PLA i Rt [li RICKSiauRC VA P, ^7 • ic( ^1 Engineers Water YA Airports 100 C h u r c h Atlanta Studies Investigations N. Y . 10007 N e w Milford, Ct. BoDiE, T A Y L O R AND P U R Y E A R , INC. CONSULTING ENGINEERS (804/2:!7-2044) T e k v i s l i i n • I'V U n i a d i a s t • I ' u b l i e munieatiuns .Systems • .Alarm IX-si^n • K e d c r i d ( ' ( i m m u n i e a t i o n s Safely Com- P.O. Systems • Kleclrieal (^^mmi^silln BUCK, SEIFERT & JOST, INCORPORATED • Industrial Studies • 140 Sylvan Avenue, P.O. Box 1218 201 -567-8990 Drive, Suite 101 804-499-8508 CH2M KHILL Complete Engineering ment, Power Systems, R. KEXM/IH Water Transportation Water Sewage Su[)ply and Treatiiifnt I ri\t inns 1't4l R.)land Clarke Plate Reston, Virginia 22091 7(H/(>20--.200 WKKK.S FNGINFF.R.S Treat- Structures, Solid Wastes, Waler Resources, Supply andTreatment, 804-794-6823 Services Municipal J n d Industrial Waste Box 2901 R i c h m o n d , V i r g i n i a 23235 .\ppliea- tion a n d I V e p i i r a t i o n • K x p e r i T e s t i m o n y a n d W i t n e s s Englewood C l i l f s , N , J , 07632 Hydraulic St., N e w York, Columbia :i229 W a t e r l i c k K o a d , L y n c h b u r g , Cable (804) 282-7657 Waste Treatment • Treatability Surveys Surveys Distribution Special Chicago K R E D K R I C K G. ( i R I F F I N , P.C. Consulting Engineers Main Water X^flTto l,ynchburt>. V A 24501 Waste j i ] Trunk '')s#\ytf/ 611 Research R o a d W 1 I . I . O W l.A\rn R B I V B r. <). B o i 8 8 8 7 l(i(iiMos-i,, ViB,= . N . A 2 3 2 2 6 Virginia B e a c h , Va 23462 (2121267-8288 /^VS^NTX (804) 8 4 7 . 7 7 % Engineer! ASSOCIATES , Soils & Foundations V A 2't.'->04 1514 Supply • Sewage THE PITOMETER l a n d Development Site P l a n s divisions. Road. Dams, H O Y E R & A S S O C I A T E S . I N C . Consulting Engineers 20 • llNllf • AMERICAN PLAZA ENGINEERS 1933 Fore A v e . API'RAISALS M l - M ( I I ' A L l-I.ANNIN(i RATE STUDIES • 405 So Parliament ENGINEERS Residential. Commercial & Industrial Sub- Planning-Industrial Park Development > RUSSELL Waler. Wastewater, Solid Wastes, Facilities-Municipal Comprehensive Water Fairfax, VA. 22030 HURT & PROFFITT, INC. Engineers-Planners-Surveyors Highways • Utilities -Water front o SwtB 250 Nortoik. M 23SQ2 804-599-5511 ENGINEERS-PLANNERS-SURVEYORS § • 7 3545 Chain Bridge Road N E W P O R T N E W S . VA 23606 Langley and McDonald Cortsulling Fatrlax Ptofessiona' Building No 11 KogS! ExecuUve Center 301 H I D E N B O U L E V A R D HANSEN WATER worrKs SEWERAGE R E F U S E niSI'O.SAI. ENVIRONMENTAL FAIRFAX N O R F O L K 703/371.B040 AND R. S T U A R T ENGIt^EERS AND PLANNERS CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . INOUSTBIAL FACILITIES AND PROCESS DESIGN • HIGHWAYS • WATEfi AND SEWERAGE SYSTEMS • OBfllNAGE • SUBVEYING EMVinONMENTAL STUDIES • SHE PLANNING AND ENGINEERING ME CARYST • RICHMOND, VIRGINIA 23319 • PHONE 804/644-9*93 MALCOLM P I R N I E , INC. WATER o o z < z Gannett FlEming ond Assoclotws Engineers Planners Surveyors S O U D 804-288-4051 aiui C'lMiimicuon. J733 Purification ' Streets Rcpotts T l D E W \T! R • • Sf\\ctagc .TTIJ and Hii,'h\%ays Snpri-vision < > ( • �^!i»HORNER F I N A N C I A L AND: MANAGEMENT «i!*BARKSDAlJ5S() CONSULTANTS • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification and Pay Studies • Executive Search and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies 725 CHURCH STREET 804-846-2711 PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. MUNICIPAL ADVISORS INCORPORATED P.O. BOX 4.S LYNCHBURG, VIRGINIA PATRICIA A. COOPER THOMAS W. ROBERTS, JR. P u b l i c Research a n d Management I n c . VIRGINIA BEACH, VA. 804 422-1711 Suite 416, Washington B l d g . , W a s h . , D . C . 20005 (202) 783-1950 157 L u c k i e Street, N . W . , Atlanta, Georgia 30303 (404) 525-5687 Serving local governments for 15 years. YARGER AND A S S O C I A T E S , INC. Over 600 Surveys Our 28th Year Position Classification and Pay Plans Management and Organizational Studies Test Construction - F i r e and Police Studies 2830 M a r y S t r e e t F a l l s C h u r c h , V a . 22042 703/560-6900 ' I ' ' ' ' Management and Organization Financial Management Position Classification and Pay Plans Executive Searcti and Selection Police and Fire Studies City/County Consolidation P.O.BOX 2511 POSTS TRAFFIC SIGN FACES BALTO., M D . 7630 Little River Turnpike, Suite 500 One World Trade Center, Suite 2637 Annandate. Virginia 22003 New York, New York 10048 703 642-5600 212 432-6700 environmental engineers, scientists, planners, & management consultants R.W. B E C K A N D A S S O C I A T E S ALUMINUM BLANKS Engineers (COLLECT) American Uniform Sales, Inc. and Consultants Utility Planning, Management and Design Services 40 G r o v e Street Rate and Contract Evaluation Wellesley, M a s s . 02181 Tectinical and Economic Evaluation, (617) 237-4870 Utility Properly Appraisals Load Management and Energy Conservation Analysis. Energy Source Evaluation, Fossil - Nuclear - Hydro PHONE 7 0 3 9 A l - 9 3 a 2 (Spotsylvania, from page CDM 21215 REFLECTIVE SHEETING 301-358-3900 City Chiarter Revisions Solid Waste Management Park and Recreation Plans C o m m u n i t y Development Urban Planning and Zoning Tax Eguity Studies CAMP DRESSER & McKEE TRAFFIC SIGNS Shannon-Baum, Inc. TRAFFIC • • • • • • 6) w e l l as in non-emergency t i m e s . T o g e t h e r the t w o c o m m u n i t i e s wiii now have at their d i s p o s a l over 10 m i l l i o n gallons of treated water per d a y — m o r e than d o u b l e the current dally d e m a n d . This c o m m o n sense a p p r o a c h involving the j o i n t provision of services will save c o u n t y and city taxpayers m i l l i o n s of dollars in capital outlay expenditures. S p o t s y l v a n i a and Fredericksburg w i l l b o t h benefit in many tangible and i n t a n g i b l e ways f r o m s i g n i n g the j o i n t agreement. The agreement provides an infrastructure that w i l l allow the governing bodies of both j u r i s d i c t i o n s to deal more effectively w i t h present and future p r o b l e m s c o n f r o n t i n g the t w o localities. (305) 8 9 6 - 4 9 1 1 Solid Waste - Solar (Police, from page 1510 E . C o l o n i a l D r . O r l a n d o , F l a . 32803 10) acted in good faith and on the basis of probable cause. Good faith means that at the time of the act the actor honestly believed that what he was doing was right. Probable cause as used here is a civil standard and is not the same as probable cause in criminal law and procedure. As used civilly, probable cause simply means that the person asserting the defense had a reasonable basis for his action. Police acting pursuant to departmental policy or custom are acting in good faith and on the basis of probable cause. In Wallace v. King, Fairfax police o f f i c e r s followed a longstanding written departmental policy that if police had an arrest warrant and reason to believe the suspect was in a residence of a third party, then on the authority of the arrest warrant they could enter the home and search. The Fourth Circuit Court of Appeals decided this policy was unconstitutional and that absent consent or emergency circumstances a search warrant would be necessary. Qualified immunity would protect the police officer in such a case but not the local government under the doctrine of Owen v. City of Independence. As noted earlier, the doctrine of sovereign immunity affords no protection to a municipality or its officials in a 1983 action. However, sovereign immunity is still a valid defense in a tort suit in a Virginia Court. To be protected under this doctrine four conditions must be met. (Continued on page 23) ^ Q Q z < Z § p < ^ ^ ir > 21 �Consulting Engineers Environmental Laboratories industrial and Municipal B L J C M A R T - M O R rM CONSULTING ENGINEERS and PLANNERS BUSCH CORPORATE CENTER ;03 PACKETS COURT WILLIAMSeUBG, VA. 23185 1531 Nortti Mam Street B l a c k s b u r g , Virginia 24060 (703)552-5548 OLVER INCORf'OF^ATED • Solid W a s t e / E n e r g y R e c o v e r y • Water Pollution C o n t r o l • Air Pollution C o n t r o l • Industrial W a s t e T r e a t m e n t FEATURING: MEXICO F O R G E AND T I M B E R F O R M ALPERSTEIN BROS.. INC. 900 7tli S T R E E T . N W W A S H I N G T O N . D . C . 20001 W H E R E YOUR R E C R E A T I O N COMES F I R S T HOTSV AI.I'ERSTEIN 'ASSOCIATES 12021842 1160 P L A Y G R O U N D E Q U I P M E N T • PATIO & POOL F U R N I T U R E • SPORTING GOODS . PICNIC T A B L E S • GYM E Q U I P M E N T . P A R K STOVES Charles R Veizy Associates, Inc Consulting Engineers 355 Main Slreet Armonk, New York 10504 SCS Power Generation & Transmission Environmental Analysis Water & Wastewater Box • ENGINEERS WATER SUPPLY • W A S T E W A T E R TREATIVIENT • SANITARY LANDFILL DESIGN , GAS PROTECTION AND RECOVERY E N G I N E E R S - A R C H I T E C T S - CONSULTANTS P.O. B O X 173. K A N S A S C I T Y , M O 6 4 1 4 1 816-333-4375 11260 R o g e r B a c o n D r i v e . R e s t o n . V a . 2 2 0 9 0 • (703) 471-6150 California • W a s h i n g t o n •Kentucky . A R C H I T E C T S . P L A N N E R S Greenliorne 1 0 7 1 0 L E E HrGMWAY. S U I T E 2 0 2 • S U R V E Y O R S & 0'-Mara, . luc. F A I R F A X . ViRGitJiA Center R i c h m o n d , Virginia 2 3 2 8 8 S T E A R N S . C O N R A D AND SCHMIDT CONSULTING E N G I N E E R S , INC. Burns &MCDonn«ll E N G I N E E R S K228 Koger Executive W •South Carolina RALPH WHITEHEAD & A S S O C I A T E S Consulting Engineers 1936 East S e v e n t h Street P.O. Box 3 5 6 2 4 Charlotte. North Carolina 28235 704-372-1885 22030 B R I D G E S . H I G H W A Y S • RAILROADS • RAIL & B U S TRANSIT . AIRPORTS BRANCH OFFICES PHOf,e Tiiad S . Roberson, Jr. 703-38S-9B00 3300 NE E x p r e s s v i a y , Atlanta, GA 30341 1033 W a d e Avenue, Raleigh, NO 27605 (404) 452-0797 (919)832-0563 : Q U I B L E & A S S O C I A T E S , INC. Consulting EngineersLand Surveyors 679 N. Main Street, Chase City, VA (804) 372-5101 WHITMAN, REQUARDT AND A S S O C I A T E S ENGINEERS 2315 SAINT PAUL STREET Water Supply, Distribution & Treat ment • Domestic & Industrial Waste Co!le<-tion & Disposal • Drainajre^ Soil K\aluati<>n • Site Analysis BALTIMORE, MARYLAND 21218 (301) 235-3450 C O M P L E T E George C u n n i n g h a m , Field Representative "imag ineered" P U B L I C E N G I N E E R I N G L A N D S U R V E Y I N G W O R K S A N D S E R V I C E S PLAYGROUND and PARK EQUIPMENT BY GAME TIME, I N C . CUNNINGHAM ASSOC, INC. B e x 9 5 5 4 L a i c e i i d e Br , R i c h m o n d , V a . 2 3 2 2 8 Phone 804,'262-2401 O Q o I< o > 22 C E M A G U I R E , INC. ARCHITECTS/ENGINEERS/PLANNERS 452 Smilliiike Baulmaril 142 W Tork Slrsel 5203 Lessburg Flki. Sulti 800 Richmanil. VA 2323E Siilti 710 Falls Church. U 22041 804 749-1174 N(illDlk.V«23SID 703 998^100 804 627-2939 AMBULANCES, COMMUTER B U S E S , 4 dr. LIMOUSINES 6 dr. Hearse & Ambulance Sales Inc., 8011 Jefferson Davis Hwy., Richmond, Va. 23237 Ph. 1-804-275-2624 B E N G T S O N , D e B E L L , E L K I N & TITUS CONSULTING P O ENGINEERS ft SURVEYORS eOX 4 2 9 13924 P O BRADDOCK CENTREVILLE 703 B 3 1 9 « 3 0 RD VA 2 2 0 2 0 30-S EDWARDS BOX 8 3 FERRY RD L E C S B U R G VA 22075 703 777 1258 Blauvelt Engineering Co. Consulting Engineers Planning Design InspecHon 0 ipmeni • Walei Supply • Setuwage • ID Drainage • Energy Conservaiion Waste Systems Michael K. Berlin Municipal Services Manager East Central Region P O Box 8733 BVy-l Airport, Maryland ;1240 Bolt: (301) 796-8850 Telex 87-487 Marketplace City Manager Norton, Virginia. Salary negotiable, currently mid-20's with excellent fringe benefits. $3 million operating budget plus community development a n d capital improvements projects. Desire appropriate degree and significant administrative a n d supervisory local government experience. Send resume to: Norton City C o u n c i l , do Ms. J o Nosier, Clerk, P.O. Box 618, Norton, Virginia 24273, byApril10,1982. Risk Manager The City of Richmond, Virginia is seeking a Director to head newly formed agency which administers the municipal safety program, hospitalization plan, self-insured worker's compensation plan, and unemployment compensation claims. R e s p o n s i b l e for analyzing methods to reduce risk through commercial insurance, self-Insurance and/or safety practices; manages agency budget and directs small professional and clerical staff. Requires completion of course curriculum of undergrad level major in b u s i n e s s , finance, accounting, or a related field and three years experience in a risk management program in administrative or s u p e r v i s o r y capacity or equivalency. Salary $24,388$31,122 annually plus excellent fringe benefits. Resume and City application must be returned by April 15, 1982 to: City of Richmond, Department of Personnel, 900 East Broad Street, Room 108, Richmond, Virginia 23219. Purchasing Agent City of Portsmouth. Under general direction, plans and directs centralized purchasing, supply management, and central stores activities. Requires any combination equivalent to graduation from college in purchasing, accounting, b u s i n e s s or public administration and four years of responsible purchasing experience. Submit resume to: Employment Office, City of Portsmouth, 801 Crawford Street, Portsmouth, Virginia 23704. Salary $24,793. Director of Finance This is a highly responsible position reporting directly to the City Manager. Supervises the Department of Finance and is responsible for central accounting; personnel administration; utility billing. Apply in person or send resume with salary requirements to City of Bedford Personnel Office, Municipal Building, P.O. Box 807, 215 East Main Street, Bedford, Virginia 24523. Director of Public Works Wise, Virginia. Salary of $14,000 to $16,000 per year with excellent Fringe benefits. Salary commensurate with experience and qualifications. Duties include administration and maintenance of Town roads, and water and sewer s y s t e m s . Must have proven experience in Public Works and budget preparation. Submit resume to: S i m Ewing, Town Manager, P.O. Box 1100, Wise, VA 24293, Phone Number: (703) 328-6187. Applications must be received by 4/23/82. �PUBUC ADMINISTRATION SERVICIi Providing management assistance and consultant services to local, regional, and state governments since 1933. 1497 Chain Bridge Road Mclxian, Virginia 22101 (703) 734-8970 1313 East 60th Street Chicago, Illinois 60637 (312) 947-2121 dmq DAVID M. GRIFFITH AND A S S O C I A T E S , LTD. Computerized Accounting Systems National Leaders in the Preparation of Cost Allocation Plans 1100 Logger Court, Building D, Suite 100, Raleigh, NC 27609 McMAMS A S S O C I A T E S , INC. Washington, D.C. I elephone Systems Evaluated Inter-Connect-Bell Manaoetnent Consultants Consu Management to City and County Governments Management Audits •Operations and Productivity Analysis Community Development • Executive Searches • Economic Development 1201 Connecticut Ave., N.W., Washington, D.C. (202) 466-7680 LEESBURG PIKE SUITE 502 CHURCH yA. 22043 703/893'0711 r ^ S o u ' e Enciinesnna CoffDorscton consultinQ enQineefs WATER, WASTEWATER, SITE DEVELOPMENT. STRUCTURAL DRAINAGE,FLOOD CONTROL STREETS, HIGHWAYS .BRIDGES DESIGN , MARINAS Communications Consultants Improve Service-Reduce Cost On Long Distance-PBX-911 Billings GERAGHTY & M I L L E R , INC. 844 WEST STREET, ANNAPOLIS, MO 21401 (301) 268-7730 SVOSSET TAMPA B A T O N ROUGE W PALM BEACH HARTFORD HOUSTON CHAMPAIGN-URBANA (Police, from page 21) First, ttie activity m u s t f u r t h e r a public p u r p o s e w h i c h , of c o u r s e , policy worl^ d o e s . S e c o n d , the activity m u s t b e g o v e r n m e n t a l in n a t u r e a n d a g a i n p o l i c e work q u a l i f i e s . In t h e t h i r d place, the w r o n g d o i n g can be no worse than simple negligence. Should a police official d o an intentional or g r o s s l y n e g l i g e n t w r o n g he w o u l d have a c t e d o u t s i d e of the s c o p e of his e m p l o y m e n t and the protection of sovereign immunity. Finally, the w r o n g f u l act m u s t have been discretionary and not ministerial. These t e r m s have m e a n i n g s peculiar to the d o c t r i n e of s o v e r e i g n i m m u n i t y . W h i l e e v e r y o n e w o u l d a g r e e t h a t p o l i c e exerc i s e d i s c r e t i o n in m a k i n g a r r e s t s , a n a r r e s t is v i e w e d a s a m i n i s t e r i a l r a t h e r than a discretionary act under the doctrine. Under sovereign immunity ministerial a c t s are the day to day a c t s of government which implement t h o s e p o l i c y d e c i s i o n s w h i c h are d i s c r e t i o n a r y . A c t s o f d i s c r e t i o n are policymaking so that policy-makers a n d p o l i c y m a k i n g are p r o t e c t e d u n d e r sovereign immunity. The higher a m u n i c i p a l o f f i c i a l is a d m i n i s t r a t i v e l y , t h e m o r e likely he is t o b e p r o t e c t e d by this defense. TERRAQUA Resources Corporation (703) 590-1131 (703) 670-6300 Stu(jies • Facility Planning Design C o n s t r u c t i o n M a n a g e m e n t • Operations X Engineers/Consultants Reading, PA 215-378-9300 Hunt Valley, MD 301-667-6020 Patton, Harris, Rust & Assoc. i Dictessional corporation Engineers , Surveyors . Panners C o m p l e t e protessional services tom u n i c i p a l i t i e s and public agencies Municipal Audits Federal — Head Start — CETA — HUD; A-102 Single Audils JAMES M. BRIDGES, CPA Water/Wastewater • Solid Waste Hydraulic Systems & Structures 3AOIIA -ittv U t t Phone:804-746-3864 630 Jay Way Mechanicsville, VA 23111 Abbott - Harksen 7 700 FALLS 919,'876-8042 JAMES BRIDGES, LTD A PROFESSIONAL CORPORATION Certitied Public Acrountant C^il _ Samlary — Suhdwnwn Sue Plans — Highway 14003 MINNEVILLE RO DALE CITY. VA 22193 — Hydraulu — • SluJies — — Drainage Wawr Works Systems JORDAN & HUTCHERSON, INC. MainOtlic*: 10523 Main Street, Fairfax. Virginia 2 2 0 3 0 . ( 7 0 3 ) 2 7 3 - 8 7 0 0 Valley Oftic*: 100 S o u t h M a m Street, Bnagewater, Virginia 2 2 8 1 2 [ 7 0 3 } 8 2 8 - 2 6 1 6 consulting engineers SUITE 109 2405 WESTWOOD AVE. & surveyors (804) 353-5541 RICHMOND. VA. 23230 Florida—West Virginia—Georgia—Maryland The Virginia General A s s e m b l y has c h a n g e d sovereign i m m u n i t y by passing the Virginia Tort C l a i m s A c t to b e c o m e e f f e c t i v e J u l y 1 , 1 9 8 2 . A literal r e a d i n g o f t h i s n e w s t a t u t e (yet t o be i n t e r p r e t e d in V i r g i n i a ' s c o u r t s ) increases allowable monetary recovery f r o m the state but does not appear to r e m o v e t h e c o m m o n law p r o t e c t i o n o f sovereign immunity from municipalities. T i m e and court interpretation w i l l t e l l u s if t h i s i s s o . T h e r e are o t h e r p o s s i b l e d e f e n s e s t o c i v i l l i a b i l i t y . F o r e x a m p l e , in a t o r t s u i t w h e r e n e g l i g e n c e is c l a i m e d , t h e p o l i c e c o u l d raise t h e c o n t r i b u t o r y negligence of the plaintiff as a defense. W h i l e other c o u r s e s of a c t i o n m a y also be s u g g e s t e d to prevent civil litigation in municipalities three r e c o m m e n d a t i o n s will be m a d e here. First, identify potential s i t u a t i o n s w h i c h m a y g e n e r a t e or are g e n e r a t i n g litigation. Certainly the aforementioned lACP survey d e m o n s t r a t e s that p o l i c e a r r e s t s a n d u s e o f f o r c e are p r i m e c a n d i d a t e s . S e c o n d l y , b e cert a i n t h a t t h e r e are clear, written guidelines regarding these situations. T h e U.S. S u p r e m e C o u r t f a v o r e d s u c h a c o u r s e o f a c t i o n in Owen v. City of Independence w h e n it s a i d " t h e t h r e a t t h a t d a m a g e s m i g h t b e levied a g a i n s t t h e c i t y m a y e n c o u r a g e t h o s e in p o l i c y m a k i n g p o s i t i o n s t o i n s t i t u t e internal rules and programs designed to m i n i m i z e t h e l i k e l i h o o d of u n i n t e n tional infringements on constitutional rights." S o m e fear t h a t w r i t t e n g u i d e l i n e s w o u l d i n c r e a s e l i a b i l i t y as g u i d e l i n e s w o u l d provide a greater standard of care and thus easier proof of negligence. S u c h a danger was long ago recognized by the Virginia Supreme Court w h i c h held that an agency's guidelines and regulations c a n n o t be used to set the standard for n e g l i g e n c e . W h i l e t h i s is an o l d c a s e it is still t h e o n l y p r o n o u n c e m e n t o f a r u l e by o u r S u p r e m e C o u r t . T h e f i n a l r e c o m m e n d a t i o n is t o m a k e e x t r a e f f o r t s in a s s u r i n g t h a t qualified police officers are t h o r o u g h l y trained as to the m e a n i n g a n d application of these guidelines. I m p l e m e n t a t i o n of s u c h steps as t h e s e t o p r e v e n t l i a b i l i t y is still t h e b e s t d e f e n s e t o civil c l a i m s . O Q Z < o o > 23 �Landmark Smoker Study: Merit Jaste, Scores Newest research confirms MERITdelivers taste of c^arettes havii^ up to twice the tar. equal to—or better than —leading higher tar brands. Moreover, when tar levels were revealed, 2 out of 3 chose the M E R I T combination of low tar MERIT Beats and good taste. Toughest Competitors. Year after year, in study In impartial tests where after study, M E R I T remains unbeaten. The brand identity was concealed, the overwhelming proven taste alternative to higher tar smoking—is majority of smokers MERIT. reported M E R I T taste One low tar cigarette consistently proves it can meet the taste demands of higher tar smokers. The cigarette: 'Enriched Flavor™ MERIT. Warning: The Surgeon General Has Determined That Cigarette Smoking Is Dangerous to Your Health. ) Philip Morris Inc. 1982 Reg:8 mg "tar;' 0.6 mg nicotine—Men:7 mg "tar!' 0.5 mg nicotine—100's Reg:9 mg "tar" 0.7 mg nicotine—100's Men: 10 mg "tar," 0.8 mg nicotine av.per cigarette,FTC Report IVlar'.SI MERIT Kings &100^ � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 4 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource April 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198204 https://www.virginiaroom.org/digital/files/original/69/6440/198205.pdf f09865a5342228e47471cdd8ae32ee8f PDF Text Text �Why leave Virginia when you have to come back to sell your bonds? translates into a lower effective cost-ofW h y go out-of-state to get an investment capital for your financing. Your money banker to handle your Virginia tax-exempt goes farther. A n d Wheat maintains an financing? after-market for any deal it underwrites. Some of the best experience in strucWhen putting turing and marketing together your financing, Virginia securities is right you work with the top here in Virginia: Wheat, specialists in the First Securities, Inc. Public Finance DepartWheat is the largest ment; specialists who brokerage and financial have experience with services firm in Virginia. everything from polluNo other local or national U n m a t c h e d d i s t r i b u t i o n : a g o o d r e a s o n to t a l k w i t h tion control and hospital firm covers the commonW h e a t , First. financings to industrial wealth with as many ofdevelopment and fices (24), and as many municipal financings. Account Executives (189). That means when you take your issue to market with It all adds up to this: it costs you less to Wheat, it gets the broadest possible exhave Wheat, First Securities do a better job posure to investors. Even if you work with for you. another investment banker, chances are Sound simple? It is. So w h y go out-ofthey'll get Wheat's help in selling your state? Everything you need for a successful bonds. public financing is already in Virginia with Wheat, First Securities. A broad distribution network also Chailonesvllle Blacksburg Martinsville Richmond \ Kitmarnocti WllllamsliurgJ^ Petet^burg. Hampto^Den^iBh ,„.1,lloi1oll< Newport News Va. Beach Wheat First Securities Public Finance Department Members New York and American Stock Exchanges • Member SIPC 707 E. Main St., Richmond, V A 23219 (804) 649-2311 �Virginia Editor Charlotte Kingery Editorial Assistant Margaret A. Nichols Advertising and Business IVIanager Sandra J . Bacas Communications Intern Sarah Holt Telephone 804/649-8471 V O L U M E 17 MAY 1982 NUMBERS VML President Raymond F. Ratcliffe Executive Director R. Michael A m y x 5 Owning Your Own Electric System " E l d r e d Yerl<s s u m m a r i z e s the r e a s o n s for local g o v e r n m e n t s Officers Francis T. West C h a r l e s A. R o b i n s o n , J r . L a w r e n c e A. D a v i e s Vincent J.Thomas Executive Committee S a m W. A d a m s Charles E. Beatley J a n e L. Hough ArlieC. Payne H a m p t o n W. T h o m a s Robert T . W i l l i a m s to own their own e l e c t r i c s y s t e m s and the a s s o c i a t i o n that w a s created to help t h o s e 16 l o c a l i t i e s . " 10 York County Bridges the Communications Gap "Yorl< C o u n t y added a public information office to help the s h a k y c o m m u n i c a t i o n flow b e t w e e n C o u n t y o f f i c i a l s and citizens." 14 What Kind Of Parks Do Citizens Want? Past President Roy H. E r i c k s o n On the Cover T h e City of S t a u n t o n , with the a s s i s t a n c e of the H i s t o r i c S t a u n t o n F o u n d a t i o n , is going through a facelift. S e e page 13 for the story on Staunton. " L a c k of good at-home recreation f a c i l i t i e s sent R o a n o k e o f f i c i a l s to the s t r e e t s and neighboroods to find out what c i t i z e n s w a n t e d and e x p e c t e d from city p a r k s . " 16 There's Much More to Municipal RM Than Just Minding the Store " N a n c y Reppert c a u t i o n s l o c a l i t i e s about p o s s i b l e problems w h e n a risk m a n a g e m e n t program is not in p l a c e . A good program, however, d o e s not stop with s a f e t y . " 20 MEPAV Program Highlights VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia h/lunicipal League. It is published monthly at 311 Ironfronts, 1011 East h/lain Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia IVIunicipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753 Richmond 23206 DEPARTMENTS 2 8 12 20 23 24 Editorial People Legal Guidelines Marketplace Directories Commentary o Q < z a �Editorial Can the Private Sector F i l l In the Gap? Corporations, foundations have plenty of room to improve in giving for social services. B y Neal R . Peirce America's corporations and foundations, facing a tidal wave of appeals to make up for the Reagan administration's deep cuts i n social services, have been busily moaning and groaning that there's " n o w a y " they can f i l l the gap. I n r a w dollar terms, they're probably right. Reagan policies have created a dollar vacuum for nonprofit social and educational groups estimated to go as high as $46 billion between now and the end of 1984. B y contrast, last year corporations gave only $2.6 billion and foundations $2.4 billion for charitable and educational causes. There is huge room for improvement in corporate giving. Seventy percent of U . S. corporations don't contribute a cent to anything. Overall, corporate contributions average about 1 percent of pretax profits. The Minnesota F i v e Percent Club has employed vigorous peer pressure to convince 45 T w i n Cities corporations to contribute a full 5 percent. Similar clubs now operate in Louisville, Seattle and Baltimore. Urging firms to give 5 percent has never struck me as coercive socialism incarnate. B u t i t would be a massive achievement to get corporate America up to the average of 2 percent giving recommended by the B u s i n e s s Roundtable. E v e n if the figure rose to 5 percent, i t would fall well below the total of Reagan's budget cuts. Nor i s i t realistic to think that a fresh surge of volunteerism—however deeply rooted in American c h a r a c t e r can single-handedly make up for the loss of 300,000 C E T A jobs and the billions of dollars Washington has withdrawn for social programs. Most nonprofit groups need money and paid professional time to utilize volunteers effectively. And the biggest traditional reservoir of volunteers—women—has been depleted as more and more, by choice or necessity, enter the workplace. Even President Reagan, who is so excited about the volunteer potential that he established a 42-member Presidential Task Force on Private Sector I n i t i a t i v e s under Armco Chairman C. W i l l i a m Verity, conceded Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. F o r a d d i t i o n a l information, p l e a s e contact one of the following m e m b e r s of our P u b l i c F i n a n c e D i v i s i o n O Q A U S T I N V .K O E N E N (212-558-3180) JOSEPH A.HARCUM (212-558-3174) B E N E D I C T T . M A R I N O (212-558-2840) LEEK.BARBA (212-558-2168) ROBERT M .BROWN, I I I MICHAEL P. GEORGE O I< O L e h m a n Brothers K u h n Loeb Incorporated DC NEW YORK HOUSTON 4 (212-558-3356) (212-558-2680) ATLANTA LOS ANGELES • • BOSTON • SAN FRANCISCO CHICAGO • LONDON DALLAS • TOKYO �recently: " F e d e r a l loan guarantees w i l l not be restored by wealthy people dancing till dawn at charity balls. Nor w i l l we replace the Department of Health and Human Services with the Junior League." Can the yawning social service gap then ever be filled? The answer, I believe, can be " y e s " — b u t only with a set of wrenching readjustments i n how our cities function. And the chief among these must be a radically new attitude of corporations to the communities and states in which they operate. Consider what we have now. Outside of a handful of progressive corporations, with special units for corporate social responsibility and a willingness to undertake some adventuresome projects with local governments or neighborhood groups, the order of the day is still strictly "business as usual." That means a low level of contributions, if any, flowing to established, " s a f e , " charitable organizations, and close to zero personal commitment by business leadership. Control D a t a Corp. C h a i r m a n William Norris argues that overburdened governments and social service agencies cope with society's most intractable problems (inner-city decay, shamefully high youth unemployment, unresponsive schools, human warehouses called prisons) without our society's "major source of technical, managerial, professional resources, namely the business community." Norris would have business bid to perform many public functions on contract from government. That's just one of many ideas of how redirected corporations can help make society work. F i r m s need first to alter their relationship to state and local government. Most now simply dispatch lobbyists to defeat any rule of legislation they think might increase business costs. Instead, they need to become full-fledged partners of city halls and state capitols in times of scarce resources. That means lending personnel, including some top managers, to help with budgets, accounting and personnel systems. I t includes donating computer time. And offering similar assistance to nonprofit social service agencies, whose very existence may depend on improved management. Business can take its public giving away from some third vice president for enhancement of the public image and move that function, and its entire relationship to city and state, to the mainstream of its strategic planning. Robert McNulty of Partners for Livable Places rightfully notes that corporate interest in communities— through helping schools, fire prevention programs, drug treatment or w h a t e v e r — " i s not merely a charitable gift. I t is legitimate i n vestment, with the corporation the ultimate beneficiary of lower crime rates and increased employee satisfaction." The insurance industry—with perhaps the most to lose if the cities i n which it insures properties explode with 1960s-style r i o t s — h a s led strongly in this field. Its Clearinghouse on Corporate Social Responsibility says firms should adopt a "systems approach" to community involvement, including contributions, investment capacity, volunteerism programs and community leadership. Such involvement doesn't work, however, unless the chief executive officer involves himself in some direct community activity—thus telegraphing the message down the corporate ladder that the firm's public interest is sincere, not just for show. Community-sensitive corporate decision making can have a thousand and one applications: H i r i n g disadvantaged from within the community. Helping small businesses (which provide the most new jobs) through targeted procurement. Investment in seed capital funds. P a y i n g small vendors on time. Investing funds (as Aetna, for instance, does) in minorityowned banks. Lending our commuter vans (as Prudential does) to social service agencies to transport elderly or handicapped. Locating or retaining plants in hard-up urban areas. I n fluencing United Ways to take more r i s k s in backing inventive new groups that deliver social services with more use of volunteers and less overlays of paid professionals. Lobbying state legislatures to help out particularly distressed cities. Thp sober act is that only a minuscule percentage of corporations have advanced to such hands-on, constructive community involvement. Until or unless a much larger number do, we'll not know if the Reaganesque, decentralized model for American social life can work. © 1982, Company The Washington Post VML Annual Conference Mark your calendar for September 19-21, 1982 for the Virginia Municipal League Annual Conference at The Pavilion in Virginia B e a c h . Registration information will appear in the August issue of VIRGINIA TOWN & CITY and will also be mailed to member localities. Make plans to attend now. e stand behind o\jr products at CPfifP. Our field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. o Q Concrete Pipe & Products Company, I n c . P.O. Box, 1223, Richmond,VA 23209 (804)233-5471 o �OwningYourOwnElec trie System By Eldred C . Yerks The local electric utility is owned by the city or town in 16 communities in Virginia. Local ownership of electric utilities provides numerous benefits to municipalities and their citizens, so it is not surprising that this option for electric utility service continues to thrive in Virginia as well as throughout the nation. Most municipally-owned electric utilities came into existence many decades ago. They were formed by the local citizenry before the private companies became established outside of major population areas. The majority of the Virginia city electric utilities were formed before 1935, and the Danville system, established in 1885, is the oldest municipally-owned electric utility in the United States. Municipally-owned electric utilities in Virginia are found in Bedford, B l a c k s t o n e , Bristol, Culpeper, Danville, Elkton, Franklin, Front Royal, Harrisonburg, Iron Gate, M a n a s s a s , Martinsville, Radford, Richlands, Salem and Wakefield. Taken together these 16 electric systems serve a total of 105,000 retail customers and collect $94 million in electric revenues. These utilities have associated together to form the Municipal Electric Power Association of Virginia (MEPAV), which is an affiliate of the Virginia Municipal League. The MEPAV localities periodically meet to discuss and deal with matters of common interest. "Danville has the oldest utility system in the United States." o Q Z < o o > The MEPAV localities obtain most of the electricity they need by purchasing it at wholesale rates from the large investor-owned power companies serving Virginia (although one city purchases from TVA). Some of them own small hydroelectric power plants by which they generate a small part of their needs. Even if most of the electricity is purchased, the purAbout the Author Mr. Yerks is Danville's Electric Department Director. He currently serves as president of the Municipal Electric Power Association of Virginia. "i '•• r-"'-—r"" *. • _ a I - . , . , . -v Eldred Yerks (left) visits a work site. chases are in bulk quantities at wholesale rates which result in large savings over what the electricity would cost if purchased separately by each of the retail customers on the city's system. The difference between wholesale and retail rates exists because the local governments take charge of distributing the electricity to customers. Although the private power companies may often be more efficient at generating electricity at large power plants, the localities are certainly more efficient at the business of distributing the power to individual retail customers, especially to residential and small commercial customers. Some of the factors which result in lower-cost electric distribution for municipalties are: the ability to utilize other municipal departments such as accounting, public works, data p r o c e s s i n g , purchasing, personnel, and legal, thereby avoiding the extra cost of setting up separate departments within the utility to perform these functions; the ability to combine with the water department (and with the natural gas department if applicable) to carry out the functions of meter reading, billing, collections, and general customer accounting; access to the municipal tax-free status for electric utility functions, including tax-exempt financing; the lower cost of labor and more flexibility in general operations than normally found in a large corporate bureaucracy. The cost advantages obtained by the municipal electric system can be enjoyed by the local populace either in the form of lower electric rates, lower general tax rates, more and better services, or any combination of these benefits. Other savings and benefits associated with local ownership of the electric utility include full control over and lower cost for street lighting, local control of retail electric rates, availability of the lower cost electricity for city buildings and plants, and better access to the electric utility for coordination of those many matters in which the utility and the city need to work closely together (such as relocating poles for street improvements and modifications). Although the advantages of local ownership of the electric utility are plentiful, it is rare for a locality served at retail by a private utility to change over to local ownership. The transition is seldom made because the high cost of purchasing the private utility's lines and equipment at today's prices is not an affordable expense for most local governments. Although the large private utilities in Virginia are generating most of the electricity used by the MEPAV cities, these municipalities are continually searching for means to increase the amount of generation under local control. Virginia law now provides for the electric utility municipalities to join together in an authority or �authorities for the purpose of undertaking electric generation projects on a joint b a s i s . Currently the M E P A V c i t i e s are s t u d y i n g the feasibility of adding h y d r o e l e c t r i c generating e q u i p m e n t to certain federal flood control dams. Local Government Laws of Virginia Local Government L a w s of Virginia is a handy two volume reference manual incorporating all significant Virginia local government statutes. T h e s e volumes and 1981 supplements were prepared by the Michie Company at the request of the Virginia Municipal League. They include Michie's copyrighted a n n o t a t i o n s and a general topical index. Local officials and their staffs across Virginia have found Local Government Laws of Virginia a most useful tool in bringing to their fingertips the basic legal requirements under which local governments in Virginia are required to operate. IVIany jurisdictions have ordered several sets. Write Barbara G e n t r y , M i c h i e - B o b b s Merrill Company, B u s i n e s s Office, P.O. Box 7587, Charlottesville, Virginia 22906. "MEPAV tries to get hydroelectric generation." T h e r e are a great many d a m s throughout the nation w h i c h were built by the federal government In this century for flood control p u r p o s e s . At the time that most of t h e s e d a m s w e r e built the c o s t of coal and oil w a s very low, s o it did not appear to be a n e c o n o m i c a l proposition for the federal government to install e l e c t r i c a l generation at the d a m s , s i n c e the electricity being generated by fuel-burning plants w a s s o low in c o s t . In recent y e a r s , however, the p r i c e s of c o a l and oil have risen dramatically, and it Is quite p o s s i b l e that many of the federal flood control d a m s are now e c o n o m i c a l l y competitive s i t e s for hydroelectric generation. In recognition of this possibility, the federal government h a s e s t a b l i s h e d a program by w h i c h non-federal entities c a n develop the flood control s i t e s for e l e c t r i c generation. To participate in this program, the developer m u s t obtain a permit from the F e d e r a l E n e r g y Regulatory Commission (FERC). M E P A V h a s applied to F E R C for permits to investigate the feasibility of adding generation at s i x different federal flood control s i t e s . Unfortunately, the p o s s i b i l i t i e s for e c o n o m i c a l generation of electricity did not e s c a p e the notice of many o t h e r s , and most of the good s i t e s were the f o c u s of s e v e r a l permit applications. The FERC received other permit a p p l i c a t i o n s on the best s i t e s a m o n g t h o s e for w h i c h M E P A V applied for permits. Although federal law provides that municipalities are to have preference over others in matters of this type, m o s t of the c o m p e t i n g a p p l i c a n t s c l a i m e d a l s o to be entities eligible for municipal p r e f e r e n c e . T h e result w a s that M E P A V did not Immediately receive all of the permits that w e r e originally hoped for, s i n c e permits w e r e i s s u e d to others on the best s i t e s . M E P A V h a s filed a p p e a l s with F E R C on s o m e of the s i t e s , on the grounds that permits w e r e i s s u e d to entities making a f a l s e c l a i m to municipal p r e f e r e n c e . M E P A V did receive permits to investigate two sites, although t h e s e two s e e m e d to be the s m a l l e s t and least d e s i r a b l e of the lot. N e v e r t h e l e s s , M E P A V Is going forward with the feasibility s t u d i e s on t h e s e s i t e s on the b a s i s that a s m a l l amount of a good thing is better than nothing at a l l . While t h e s e s t u d i e s are p r o g r e s s i n g , hope r e m a i n s that M E P A V may prevail In its a p p e a l s and yet receive permits to investigate the p o s s i b i l i t i e s at one or more of the more lucrative sites. The advantages of local o w n e r s h i p of the e l e c t r i c utility are so many that the 16 Virginia m u n i c i p a l i t i e s w h o enjoy this option are very fortunate. Through M E P A V , t h e s e c i t i e s and t o w n s have been working together to s e e that all p o s s i b l e benefits of local e l e c t r i c utility o w n e r s h i p are made available to the c i t i z e n s of e a c h community. Public Power Financing ... Experience Innovation Commitment. O Q PUBLIC POWER 1882-1982 First Boston THE FIRST BOSTON I. J ACENTURYOFSSERVICE CORPORATION Park Avenue Plaza New York, New York 10055 Edward P. Meyers (212)909-2878 O I< Z DC > �People Appointments Ronald L. Waller, former town manager of C u l p e p e r , h a s been appointed manager of Schuyll<ill Haven, Pennsylvania. Simeon E . Ewing h a s been appointed town m a n a g e r of W i s e . Fred W. Hottle, a retired g a m e w a r d e n , w a s appointed to the Edinburg T o w n C o u n c i l . Anne Vaughan made history w h e n s h e b e c a m e the first w o m a n to be appointed to the G a l a x City Council. L o u d o u n C o u n t y S u p e r v i s o r Carl F. Henrickson h a s been e l e c t e d to head the Metro C o u n c i l of Government while Marie Travesky, a m e m b e r of the F a i r f a x C o u n t y Board of S u p e r v i s o r s , w a s e l e c t e d as a C O G Vice President. James McCoart, P r i n c e W i l l i a m C o u n t y Supervisor, w a s elected secretary treasurer. Robert E. Harris, V i r g i n i a Delegate, w a s reelected to represent h i s state legislature on the Metro C O G B o a r d . J o s e p h Alexander, a Fairfax County supervisor, w a s elected vice president of the A m e r i c a n Public Transit Association, which r e p r e s e n t s public a n d private m a s s transportation s y s t e m s in North America. W. L. Lemmon h a s been appointed by G o v e r n o r C h a r l e s S . Robb to the Board of E d u c a t i o n , a resident of Marion, L e m m o n i s a former s i x term m e m b e r of the H o u s e of D e l e g a t e s a n d w a s C h a i r m a n of the H o u s e E d u c a t i o n c o m m i t t e e . He w a s a l s o a m e m b e r of t h e H o u s e Appropriations C o m mittee a n d s e r v e d in 1975-76 a s c h a i r m a n of the joint S e n a t e - H o u s e c o m m i t t e e s t u d y i n g the s t a n d a r d s of quality for public e d u c a t i o n . Enid F . Beaumont, E x e c u t i v e Director of the National Institute of Public A f f a i r s , h a s been named Director of the A c a d e m y for S t a t e and L o c a l G o v e r n m e n t . F o r m e r l y k n o w n a s the A c a d e m y for C o n temporary P r o b l e m s headquartered in C o l u m b u s , Ohio, the institution has been reorganized a n d its principle offices relocated in W a s h i n g t o n , D.C. B e a u m o n t h a s directed the N l P A s i n c e May, 1978 and h a s served a s v i c e president of the National A c a d e m y of Public Administration since November 1981. Carol W. DeLong h a s been named c h a i r m a n of the Northern Virginia Transporation Commission (NVTC). T h e mayor of F a l l s C h u r c h , s h e h a s been treasurer of the c o m m i s s i o n . Mayor Ronald C . Spiggle of A p p o m a t t o x w a s appointed to the Virginia Transportation Safety Board. T h e Advisory C o m m i s s i o n on Intergovernmental R e l a t i o n s named S . Kenneth Howard of M a d i s o n , W i s c o n s i n a s A C I R ' s new e x e c u t i v e director. Howard h a s been a c t i v e in intergovernmental relations for the past 20 y e a r s Including serving a s state budget a n d planning director for the S t a t e of W i s c o n s i n and a s a professor at the University of North C a r o l i n a and the University of N e w Hampshire. Honors Bruce V. Turner, chief of F a l l s C h u r c h Volunteer F i r e Department, has been named a n honorary member of H e r o e s , Inc., w h i c h a i d s ORDINANCE CODIFICATION Looseleof Supplement Service UNICIPAL CODE CORPORATION y ^ - ' y L a w E d l w r i a l Staff TAIIAMASSII, FLORIDA 32304 T . U ^ h . - . (fW) Modern C o m p u t e r T e c h n o l o g y S7M,7I • Serving 1,650 cities and counties in 47 states, 44 in Virginia the surviving s p o u s e or parents of a law enforcement officer or firefighter w h o h a s been killed in the line of duty. Retirements, Resignations Lawrence E. Parham, w a s t e w a t e r treatment plant operator for Franklin for 27 y e a r s , recently retired. Staunton Mayor S . Willson Sterrett resigned from C o u n c i l and Ronald E . S h i b l e y , a F r e d e r i c k s b u r g C o u n c i l m e m b e r , stepped d o w n . Mr. S h i b l e y w a s e l e c t e d to c o u n c i l in 1980. Blacksburg, Roanoke Named T h e National Municipal L e a g u e named B l a c k s b u r g and R o a n o k e AllA m e r i c a C i t i e s last month. More than 100 localities enter the national c o n t e s t and only 10 are recognized e a c h year. It's a triple honor for R o a n o k e s i n c e this i s the third time It h a s w o n the prestigious award. It won in 1953 and again in 1979, although it shared the award with other R o a n o k e Valley governments. T h i s is the first time B l a c k s b u r g h a s been named an A l l - A m e r i c a City. Local Government Media Conference Gerald B a l i l e s , Virginia's Attorney G e n e r a l , will be the keynote s p e a k e r at the L o c a l Government Media C o n f e r e n c e at the R a m a d a Inn in Charlottesville on J u n e 1 1 , 1982. T h e theme of the c o n f e r e n c e is F r e e d o m of Information. Mr. B a l i l e s is c o n s i d e r e d to be a n expert on V i r g i n i a ' s F O I A c t . F o l l o w i n g Mr. B a l i l e s ' r e m a r k s , a panel d i s c u s s i o n on the F O I A c t and its impact on media-local government relations will be featured. After l u n c h , participants will be divided into s m a l l groups to d i s c u s s informally their c o n c e r n s about F O I and working with the p r e s s . A minimum registration fee will be c h a r g e d . F o r more information, c o n t a c t Charlotte Kingery at the VML �m St 11 II- Why More and More Public P€wer Issuers Choose Salomon Brothers Ina Innovation O �York County Bridges Communication Gap Editor's Note: This article was adapted from a 1981 VIVIL Acliievement Awards entry. Even ttiough ttie entry was not a winner, ttie judges gave it higli marl<s. As a result, the Virginia Municipal League wants to share this idea with its member localities. If t h e c i t i z e n s o f a c o m m u n i t y don't understand and trust their government, everyone involved has a problem. In 1 9 7 9 , t h e p u b l i c o f f i c i a l s a n d citizens of York C o u n t y f o u n d that they weren't c o m m u n i c a t i n g with each other, but they attacked the problem systematically. The atm o s p h e r e p r e v a i l i n g in t h e c o u n t y w a s o n e of m i s u n d e r s t a n d i n g a n d criticism, but careful planning, good management and a cons c i e n t i o u s effort proved to be the key e l e m e n t s needed for a successful bridge to their communication gap. Careful planning o Q O o > 10 T h e L e a g u e of W o m e n Voters held several m e e t i n g s b e c a u s e of the shaky communication flow and as a result, the Board of Supervisors created a citizen's ad hoc c o m mittee to investigate the problem. The committee In t u r n outlined possible programs to be implemented by a newly formed P u b l i c I n f o r m a t i o n O f f i c e (PIO). F a c i n g the o f f i c e w a s a list of ideas aimed at appeasing the citizens' d e m a n d for information while catering to the needs and abilities of the c o u n t y g o v e r n m e n t . Among the suggested programs were: * Improving the local media c o v e r a g e s i n c e t h e Daily Press, Times-Herald a n d Virginia Gazette were not fulfilling the public's desire for government news. * Improving the Information flow from the government to the media, p o s s i b l y in t h e f o r m of a p r e s s release mailed with c o u n t y board meeting agendas and summaries. * Improving the personal communication and contact between public officials and citizens by scheduling Wednesday mornings meetings between county officials and the public. * Improving community awaren e s s and u n d e r s t a n d i n g by c r e a t i n g a " H o t Line" answering service and a " Q u e s t i o n L i n e " c o l u m n in t h e newspapers, both devoted to county government matters. Also suggested was a general Information brochure explaining government procedure and policy, and mailing an information sheet from the g o v e r n m e n t offices to the citizens' homes on a quarterly basis. The "flier" could contain I n f o r m a t i o n s u c h as " t a x d o l l a r s spent, planning projects, policies, elections and upcoming events." Good management Obviously the public information office has had quite a j o b planning a n d i m p l e m e n t a t i n g t h e s e or like programs and monitoring public response, but the project gained s u p p o r t s o o n a f t e r It w a s c r e a t e d i n 1979. T h e secret of the o f f i c e ' s s u c c e s s c o u l d b e t h a t it a c t s l i k e a n o m budsman for government-citizen p r o b l e m s , s e r v i n g e q u a l l y t h e int e r e s t s o f b o t h . I t s g o a l Is t o e x i s t w i t h " o n e f o o t in t h e c o m m u n i t y a n d o n e f o o t in t h e g o v e r n m e n t . " T o get s t a r t e d o n t h e list of p r o g r a m s c o m p i l e d by the ad-hoc c o m m i t t e e , the staff t o o k surveys a n d p o l l s to g a u g e the v i e w s of the c i t i z e n s . O n c e the results w e r e In, the public information officer prepared a newsletter to inform the citizens about government actions and policy. Staff served as a sounding board for citizen complaints and/or questions and began a c t i n g as a liaison b e t w e e n the media and the government. Conscientious effort T h e PIO has a d o p t e d a p o l i c y to p u b l i c i z e all o f f i c i a l a c t i o n s of t h e B o a r d of S u p e r v i s o r s a n d other county departments with the public Information officer reporting to the c o u n t y a d m i n i s t r a t o r . It h a s b e e n strictly e n f o r c e d that no f u n c t i o n of the o f f i c e may be used for the p e r s o n a l or p o l i t i c a l p u r p o s e s of a n y c o u n t y e m p l o y e e or e l e c t e d official. T h e dally p r i o r i t i e s of t h e o f f i c e are t o r e s p o n d to citizen c o m p l a i n t s first. Inform the citizens with news releases s e c o n d and respond to the B o a r d of S u p e r v i s o r s t h i r d . T h e p u b l i c i n f o r m a t i o n office has m a d e s t r i d e s in i m p l e m e n t i n g t h e p r o g r a m s and has had s u c c e s s with p r e s s r e l e a s e s , " h o t l i n e " a n d Inf o r m a t i o n sheets. Staff has also d e v e l o p e d an u p d a t e d d i r e c t o r y of York County boards and commissions. Quarterly newsletters about county government and a speaker's bureau have also been e s t a b l i s h e d . So, the story of York C o u n t y t u r n s o u t t o b e a h a p p y o n e . In t h e f i r s t 15 months the PIO met all the p r o p o s e d g o a l s a n d is s t i l l w o r k i n g to Improve communication. Diff e r e n t l e v e l s in t h e c o u n t y are cooperating with each otherd e p a r t m e n t h e a d s are I n f o r m i n g t h e o f f i c e of e v e n t s a n d t h e p r e s s is supporting the Information service. The county that once saw itself �splintering a n d drifting apart i s now e x p e r i e n c i n g a w e l c o m e d reunion of its government and c i t i z e n s . The lohn Marshall is not wiiat it used to be. Know Job Ad Deadlines Frequently the Virginia Municipal L e a g u e i s c o n t a c t e d about placing m u n i c i p a l job a d s in Virginia Town & City a n d the L e a g u e ' s b i w e e k l y newsletter, L E A G U E L E T T E R . T h e deadline for Virginia Town & City is the 10th of the month preceding the i s s u e . If y o u want to place a job in the J u l y i s s u e , w e must r e c e i v e it by J u n e 10. L E A G U E L E T T E R i s published the first a n d third w e e k s of e a c h month. D e a d l i n e s for placing a Position Available ad are the first and third M o n d a y s . All member localities c a n a d vertise job o p e n i n g s f r e e — t h i s i s a s e r v i c e of the Virginia Municipal League. We're better than ever Our spacious meeting rooms, fine food, complete audio/video equipment and expert staff assure you of a comfortable, effective meeting. Located at 5th & Franklin io«l4-^i?rTheJohnMarsMl EFHutlDn talks public powerfinancing. E . E Hutton's Public Power Emance Group has demonstrated its ability to generate n e w financing ideas and carry them out successfully We have the experience, the l<now-how, and die distribution network w h i c h could mal<e your next financing a success in w a y s y o u m a y not have anticipated. A s managers or co-managers of numerous public financings, w e have proven our ability to create innovative appraiches to complex tax-exempt financings. W e have the second largest capital base in the industry. W e also have the willingness to use our capital to maintain a secondary market m issues w e manage. A n d our distribution capability is extensive, w i t h 2 6 5 offices across the country. In addition to our growing retail business, our institutional business has grown to over 1/3 of our total securities business. Eor your next pubEc power offering, w h y not give Marshall Lancaster a call at (212) 7 4 2 - 2 8 9 2 , Steve Sloan at (212) 7 4 2 - 6 6 5 1 , or Bill Sachau at (213)488-3551. Learn w h y so m a n y people in public power say that it pays to Esten w h e n E.E. Hutton tall<s. E.E Hutton & Company Inc. One Batteiy Park Plaza, New York, New York I O O O 4 (212) 7 4 2 - 5 0 0 0 When EF Hutton talks, people listen. o Q O H < Z o > 11 �Legal Guidelines Licensing Sale of Drug Paraphernalia By Howard W. Dobbins, General Counsel One of the principle problems in regulating tfie sale of drug parapfiernalia h a s been that the material, the s a l e of w h i c h is s o u g h t to be regulated, may be u s e d for lawful a s w e l l a s unlawful p u r p o s e s . A c c o r d i n g l y , the s a l e of s u c h i t e m s c a n n o t lawfully be b a n n e d . One method of controlling the s a l e of drug paraphernalia w a s e n a c t e d in an o r d i n a n c e by the Village of Ho ffm a n E s t a t e s , Illinois, requiring a b u s i n e s s to obtain a l i c e n s e if it s e l l s any i t e m s that are " d e s i g n e d or marketed for u s e with illegal c a n n a b i s or d r u g s " , a s defined by the Illinois R e v i s e d S t a t u t e s . T h e l i c e n s e fee is $150 and the b u s i n e s s m u s t file affidavits that the l i c e n s e e and all e m p l o y e e s have not been c o n v i c t e d of a drug-related o f f e n s e . T h e b u s i n e s s m u s t a l s o l<eep a record of e a c h s a l e of a regulated item, inc l u d i n g the name and a d d r e s s of the p u r c h a s e r , to be open to police i n s p e c t i o n . No regulated item may be sold to a minor. T h e violation is s u b j e c t to a fine of not l e s s than $10 nor more than $500, and e a c h day that a violation c o n t i n u e s giv es rise to a s e p a r a t e o f f e n s e . A s e r i e s of l i c e n s i n g g u i d e l i n e s prepared by the Village attorney define " P a p e r " , "Roach Clips", "Pipes" and P a r a p h e r n a l i a " , the s a l e of w h i c h is required to be l i c e n s e d . o Q z < z QC > 12 T h e F l i p s i d e , Hof f m a n E s t a t e s , Inc. ( F l i p s i d e ) , in its store located in the V i l l a g e , sold a variety of merc h a n d i s e , including phonographic records, smoking accessories, cigarette paper, cigarette rolling devices, novelty devices and j e w e l r y a s well a s " r o a c h c l i p s " , s p e c i a l l y d e s i g n e d p i p e s typically u s e d to s m o k e m a r i j u a n a and other drug-related i t e m s , all in proximity to v a r i o u s m a g a z i n e s and b o o k s dealing with drug u s e . Flipside c h a l l e n g e d the ord i n a n c e by a suit filed in the United S t a t e s District Court for the Northern District of Illinois alleging it c o n s t i t u t i o n a l infirmity b e c a u s e of its broad, vague language. T h e District court upheld the validity of the o r d i n a n c e but the C i r c u i t J- reversed on the ground that the o r d i n a n c e w a s v a g u e on its f a c e . In an u n a n i m o u s opinion a n n o u n c e d March 3, 1982, however, the United S t a t e s S u p r e m e Court in Village of Hoffman Estates v. Flipside, Hoffman Estates, Inc., 50 L a w W e e k 4267, determined that the o r d i n a n ce w a s not u n c o n s t i t u t i o n a l l y vague or broad and did not infringe Flips i d e ' s F i r s t A m e n d m e n t rights, and thus approved a pattern o r d i n a n ce w h i c h may be e n a c t e d by other l o c a l i t i e s desiring to control the s a l e of drug-related material. T h e S u p r e m e Court rejected out of hand F l i p s i d e ' s c o n t e n t i o n s that the o r d i n a n ce i m p o s ed a "prior r e s t r a i n t " b e c a u s e the g u i d e l i n e s treat the proximity of drug-related literature a s an indicium that paraphernalia are " m a r k e t e d for u s e with illegal c a n n a b i s or d r u g s " , and that b e c a u s e the p r e s e n c e of drugrelated d e s i g n s , logos, or s l o g a n s on paraphernalia may "trigger enf o r c e m e n t , the o r d i n a n ce infringed protected s y m b o l i c s p e e c h . " In the opinion written by J u s t i c e Marshall, the Court held that " a l t h o u g h drug-related d e s i g n s or n a m e s on cigarette papers may s u b j e c t t h o s e i t e m s to regulation, the V i l l a g e d o e s not restrict s p e e c h a s s u c h , but s i m p l y regulates the c o m m e r c i a l marketing of i t e m s that the labels reveal may be used for an illicit p u r p o s e . " T h e s c o p e of the o r d i n a n c e therefore d o e s not embrace " n o n - c o m m e r c i a l s p e e c h . " T h e opinion s t a t e s further that the " o r d i n a n c e is e x p r e s s l y directed to c o m m e r c i a l activity promoting or e n c o u r a g i n g illegal drug u s e . If that activity is d e e m e d ' s p e e c h , ' then it is a s p e e c h proposing an illegal t r a n s a c t i o n , w h i c h a government may regulate or ban entirely." Upon c o n s i d e r a t i o n of F l i p s i d e ' s contention to v a g u e n e s s f o c u s e d on the ordinance language " d e s i g n e d or marketed for u s e " the Court found that w h e r e a s the ord i n a n c e and g u i d e l i n e s do contain s o m e a m b i g u i t i e s , the " d e s i g n e d for u s e " standard is s u f f i c i e n t l y c l e a r to c o v er at least s o m e of the i t e m s F l i p s i d e s o l d . Moreover, the alternative " m a r k e t e d for u s e " standard w a s held to be be " t r a n s parently c l e a r , " giving Flipside a m p le warning that its marketing a c t i v i t i e s required a l i c e n s e . A copy of the Village of Hoffman E s t a t e s o r d i n a n ce is s e t forth below for g u i d a n ce of those localities who may w i s h to c o n s i d e r adopting a similar ordinance. Village of Hoffman Estates Ordinance N. 969-1978 AN ORDINANCE AMENDING THE MUNICIPAL CODE O F T H E VILLAGE OF HOFFMAN ESTATES BY PROVIDING FOR REGULATION OF ITEMS DESIGNED OR MARKETED FOR USE WITH I L L E G A L C A N N A B I S OR DRUGS WHEREAS, certain items d e s i g n e d or marketed for u s e with illegal drugs are being retailed within the Village of Hoffman E s t a t e s , C o o k County, Illinois, and W H E R E A S , it is recognized that s u c h i t e m s are legal retail items and that their s a l e cannot be b a n n e d , and W H E R E A S , there is e v i d e n c e that these i t e m s are d e s i g n e d or marketed for u s e with illegal c a n nabis or drugs and it is in the best i n t e r e s t s of the health, s a f e t y and welfare of the c i t i z e n s of the Village of Hoffman E s t a t e s to regulate within the Village the sale of i t e m s d e s i g n e d or marketed for u s e with illegal c a n n a b i s o r d r u g s . NOW T H E R E F O R E , B E IT O R D A I N E D by the President and Board of T r u s t e e s of the Village of Hoffman E s t a t e s , C o o k County, Illinois as follows: S e c t i o n 1: T h a t the Hoffman Estates Municipal Code be a m e n d e d by addition thereto an additional s e c t i o n . S e c t i o n 8-7-16, w h i c h additional s e c t i o n s h a l l read as follows: S e c . 8-7-16-ITEMS D E S I G N E D O R MARKETED FOR USE WITH I L L E G A L C A N N A B I S O R DRUGS A. L i c e n s e R e q u i r e d : It s h a l l be unlawful for any person or p e r s o n s a s principal, clerk, agent or servant to sell any i te m s, (Continued on page 22) �Cover Story on Staunton slated for work during the 1982 building season. What is FIP? The program is a free service offered to anyone In many small cities throughout owning or leasing a building in the United States, a successful downtown Beverley or Wharf approach to economic renewal has historic districts. Membership in included capitalizing on a comHistoric Staunton Foundation is the munity's unique historic character cost of the service. Anyone and architecture. choosing to participate in the This approach to revitalization program is taken through a series of through careful planning and steps designed to arrive at quality historic preservation is one that is improvements that are practical, working in Staunton. With the compatible with the design of the support of city government, the building and affordable for the cooperative efforts of Historic Staunton Foundation and in- owner or lessee. vestment by the private sector, the Before a drop of paint touches face of Staunton is changing—for the surface, the history of the the better. building is determined through HSF's architectural inventory sheet. Historic Staunton Foundation's Also, photographs are taken before Facade Improvement Program (FIP) the construction begins and after is part of the City's overall the construction stage. A drawing is revitalization plan. This program, also made of the facade, depicting begun in 1978, has been recognized improvements that need to be by the National Trust for Historical made. Following the renovation job, Preservation as one of the country's a complete file on each job is kept successful approaches to historic at the Historic Staunton Founpreservation. dation. The file includes a record of The Facade Improvement the contractors used, paint colors, Program has generated more than cost, and photographs. $1 million in building improvements in the downtown area. Forty The cost of the facade imcommercial buildings have been provement varies with each renovated under FIP and more are building. Some maintenance is as little as $1,000, however, on a larger scale, it can cost from $5,000 to $8,000. All facade Improvements are paid by the building owner or lessee. Currently there is no special financing for improvements but there are several programs that give owners tax advantages when they improve their property. Also, the city has its own tax incentive programs for renovation. For residential and commercial structures 25 years or over, improved so as to increase the assessed value by 60 percent or more, taxes are abated up to an amount that equals the differences in assessed value before and after renovation for a period of seven years. GRIFFIN® Ductile iron Pipe for water and sewer installations O Q Z < z o CAST IRON SOIL PIPE & FITTINGS GRIFFIN PIPE PRODUCTS CO. BOX 740 • L Y N C H B U R G , V I R G I N I A 2 4 5 0 5 • 8 0 4 - 8 4 5 - 8 0 2 1 , rXmsted C5 DC > 13 �What Kind of Parks Do Citizens Want? Roanoke Finds Out Editor's Note: This was an exceiient 1981 VML Acliievement Awards entry but it did not win. Because it is a unique way to garner citizen participation for planning recreation space, the Virginia Municipal League wanted its members to l<now about Roanoke's study. S i n c e a parl< is no good u n l e s s used and appreciated by the c i t i z e n s it w a s c r e a t e d for, Roanol<e d e c i d e d to c o n s u l t its public before it began improving its parl<s and recreation s y s t e m . T h e result is a c o m p l e t e d park study, " R o a n o k e ' s P a r k s — T o d a y and T o m o r r o w . " R o a n o k e h a s found that by involving the c i t i z e n s in the planning p r o c e s s , c o m m u n i t y intere s t and a w a r e n e s s have been increased. T h e need for an improved parks s y s t e m evolved from soaring g a s p r i c e s w h i c h kept R o a n o k e r s c l o s e to home and lack of good neighborhood recreational facilities. R o a n o k e c o n d u c t e d a city-wide park study to e s t a b l i s h a s y s t e m a t i c and c o m m u n i t y - b a s e d recreation planning p r o c e s s , a relatively new c o n c e p t in the field of planning. The "Roanoke's Parks—Today and T o m o r r o w " project began with the t e a m w o r k efforts of a recreation planning and d e s i g n c o n s u l t a n t team to facilitate and guide the plan development, a s t e e r i n g c o m m i t t e e of the city staff to coordinate the planning, and c i t i z e n s at large. o Q O o DC 14 u s e r s to a s k their p r e f e r e n c e s . Over 1500 r e s p o n s e s were gathered. T h e city, c o n s u l t a n t s and a local N B C affiliated T V station prepared three one-half hour programs to explain the parks study and p r o c e s s to v i e w e r s . T h e s h o w s covered the history of R o a n o k e ' s parks, new trends in recreation, the parks planning p r o c e s s and r e s p o n s e s gathered in the n e w s p a p e r questionnaire and on-site v i s i t s . T h e T V programs clearly heightened the interest of R o a n o k e r s for their parks. Ifin the top photo new recreation contruct Below, a mother enjoys watching her child on the new equipment. "Roanoke got citizens involved by going to them." Not using the run-of-the-mill public hearing, R o a n o k e got citizen reaction by using the local n e w s p a p e r , a television s t a t i o n , citizen c o m m i t t e e s , w o r k b o o k s and a s e r i e s of w o r k s h o p s . Q u e s t i o n n a i r e s w e r e published in the n e w s p a p e r a s k i n g R o a n o k e r s how they felt their e x i s t i n g parks s y s t e m met their n e e d s and what the parks s y s t e m n e e d e d . In addition, the city c o n d u c t e d a door-todoor s u r v e y and interviewed park worl<men facilities. \ A c o m m i t t e e of 23 c o n c e r n e d c i t i z e n s were appointed by the city c o u n c i l to c h a n n e l citizen input. T h e C i t i z e n ' s Advisory C o m m i t t e e ( C A C ) w a s divided into s i x subc o m m i t t e e s : e x e c u t i v e , regional for the larger parks, and one for e a c h of the four quadrants in the city. T h e regional and guadrant subc o m m i t t e e s had the responsibility of studying the parks in their r e s p e c t i v e a r e a s a s an additional way to gather citizen p r e f e r e n c e s and hear alternative s u g g e s t i o n s . "The C A C was the backbone of the citizen's involvement process." S e v e n w o r k s h o p s and m e e t i n g s were held by R o a n o k e w h e r e r e s i d e n t s , the c o n s u l t a n t s , city staff and the C A C could e x c h a n g e ideas and c o m m e n t s on planning the parks projects. In addition, C A C organized and led five public m e e t i n g s in different s e c t i o n s of the city to obtain direct c o m m e n t s from the c i t i z e n s . Traditionally, coordinated public meetings have been the responsibility of the local government. T h e main tool of the C A C in the citizen participation p r o c e s s w a s the C i t i z e n ' s Planning Workbook, which w a s a combination information d o c u m e n t and how-to guide. It c o n t a i n e d data, s t a n d a r d s , a n a l y s e s , fact s h e e t s , use-profiles, and d e c i s i o n making criteria for e a c h of R o a n o k e ' s parks. T h e workbook w a s e x p a n d e d to be u s e d �Interviewers to go door-to-door City teams w i l l sample door-to-door and in the parks, starting Monday, the public reaction to R o a noke's park and recreation program. The interviewers canvassing neighborhoods will have short questionnaires, but those in the parks will conduct informal discussions. Dinesh Tiwari, a city planner working on the park study, said the interviewers going from door-to-door will have city identification cards on their lapels. Any directly by both the CAC and city staff. The c o m p r e h e n s i v e workbool< provided an innovative " h a n d s - o n " tool for direct citizen participation on the parks planning process. The c o n s u l t a n t s presented a f u t u r i s t i c slide presentation to a g r o u p of c o m m u n i t y leaders on new trends in leisure and recreation and new f a c i l i t i e s w h i c h c o u l d be made available to Roanoke, s u c h as a v e l o d r o m e and a wave pool. The intent was to expand the citizen's field of vision t o w a r d recreation and jar preestablished p o i n t s of view to open the " c o n c e i v a b l e " range of recreation o p p o r t u n i t i e s . This has helped generate e n t h u s i a s m for u n i q u e f a c i l i t i e s and programs in leisure services. A local o f f i c e was also established at the Parks and Recreation Department headquarters. This c o n s u l t a n t ' s o f f i c e provided a presence in the city and Increased people's awareness a b o u t the project. resident approached about the park study should ask to see the identification. The survey will be made from about 10 a.m. to 5 p.m. Mondays through Saturdays until the end of July. T i w a r i said the interviewers expect to sample opinions at 1,000 households, 250 of them in each quadrant of the city. The interviewers assigned to the parks will talk to people using the facilities. c o u l d be done to improve recreation f a c i l i t i e s . The Memorial Bridge Park, located below the Memorial Bridge between the river and s o m e railroad tracks, was apparently not used for any recreative use, but the study s h o w e d it had great potential if the a c c e s s to the park was c h a n g e d . A n e i g h b o r h o o d recreat i o n facility w o u l d also enhance the use of Memorial Bridge Park. G o l d e n Park in Riverdale near the sewage t r e a t m e n t plant was a p o t e n t i a l n e i g h b o r h o o d park w i t h s p o r t s and play o r i e n t e d use s i n c e it is located w i t h i n a n e i g h b o r h o o d w i t h many c h i l d r e n . The p r o b l e m is that is had been used as a m e e t i n g place for drug e x c h a n g e and vand a l i s m . The park s t u d y recommended a facelift and police p r o t e c t i o n for G o l d e n Park. The study added that, with im- provement, the park c o u l d serve t h o s e c h i l d r e n w h o need recreation space and d e m a n d w o u l d increase as the area n e i g h b o r h o o d s grow. Grant f u n d s in the a m o u n t of $298,500 have been awarded to Roanoke by the U.S. Department of the I n t e r i o r and the Virginia C o m m i s s i o n of O u t d o o r Recreation to initiate park i m p r o v e m e n t needs that were defined in the plan. Five n e i g h b o r h o o d parks will s o o n be rehabilitated w i t h these f u n d s . Roanoke's s u c c e s s f u l experience w i t h the t e a m w o r k approach to s e t t i n g goals s u c h as these c o u l d serve as a blueprint for other c o m m u n i t i e s . The results of t h i s approach are c o m p r e h e n s i v e , costeffective and realistic. "A cookbook for Roanoke's parks." A two-volume "How-To-Do-lt" g u i d e for p l a n n i n g and d e s i g n i n g Roanoke's parks was created. This g u i d e was meant to s u p p l e m e n t the actual plan and be used as a " c o o k b o o k " for c o n t i n u e d f u t u r e p l a n n i n g by the citizen's g r o u p s , city p l a n n i n g , and parks and recreation staff. It i n c l u d e d accepted standards for design, e q u i p m e n t , materials, m a i n t e n a n c e and o p e r a t i o n s f o r m u l a t e d for use in Roanoke's parks. More importantly, it represented a tool t h r o u g h w h i c h park p l a n n i n g c o u l d be m o n i t o r e d and the o b j e c t i v e s c h a n g e d as c o n d i t i o n s require. W h a t did the s t u d y s h o w ? The s t u d i e s on t w o Roanoke parks serve as e x a m p l e s of w h a t O Q o o > 15 �There's Much More to Municipal R M T h a n J u s t Minding the Store By Nancy L. Reppert o a o o > 16 The vast majority of U.S. muncipalities have virtually no formalized risk management programs in place. Furthermore, a good number of the programs that do exist usually consist of someone trying to "sort out the tangled web of insurance" to assure adequate coverage and/or someone responsible for instituting and implementing an employee safety program. These very basic procedures, however, in no way constitute a risk management program. Insurance and safety measures simply won't cut it in today's litigious and liability-conscious society. A complete risk management program that assures effective protection of both the municipality as an entity, and municipal officials as public officers, must adhere to a specific set of standards that go way beyond the basics. A safety program is indeed essential, but only as part of a total risk management program that, to be effective, must not be "force fed" from above. Rather, it must be positioned incrementally with emphasis on making every city employee feel pivotal to the program's success. Not only must the avoidance/prevention concept be thoroughly explained to all department heads, but all costs connected with losses or exposures (potential losses) must also be incorporated into departmental budgets in order to facilitate accurate decision making. It is amazing how quickly department heads will support a prevention and loss control program when it's explained to them how such a program will affect their available funds. About the Author N a n c y L. R e p p e r t i s t h e r i s k m a n a g e r o f A m e s , I o w a . T h e a r t i c l e Is r e p r i n t e d w i t h permission of Risk Management, August, 1981. The next step to take when implementing an effective municipal risk management program is to schedule meetings with employees in each affected department. These meetings serve as a forum where the program and its effects on employees as individuals are explained, thus offering an opportunity for them to "buy into the program." In order for this approach to be effective, the program must be explained by using carefully created illustrative materials that clearly and effectively portray the personal employee benefits to be derived from a proper loss control program. The first item emphasized should be personal safety. A judicious use of psychology in presenting graphic illustrations of unnecessary pain, suffering, disability or death, and the resulting loss to employees ad their families, will nearly always be effective. The vast majority of employees will be encouraged to constantly monitor their own workplaces, assume responsibility for maintaining them as safe and healthful areas, personally correct any unsafe or unhealthful conditions when possible and report larger, but correctable, problems to their department head or supervisor. Stress Employee Safety Benefits It is important that the employee fully understand that the risk manager is working not only to protect the city and its assets, but also to protect each employee as an individual. Meeting regularly with employees in departmental meetings to answer questions is advisable. Being able to answer employees' questions is also important. Monitoring developments in the field through legal and risk management publications also enables the risk manager to take proper preventive actions to preclude employee injuries. An example of this approach involved the two-piece wheel rim currently in use on many heavy truck tires. Many of these devices have exploded during maintenance procedures, causing death or serious injuries to workers. After reading about this specific problem, a municipal risk manager alerted her community maintenance service center to this danger. Within five days, a specialized tool had been purchased and implemented in that city, making it safer for municipal employees to work on these truck tires. The safety device cost the city only $25 but its purchase may have prevented a death or serious injury by eliminating the potential for an accident. "A $25 device probably saved a life." The second, and obviously more difficult concept to convey to city employees, is to be on the alert, both when operating in the field or traveling within the city, for anything that might constitute a hazard to any citizen. Again, vivid illustrations should be used to present an effective message. Since a city's budget is somewhat fixed and since there is only "so much of the pie" to go around, the budget situation affects employees' personal incomes. A city that is financially strapped as a result of an expensive liability lawsuit is not going to be able to continue to give its employees equitable raises, and might conceivably have to lay off employees. By having an open and mutual discussion with employees in this area, it is possible to bring them to a full understanding of their personal stake in the commitment to a loss control program. Management skills are the key to successful risk management in any organization, but especially in the (Continued on page 18) �Not All Power Financings Are Alike Variety characterizes Public Power in the United States. Public Power is a multitude of utilities each with its own particular identity, each with its own particular financing requirements. Only an investment banker with the depth and breadth of staff, experienced in all phases of Public Power financing, can satisfy these requirements. Experience. Since 1977 First Boston has managed approximately $\3 billion or 40% of the total Public Power bonds issued during this period. First Boston's experience in Public Power financing includes issues for large and complex statewide joint action agencies (Municipal Electric Authority of Georgia), authorities with wholesale and retail sales (Nebraska Public Power District), individual city systems (Jonesboro, Arkansas), and small and full scale hydroelectric projects (The City of Hope, Arkansas and the Alaska Power Authority). Innovation. As financial advisor to Sikeston, Missouri, First Boston designed a financing program which gave the city the economic advantages of a joint action power project while enabling the city to own its own long-term generation facility. Commitment. First Boston has demonstrated its willingness and ability to commit its human and capital resources to the successful completion of a client's financing program. This commitment to its clients results in longstanding professional/client relationships: since 1974 First Boston has senior managed 10financingsfor the Nebraska Public Power District aggregating in excess of $1.3 billion, and since 1977 First Boston has senior managed 9financingsfor the Municipal Electric Authority of Georgia aggregating in excess of $1.2 billion. In addition, through our European merchant banking affiliate, Credit Suisse First Boston Limited, First Boston's public power clients are afforded capital access to the international credit markets. To put a well capitalized and experienced Public Power investment banker to work on your Public Power financing program, contact: Kevin J . Collins, Managing Director, (212-909-2921) Edward P. Meyers, Vice President, (212-909-2878) First Boston NEW YORK ATLANTA BOSTON CHICAGO CLEVELAND DALLAS GENEVA LONDON LOSANGELES MELBOURNE MONTREAL PHILADELPHIA SAN FRANCISCO SAN JUAN TOKYO �(Risk, from page 16) public s e c t o r . It is n e c e s s a r y to provide the public s e c t o r e m p l o y e e vi/ith more Intrinsic regards in lieu of the higher pay that is u s u a l l y offered in the private s e c t o r . "Buying Int o the system" provides the e m p l o y e e s with an e s t e e m factor a s full contributors toward the Improved m a n a g e m e n t of their department and of the total organization, and g i v e s e m p l o y e e s the feeling of having s o m e control over their future through individual efforts. Implementation of this procedure h a s proved that e m p l o y e e s , w h e n properly a p p r o a c h e d , take great pride In the program and even e n g a g e in s o m e friendly c o m petition with other d e p a r t m e n t s toward attaining the c i t y ' s best l o s s control record. T h e s e efforts help to keep the city free of p o s s i b l e liability hazards. E m p l o y e e s take pride In being the first to report a hazard—or the first to c o r r e c t o n e . Pride, s e l f - e s t e e m and participative m a n a g e m e n t are the real k e y s to the e f f e c t i v e n e s s of public m a n a g e m e n t in this day of the taxpayer revolt. A risk m a n a g e m e n t program is a crit ic a l e l e m e n t In that total picture b e c a u s e it e n compasses the greatest loss potential, and, therefore, the greatest s a v i n g s potential. A total organizational a p p r o a c h to the a v o i d a n c e and prevention of any condition that may present potential harm or Injury to a citizen c a n be effective if It is properly Imp leme nte d , and If the right m a n a g e m e n t t e c h n i q u e s are u s e d . Win Support From Temps >O Q O I- < z QC > 18 Most municipalities have a c e r t a i n number of s u m m e r e m p l o y e e s , and It Is fairly o b v i o u s that temporary e m p l o y e e s are not going to have quite the s t a k e In preserving the f i s c a l stability of the city that a permanent e m p l o y e e h a s . T h e r e are, therefore, only two particularly viable tools available to a c h i e v e the desired result with temporary p e r s o n n e l . F i r s t , there Is pride. It is possible to instill pride by demanding excellence and providing training that will m a k e w o r k e r s more c a p a b l e of handling their temporary jobs in a p r o f e s s i o n a l manner. For e x a m p l e , the Cit y of Liberty, Mo., trains all recreation a i d e s , lifeguards, s w i m m i n g i n s t r u c t o r s , playground s u p e r v i s o r s and other general s u m m e r - t i m e park e m p l o y e e s in first aid and C P R prior to putting them into their p o s i t i o n s . T h e s e part-time e m p l o y e e s have little r e a s o n to be c o n c e r n e d about liability or the c i t y ' s f i n a n c i a l situation over the long haul, but they c a n develop an Intrinsic pride in the quality of work they perform and the r e s u l t s of the program for w h i c h they bear responsibility. T h e other form of incentive i s , of c o u r s e , the s t a t u s of Independent contractors e s t a b l i s h e d in the c a s e s w h e r e the p r o f e s s i o n a l is c o n t r a c t i n g for a s p e c i f i c program for a s p e c i f i c length of time, and w h e r e the potential liability risk is great. T h i s will be e x a m i n e d further w h e n the t r a n s f e r e n c e option is considered. alternatives that will a c c o m p l i s h , a s nearly a s p o s s i b l e , the desired result without the undesirable a f t e r e f f e c t s . T h e risk manager must have the diplomatic ability to work well with people and operate a c r o s s departmental lines without creating u n n e c e s s a r y friction. In addition, current knowledge to all court activity affecting municipalities c a n prevent unn e c e s s a r y legislation from being e n a c t e d In the first place. A c o m prehensive record of all court d e c i s i o n s and state and federal legislation pending to o t h e r w i s e , which might affect the m u n i c i p a l i t y ' s e x i s t i n g co de and o r d i n a n c e s , s h o u l d be maintained. "The merits of any action can be toppled by procedural errors." Liability may be a new c o n c e p t in local government, but it s h o u l d not be a foreign or o f f e n s i v e one. A s s t at e d in the O w e n court d e c i s i o n : " H o w uniquely a m i s s It w o u l d be . . . If the government itself, the s o c i a l organ to w h i c h all In our s o c i e t y look for the promotion of liberty, j u s t i c e , free and equal treatment and the setting of worthy norms and goals for s o c i a l c o n d u c t , were permitted to d i s a v o w liability for the injury it h a s b e g o t t e n ." A risk m a n a g e m e n t program c a n work if the e m p h a s i s Is on m a n a g e m e n t . F u r t h e r m o r e , avoidance/prevention requires that the risk m a n a g er interact with all department h e a d s and attend all city c o u n c i l m e e t i n g s to offer input w h e n potential administrative d e c i s i o n s or legislation are being developed. T o o often, there Is a rush to legislate to rectify a s m a l l problem without realizing that the legislation Itself, b e c a u s e It will affect the entire city and not s i m p l y the problem being add r e s s e d , will u l t i m a t e ly cause c o n s i d e r a b l y more problems than It w a s Intended to s o l v e . T h e prudent and effective risk manager will not allow this to happen but will work with the staff and legislative body to develop T h e risk manager m u s t e s t a b l i s h a good working relationship with p e r s o n n e l to guarantee that their a c t i o n s are fully d o c u m e n t e d and that every e m p l o y e e ' s rights to procedural due process and equality of treatment are protected, simultaneously, sufficient documentation must be maintained to protect the city not only a g a i n s t potential l a w s u i t s and administrative p r o c e d u r e s resulting from d i s c r i m i nation c l a i m s , but a l s o a g a i n st unemployment compensation claims and invalid w o r k e r s ' c o m p e n s a t i o n c l a i m s . If s u c h p r o c e d u r es are properly and c o n s i s t e n t l y monitored, nearly all s u c h a c t i o n s or c l a i m s a g a i n s t the city c a n be prevented, city c a n be prevented. T h e risk manager must a l s o maintain a w a t c h f u l eye on all administrative and ministerial f u n c t i o n s of all public bodies and officers to be certain that procedural requirements are carefully followed. T h i s is e s s e n t i a l b e c a u s e the merits of any action c a n be toppled by procedural errors. The Transference/Retention Dilemma If a c o m p r e h e n s i v e risk management program Is in place, self ins u r a n c e b e c o m e s a viable alternative to p u r c h a s i n g i n s u r a n c e . W h e n l o s s e s have been dramatically red u c e d and controlled, it is considerably l e s s e x p e n s i v e to pay for those few s m a l l l o s s e s that do o c c u r and perform the a d m i n i s t r a t i o n inh o u s e , than it is to pay an insurer that generally charges approximately four dollars for every (Continued on page 20) �However complicated the problem; there's a solution to every puUic power financing. Depend on Kidder;Peabody to find it. o Kidder, Peabody & Co. Q I N C O R P O R A T E D Founded Members NewYork O 1865 and American Stock Exchanges 10 Hanover Square, New York, N.Y. 10005 Telephone (212) 747-2000 ^ Z g Boston, Philadelphia, Chicago, San Francisco, Los Angeles, A t l a n t a , Dallas, Kansas C i t y and over 50 additional offices worldwide. 19 �PROGRAM MUNICIPAL ELECTRIC POWER ASSOCIATION VIRGINIA 1982 ANNUAL CONFERENCE Holiday Inn, 39th Street Virginia Beach, Virginia WEDNESDAY, JUNE 2 4:00 p.m.- 6:00 p.m. 6:30 p.m. THURSDAY, JUNE 3 8:00 a.m.-12:00 Noon 9:00 a.m. 10:00a.m. 10:45a.m. 2:30 p.m. 6:30 p.m. FRIDAY, JUNE 4 9:00 a.m. 10:00 a.m. OF Registration Hospitality Hour Registration Opening Session Durwood C u r l i n g — "Co Generation" John Donnelly— "Load Management" Manufacturer's Exhibits—Outdoors Hospitality Hour Fred R. Saffer Business Session Municipal Liability Insurance. • • • • • • Public Officials Errors & Omissions Police Professional Liability Comprehensive Liability Coverage Admitted Insurer Limits to $1CX),000,000 Federal Law 1983 Coverage Please have your broker call today: Bayly, Martin & Fay/San Antonio PO. Box 17800, San Antonio, Texas 78217 1-800-531-7205 • 1-800-531-7224 1-800-292-5721 (Texas only) ( R i s k , from page 18) dollar of claims paid in administrative overhead. The city comes out substantially ahead when it invests the funds, reaps the interest and controls, monitors and pays its own claims—except for umbrella insurance for catastrophic losses. Generally, when insuranceoriented risk managers dicusss transference, they are referring to the purchase of insurance. Contractural transference of risk can be an even more effective tool when properly used. Every opportunity to enter into a contract that will transfer not only the legal liability for damages but also responsibility for ordinary losses should be seized. Many services can be provided through contractural arrangements at a substantial savings to the city both in dollars and risk. Further, special recreation programs that are implemented by persons other than regular city employees can be provided through an i n d e p e n d e n t contractual arrangement that not only transfers liability and other costs, but also eliminates p o t e n t i a l ' future unemployment compensation claims. Municipalities frequently enter into agreements, contracts or cooperative arrangements without thoroughly investigating potentially adverse effects. Every such document should be thoroughly reviewed and never accepted until all of its terms adequately protect the municipality, its officers and employees. Negotiations may be necessary, but in nearly every case, the ultimate aim of securing the best possible benefit from the arrangement for the city can be attained. Contractural documents that are adopted without proper review and refinement can very easily come back to haunt one at a later date. The responsibility of that risk manager is to protect the city and the citizens, the city and the employee and the city and its officers. It is far more than just buying insurance and monitoring a safety program for employees. It is a total management concept with a total impact much greater than simply the sum of its independent parts. Marketplace Town Manager C o l o n i a l B e a c h , V i r g i n i a (2,500). S a l a r y negotiable to $22,000. One person h o l d i n g p o s i t i o n s i n c e 1977. $1 m i l l i o n d o l l a r b u d g e t . A p p o i n t e d b y IVIayor a n d s i x m e m b e r c o u n c i l e l e c t e d at large. 30 employees. Preference—degree or equivalent experience in public administration. R e s u m e w i t h salary history a n d r e f e r e n c e s t o T o w n Cleric, P.O. B o x 36, C o l o n i a l B e a c h , Virginia 22443 by iVIay 1 3 , 1 9 8 2 . Police Chief N a r r o w s , V i r g i n i a , p o p u l a t i o n 2,516; 5 member police department including chief. Salary negotiable depending on experience and qualifications; app o i n t m e n t b y IVIayor a n d C o u n c i l . C a l l o r write for applications. Applications s h o u l d b e s u b m i t t e d by J u n e 1, 1982, t o W i l l i a m C. R o l f e , T o w n M a n a g e r , P.O. D r a w e r 8 , N a r r o w s , V i r g i n i a 2 4 1 2 4 ; (703) 726-3020. Water Treatment Plant Operators C l a s s 2, l i c e n s e r e q u i r e d . Pay r a n g e — $12,816-$18,312. Class 3 o r 4. Pay range—$11,232-$16,032. Closing date, May 15, 1982. Submit resume to D e p a r t m e n t of P e r s o n n e l , P.O. B o x 1858, Suffollc, Virginia 23434. Assessor Portsmouth, Virginia. Population 104,000. 32,000 parcels, yearly assessments, computer facilitated. Reports to City Council; plans, directs assessment office. Education/experience equivalent to a degree and five years managerial slcills; professional designation desirable. Salary range: $ 2 5 , 0 0 0 - $ 3 3 , 0 0 0 . A p p l y : C i t y Cleric, C i t y of P o r t s m o u t h , P.O. B o x 820, P o r t s m o u t h , Virginia 23704 by May 15,1982. �Smith Barney is Number One in joint-actionpublic power financing. No other underwriter has as much experience in joint-action as our firm. Over the past five years, Smith Barney, Harris Upham has been instrumental as senior managing banker in bringing to market, for the first time, the follow^ing major joint-action public power agencies: Heartland Consumers Power District (South Dakota) (Senior Managing Banker) Lafayette Public Power Authority (Louisiana) (Senior Managing Banker) Massachusetts Municipal Wholesale Electric Company (Senior Managing Banker) Michigan Public Power Agency (Senior Managing Banker) Michigan South Central Power Agency (Senior Managing Banker) Northern Municipal Power Agency (Minnesota) (Senior Managing Banker) Wyoming Municipal Power Agency (Senior Managing Banker) If you would like more information, call one of your V i r g i n i a Smith Barney team: David Guernsey (212)399-6200 Smith Barney Harris Upham AnnHagan (212)399-6172 Sit gi^ Peter Ramsey (215) 854-6103 «1345 l^^r^^r^r^^^^r^rt 'nCOrpOrated A v e n u e of t h e A m e r i c a s , N e w York N Y 10105 �$40,000,000 Massachusetts Municipal Wholesale Electric Company Revenue Bond Anticipation Notes 1982 Series A The undersigned acted as Financial Advisor to the Massachusetts Municipal Wholesale Electric Company m this transaction. L A Z A R D F R E R E S & Co. REFURBISHING SPECIALISTS On All Types of Fire Apparatus J. C. MOORE INDUSTRIES • FREDONIA, PA. 16124 "YOU GET MORE FROM MOORE" • MOORE SERVICE • MOORE SATISFACTION • • MOORE WATER • MOORE QUALITY WORKMANSHIP C A L L 24 HOURS A D A Y FOR S E R V I C E PHONE (412)475-3185 ^Guidelines, from page 12) DC > 22 REFURBISHREPAIR REPOWER REPAINT — REAAODEL- effect, paraphernalia, a c c e s s o r y or t h i n g w h i c h is d e s i g n e d or marketed for use w i t h illegal c a n n a b i s or d r u g s , as d e f i n e d by Illinois Revised Statutes, w i t h o u t o b t a i n i n g a license therefore. Such licenses shall be in a d d i t i o n to any or all other licenses held by applicant. REBUILD RECONDITION FABRICATIONS MODIFICATIONS -IN STATION SERVICE B. A p p l i c a t i o n : A p p l i c a t i o n t o sell any i t e m , effect, paraphernalia, accessory or thing which is d e s i g n e d or marketed for use w i t h illegal c a n n a b i s or d r u g s s h a l l , in add i t i o n t o r e q u i r e m e n t s of A r t i c l e 8-1, be a c c o m p a n i e d by affidavits by a p p l i c a n t and each and every e m p l o y e e authorized t o sell s u c h items that s u c h person has never been c o n v i c t e d of a drug-related offense. C. Minors: It shall be u n l a w f u l t o sell or give items as d e s c r i b e d in Section 8-716A in any f o r m t o any male or female c h i l d u n d e r e i g h t e e n years of age. D. Records: Every licensee m u s t keep a record of every i t e m , effect, paraphernalia, accessory or t h i n g w h i c h is d e s i g n e d or marketed for use w i t h illegal cannabis or drugs w h i c h is sold and this record shall be open to t h e i n s p e c t i o n of any police officer at any time during the hours of business. Such record shall c o n t a i n the name and address of the purchaser, the name and quantity of the product, the date and time of t h e sale, and the licensee or agent of the licensee's signature, such records shall be retained for not less than t w o (2) years. E. Regulations: The applicant shall c o m p l y w i t h all a p p l i c a t i o n regulations of the Department of Health Services and the Police Department. Section 2. That the H o f f m a n Estates Municipal Code be amended by adding to Section 8-2-1 Fees: Merchants (Products) the additional language as f o l l o w s : Items d e s i g n e d or marketed for use w i t h illegal cannabis or drugs $150.00 Section 3: Penalty. Any person violating any provision of t h i s ordinance shall be fined not less than ten dollars ($10.00) nor more than five hundred dollars ($500.00) for the first offense and s u c c e e d i n g offenses d u r i n g the same calendar year, and each day that s u c h violation shall c o n t i n u e shall be deemed a separate and d i s t i n c t offense. Section 4: That the Village Clerk be and is hereby authorized to p u b l i s h this ordinance in pamphlet form. Section 5: That this ordinance shall be in full force and effect May 1, 1978, after its passage, approval and p u b l i c a t i o n a c c o r d i n g t o law. �Piofessional Directory Geological. Stiils and Environmental Qinsultants Ground Waler Siudies Land Disposal of Fffluents and Sludges Sijlid. Wasie Sludies • Foundation Fvaluations I n^i Jdtcfvin AvrniKv N r * [ „ n ,\,-*v V,r>;mij .M(>()|- WVt V)^ ^V,l Plannng System Sludies Feaaltrirty Soutiiern EiiyiiiGenng LTD. Engineers Planners Surveyors Three Chopt & Parham Roads, Richmond 23229 ANO HANSEN ENGINEERS S.nca 191 a Ausrin Drocktnbfough ondAssociofM CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . iNOusTfiiAL f AOLines AND PBOCESS DtSIGN . HIGHWAYS • WATES ENVIRONMENTAL STUDIES ENGINEERING e. SITE PLAf MING AND COt^SULTING ENVIRONMENTAL ENGINEERS 301 HIDEN B O U L E V A R D N E W P O R T NEWS, VA 23606 804-599-5511 ENGINEERS'PLANNERS-SURVEYORS Water, Wastewater, Solid Wastes. Soils & Foundations Land Development Site Plans Residential, Commercial & Industrial Subdivisions, Road, Dams, Airports 1933 Fort Ave. Lynchburg. VA 24501 (804) 847-7796 Planning-Industrial Park Development APPRAISALS MUNICtl'AL I'l.ANNINU RATE STUDIES WATER WOIIKS SBWBRAOE R E F U S E niSPOHAl, R. S T U A R T R O Y E R & A S S O C I A T E S . I N C . Consuliing Engineers 1514 Wii-i^w L A W M D B I V K P. <>. B o x 8 6 8 7 IllCHMOxu. VinciMiA 2 3 2 2 0 (804) 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • Industrial W a s t e T r e a t m e n t • Treatability S t u d i e s • 140 Sylvan Avenue, P,0, Box 1218 Englewood Cliffs, N.J, 07632 201 -567-8990 • 405 So, Parliament Drive, Suite 101 Virginja Beach, Va, 23462 804-499^8508 ENGINEERS N O R IF O LK Na. 11 Koger Executive Center • Suite 250 Norfolk, VA 23502 AND PLANNERS FAIRFAX FBirtax Professional Building I Suite 7 3545 Chain Bridge Road Fairfax. VA. 22030 114 CAHV ST • RICHMOND. VIRGINIA 23219 • PHONE aD4/M4.M9 HURT &PROFFITT. INC. Engineers-Planners-Surveyore Highways-Utilities-Waterfront Richardson • ConsuCants • Planners I Gannett Fleming Consutting EngineefS Langley and McDonald Facilities-Municipal Compretiensive Engineers Dale Building - Suite 224 • 1504 Santa Rosa Road Richmond, VA 23288 • Phone 804-288-4051 MALCOLM'^ PIRNIE, I N C . ^ WATBR WABTBWATBR P H O N E 804/649-8627 H e n n i n g s o n , Dunham S CONSULTANTS SB, / (Si BAUHUn ADD COMMUNITY DEVELOPMENT CONSULTING 400 Easl Main Street Richmond, Virginia 23219 HDR PUBLIC UTILITY Engineeis 4 ConsuHanis PLANNING • L A N D S C A P E A R C H I T E C T U R E . E N G I N E E R I N G Southern Engineering Company of Virginia 1800 Peachbee Street N.W. Atlanta, Georgia 30367-8301 (404) 3S2-9200 C H O D A T , R U B A C K & A S S O C I A T E S , INC. THE HATHAWAY HOUSE 103 CENTRAL ST., P. 0 . BOX 749 W E L L E S L E Y , MASSACHUSETtS 02181 TELEPHONE (617) 237-5815 Sludies Design Relaying Metering HARLAND BARTHOLOMEW & A S S O C I A T E S , INC. F R E D E R I C K G. G R I F F I N , P.O. Consulting Engineers 3229 Waterbck Road, Lynchburg, VA 24504 (804/237-2044) Cable TilwisHin• TV BrciadciLsl• Public Salety Communications SysU-ms • Alarm SysU-ms • Rk'Ctrical Design • Federal Ciimmunicatiims Comrnksiiin Application and Pn'paration • Kxpert Teslimiiny and Witness Complete Engineering Services Municipal and Industrial Waste Treatment, Power Systems, Structures, Solid Wastes, Water Resources, Water Supply and Treatment, Transportation 1941 Roland Clarke Place Reslon, Virginia 22091 703/620-.5200 R U S S E L L GL A X O N ENGINEERS • ARCHITECTS, UNITED AMERICAN SUITE PLAZA ISDl K N D X V I L L E , TN 3 7 9 2 9 615/524-2900 P. C. G L O E FORGE P L A / A FHEDERlCKSaURG \JA.?^m^ 703/371-8040 T H E PITOMETER ASSOCIATES (212) 267-8288 Engineers Water Waste Surveys Trunk Main S u r v e y s W a t e r Distribution Studies Special Hydraulic Investigations 100 C h u r c h St., N e w Y o r k , N. Y . 10007 Chic;tgo C o l u m b i a A t l a n t a N e w M i l f o r d , C t . BODiE, TAYLOR AND PuRYEAR, INC. CONSULTING ENGINEERS 611 Research Road P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 R. K E N N K T H W E K K S ENGINEERS W a t e r S u p p l y a n d P u r i f i c a t i o n • Se^^•er^ge and S f w a g e T r e a t m e n t • Streets a n d H i g h w a y s • Iiuestigations and Reports • S u p e r v i s i o n of Construction. 2733 T i D E W A T L R D R . NORFOLK. \. 2350V �GNnmentary Assistance for Abused Spouses By Mary Jo Fields, Institute of Government, University of Virginia A mother of three young children was beaten by her estranged husband. Another mother learned that her husband had raped their ten year old daughter. A seventy year old woman had been abused by her husband for the last fifty years. These women all found refuge and safety at a group home operated by Shelter for Help in Emergency (SHE), a program for battered spouses In Charlottesville. During the past fiscal year SHE housed about 250 battered women and their children in this emergency shelter, for a period of up to six weeks (battered men are lodged in motels). SHE is one of a number of community programs in the Commonwealth established to deal with the effect of domestic violence, which PUBUC ADMINISTRATION is a growing problem in America. According to testimony at a U.S. Senate subcommittee in 1980, some form of domestic violence occurs annually in one out of six American families. An estimated 1.8 million wives per year are severely assaulted by their husbands, with child abuse also occurring in onehalf of these families. Further, an estimated 20 percent of deaths and 40 percent of injuries to police officers in the line of duty arise out of situations involving domestic violence. While programs to protect abused children have been in effect for quite some time, community programs like SHE began to appear across the nation only within the past decade. In Virginia, the number SERVICE dmq Providing management a s s i s t a n c e and consultant s e r v i c e s to l o c a l , regional, and s t a t e g o v e r n m e n t s s i n c e 1 9 3 3 . 1313 E a s t eoth S t r e e t C h i c a g o , Illinois 60637 (312) 9 4 7 - 2 1 2 1 1497 C h a i n Bridge R o e d M c L o n , V i t t i n i a 22101 (703) 7 M - « « 7 0 of these community programs to aid battered spouses has grown steadily over the last few years. In January 1982, the Department of Welfare listed thirty-four such programs operating in twenty cities, fifty-five counties and three military installations. The services offered range from counseling and information only to a broad array of activities that include, in at least seventeen of the programs, the provision of shelteras in the case of SHE. These community programs, oftentimes the result of grass-roots efforts to assist battered spouses, rely on a mixture of funding sources, including donations from private individuals, churches, corporations, and foundations; special fund-raising projects; local govern- DAVID M . GRIFFITH AND ASSOCIATES, LTD. C o m p u t e r i z e d A c c o u n t i n g Systems National Leaders in the Preparation of Cost Aliocalion Plans 919/876-3042 1100 Logger Court, Building D, Suite 100, Raleigh, NC 27609 McMANIS ASSOCIATES, INC. Washington, D.C. Management nagement Consultants Consu to City and County Governments Management Audits •Operations and Productivity Analysis Community Development • Executive Searches • Economic Development 1201 Connecticut Ave., N.W., Washington, D.C. (202) 466-7680 o B o u ' e Enciinssrina CarfDorotion consultlnQ Q WATER, WASTEWATER, SITE DEVELOPMENT, STRUCTURAL enQineers DRAINAGE,FLOOD CONTROL STREETS , HIGHWAYS,BRIDGES DESIGN , MARINAS Communications Consultants Improve Service-Reduce Cost On Long Distance-PBX-911 Billings V O h< o > 1703) 590 1 n i (7031 670 6.100 s t u d i e s • Facility Planning Design C o n s t r u c t i o n Management • O p e r a t i o n s JAMES M. BRIDGES, CPA Water/Wastewater • Solid Waste Hydraulic Systems & Structures S A m i A ^11V'U11 Wuiucppal Audi]?; Federal - HeadSlart CETA - HUD, A-102Single Audits Engineers/Consultants Reading, PA 215-378-9300 Hunt Valley, WD 301-667-6020 JAMES BRIDGES. LTD A PROFESSIONAL CORPORATION Certified Public Accountant UOO.i MINNEVILLE RD DALE CITY VA 22193 ^ GERAGHTY & M I L L E R , INC. 844 WEST STREET, A N N A P O L I S . MD 21401 (301) 268-7730 SYOSSET TAMPA BATON ROUGE W PALM BEACH HARTFORD HOUSTON CHAMPAIGN-URBAN A 24 TERRAQUA Resources Corporation T= Phone: 804-746-3864 630 Jay Way Mechanicsville, VA 23111 Telephone Systems Evaluated Inter-Connect-Bell Abbott - H a r k s e n 7700 FALLS LEESdURG PIKE SUITE 302 CHURCH,VA. 22043 7 0 3 / 8 9 3 - 0 7// AH X Patton, Harris, Rust & Assoc. i i c l e s s i o n a l co'Doration Engineers . Surveyors , Planners C o m p l e t e pfotessional services t o ' 10523 M a m Street Fairtax Virginia 2 2 0 3 0 ( 7 0 3 ) 2 7 3 8 7 0 0 V»\twt Of t i c * : F'oMda—Wos! V i ' q i n t a — G e o r o i a — S^nUMy — Subdiinsior, Sifc Phn-. — Hifihu'ay — Hydraulu — Siutiii'i — UjJcr — / )wifUi;c H'orki Syuems JORDAN & HUTCHERSON, INC. c i p a l i l i e s and public agencies 100 S o u t h M a m Street B n d g e w a t e r V.rgima 2 2 8 1 2 Cii'i! 703^ 8 2 8 2616 MaryUmd Cimitillin^ fntJifie'Crs SUITE 109 2405 WESTWOOD AVE. & surveyors (804) 353-5541 RICHMOND. VA. 23230 �ment funding; user fees; and state and federal grants-in-aid. Federal government support hias been very valuable to these programs; now/, In the wake of budget cuts, the programs are searching for funds to replace the federal dollars they will be losing, particularly from the Law Enforcement Assistance Administration (LEAA), the Comprehensive Employment and Training Act (GETA), and the Community Services Administration. Virginians Against Domestic Violence, a voluntary private organization, reported to the Welfare Department last year that Virginia's local spouse abuse programs will lose over $575,000 in federal support, primarily through CETAand LEAA funds. To compensate for these losses, the community programs, while in- creasing fund-raising efforts in the private sector, also are asking local and state governments for assistance. In response to this need, the 1982 General Assembly (following the example of fourteen other states) turned to marriage license fees to help fund spouse abuse programs, increasing the fee from $3 to $10, effective July 1. The 1982 appropriations act has set aside $400,000 for each year of the coming biennium to the Department of Welfare for spouse abuse programs and for services to abused children. This appropriation, based on the anticipated increase in marriage license fee collections, was contingent upon enactment of the increased fee. The 1982 session of the General Assembly was the first to appropri- «!»H()RNI:R,. F I N A N C I A L ANpV; MANAGEMENT ' C;t3NSULTANTS • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classitication and Pay Studies • Executive Search and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies 725 CHURCH STREET 804-846-2711 LYNCHBURG, VIRGINIA PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. MUNICIPAL ADVISORS INCORPORATED , 0 . BOX 4S ate funds specifically for spouse abuse programs, although previous sessions had considered legislation addressing this issue. House Joint Resolution 31, enacted in 1978, encouraged all localities to establish and support community shelters for battered spouses and their children. In the same year, the General Assembly carried over a bill to provide a two-year pilot program to establish emergency shelters in each of the ten congressional districts; the bill subsequently was defeated in 1979. In 1980, the General Assembly gave to the Department of Welfare the responsibilities of coordinating information on spouse abuse programs, dispersing grants, and receiving state and federal grants. With no funds appropriated specifically for these purposes, the depart- PATRICIA A. COOPER THOMAS W. ROBERTS, JR. Public Research and Management Inc. \ ] R C ; i M A Hl.ACH, VA. 804.422-1711 Suite 416, Washington Bldg., Wash., D.C. 20005 (202) 783-1950 157 Luckie Street, N.W., Atlanta, Georgia 30303 (404) 525-5687 Serving local governments for 15 years. YARGER AND ASSOCIATES, INC. Over 600 Surveys Our 28th Year Position Classification and Pay Plans M a n a g e m e n t and Organizational Studies Test C o n s t r u c t i o n - F i r e and Police Studies 2830 Mary Street Falls Church, Va. 22042 703/560-6900 TRAFFIC SIGNS Shannon-Baum, Inc. P.O.BOX TRAFFIC 2511 POSTS TRAFFIC SIGN FACES BALTO., M D . • City Charter Revisions • Solid Waste Management • Park and Recreation Plans • C o m m u n i t y Development • Urban Planning and Zoning • Tax Equity Studies CAMP DRESSER & McKEE reso Little River Turnpike. Suite 500 One World Trade Center. Suite 2637 Annandale. Virginia 22003 New York. New York 10048 703 642-6500 212 432-6700 environmental planners, engineers, & management scientists, consultants CDM 21215 REFLECTIVE SHEETING ALUMINUM 301-358-3900 ' Management and Organization ' Financial Management ' Position Classification and Pay Plans • Executive Searcti and Selection ' Police and Fire Studies ' City/County Consolidation BLANKS (COLLECT) American Uniform Sales, Inc. O Q R.W. B E C K AND ASSOCIATES Engineers and Consultants utility Planning, Management and Design Services. Rate and Contract Evaluation Technical and Economic Evaluation . Utility Property Appraisals Load Management and Energy Conservation Analysis Energy Source Evaluation. Eossil - Nuclear - Hydro Solid Waste - Solar 40 Grove Street Wellesley. Mass. 02181 (617) 237-4870 O h< z o 1510 K. Colonial Dr. Orlando, Fla. 32803 (305) 896-4911 25 �Consulting Engineers Environmental Laboratories Industrial a n d fvlunicipa BUCMARX-MORM CONSULTING E NGINEE HS ar>d PLANNERS 1531 N o r t h IVIain S t r e e t Blacksburg. Virginia 2 4 0 6 0 QU^^p INCORPORATED (703)552-5548 • Solid W a s t e / E n e r g y Recovery • Water Pollution Control • A i r Pollution C o n t r o l • Industrial W a a t e T r e a t m e n t FKATURING: M K X I C O FORGE A N D T I M B E R F O R M A L P E R S T E I N BROS.. INC. 900 7 l h S T R K K T , N W WASHINGTON. DC 20001 'ASSOCIATES W H E R E YOUR RECREATION COMES FIRST IIOTSV Ai.FKKSTKIN (2021 H42 11(10 P L A Y G K O I N I ) E Q I I F M E X T • F A T I O i POOL F U R N I T I R E • S P O R T I N G GOODS • P I C N I C T A B L E S . G Y M E Q L ' I P M E N T • PARK STOVES Charles R Velzy Associaies, Inc Consulting Engineers 3 5 5 M a m Street A r m o n k . N e w York 10504 SCS Power Generation & Transmission Environmental Analysis Water & Wastewater • ENGINEERS W A T E R SUPPLY WASTEWATER TREATI^ENT • S A N I T A R Y L A N D F I L L DESIGN , G A S PROTECTION A N D R E C O V E R Y 1 1 2 6 0 R o g e r B a c o n D r i v e . R e s t o n , V a . 2 2 0 9 0 • (703) 4 7 1 - 6 1 5 0 California • W a s l i i n g t o n • PLANNERS Greetihorne 10710 L E E HIGHWAY. SUITE • SURVEYORS & 0'hiara, 2 0 2 • R i c h m o n d . Virginia 2 3 2 8 8 • ENGINEERS - ARCHITECTS - CONSULTANTS P.O. B O X 173, K A N S A S C I T Y , M O 64141 816-333-4375 • ARCHITECTS Koger Execulive Center S T E A R N S . C O N R A D AND SCHMIDT CONSULTING E N G I N E E R S , INC. Burns &MCDonn«ll ENGtNEERS Box K228 Inc. W •Kentucky •South Carolina RALPH WHITEHEAD l< ASSOCIATES Consulting Engineers 1936 E a s l S e v e n t t i Street P.O. 8 0 x 3 5 6 2 4 Charlotte, IMortti Carolina 28235 704-372-1885 F A BRIDGES • HIGHWAYS • RAILROADS • RAIL & BUS TRANSIT • AIRPORTS BRANCH OFFICES T h a d S . Roberson, Jr. PHONE 703—385-9800 WHITMAN, REQUARDT AND A S S O C I A T E S ENGINEERS 3300 NE Expressway. A t l a n t a , GA 30341 1033 Wade Avenue, Raleigh, NO 27605 QUIBLE (301) & ASSOCIATES, Consulting Land INC. Engineers- Surveyors 679 N . M a i n S t r e e t , C h a s e C i t y , VA (804) 372-5101 VVaUT S u p p l y , D i s t r i b u t i o n & T r e a t ment • Domestic & I n d u s t r i a l Waste Collection & Disposal • DrainaKe* Soil E v a l u a t i o n • S i t e .^nalvsis 2315 SAINT PAUL STREET BALTIMORE, MARYLAND (404) 452-0797 (919) 832-0563 21218 235-3450 COMPLETE G e o r g e C u n n i n g h a m , Field Representative "imagineered" PUBLIC ENGINEERING LAND SURVEYING WORKS AND C U N N I N G H A M ASSOC, INC, Bex 9 5 5 4 Lrikeside Br., R i c t i n i o n d , V a . 23228 Phone 804 '262-2401 O Q Z < z o CE MAGUIRE, INC. B E N G T S O N , D e B E L L , E L K I N & TITUS C O N S U L T I N G P O BOX 4 2 9 1 3 9 2 4 BRADDOCK C E N T R E V I L L E VA 7 0 3 831 9 9 3 0 50S ft P O BOX 8 3 E D W A R D S FERRY RO L E F S B U R G VA 2 2 0 7 5 703-777I25e Consulting Engineers Plannino Design Inspection • . w.jn»a,s • Pons • Tenr srr.al Develoo"^"! • Waw SuoOly • SP*Prage • 3 COU'O' snO Oj.r>jgp • Infigy I- < z o CO > AMBULANCES, COMMUTER B U S E S , 4 dr. L I M O U S I N E S 6 dr. H e a r s e & A m b u l a n c e Sales Inc., Wast* Sy^wns Mkhcnl K. Barlin Muntcipcl Services Monoger East Centroi Region 8 0 1 1 Jefferson Davis Hwy., Richmond, V a . 23237 26 Ph. 1-804-275-2624 PO Box 8733 BWl Airport. Maryland 21240 Richmond Participates S U R V E Y O R S llauvelt Engineering C o . ARCHITECTS/ENGINEERS/PLANNERS 452 Soilhlikt BoilinnI 142 W York Stmt 5203 leasburg Pika. Sultt 8 RKlw«d.«A 23236 Silti7IO Falls CInrch, V« 22041 804 749-1174 Maifalk.V* 23510 703 998^100 804 627-2939 E N G I N E E R S People are even reluctant to ack n o w l e d g e that spouse abuse occurs, believing that It Is the v i c t i m ' s fault for being the target of violent behavior. However, spouse abuse clearly has serious c o n s e q u e n c e s , not only In t h e Immediate personal results of physical injury and death, but also in the societal problem s t e m m i n g f r o m t h e transmission of abusive behavior f r o m one generation to t h e next. Such societal cons e q u e n c e s alone make these programs an appropriate area for government s u p p o r t . SERVICES P L A Y G R O U N D a n d P A R K E Q U I P M E N T BY GAME TIME, INC. ment has used discretionary f u n d s to i m p l e m e n t this legislation, at least to s o m e extent. Despite g o v e r n m e n t ' s response to requests for assistance for spouse abuse programs, q u e s t i o n s are still being raised about the appropriateness of government funding f o r these types of services. Gove r n m e n t traditionally has been caut i o u s about intervening in family matters, particularly if the disruption of a family unit is involved. To s o m e extent, spouse and child abuse programs represent a middle course betw/een governmental inaction and criminal p r o s e c u t i o n of abusers. Prosecution is d i f f i c u l t , for obvious reasons, and offers little prospect either for familial reconciliation or for viable separation arr a n g e m e n t s . Many people fail to realize t h e d i f f i c u l t i e s that spouses face in d e c i d i n g to end an abusive relationship, especially those w o m en w/ho lack t h e means of supporting t h e m s e l v e s and their children. Bolt: 1301) 796-8850 T.lexi e7.*a7 R i c h m o n d Is o n e o f 44 cities w h i c h participated in t h e 1980 Annual D o w n t o w n Data System (ADDS) s p o n s o r e d by t h e International D o w n t o w n Executives A s s o c i a t i o n . ADDS cities c o n t r i b u t e staff t i m e t o c o m p i l e i n f o r m a t i o n about d o w n t o w n development a n d , In turn, t h o s e cities have s o m e means f o r analyzing economic d e v e l o p m e n t over a period of t i m e . The latest ADDS report s h o w s public and private investment in d o w n t o w n areas has increased more than 3 0 0 % In 18 cities that reported figures f o r both 1979 and 1980. In these cities d o w n t o w n investment j u m p e d t o an average of $42.5 m i l l i o n per city in 1980 f r o m $13.7 m i l l i o n In 1979. �What should you do wdien you're negotiating a public power fmancing and nineteen investment bankers are interested? Merrill Lynch says, look after your own interest After the Washington Public Power System rejected a $130 million bid on its tax-exempt bond offering, part of a planned $13 billion financing program, they came to New \brk to hear presentations from 19 investment banking firms and to choose a Senior Managing Underwriter. Merrill Lynch was chosen over all others for sound reasons. Merrill Lynch was able to save them $31 million in reduced interest expense and increased bond proceeds, and 120 basis points in true interest cost over the previous competitive bid. How did we do it? Five ways. PRICING. Even after Merrill Lynch had initially priced the issue fairly but aggressively, based on accurate pricing intelligence developed by our sales professionals, we took advantage of the flexibility offered by a negotiated sale, under improving market conditions, to re-price the bond issue with lower interest rates on two occasions following the initial pricing. This generated additional savings which the Supply System could not have realized in a competitive sale. M A R K E T I N G . Because of MerrUl Lynchs unique distribution 5 W 8 1 M e r r i l l L v n c h P i e r c e Fet r & Smith Inc- Member, S I P C . the secondary market and improved investor regard for the Supply System's bonds. C A P I T A L COMMITMENT. Merrill Lynchs capital strength, which is unequaled in the industry, came into play in two decisive instances. First, we bought for our own account $17.6 million of an unsold long-term maturity for later distribution to final investors. Second, we undertook numerous trades with capabilities, we were able to sell $30 institutional investors to consummate the financing at favorable terms. million worth of bonds, nearly 25% ofthe issue: 37% went to institutional PREVIOUS M A R K E T SUPinvestors and 63% to retail investors. PORT. More than any other investThis not only represented our effiment banking firm, Merrill Lynch cient marketing capability, but also has supported the Supply System's enabled us to broaden the ownership bonds in both good and bad markets. of the Supply Systems debt. During the twelve-month period following theThree Mile Island incident, BOND ALLOCATION. As Merrill Lynch traded $154 million Senior Managing Underwriter and of the term bonds in the secondary leader in sales to final investors, market and sold $257 million in the Merrill Lynch was able to allocate bonds to make sure they were sold to primary market in 1978 and 1979. investors rather than stocked as inIf you're in public power and ventory by other syndicate members. need financing, call or write Roger Hiis enhanced price stability in E. Camp, Managing Director, Merrill Lynch White Weld Capital Markets Group, One Liberty Plaza, N.Y.C. 10080 (212) 637-2540. A breed apart MerriU Lynch Merrill Lynch Pierce Fenner & Smith Inc. O Q O (5 > 27 �When you need reliability . . . rely on Caterpillar. s t a r t i n g w i t h the nnost c o m p l e t e machine line — motor graders, wheel loaders, track-type tractors, track-type loaders, wheel tractor-scrapers and landfill c o m pactors. Plus o p t i o n s and attachments to make each machine work like a " f l e e t . " Cat machines are designed and built for fast, easy maintenance, lubrication, and servicing. But, it doesn't stop there — we follow through w i t h special CAT PLUS services like Scheduled Oil Sampling, C u s t o m Track Service, Technical Analysis to help catch problems while they're small. That lets you schedule the " d o w n t i m e " and have machines working when they're needed. We can even help you set up a maintenance cost record system — it lets you analyze individual machine maintenance costs and helps you decide when a machine is ready to trade or sell. Give u sa call — we'll work with you. Your CATERPILLAR Dealer CARTER MACHINERY COMPANY, INC. Salem, N o r t o n , O a k w o o d , Danville, Virginia • Bluefield, Lewisburg, Pineville, West Virginia VIRGINIA TRACTOR CO., INC. R i c h m o n d , Chesapeake, Haymarket, W a y n e s b o r o , Virginia Caterpillar, Cat anr] [ B are TralJemarks of Caterpillar Tractor Co � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 5 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource May 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198205 https://www.virginiaroom.org/digital/files/original/69/6441/198206.pdf bdbd0c3c0fff079bb8e01fbb1fe213a4 PDF Text Text NUMBERS L-i a- Vinton Dedicates Town Hall �What should you do when you're negotiating a public power miancing and nineteen investment bankers are interested? Merrill L}iich says, look after your own interest. o o I< z o After the Washington Public Fbwer System rejected a $130 million bid on its tax-exempt bond offering, part of a planned $13 billion financing program, they came to New York to hear presentations from 19 investment banking firms and to choose a Senior Managing Underwriter. Merrill Lynch was chosen over all others for sound reasons. Merrill Lynch was able to save them $31 million in reduced interest expense and increased bond proceeds, and 120 basis points in true interest cost over the previous competitive bid. How did we do it.'' Five ways. PRICING. Even after MerrUl Lynch had initially priced the issue fairly but aggressively, based on accurate pricing intelligence developed by our sales professionals, we took advantage of the flexibility offered by a negotiated sale, under improving market conditions, to re-price the bond issue with lower interest rates on two occasions followmg the initial pricing. This generated additional savings which the Supply System could not have realized in a competitive sale. M A R K E T I N G . Because of Merrill Lynch's unique distribution O l ' f f l l M e r r i l l L y n c h Pierce Fenner & Smith Inc. Member, S I P C . the secondary market and improved investor regard for the Supply System's bonds. C A P I T A L COMMITMENT. Merrill Lynch's capital strength, which is unequaled in the industry, came into play in two decisive instances. First, we bought for our own account $17.6 million of an unsold long-term maturity for later distribution to final investors. Second, we undertook numerous trades with capabilities, we were able to sell $30 institutional investors to consummate the financing at favorable terms. million worth of bonds, nearly 25% ofthe issue: 3 7% went to institutional PREVIOUS M A R K E T SUPinvestors and 63% to retail investors. PORT. More than any other investThis not only represented our effiment banking firm, Merrill Lynch cient marketing capability, but also has supported the Supply System's enabled us to broaden the ownership bonds in both good and bad markets. of the Supply System's debt. During the twelve-month period following theThree Mile Island incident, BOND ALLOCATION. As Merrill Lynch traded $154 million Senior Managing Underwriter and of the term bonds in the secondary leader in sales to final investors, market and sold $257 million in the Merrill Lynch was able to allocate bonds to make sure they were sold to primary market in 1978 and 1979. investors rather than stocked as inIf you're in public power and ventory by other syndicate members. need financing, call or write Roger TTiis enhanced price stability in E. Camp, Managing Director, Merrill Lynch White Weld Capital Markets Group, One Liberty Plaza, N.YC. 10080 (212) 637-2540. A breed apart Merrill Lynch Merrill Lynch Pierce Fenner & Smith Inc. �Virginia *City Editor Charlotte Kingery Editorial Assistant Margaret A. Nichols Advertising and Business IVIanager Sandra J . Bacas Telephone 804/649-8471 V O L U M E 17 J U N E 1982 NUMBER6 VML President Raymond F. Ratcliffe Executive Director R. Michael A m y x 6 Portsmouth's Municipal Finance Commission " T h e City C o u n c i l c o m b i n e d two c o m m i s s i o n s to form one that is r e s p o n s i b l e f o r o v e r s e e i n g the c i t y ' s bond and financial policies." Officers Francis T. West C h a r l e s A. R o b i n s o n , J r . L a w r e n c e A. D a v i e s Vincent J.Thomas Executive Committee S a m W. A d a m s Charles E. Beatley J a n e L. Hough Arlie C . P a y n e Hampton W. T h o m a s Robert T . W i l l i a m s 8 Vinton Dedicates Town Hall " T h e T o w n dedicated its new municipal building April 10, without going into debt." 9 Something Old, Something New " L y n c h b u r g t a k e s an old U. S . C o u r t h o u s e and Post Office and turns it into a new city h a l l . " Past President Roy H. E r i c k s o n 12 Interview With Paul Trible O n the C o v e r Vinton, Virginia (population 9,000) o p e n s its doors to c i t i z e n s on April ; 10. S e e the story on page 8 of this issue. " C o n g r e s s m a n Trible g i v e s s o m e insight about the activities at the federal l e v e l . " 16 State Fire Chiefs To Meet 20 A Policymaker's Responsibility For The Municipal Audit Process VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of • the Virginia IVIuniclpal League. It is published monthly at 311 ironfronts, 1011 East ivlain Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753 Richmond 23206 " T h e f i n a n c e director for a New E n g l a n d town d i s c u s s e s the audit p r o c e s s — e s p e c i a l l y c o u n c i l ' s responsibility." o DEPARTMENTS Q 4 5 10 14 19 22 5 o Ideas People Legal Guidelines Marketplace Directory Calendar o DC > �Ideas Asphalt Plant Norfolk's Public W o r k s Departm e n t a c q u i r e d its o w n asphalt plant in 1 9 8 1 , a n d a s a r e s u l t t h e c i t y is s a v i n g a b o u t $ 1 0 0 , 0 0 0 a y e a r . In a d d i t i o n t o c o s t s a v i n g s , t h e p l a n t is solving a host of paving problems and providing more flexibility and c o n t r o l in w o r k s c h e d u l e s . G e t t i n g the job d o n e more efficiently was the motivating factor b e h i n d t h e p u r c h a s e of t h e plant, according to Arthur Giles, superint e n d e n t of t h e d e p a r t m e n t ' s Street Construction and Repair Division. The division had b o u g h t asphalt from private c o m p a n i e s before the new plant. This arrangement was more expensive than making its o w n asphalt, required m o r e travel to p i c k it u p , a n d d i d n o t g u a r a n t e e that the division could always get t h e k i n d o f a s p h a l t it n e e d e d w h e n it n e e d e d it. T h e c i t y ' s n e w plant p r o d u c e s asp h a l t c h e a p e r t h a n it c a n b e b o u g h t from private sources, and the city e x p e c t s to r e c o u p its i n v e s t m e n t within t w o years. N o w the division c a n g e t a l l t h e a s p h a l t it n e e d s w i t h a p l a n t t h a t c a n e a s i l y t u r n o u t i t s req u i r e d 12,500 t o n s a year. " W e ' r e very pleased w i t h t h e p u r c h a s e of t h e n e w p l a n t , " s a i d G i l e s . " I t ' s really a f f e c t i n g t h e e f f i c i e n c y o f o u r o p eration and saving the city a bundle." Loan Executive Program S i n c e 1976 t h e C i t y of V i s a l i a , Cali f o r n i a (49,750 pop.) h a s l o a n e d f o u r executives to surrounding c o m m u nities o n an i n t e r i m basis. T h e c i t y has loaned a police c a p t a i n , to be i n t e r i m p o l i c e c h i e f in t h e C i t y o f Norfolk owns an asphalt plant. Exeter, a fire c a p t a i n to the City of D i n u b a for an i n t e r i m fire chief, a p o l i c e s e r g e a n t t o t h e C i t y of Orange Cove for an interim police chief, and a city department head to t h e City of F a r m e r s v i l l e for an interim city manager. Further, short r a n g e e x c h a n g e p r o g r a m s have existed w i t h t h e City of C o r c o r a n and D i n u b a in w h i c h b u i l d i n g d e p a r t ment executives f r o m the City of Visalia have been e x c h a n g e d to head special short-term projects. The benefit Visalia has been a g a i n of e x p e r i e n c e a n d a b i l i t i e s o n an e x e c u t i v e level for m a n a g e r s t h a t a r e c u r r e n t l y in n o n - e x e c u t i v e p o s i - o Q 5 o (3 > A Jf^L tmimyta^a r^f^m CAPITAL EQUIPMENT COMPANY, INC. BRANCH: 1201 CAVALIER BOULEVARD CHESAPEAKE, VIRGINIA 23323 804-485-4485 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS 804-262-7341 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 HIGHWAY chemical Spreaders LINK BELT —Cranes—Excavators F M C / B E A N - S e w e r Cleaner LAYTON M F G . CO.—Asphalt Pavers MEYERS-SHERMAN — " V a c t o r Jet Rodder" RICHMOND M F G . C O . - H o r i z o n t a l Boring Mactilnes ELGIN-Sweepers ATHEY MANUFACTURING C O . - M a l n l a i n e r Grader DYNAPAC—Vibratory Rollers G I A N T - V A C - Leaf Collectors D A V E Y — A i r Compressors RO CORP. — H y d r a u l i c Cranes tions. This mutually advantageous p r o g r a m is s t i l l c o n t i n u e d . D e t a i l s of t h e p r o g r a m are w o r k e d o u t o n an individual basis through contract negotiations with the requesting city, and Visalia's City Council and C i t y M a n a g e r . C o n t a c t : Ray F o r s y t h , D i r e c t o r of P u b l i c S a f e t y , 209/6256 2 1 5 . {League of California Cities) Car Payments D u r i n g 1980, t h e c i t y of Visalia, C a l i f o r n i a ( p o p . 49,750) i n s t i t u t e d its personalized patrol vehicle program. With this program a marked p o l i c e c a r is a s s i g n e d t o e a c h i n d i vidual police officer and sergeant, l i m i t i n g the use of v e h i c l e s for travel to and f r o m city-related w o r k activities. T h e m o s t e x c i t i n g elem e n t of t h i s p r o g r a m is t h e m e t h o d used for f i n a n c i n g — t h e concept calls for purchasing less vehicles over a five-year period than w i t h the t r a d i t i o n a l line-vehicle a p p r o a c h bec a u s e t h e life e x p e c t a n c y of p e r s o n a l i z e d v e h i c l e s is a p p r o x i m a t e l y f i v e years. For m o r e i n f o r m a t i o n , c o n t a c t J i m N e l s o n , B u d g e t Officer, Visalia Publ i c S a f e t y D e p a r t m e n t , 3 0 3 S. J o h n son, Visalia, California, 93277, 2 0 9 / 6 2 5 - 6 2 5 0 . (/C/W>4 Newsletter) �People Managers Elect Miller Henrico Taps Rapisarda Vinton Town Manager Ronald H. Miller was elected President of the Virginia Section, International City Management Association during the association's annual conference in Hot Springs, Virginia. Robert T. Williams, City Manager of Newport News, was elected first vice president while Warrenton Town Manager Edward Brower was elected second vice president. Members of the Executive Committee Include Lynchburg City Manager E. A. Culverhouse, Falls Church City Manager Harry Wells, Hampton Assistant City Manager George Wallace, Staunton City Manager R. Gene McCombs, Alexandria City Manager Douglas Harman and Charlottesville City Manager Cole Hendrix. As immediate past president, Salem City Manager William J. Paxton, Jr. will also serve on the Executive Committee. The new slate will assume office on July 1,1982. Joseph P. Rapisarda, Jr., has been named County Attorney for Henrico County. A native of Richmond, he as been an Assistant County Attorney with Henrico since March, 1977, and has held the County Attorney position on an acting basis since January of this year. Rapisarda received his undergraduate and law degrees from the University of Virginia. Prior to joining Henrico County, he was an associate attorney with the Richmond firm of May, Miller & Parsons. Virginia Beach Names Texan Thomas H. IVIuehlenbeck assumed the post of City Manager of Virginia Beach. Prior to his appointment, he was deputy city manager of Austin, Texas. He succeeds George L. Hanbury. Kent Named The Fairfax County Board of Supervisors appointed Denton Kent to the vacant position of Deputy County Executive for Planning and Development. Kent was most recently chief administrative officer of the Columbia Regional Association of Governments and Metropolitan Service District In Portland, Oregon. He will be responsible for the County's Office of Comprehensive Planning, Department of Public Works, Department of Environmental Management and Office of Transportation, and will represent the County administration In matters concerning the Economic Development Authority. Blevins Is Chief Town Deputy Sergeant Ronnie J. Blevins was appointed Town Sergeant and Chief of Police for the Town of Stephens City. Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers a n d advisers to municipalities a n d government authorities for revenue bond project financing. F o r additional information, p l e a s e contact one of the following m e m b e r s of our P u b l i c F i n a n c e D i v i s i o n AUSTIN V . KOENEN (212-558-3180) JOSEPH A. HARCUM BENEDICT T. MARINO L E E K . B A R B A (212-558-3174) O Q (212-558-2840) (212-558-2168) ROBERT M . BROWN, I I I (212-558-3356) M I C H A E L P. G E O R G E (212-558-2680) o L e h m a n Brothers K u h n Loeb Incorporated NEW YORK HOUSTON • • ATLANTA LOS ANGELES BOSTON • • SANFRANCISCO CHICAGO • LONDON DALLAS • TOKYO �Portsmouth's Municipal Finance C o m m i s s i o n By J a c k P. B a r n e s What h a p p e n s w h e n a city h a s a limited tax b a s e plus difficulty in the bond m a r k e t ? P o r t s m o u t h ' s primary problem is a limited tax base, roughly 60 perc e n t of its total property valuation is nontaxable. In the 1960s the problem w a s c o m p o u n d e d w h e n the city felt It w a s not receiving a favorable bond rate. "The City appointed a commission comprising tiie top executive of each lending institution." In 1964 L. L. Knight, w h o w a s a m e m b e r o f city c o u n c i l and a former v i c e president of f i n a n c e for S e a board Airline Railroad, recommended that the city appoint the top e x e c u t i v e of e a c h of the lending institutions in the city to a Municipal B o n d C o m m i s s i o n . T h e bond c o m m i s s i o n w a s to review current outstanding bonds and set up a s c h e d u l e regarding future bonding w h i c h would take Into a c c o u n t the bonding limit of the city. T h i s would allow c o u n c i l to know at all t i m e s w h e r e the city w a s regarding bonds and would keep P o r t s m o u t h ' s proj e c t e d bonding within the bonding limit. ^ Q Q Z P > ^ < (D > 6 In 1966 the bond situation w a s being carefully reviewed but the taxing problem still r e m a i n e d . T h e Portsmouth Tax Study C o m m i s s i o n w a s e s t a b l i s h e d to review all s o u r c e s of r e v e n u e s , making any recommendations for any new s o u r c e s of revenue, but mainly trying to keep all taxation of different groups of c i t i z e n s on a fair and equitable b a s i s . T h e s e two c o m m l s s i o n s c o n t i n u e d to operate and a s s i s t c o u n c i l until 1972. At that time then Mayor of Portsmouth J a c k B a r n e s r e c o m m e n d e d that P o r t s m o u t h form a Municipal F i n a n c e C o m m i s s i o n w h i c h would c o m b i n e the B o n d C o m m i s s i o n and About the Author Mr. Barnes has been on the Portsmouth City Council since 1960, serving as mayor from 1968-1974. He was president of the Virginia Municipal League in 19731974. the T a x Study C o m m i s s i o n into one, e x p a n d i n g their duties and responsibilities. Duties of the Commission What d o e s the c o m m i s s i o n do? C o u n c i l gave s p e c i f i c i n s t r u c t i o n s and s i n c e its c r e a t i o n , the c o m m i s s i o n h a s been active. F i r s t , the c o m m i s s i o n s u r v e y s the c i t y ' s f i n a n c i a l condition and m a k e s r e c o m m e n d a t i o n s to city c o u n c i l at least t w i c e a year. T o have equitable distribution of the c i t y ' s revenue and tax burden, the c o m m i s s i o n s t u d i e s the tax policy and m e t h o d s of c o l l e c t i n g revenue. Other r e s p o n s i b i l i t i e s Include exploring p o s s i b l e new s o u r c e s of revenue, s u r v e y i n g all a s p e c t s of the c i t y ' s bonded i n d e b t e d n e s s and studying d e m a n d s for city f u n d s . Even money spent for materials and s e r v i c e s is analyzed and recomm e n d a t i o n s are made so city f u n d s are w i s e l y spent for t h e s e items. R e v i e w i n g the c i t y ' s budgeting p r o c e d u r e s and m e t h o d s is included, s p e c i f i c a l l y the c i t y ' s annual budget and five year capital imp r o v e m e n t s program. W h e n the C o m m i s s i o n w a s created, C o u n c i l even incorporated the s c h o o l s y s t e m by directing members to look at the s c h o o l board's budgeting p r o c e d u r e s and metho d s , particularly its annual budget. A c c o u n t i n g p r o c e d u r e s for both the City and s c h o o l board are reviewed. Finally, the C o m m i s s i o n a d v i s e s city c o u n c i l on the propriety of all bond I s s u e s a n d a s s i s t s c o u n c i l and the director of f i n a n c e in promoting and obtaining bond I s s u e s . A d v i c e Is then given to c o u n c i l that is c o n d u c i v e in Improving the financial condition of P o r t s m o u t h . 4 Jack Barnes, who has served on council since 1960, recommended the Municipal Finance Commission. The Chairman of the Commission, Richard R. Early, has given a lot of time overseeing Portsmouth's financial policy. The IVIake Up of the Commission Made up of nine voting m e m b e r s appointed by city c o u n c i l , the comm i s s i o n h a s three m e m b e r s from the banking p r o f e s s i o n , three busin e s s p e r s o n s and three p e r s o n s c h o s e n from the citizens-at-large. T h e city manager and director of f i n a n c e s e r v e a s ex-officio members. T h i s e n a b l e s the f i n a n c e c o m m i s s i o n to be continually Informed of the f i n a n c i a l condition of the city, and it k e e p s the city manager and director of f i n a n c e c o n s t a n t l y in touch with the m e m b e r s of the comm i s s i o n . Directing all financial matters through the f i n a n c e c o m m i s s i o n before they are sent to the City C o u n c i l h a s been a t r e m e n d o u s a s set. T h e r e c o m m e n d a t i o n s of the fin a n c e c o m m i s s i o n have been a c cepted by the c i t i z e n s s i n c e the m e m b e r s are not e l e c t e d . �"This process enables the council to pass budgets, make necessary appropriations and changes that would not be possible without the Municipal Finance Commission." Richard R. Early, the current chairman of the Municipal Finance Commission, commented, "The effectiveness of the commission is attributed in part to the integrity and ability of the members appointed and their sincere desire to perform the task assigned to them." He also salutes the credibility and professionalism of the city staff who work with the commission and provide the needed detailed information. Early concludes, "These factors ensure that in no way the body can be construed as a rubber stamp." According to city finance director Roy Cherry (an ex-officio member of the MFC for the past seven years), the commission has been instrumental in adding an external perspective to staff activities. Because of the generous amount of time that the commission members have been willing to devote to the city's financial matters, municipal finances probably have received more attention and interest than they would have otherwise. Portsmouth has managed to establish a sound financial policy, to balance its budget year after year, and to capitalize on opportunities that help to stimulate investment in the city. A large part of the credit for the city's fine performance can be shared by many people in the city government—not the least of which are the nine citizens who volunteer their time, energy and knowledge to serve as Municipal Finance Commissioners. REFURBISHING SPECIALISTS On All Types of Fire Apparatus J. C. 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And our distribution capability is extensive, with 2 6 5 offices across the country. In addition to our growing retail business, our institutional business has grown to over l/3 of our total securities business. For your next public power offering, w h y not give Marshall Lancaster a call at (212) 742-2892, Steve Sloan at (212) 742-6651, or Bill Sachau at (213)488-3551. Learn w h y so many people in public power say that it pays to listen when E.F. Hutton talks. E.E Hutton & Company Inc. One Battery Park Plaza, New York, New Vbrk 1 0 0 0 4 (212) 7 4 2 - 5 0 0 0 When EF Hutton talks, people listen. o a z < z i < z o or > �Vinton D e d i c a t e s T o w n Hall The day begins with the flag raising. Mayor Charles Hill Other localities probably envy t h e T o w n of V i n t o n — a n e w t o w n building but no b o n d indebtness. A s Vinton C o u n c i l m e m b e r James Reynolds commented, " W e m a y b e b r o k e , but at l e a s t w e d i d n ' t h a v e to b o r r o w to d o it." V i n t o n d e d i c a t e d its n e w $1.1 million municipal building April 10, w i t h V i r g i n i a S e n a t o r R o y L. Garland and Delegate C . Richard Cranwell as guest speakers. C o n s t r u c t i o n on the building s t a r t e d in M a r c h 1 9 8 1 , a n d t o w n e m p l o y e e s h a v e b e e n w o r k i n g in t h e s t r u c t u r e s i n c e F e b r u a r y of t h i s year. B u t the town w a i t e d for g o o d w e a t h e r for t h e d e d i c a tion, w h i c h included m u s i c from three bands, s p e e c h e s , refreshm e n t s , t o u r s of t h e b u i l d i n g a n d the required ribbon cutting. "The best part is that it's all paid for."—Mayor Charles Hill o Q O < Z o DC > speaks. In a t t e n d a n c e w e r e o f f i c i a l s f r o m t h e c o u n t i e s of R o a n o k e and Botetourt, the t o w n s of B u c h a n a n and B l a c k s b u r g , and t h e c i t y of R o a n o k e . Vinton Councilman James R e y n o l d s s a i d it h a s b e e n a g o o d y e a r f o r n e w f a c i l i t i e s in Vinton. T h e town o p e n e d its n e w water s y s t e m recently and will m o v e i n t o a n e w p o s t o f f i c e in several months. T h e municipal building puts, for the first t i m e , all the t o w n ' s o p e r a t i o n s u n d e r o n e roof, a c c o r d i n g to M a y o r H i l l . B e f o r e , t h e o p e r a t i o n s w e r e c l o s e to e a c h o t h e r b u t b e c a u s e of p o o r planning and cramped facilities w o r k w a s not d o n e e f f i c i e n t l y , Hill s a i d . Hill s a i d the n e w building is " f u n c t i o n a l , a t t r a c t i v e , b u t not overdone with frills." —Article adapted from a Roanoke Times & World News report by Ricliard Lovegrove. Photos by George H. Welch, Jr. Virginia speaks. Below Delegate C. Richard Cranwell left: l^ayor Hill cuts the ribbon. Below right: Town officials the town clock. pose in front of �Something Old, Something New By Liz Browning W h e n L y n c h b u r g ' s cozy office s p a c e turned into cramped office s p a c e , City C o u n c i l decided not to build but to renovate an old U.S. Post Office and Courthouse located directly a c r o s s the street. Dedicated on April 23, the new City Hall is in the center of the downtown b u s i n e s s district and i n c l u d e s about 88,000 square feet, a 20,000 square foot inc r e a s e over the old City Hall. At an approximate c o s t of $3.5 million, the building e x e m p l i f i e s adaptive reuse a s well a s c o s t effective expenditure of public funds. More functional than the other municipal building, the most frequented o f f i c e s are located on the two lower floors to e m p h a s i z e public a c c e s s i b i l i t y . The exterior of the building was preserved with the overall appearance altered only by creative landscaping (not pictured) of azalea and cherry trees done by city personnel. T h e original w i n d o w s were retained with s e c ondary glazing installed to preserve the appearance and provide high quality sound and heat insulation. The original copper-framed storm vestibule at the main entrance w a s retained. Ornamental bronze grills, originally used a s radiator c o v e r s , were reused a s a handrail surrounding the most unique and contemporary feature of the renovation: the atrium, an opening cut between floors to provide a dramatic spatial effect. From the atrium, visitors to the City Hall lobby c a n view the B r a n c h Library to be e s tablished on the lower level. The new C o u n c i l C h a m b e r provides seating for 200, improved a c o u s t i c s and a i d s for the hearing impaired. Lynchburg c i t i z e n s are proud of a modern efficient structure to house the nerve center of About the Author Ms. Browning is Lynchburg's Public Information Specialist. Lynchburg's new city halt. Beiow, the plaque inside the lobby. C I T Y HALL LYNCHBURC. v t R c m l A THIS |t)33 POST O F F I C E ADAPTED ELLIOTT M. W L. S H E A R E R . T H O R N H I L L . JR.. CURTIS JOSEPH fMJBER MAYOR VICE W, MACCALLUM, J O H N A, M C C O R M I C K ; NASH CULVERHOUSE. CITY C O N S T R U C T I O N G A R B E E . their government and proud of a heritage worthy of preserving. Note: Interested persons are welcome to contact Ms. Browning for further information or to arrange for guided tours. A fiveminute video presentation on ttie renovation is also available. A workman finishes up renovating old federal building into a new city for Lynchburg. MAYOR F. F R E E M A N ' , III J O A N FRAZtER HALL IN M. C O W A R D , HUBERT A L L E N FOR. C r T Y the hall INC, MANACKR C O M P A N Y A R C H I T E C T S | •! 1981 �Legal Guidelines Municipal Tort Immunity By Howard W. Dobbins, General Counsel o Q Z < o o > 10 A c a s e note article recently published a n a l y z e s the application in Virginia of the principle of municipal immunity (68 V a . L. R e v . 639, fVlarch, 1982) a n d the author critic i z e s the distinction traditionally a c c e p t e d in Virginia a r i s i n g from governmental duties and imposing Jiability in the c a s e of proprietary f u n c t i o n s . T h e author a r g u e s that the labels " p r o p r i e t a r y " a n d "gove r n m e n t a l " are mere legal c o n c l u s i o n s , rather than "intellectually s a t i s f y i n g tools of a n a l y s i s " resulting in judicial c o n f u s i o n w h i c h in the a u t h o r ' s view h a s grown more a c u t e in Virginia. We disagree. A s w e read the Virginia o p i n i o n s on this s u b j e c t , including the most recent d e c i s i o n in Freeman v. Norfolk, 221 V a . , 57 266 S . E . 2d 885 (1980), there e m e r g e s a clear, c l e a n definition of the principle involved: if a municipality a s s u m e s a role w h i c h c a n be, and frequently i s , occ u p i e d by a private p e r s o n , w h e t h e r a s a landlord, building d e m o l i s h e r t e a m , street repairman or operator of a s w i m m i n g pool, its a c t s in purs u a n c e thereof are proprietary in nature; if the m u n i c i p a l i t y ' s a c t i o n s in q u e s t i o n s t e m from a c t i v i t i e s w h i c h are in the p e r f o r m a n c e of a duty imp o s e d by statute and not normally undertaken by private p e r s o n s , t h o s e a c t i o n s are governmental a n d therefore privileged. D e s i g n i n g city s t r e e t s and guarding public health are e x a m p l e s of the governmental f u n c t i o n s found in our d e c i d e d cases. T h e author of the critical article c o n t e n d s that if m u n i c i p a l i t i e s are held to strict a c c o u n t a b i l i t y regardl e s s of w h e t h e r their a c t i o n s a r e governmental or proprietary that this would e n c o u r a g e their d e c i s i o n - m a k e r s to make efficient expenditures d e c i s i o n s w h i c h will result in a v o i d a n c e of a c c i d e n t s w h e r e a s the m u n i c i p a l immunity rule e n c o u r a g e s a local government to limit its preventive e x p e n d i t u r e s . T h u s , the article c o n c l u d e s the mu- nicipal immunity doctrine h a s e n couraged m u n i c i p a l o f f i c i a l s to make d e c i s i o n s that c a u s e more harm than benefit. Our e x p e r i e n c e with local governm e n t s l e a d s u s to c o n d e m n the c o n c l u s i o n s and the proposition on w h i c h it i s b a s e d a s f a l l a c i o u s for it is i n c o n c e i v a b l e to this writer that any responsible decision-maker throughout V i r g i n i a ' s municipalit i e s gives the s l i g h t e s t thought to m u n i c i p a l immunity w h e n it i s nece s s a r y to allocate f u n d s to prevent accidents. T h e author c i t e s four a r g u m e n t s w h i c h are s a i d to be traditionally adv a n c e d in support of the immunity theory and then a r g u e s that all four are i n s u b s t a n t i a l . However, the b a s i c underlying reason for tort immunity for governmental f u n c t i o n s is not a d d r e s s e d . W h e n a municipality is engaged in a c t s of a governmental nature a s o p p o s e d to proprietary f u n c t i o n s , it i s acting on behalf of the sovereign state, s u b s t i tuting for the C o m m o n w e a l t h . Under t h o s e c i r c u m s t a n c e s , the unq u e s t i o n e d immunity of the C o m m o n w e a l t h p a s s e s to the municipality along with the duty w h i c h h a s been delegated. Nassif, the S u p r e m e Court reversed the trial c o u r t ' s earlier d e c i s i o n that actual contract i n c o m e must be used in appraising property by the capitalization of i n c o m e a p p r o a c h . Public Power Financing . . Experience Innovation Commitment Although s o m e s t a t e s have abolished or limited the role of municipal immunity, w e believe that it i s a valid doctrine a s interpreted by the Virginia S u p r e m e Court, a rule w h i c h is u n d e r s t a n d a b l e and understood by legal s c h o l a r s and o n e w h i c h s h o u l d be retained in Virginia. L o c a l government officialdom will be relieved by the new holding of Virginia S u p r e m e Court to the effect that in a s s e s s i n g real e s t a t e for taxation, " e c o n o m i c rent", a s a general rule, i s the m e a s u r e to be u s e d in capitalizing i n c o m e for fair market value determination, although c o n t r a c t rent i s relevant a s e v i d e n c e of e c o n o m i c rent. H e n c e , in Board of Supervisors of Fairfax County v. First Boston THE FIRST B O S T O N C O R P O R A T I O N Park Avenue Plaza New York, N.Y. 10055 Kevin J . Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 �HOUR GOSF iUMOsr A 10-foot, $765* Kennametol carbide-edged snowplow blade lasts an average of 3,000 miles. Blade cost-per-mile: just over 25?. A 10-foot, $99* steel snowplow blade usually needs to be changed after only 200 miles. Blade cost-per-mile: nearly 50?. Plus extensive downtime. And the necessity to maintain o large blade inventory. o Q No wonder 23 state highway departments have selected us for their harshest winter conditions. Kennametol snowplow blades. The clear choice to clear your way, too. Contact Kennametol Inc., Bedford, PA 15522. Phone 814-623-2711. I ' i n c l u d e s costs for nuts, bolfs, and rB82-41 inslallation. < z o DC KENNAMETAL'' 11 �Paul Trible explains the budget. Sarati Holt interviews Congressman Trible. Interview With Paul Trible B y S a r a h B. Holt o Q O < 12 Editor's Note: Ms. Holt, a communications intern with the Virginia Municipal League, met with Congressman Trible on April 19. Other interviews with the Virginia delegation and State leaders will appear in future issues. It w a s c o m f o r t i n g to many to fiear President Reagan promise a stronger d e f e n s e s y s t e m and an improved e c o n o m y in this country. W h e n the patriotic o p t i m i s m of his w o r d s wore off, however, many w e r e d i s t r e s s e d to find that imp r o v e m e n t s in s o m e a r e a s m e a n deprivation in others. S i n c e there is a fixed a m o u n t of money that this country c a n u s e to f i n a n c e its prog r a m s , i m p r o v e m e n t s mean redistribution. T h e implementation of this redistribution of federal m o n i e s h a s been applauded, c r i t i c i z e d , analyzed and j u s t plain talked about by e v e r y o n e — f r o m w e l f a r e recipient to m e m b e r s of C o n g r e s s . State and local policy m a k e r s , in particular, are f a c e d with the t a s k of gracefully a s s u m i n g their new res p o n s i b i l i t i e s brought by " N e w F e d e r a l i s m . " Many l o c a l i t i e s f a c e the s a m e problems of d e p r e s s e d urban a r e a s , d e c r e a s e d v o l u n t a r i s m , the m a n i f e s t a t i o n s of block grant p r o p o s a l s and the future of general revenue s h a r i n g . But C o n g r e s s m a n Paul S e w a r d Trible s a i d he s e e s bright d a y s ahead for state and local g o v e r n m e n t s . Trible s a i d there h a s been a problem with the way the m e d i a portrays the p r e s i d e n t ' s p l a n s . " T h e m e d i a traditionally s a y s w e ' r e cutting s p e n d i n g in human programs, but t h a t ' s only half right. W e ' r e reducing the rate of growth in those prog r a m s . F e d e r a l s p e n d i n g in human programs is not growing a s rapidly a s it h a s in the past, but w e continue to s p e n d s u b s t a n t i a l l y more money in total dollars. T h e growth rate in d e f e n s e s p e n d i n g is being inc r e a s e d b e c a u s e during the 1970s the national d e f e n s e s p e n d i n g w a s cut in half in real t e r m s . W e ' r e trying to reallocate dollars to a r e a s that have been neglected in the past. It's really a m i s t a k e to s u g g e s t that w e ' r e turning our b a c k s on human needs." "It's a mistake to suggest that we're turning our bacl(S on human needs." Trible s a i d local g o v e r n m e n t s have " c o m e of a g e " and there will be s o m e important d e c i s i o n making ability returned to state and local g o v e r n m e n t s . T h i s ability is appropriate and will provide a c h a l l e n g e in the d a y s afiead. " T h e primary c h a l l e n g e at all levels of government is to m a k e the programs of government work more efficiently for A m e r i c a n p e o p l e , " he s a i d . G i v e n adequate time and reven u e s , local g o v e r n m e n t s c a n more effectively and efficiently provide important governmental s e r v i c e s , Trible noted, "Most Virginians would prefer to have their own local e l e c t e d official d e c i d i n g the n e e d s and priorities of their c o m m u n i t y rather than s o m e bureaucrat in Washington." T h e c o n c e p t of urban enterprise z o n e s h a s been introduced to help c o m m u n i t i e s meet their r e s i d e n t s ' n e e d s and Trible said he supports the idea. " I think it's time for s o m e innovative thinking about how to breathe s o m e life into our urban a r e a s , the federal government c a n not do it all alone. If w e ' r e to s u c c e e d there must be public and private i n c e n t i v e . " T h e i n c e n t i v e s provided for busin e s s e s c o u l d bring them into dep r e s s e d areas w h i c h would in turn generate jobs and opportunities for people. " I t ' s innovative and an idea that ought to be p u r s u e d , " he s a i d . S i n c e the c o n c e p t provides tax reduction and other regulatory initiatives, Trible s a i d he d o e s not s e e d i s a d v a n t a g e s to the program, " T h e fact that t h e s e a r e a s are d e p r e s s e d s u g g e s t s that little would be lost in t e r m s of revenue by granting revenue relief." A c o n c e p t in spurring the s u c c e s s f u l growth and m a i n t e n a n c e of c o m m u n i t i e s is voluntarism, but it has d e c r e a s e d s i n c e the 1970s. He s u r m i s e d , " T h i s w a s an A m e r i c a n tradition that unfortunately is not a s strong today . . . people are looking to the government and not to thems e l v e s . " Trible s a i d A m e r i c a n s have gotten a w a y from the F o u n d i n g F a t h e r s belief in the individual's right, ability and responsibility of his own destiny a s free a s p o s s i b l e from the interference of government. " T h r o u g h the y e a r s w e ' v e developed an abiding faith in big government, a government to do all t h i n g s for all people. W e ' r e learning today that government cannot be all �t h i n g s to all people and w e ' r e going to have to do more for o u r s e l v e s . " T h e d e c r e a s e in v o l u n t a r i s m is not the product of any one administration or c a t a c l y s m i c event, he noted, but the product of growth. " W e all believe today w e ' r e entitled to receive a wide range of benefits from the federal government, but there are limits to what the government c a n do. T h e c h a l l e n g e is to provide important government serv i c e s and make the programs of government work for t a x p a y e r s and b e n e f i c i a r i e s . " Trible said it is not realistic to believe the private s e c tor will respond dollar for dollar, but people must be e n c o u r a g e d to do more to help t h e m s e l v e s and their c o m m u n i t i e s . " T o the extent that the private s e c t o r r e s p o n d s more fully to t h e s e unmet n e e d s , all A m e r i c a n s will benefit." "I support general revenue sharing and would anticipate it will be sustained for local governments." S o m e have argued that block grant p r o p o s a l s will not be e s p e cially beneficial to state and local o f f i c i a l s b e c a u s e the program c o u l d put on them the responsibility for the hardest part of the federal budget cutting. Trible s a i d block grant p r o p o s a l s c o u l d s a v e money. " W e c a n eliminate a layer of federal bure a u c r a c y , " he e x p l a i n e d . " T h e hope is w e c a n provide a s m u c h or more money to meet local r e q u i r e m e n t s and limited dollars will go further." If he c o u l d improve the block grant proposal s y s t e m , Trible s a i d he would s t r u c t u r e it s o the m o n i e s c o u l d flow directly to local governm e n t s . " W h a t w e ' v e done is replace federal b u r e a u c r a c y with state bure a u c r a c y . Ideally I would prefer that t h o s e m o n i e s go directly to the gove r n m e n t s of H a m p t o n , Pulaski, R o c k b r i d g e C o u n t y , F a i r f a x and E s s e x C o u n t y and be u s e d a s they s e e fit." O n e government program des i g n e d to permit local g o v e r n m e n t s to meet c o m m u n i t y r e q u i r e m e n t s a s they d e e m n e c e s s a r y is general revenue s h a r i n g . " I support general revenue s h a r i n g and would anticipate it will be s u s t a i n e d for local g o v e r n m e n t s , " Trible s a i d . " T h e r e ' s no real p u s h to eliminate the policy, and although it might be retained at lower funding levels than projected, its future is p r o m i s i n g . " T h e C o n g r e s s m a n is hoping for a promising future of h i s own in his attempt to be e l e c t e d to the S e n a t e in November. He s a i d he h a s learn- to the University of Virginia to foster interest and r e s e a r c h in Virginia municipal government. It is a d m i n i s tered by the L e a g u e and the Institute of G o v e r n m e n t , University of Virginia. Kenley Appointed Paul and Rosemary office. Trible in his Richmond ed a lot in his s i x y e a r s in C o n g r e s s and would like to put that experie n c e to work for Virginia. " A s one of 100 s e n a t o r s , rather than one of 435 representatives, I would have a m u c h greater opportunity to impact public policy in the future of t h i s country." Wallerstein Scholarship Winner J a c k Davenport, an e m p l o y e e with the City of H a m p t o n , is the 1982 W a l l e r s t e i n S c h o l a r s h i p winner. Davenport currently s e r v e s a s a real e s t a t e officer and his wife is a budget a n a l y s t for the City of Newport N e w s . A 1977 c u m laude graduate of A m e r i c a n University, he will s e e k a M a s t e r s of P u b l i c Administration at the University of Virginia. The scholarship was established by a gift from Ruth C . W a l l e r s t e i n and the late Morton L. W a l l e r s t e i n Governor C h a r l e s Robb reappointed Dr. James B. Kenley a s Virginia state health c o m m i s s i o n e r . He w a s appointed c o m m i s s i o n e r in 1976 and s e r v e d a s deputy c o m m i s s i o n e r from 1973-76. A native of P o r t s m o u t h , Dr. K e n l e y received a m a s t e r ' s in public health from J o h n s H o p k i n s University and a doctorate from the University S c h o o l of Medicine. IVIunicipal Clerks Meet T h e Virginia Municipal C l e r k ' s A s s o c i a t i o n held its Fifth A n n u a l C o n f e r e n c e April 2-3, 1982 at Hotel Patrick Henry in R o a n o k e ; P r e s i d e n t C o r i n n a B. J e f f r e y s of Portsmouth presided. T h e o f f i c e r s of the c l e r k ' s a s s o c i ation for 1982-83 are: Ruth H o d g e s S m i t h of Virginia B e a c h , president; Mary Parker of R o a n o k e , first v i c e president; Ethel R e g i s t e r of F a i r f a x County, s e c o n d v i c e president; Mary F r a n c e s Pito of H o p e w e l l , third v i c e president; and Monte W a t t s of Norfolk, E x e c u t i v e S e c r e tary. T h e next C l e r k s Institute and Adv a n c e d A c a d e m y will be held O c tober 4-8, 1982 at Old Dominion University. Municipal Liability Insurance. • • • • • • Public Officials Errors & Onnissions Police Professional Liability Connprehensive Liability Coverage Adnnitted Insuror Linnits to $100,000,000 Federal Law 1983 Coverage Please have your broker call today: Bayly, Martin & Fay/San Antonio P.O. Box 17800, San Antonio, Texas 78217 1-800-531-7205 • 1-800-531-7224 1-800-292-5721 (Texas only) O Q < z CD DC > 13 �Marketplace Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Y o r k Plaza, New Yorlc, N . Y . 10004 «!i»HORNER iS!i!*RARKSDAl£S(> 725 CHURCH STREET 804-846-2711 LYNCHBURG, VIRGINfA PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. PATRICIA A. C O O P E R THOMAS W. ROBERTS, JR. CAMP D R E S S E R & M c K E E o 7630 Little Rivei Turnpike. Suite 500 One World Trade Center, Suite 2637 Annandale, Virginia 2 2 0 0 3 New York, New York 10048 703 642-5500 212 432-6700 environmental engineers, scientists, planners, & management consultants Q COM R.W. B E C K AND ASSOCIATES o o DC 14 Engineers and Consultants Utility Planning, Management and Design Services. Rate and Contract Evaluation. Technical and Economic Evaluation. Utility Property Appraisals 40 Grove Street Wellesley, Mass. 02181 (617) 237-4870 Load Management and Energy Conservation Analysis. Energy Source Evaluation. Fossil - Nuclear - Hydro Solid Waste - Solar 1510 E . Colonial Dr. Orlando, Fla. 32803 (305) 896-4911 Director of Personnel City of Ricfimond, Virginia. To administer personnel system for City work force of 5600. Responsibilities include directing Department of Personnel ensuring compliance witfi City Charter, ordinances, and Personnel Manual; plans, organizes and directs all personnel functions including classification and compensation, employee training and development, examination research and development, exam administration, and recruitment and certification transactions administration; monitors City's E E C Plan and serves a s Secretary to Personnel Board. Requires completion of core curriculum for a Baccalaureate level major in public administration, personnel administration, business administration or related field and ten years experience in professional personnel work including five in an administrative, management or supervisory capacity in more than one major personnel area; equivalency. Salary: Low 40's. Send detailed resume by July 1, 1982 to: Assistant City Manager for Administration, City of Richmond, 900 East Broad Street, Room 804, Richmond, Virginia 23219. Town Manager The Town of Berryville, Virginia in Clarke County (Population 1766), s e e k s a qualified candidate to fill a Town Manager vacancy. Responsibilities include administrative planning, financial accounting, budget preparation, grant administration, purchasing, banking, filing, and personnel supervision. Should have a degree in public administration or business administration or accounting, together with a minimum of at least two years of progressive experience in public administration and who now s e e k s career advancement with ample opportunity opportunity for personal accomplishment and growth. Salary negotiable depending upon experience. Liberal benefits. Send complete resume with salary requirements typewritten to: Mayor J o s e p h C . Huffman, 101 Taylor Street, Berryville, Virginia 22611. R e s u m e s will be received until July 1, 1982. Interviews by appointment only. A s s i s t a n t to the Town Manager Salary: $23,657-29,942. Applications c l o s e June 30, 1982. Apply to Robert Stripling, Town Manager, 300 S o . Main St., Blacksburg, Va. 24060. �WHY HYDRAULIC REVERSING IS BUILT I N T O A L L OUR INDUSTRLIU. LOADERS Cycle time. Reducing it increases the amount of w o r k you c a n do. That's w h y w e build a hydraulic reverser into every one of our industrial ioaders,:%D give you a n edge. Unlike some manufacturers who only put a torque converter a h e a d of a s t a n d a r d transmission, J o h n Deere uses a series of wet multiple- disk clutches. Right between the engine a n d transmission, No fluid couplings. The result: No w a i t i n g to shift at low engine speed. Mo loss of p o w e r during the change. Less heat. A n d faster cycles, But best of all, John Deere gives it to you as standard equipment. Not as a costly add-on. See your J o h n Deere tealer soon. Ask him for a test ride a n d more information on his utility equipment. J o h n Deere, Molina, Illinois 61265. JOHN DEERE on the move �STATE FIRE CHIEFS ASSOCIATION OF VIRGINIA 52ND ANNUAL C O N F E R E N C E July 14-18,1982 The Springfield Hilton W E D N E S D A Y , J U L Y 14 4:00 p.m.- 6:00 p.m. 6:00 p.m. Registration President's Reception THURSDAY, J U L Y 15 9:00 a.m. 10:00 a.m. 11:00 a.m. 11:30 a.m. 1:30 p.m. 2:30 p.m. 3:30 p.m. Opening S e s s i o n IVlemorial S e r v i c e K e y n o t e S p e a k e r — D r . B. J . T h o m p s o n , Administrator, United S t a t e s F i r e A d m i n i s t r a tion Spouses Fashion Show/Luncheon " H a z a r d o u s W a s t e and the F i r e C h i e f " — W . Gary Stakley, Special Agent, Enforcement Division, E n v i r o n m e n t a l Protection A g e n c y , W a s h i n g t o n , D.C. " F i r e Safety Education—Can It H e l p ? " — D i a n e C . R o c h e , Fire Education Specialist, Virginia B e a c h F i r e Department COMMITTEE WORK SESSIONS FRIDAY, J U L Y 16 9:00 a.m. 10:30 a.m. 1:30 p.m. 2:00 p.m. 4:00 p.m.- 6:00 p.m. 6:30 p.m. " C a n Y o u r Department U s e A Small Computer?"—Aundel W i l s o n , Marketing Manager, I B M Corporation, R i c h m o n d " A i r F l o r i d a (Flight 90) C r a s h " — William Killen, Fire Chief, Metropolitan W a s h i n g t o n Airports, W a s h i n g t o n , D.C. " T h e S t a t e ' s Role in F i r e P r o t e c t i o n " — T h e Honorable F r a n k l i n E . White, S e c r e t a r y of Public Safety, Commonwealth of Virginia REPORT OF STATE AGENCIES E X H I B I T O R S AND DEMONSTRATIONS OUTDOOR BARBECUE/WESTERN NIGHT SATURDAY, J U L Y 17 9:00 a.m. o Q 2 < o o > 16 10:30 a.m. 12:30- 2:00 p.m. 6:00 p.m. " H u m a n R e s o u r c e s — F i n d i n g and K e e p i n g " — J i m Estepp, Fire Chief, Prince Georges County Fire Department, Upper Marlboro, Maryland BUSINESS SESSION OUTSIDE DEMONSTRATIONS BANQUET/DANCE W a l l a c e J . R o b e r t s o n , F i r e C h i e r ot York County, will preside over the 52nd A n n u a l C o n f e r e n c e of the S t a t e F i r e C h i e f s A s s o c i a t i o n of Virginia. T h e C o n f e r e n c e Planning C o m m i t t e e h a s put forth a great deal of effort to make the c o n f e r e n c e enjoyable and informative. J a m e s Kelly of F i r e Serv i c e s T r a i n i n g h a s o n c e again worked with the c o m m i t t e e to arrange an excellent e d u c a t i o n program. F o r further information c o n t a c t Margaret A. N i c h o l s , (804) 649-8471. Henrico on the Right Track T h e County of H e n r i c o ' s Compreh e n s i v e A n n u a l F i n a n c i a l Report for the last f i s c a l year h a s just been awarded a Certificate of Conform a n c e in financial reporting by T h e Municipal F i n a n c e O f f i c e r s A s s o c i ation. T h e County received confirmation of this highly prestigious award from M F O A last month. It is H e n r i c o ' s first receipt of the Certificate of C o n f o r m a n c e award. To be awarded a certificate, a government must publish an e a s i l y readable and efficiently organized c o m p r e h e n s i v e annual financial report w h i c h c o n f o r m s to M F O A ' s s t a n d a r d s . S u c h reports must satisfy both generally a c c e p t e d accounting principles and applicable legal requirements. Henrico County Manager Frank A. F a i s o n said a word of praise is in order for Deputy County Manager for F i n a n c e and Administration G e o r g e S u p e n s k y and Deputy F i n a n c e Director Dennis K e r n s for their labors over the last three y e a r s in completely overhauling Henr i c o ' s financial s y s t e m s . H e n r i c o w a s a l s o cited in the April, 1982 i s s u e of Business Week. An article entitled " W h e r e the Rec e s s i o n Really H u r t s " f o c u s e d on the e f f e c t s of the r e c e s s i o n on loc a l i t i e s . It named Henrico County a s one c o m m u n i t y that has been able to " r i d e out the r e c e s s i o n in s t y l e " due to the diversity of their local industrial and c o m m e r c i a l b a s e , while local governments elsew h e r e had been battered by the rec e s s i o n and unemployment. F a i s o n likes to think that the good fortune of Henrico County has partly been a result of a progressive local government creating the kind of environment that attracts and then k e e p s b u s i n e s s and industry in the c o m m u n i t y . He c o m m e n t e d , "If the Business Week article and M F O A award c a n be c o n s i d e r e d good indicators, w e must be on the right t r a c k . " VML Annual Conference Mark your calendar for September 19-21, 1982 for the Virginia Municipal League Annual Conference at Tfie Pavilion in Virginia Beach. Registration information will appear in the August issue of VIRGINIA TOWN & C I T Y . �AMERICAN LAFRANCE SALUTES O n our 150th anniversary we salute the fire service for m a k i n g A m e r i c a n L a F r a n c e the number one choice in fire apparatus for a century a n d a half. The American LaFrance tradition of excellence together with the pioneering of innovations are the reasons that thousands of fire departments have selected American LaFrance apparatus time and time again. I n this, our 150th year, we are moving into the most modern plant i n the country for the manufacture of fire apparatus. A l l the good reasons for specifying American LaFrance are getting better every day. o AMERICAIM Elmira, N e w Y o r k 14904 o LAFRANCE I< IFIGGIE llNTERNATlONAL (3 > 17 �•^SELECTED RISKS INSURANCE COMPANY^ SELECT WAY INSURANCE COMPANY B R A N C H V I L L E , N E W J E R S E Y 07826 SPECIALISTS IN PROVIDING THE INSURANCE NEEDS OF VOLUNTEER FIRE DEPARTMENTS VOLUNTEER AMBULANCE SQUADS AGENTS THROUGHOUT VIRGINIA BRANCH OFFICE RICHMOND, VIRGINIA 6767 FOREST HILL AVENUE Telephone: 804-272-7568 18 �Professional Directory Southern Engineering HARLAND BARTHOLOMEW & A S S O C I A T E S , INC. 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Wastewater, Solid Wastes, Soils & Foundations Land Development Site Plans Residential, Commercial & Industrial Subdivisions, Road, Dams, Airports ENGINEERS-PLANNERS-SURVEYORS MUNICH' 3229 Waterlick Road, Lynchburg, VA 24504 Columbia Atlanta New Milford, Ct. B O D I E , T A Y L O R AND PURYEAR, INC. RATE STUDIES STUART ROYER &ASSOCIATES, INC. Consulting ENGINEERS 301 H I D E N B O U L E V A R D Langley and McDonald WATER WORKS SEWERAGE R E F U S E niSPOSA ENVIRONMENTAL AXON SL ENGINEERS • ARCHIIECIS. N E W P O R T N E W S , VA 23606 HANSEN R. R U S S E L L M A L C O L M ^ CONSULTING ENGINEERS (804/237-2044) Engineers 1314 Wn,i,ow I . A W N D B I V B p. <). B o i 8 6 8 7 RitHwn.vu. V . H G I M A 2 3 2 2 6 (804) 282-7657 611 Cabk' Ti-li'vision • T V munitatiuns Broadcast • Public SysU'ms • Alarm D c s i ^ • Federal Communicatittns Sa/t-ty Oim- P.O. Systems • Ek-ctrical ti<in a n d IVt'p;u-ati(m • R x p c r l T e s t i m o n y and W i t n e s s CH2M Complete Engineering Services Consulting Engineers MHILL Municipal and Industrial Waste Treatment, Power Systems, Structures, Solid Wastes, Water Resources, Water Supply and Treatment, Transportation CTlJg^F Water S u p p l y • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 S y l v a n A v e n u e . P - 0 . B o x 1218 Englewood Cliffs, N . J . 07632 201-567-8990 • 4 0 5 S o . P a r l i a m e n t D r i v e , S u i t e 101 Virginia B e a c h . Va. 23462 804-499^8506 1941 R o l a n d C l a r k e P l a c e R e s t o n , V i r g i n i a 220'>1 7O3/620-,52OO Box o Q 2901 Richmond, Virginia 23235 C o m m i s s i o n AppHca- BUCK,SEIFERT&JOST, INCORPORATED Research Road < 804-794-6823 R. K E N N K T H WF.F.KS RNGINEFRS Water Supply .md Purification • S c \ \ r r a g e and S e w a g e T r e a t m e n t • Streets a n d H i g h w a y s • I i u estimations a n d R e p o r t s • S u p e r v i s i o n of ('onstniction. 2733 TlDEW.MlR D H , NoRroLK. z o o DC \, 2350S 19 �YARGER AND ASSOCIATES, INC. A Policymaker^s Responsibility For T h e Municipal Audit P r o c e s s Over 600 Surveys Our 28th Year Position Classification and Pay Plans Management and Organizational Studies Test Construction - F i r e and Police Studies 2830 Mary Street Falls Church, Va. 22042 703/560-6900 GERAGHTY & M I L L E R , INC. 844 W E S T S T R E E T , A N N A P O L I S , MD 21401 (301) 268-7730 SYOSSET TAMPA BATON ROUGE W PALM BEACH HARTFORD HOUSTON CHAMPAIGN-URBANA FALLS 7 7 0 0 LEES8URG SUITE CHURCH,VA, 22 703/893-0711 S o u ' s Bnciinsennct PIKE 302 01} Carnorstion consultinQ enaineers WATER, WASTEWATER, SITE DEVELOPMENT. STRUCTURAL DRAINAGE,FLOOD CONTROL STREETS , HIGHWAYS.BRIDGFS DESIGN, MARINAS TRAFFIC SIGNS Shannon-Baum, Inc. P.O.BOX 2511 BALTO.,MD. 21215 TRAFFIC POSTS REFLECTIVE SHEETING TRAFFIC SIGN FACES ALUMINUM BLANKS 301-358-3900 (COLLECT) American Uniform Sales, Inc. O Q Z < z o < Z (3 > FINANC:iAL AND MANAGEMENT CONSULTANTS • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification and Pay Studies • Executive Search and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED P.O. BOX 45 20 V I R G I N I A B E A C H , V A . 2.14.S8 804,422-1711 By William J. Reynolds The accountability requirements of federal revenue sharing and other federal grant programs, increased public demand for fuller and better authenticated disclosure and, lamentably, several glaring examples of municipal fiscal mismanagement, all combine to make it important for local officials to fully understand the audit process, which is one of your most effective ways of ensuring the fiscal well being of your locality. There are several types of audits. The most common is the financial audit, which reviews the municipality's financial statements to determine their "fairness" (which means the reliability of their data). An opinion attesting to the fairness of the financial statements is fundamental in such an audit. Closely allied to, and generally part of, a financial audit is a compliance audit. This tests an organization's compliance with the legal requirements governing its financial practices. A performance audit examines the management systems of the municipality and tests how well they attain their objectives. Assuming that you may be held personally liable for the city's fiscal health and that you recognize the potential value of an audit in discharging this liability, where and how do you start? Begin by asking yourself the following five questions. (We will focus on the financial audit. If you comprehend it, mastery of the other audit forms will follow.) (1) Does your municipality have an annual audit? The costs of the audit may be recouped in improved financial management, reduced borrowing costs and fewer sleepless nights. (2) Is the audit conducted by an independent auditor? This may be a private individual or firm under contract, a state agency or a municipal official elected for the purpose. (3) Is the auditor qualified to do municipal worl<? This is important, since municipal accounting practices and legal requirements are substantially different from those in the private sector. (4) Does your auditor prepare your financial statements? If so, you may have a conflict of interest, for the auditor is, in effect, being asl<ed to give an opinion on his or her own statements rather than the city staff's financial statements. (5) Is the audit report directed to the policymakers? It should be, for it is a report of management's stewardship and an evaluation of your decisions. One way to ensure fulfillment of the audit process is to organize an audit committee comprised of several policymakers. An audit committee should select a qualified independent auditor, define the scope of the audit, assess problems and weigh recommendations as they are being identified and interpret both the audit report and its financial statements to other policymakers. By working closely with the auditor and its finance staff, the committee pierces the veil of mystery surrounding the accountant's and auditor's presentations and gains a working knowledge of the management and financial condition of the municipality. Financial and compliance audits are usually done simultaneously. Although compliance audits are intended to ensure the city's compliance with certain federal, state and local laws, they can also be used for a specific program or department. In this case, specific program requirements—beyond those covered in a general compliance audit—are checked. Performance audits are separate from financial and compliance audits and can focus either on the entire municipal organization or on a single department or program. They review how efficiently the city or department uses its resources, how effectively goals and objectives are achieved and how well the results achieved relate to organizational and community goals. In conclusion, by understanding the municipal audit process, local officials can better manage their locality's finances while gaining a working knowledge of an important municipal task. About the Author William J . Reynolds is controller and finance director of the Town of Greenwich, Conn. Resources Local Government Auditing—A Manual for Public Officials, edited �by Peter Rousmaniere, is a recent publication available through the Council on Municipal Performance, 84 Fifth Avenue, New York, New York 10011, for $14.95. Funded under a HUD grant, this manual provides a comprehensive treatment of the subject in an easily understood fashion. The major national accounting firms publish handbooks and guidelines for local government officials on the selection of auditors and the conduct of municipal audits. These are generally available at no charge. TECNOMICS • RATE • CONSOLIDATION/ANNEXATION STUDIES Consulting «SJ.^y Engineers Environmental • Laboratories Industrial and Municipal STUDIES • MICRO C O M P U T E R PROGRAMMING • TRANSPORTATION STUDIES 1531 North Mam Street B l a c k s b u r g . Virginia 2 4 0 6 0 QU^^p 100 A R D M O R E S T R E E T B L A C K S B U R G 2 4 0 6 0 703-552-5609 INCORPORATED FEATURING: MEXKX) FORGE AND TIMBERFORM (703)552-5548 • Solid W a s t e / E n e r g y R e c o v e r y ' Water Pollution C o n t r o l • Air Pollution C o n t r o l • Industrial W a s t e T r e a t m e n t A L P E R S T E I N BROS.. INC. 900 7 i h , S T K K I - ; T , N . W . W A S H I N G T O N . D C . 20001 W H E R E YOUR R E C R E A T I O N COMES FIRST IIOTSV Al.l'KRSTEIN ^^^S^SSOCIATES (2021 842 1160 C h a r l e s R Velzy A s s o c i a t e s . I n c Consulling Engineers 3 5 5 Mam Street Armonk, New York 10504 P L A Y G R O U N D E Q U I P M E N T . PATIO i POOL F l l R N I T U R E • S P O R T I N G GOODS • P I C N I C T A B L K , S . ( ; Y M E Q U I P M E N T , P A R K STOVES Institutes For Municipal Officials The Virginia Municipal L e a g u e will c o s p o n s o r t w o Institutes for Municipal O f f i c i a l s in J u l y . The first institute will be held in C h a r l o t t e s v i l l e on J u l y 7-9 and t h e s e c o n d will be held in B l a c k s b u r g on J u l y 14-16. A l s o s p o n s o r i n g the w o r k s h o p s are the Virginia T e c h E x t e n s i o n Division and the Institute of G o v e r n m e n t of the University of Virginia. What c a n n e w c o u n c i l m e m b e r s e x p e c t during their first term on c o u n c i l ? T h i s will be one of the topics for the i n s t i t u t e s . A l s o , an overview of the legal s t a t u s , p o w e r s and f u n c t i o n s of m u n i c i p a l i t i e s in Virginia with an e m p h a s i s on municipal government will be d i s c u s s e d . U n d e r s t a n d i n g the role of t h e c o u n c i l m e m b e r , the d i f f e r e n c e bet w e e n policy and a d m i n i s t r a t i o n , c o n d u c t i n g effective staff m e e t i n g s and the relationship with the manager and staff will be a s e s s i o n topic. A good part of the institutes will be spent on f i n a n c e . A t t e n d e e s will hear about t r e n d s in municipal reven u e s and e x p e n d i t u r e s and will be given an overview of the budget d o c u m e n t — w h a t it i s , how to read it and how to u s e it. P a r t i c i p a n t s will a l s o get a hands-on s e s s i o n of budget development by working through the budgeting p r o c e s s . Other t o p i c s covered in the Instit u t e s for Municipal O f f i c i a l s will be freedom of information, land u s e , interlocal relations, planning and z o n i n g , law e n f o r c e m e n t , c a b l e T V , c o u n c i l and s c h o o l s a n d animal control. The registration fee of $80 inc l u d e s the c o s t of i n s t r u c t i o n , hando u t s , t w o r e c e p t i o n s , o n e banquet, two l u n c h e o n s a n d r e f r e s h m e n t s during breaks. If your locality h a s not received information about the I n s t i t u t e s , p l e a s e c o n t a c t the Virginia Municipal L e a g u e , 804/649-8471. ^ ^ | ^ | ^ . ^ ^ | ^ [ S I S C S Power Generation & Transmission Environmental Analysis Water & Wastewater •=•1 • Barns & McDonnell E N G I N E E R S - A R C H I T E C T S - CONSULTANTS PC B O X 173. K A N S A S C I T Y . M O 6 4 1 4 1 8 1 6 - 3 3 3 - 4 3 7 5 ENGINEERS • ARCHITECTS • PLANNERS Greenliorne • SURVEYORS & 0'.Mara, Inc. 8ox K228 Koger Executive C e n t e r R i c h m o n d . Vifgima 2 3 2 8 8 ENGINEERS S T E A R N S , CONRAD AND SCHMIDT CONSULTING E N G I N E E R S , INC. WATER SUPPLY • WASTEWATER TREATMENT • SANITARY LANDFILL DESIGN . GAS PROTECTION AND RECOVERY 11260 R o g e r B a c o n Drive. R e s t o n , V a . 22090 • (703) 471-6150 Colifornia • Washington • Kentucky • South Carolina w .Y. SUITE 2 0 2 RALPH WHITEHEAD 8. A S S O C I A T E S Consulting Engineers 1936 E a s t S e v e n t h Street P.O. B o x 35624 Charlotte, North C a r o l i n a 2 8 2 3 5 704-372-1885 BRIDGES • HIGHWAYS « RAILROADS • RAIL & BUS TRANSIT . AIRPORTS BRANCH OFFICES 703-385-9800 Thad S. Roberson. J r . 3300 N E E x p r e s s w a y , Atlanta, G A 30341 1033 W a d e Avenue, Raleigh, NO 27605 (404) 462-0797 (919) 832-0563 mm WHITMAN, REQUARDT AND ASSOCIATES ENGINEERS yUlHLE & ASSOCIATES, Consulting Land INC. Engineers- Surveyors 679 N . M a i n S t r e e t , C h a s e C i t y , VA (804) 3 7 2 - 5 1 0 1 2315 SAINT BALTIMORE, (301) PAUL MARYLAND 21218 235-3450 George Cunningham, Field Representative "imagineered" P L A Y G R O U N D and PARK E Q U I P M E N T BY GAME Bex W a t e r Suppl.v, Distritiution & Treatment • Domestif & Industrial Waste Collection & Disposal • r>rainai::e» Soil Evaluation • Site Analysis STREET TIME, I N C . C U N N I N G H A M AbSOC. INC. 9554 L r i k e s i d e Br , R i c l i n i c n d , V a . 2 3 2 2 8 Phone 804 '262-2401 CE MAGUIRE, INC. ARCHITECTS/ENGINEERS/PLANNERS C O M P L E T E PUBLIC WORKS ENGINEERING AND LAND S U R V E Y I N G S E R V I C E S BENGTSON, DeBELL, ELKIN & TITUS CONSULTING ENGINEERS & SURVEYORS I P.O. 8 0 x 4 2 9 1 3 9 2 4 Braddock R d . Centreville. V A 2 2 0 2 0 703-631-9630 P.O. Box 83 50-S E d w a r d s F e r r y R d . Leesburg.VA 22075 | 703-777-1258 ' Blauvelt: Engineering C o . ConSLillmg Engineers CROUP 45ZSciitlilakgBoiileiird RicbmonlVA 23236 804 749-1174 142 W York Slriil 5203 LusburgFikB.Suitt 800 Siiitt7IO Fills Chorch. VA 22041 Noriglk.Vt 23510 703 998KII00 8D4 627-2939 AMBULANCES, COMMUTER BUSES, 4 dr. L I M O U S I N E S 6 dr. H e a r s e & A m b u l a n c e S a l e s Inc., 8011 Planning Design Inspection f (ooO Conl'ol ana Drainage • Ertergy ( Systems MichMl K. B*rlin Municipol Services Manager Eait Cenlrol Region Jefferson D a v i s H w y . , Ridimond, V a . 23237 Pfi. 1 - 8 0 4 - 2 7 5 - 2 6 2 4 BROWNINO-FBtRK INDUSTRIES PO Bos 8?33 BWI Airport, Maryland 21240 Bollt (30)} 796-6850 Telex. 87-487 �PUBLIC ADMINISTRATION Calendar SERVICE Providing m a n a g e m e n t a s s i s t a n c e and c o n s u l t a n t s e r v i c e s to l o c a l , r e g i o n a l , and s t a t e g o v e r n m e n t s s i n c e 1933. 1313 E a s t 6 0 t h S t r e e t C h i c a g o , Illinois 60637 (312) 9 4 7 - 2 1 2 1 1497 C h a i n Bridge R o a d M c L e a n , V i i t i n i a 22101 (703) 7 M - « » 7 0 McMANIS ASSOCIATES, INC. Washington, D.C. Management Consu Consultants to City and County Governments Management Audits •Operations and Productivity Analysis Community Development • Executive Searches • Economic Development 1201 Connecticut Ave., N.W., Washington, D.C. (202) 466-7680 Municipal AudilH Federal — Head Stan — C E T A - H U D ; A - 1 0 2 Single Audils 17031 590 U 3 1 (703) 670 6300 J A M E S M. B R I D G E S , C P A J A M E S BRIDGES. LTD A PROFESSfONAL CORPORATION Certified Public Accountant 1 14003 MINNEVILLE RD DALE CITY, VA 22193 TERRAQUA Resources Corporation studies • Facility Planning Design Construction Management • Operations Water/Wastewater • Solid Waste Hydraulic Systems & Structures 7= "" Cml — 3AOIJA *"* Smiwry Site Plani Engineers/Consultants Reading, PA 215-378-9300 Hunt Valley, MD 301-667-6020 — SuUivision — Highway — HyJraulu — Studies — Warn — Drainage Mirts Syitems JORDAN & HUTCHERSON, INC. consulting engineers S U I T E 109 2405 W E S T W O O D AVE A & s •eyoTS (804) 353-5541 RICHMOND, VA. 23230 Patton, Harris, Rust & A s s o c . a prolessional c o r D c a l i o n Engineers , Surveyors , Planners C o m p l e t e p r o r e s s i o n a l s e r v i c e s tof m u n i c i p a l i l i e s and public a g e n c i e s Main Office: 1 0 S 2 3 M a i n S t r e « r , Fairlax Virginia 2 2 0 3 0 ( 7 0 3 ) 2 7 3 - 8 7 0 0 Vallay Of l i e * : 1 0 0 S o u t h M a m Street B n d g e w a r e r Virginia 2 2 8 1 2 ( 7 0 3 ) 8 2 8 - 2 6 1 6 Florida—West Virginia—Georgia—Maryland dmq DAVID M. GRIFFITH AND ASSOCIATES, LTD. Computerized Accounting Systems National Leaders in the Preparation of Cost Allocation Plans 1100 Logger Court, Building D, Suite 100, Raleigti, NC 27609 ^ A 1 I f I Telephone S y s t e m s Evaluated Inter-Gonnect-Bell 919/876-8042 804-746-3684 630 J a y W a y Mechanicsville, V A 23111 Abbott - H a r k s e n Communications C o n s u l t a n t s Improve S e r v i c e - R e d u c e Cost On Long D i s t a n c e - P B X - 9 1 1 Billings Local Government Media Conference, Friday, J u n e 11,1982, R a m a d a Inn, Charlottesville. T h e c o n f e r e n c e will f o c u s on the Freedonn of Information A c t . Attorney G e n e r a l Gerald B a l i l e s is the guest speal<er. C o n t a c t Charlotte Kingery, 804/ 649-8471. T h e VML Policy Committees m e e t i n g s begin in J u n e . T h e y are a s f o l l o w s : C o m m u n i t y and E c o n o m i c Development, Friday, J u n e 1 1 ; Effective G o v e r n m e n t , W e d n e s d a y , J u n e 16; Environmental Quality, W e d n e s d a y , J u n e 9; T r a n s p o r t a t i o n , T h u r s d a y , J u n e 24; Public S a f e t y , T h u r s d a y J u n e 3; and Human Development, T h u r s d a y , J u n e 17. All m e e t i n g s are held in the V M L Conf e r e n c e Room at 1:30 p.m. Funding Education & Risl< Management Worl<shop, J u n e 16-18, R a m a d a Inn-Mariner, Virginia B e a c h . S p o n s o r e d by the Virginia Committee for P r o f e s s i o n a l Development and staffed by the Office of L o c a l Government Management Relat i o n s , call F e l i c i a Monk (804/ 225-2144) for information. T h e Institutes For Municipal Officials will be held J u l y 8-9 in Charlottesville and J u l y 15-16 in B l a c k s burg. Fire Service Workshop, J u n e 25, 1982, Virginia B e a c h . C o n t a c t Works h o p s , Public T e c h n o l o g y , Inc., 1301 P e n n s y l v a n i a A v e n u e , N.W., W a s h i n g t o n , D.C. 20004, (202) 6262441. State Fire Chiefs Association of Virginia, J u l y 14-18,1982, Hilton Inn, Springfield. C o n t a c t Margaret Nicho l s , 804/649-8471. Virginia Association of Chiefs of Police, A u g u s t 22-25, 1982, Marriott Inn, B l a c k s b u r g . C o n t a c t Margaret N i c h o l s , 804/649-8471. Virginia Municipal League Annual Conference, S e p t e m b e r 19-21, T h e Pavilion, Virginia B e a c h . International City Management Association, October 17-21, L o u i s ville, K e n t u c k y . Virginia Building Officials Association, O c t o b e r 10-13, 1982, S h e r a ton Inn, Harrisonburg. Contact Margaret N i c h o l s , 804/649-8471. �W h e n you need reliability . . . rely on Caterpillar. starting with the most complete machine line — motor graders, wheel loaders, track-type tractors, track-type loaders, wheel tractor-scrapers and landfill compactors. Plus options and attachments to make each machine work like a "fleet." Cat machines are designed and built for fast, easy maintenance, lubrication, and servicing. But, it doesn't stop there — we follow through with special CAT PLUS services like Scheduled Oil Sampling, Custom Track Service, Technical Analysis to help catch problems while they're small. That lets you schedule the "downtime" and have machines working when they're needed. We can even help you set up a maintenance cost record system — it lets you analyze individual machine maintenance costs and helps you decide when a machine is ready to trade or sell. 9^ Give us a call — we'll work with you. O Q Your C A T E R P I L L A R Dealer CARTER MACHINERY COMPANY, INC. Salem, Norton, Oakwood, Danville, Virginia • Bluefield, Lewisburg, Pineville, West Virginia O VIRGINIA TRACTOR CO., INC. Richmond, Chesapeake, Haymarket, Waynesboro, Virginia > Caterpillar, Cat and [B ate Trailemarks of Caterpillar Tractor Co 23 �BENSON & HEDGES 16 mg "tar;' 1.1 mg nicotine av. per cigarette, FTC Report 0BC!81. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 6 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource June 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198206 https://www.virginiaroom.org/digital/files/original/69/6442/198207.pdf 2e89ef95df27f7d261fb71afbc52b27f PDF Text Text Virginia VOLUME 17 JULY 1982 NUMBER 7 *City T^ntitrust: Local Governments May See More of The Courtroom �Commentary Frostbelt/Sunbelt—What's Happening to Our Urban Areas? By Timothy G . O'Rourke o Q O By the early 1980s, F r o s t b e l t and Sunbelt had b e c o m e common t e r m s in the parlance of A m e r i c a n politics and public policy, even though uneven regional development had e m e r g e d a s a national i s s u e only a few y e a r s earlier. If familiarity b ree ds c o n t e m p t , it a l s o may breed neglect, and important q u e s t i o n s of policy raised in the c o u r s e of the debate over regional growth may be ignored in the familiar litany of Fr os t bel t d e c l i n e and Sunbelt surge. One s u c h question is w h e t h e r regional is a u s e f u l denominator of e c o n o m i c trends with the wide variation in rates of e c o n o m i c growth among s t a t e s in a given geographic area. A s e c o n d s i g n i f i c a n t i s s u e is the extent to w h i c h regional growth and urban problems are interrelated. T h e Fro stb el t a s defined here inc l u d e s the band of 16 cold-weather s t a t e s s t r e t c h i n g from New E n g l a n d a c r o s s the Middle At lant i c region (including Maryland and Delaware) and through the industrialized Midw e s t ( e n c o m p a s s i n g W i s c o n s i n and Illinois). F o r s o m e time the Frostbelt h a s s u f f e r e d the p a i n s of ec on omic sta gn at ion and s l o w population. During the 1970s, for e x a m p l e , the n umb er of m a n u f a c t u r i n g j o b s in the Frostbe lt d e c l i n e d by roughly 960,000. Alth ough total nonagricultural e m p l o y m e n t in the Fr os t bel t during the s a m e period e x p a n d e d by about 13 percent, growth in nonagricultural e m p l o y m e n t outside the F r o s t b e l t e x c e e d e d 40 percent. S i m i l a r l y , wh il e the national population grew by 11.4 percent from 1970 to 1980, the population of the Frostbelt region grew by l e s s than two percent. T h e s l u g g i s h e c o n o m i c and population growth of the Fr os t bel t s t a n d s in co nt r as t to the dramatic e x p a n s i o n of b u s i n e s s and population in the S u n b e l t — h e r e defined a s o > About the Author Mr. O'Rourke is affiliated with the Institute of Government at the University of Virginia. the 11 s t a t e s of the Old Confedera c y plus W e s t Virginia, K e n t u c k y , O k l a h o m a , New M e x i c o and Ariz o n a . Nonagricultural e m p l o y m e n t in the S u n b e l t In g e n e r a l, and in Virginia in particular, doubled between 1960 and 1980. S p u r r e d by the net immigration of roughly five million people to the region, from 1970 to 1980, all 16 S u n b e l t s t a t e s e x c e e d e d the national average in population growth, with s t a t e s s u c h a s F l o r i d a (43 percent) and T e x a s (27 percent) e x p e r i e n c i n g p h e n o m e n a l growth. T h e d i v e r g e n ce in the e c o n o m i c f o r t u n e s of the F r o s t b e l t and S u n belt are related to the condition of A m e r i c a n c i t i e s . Indeed, the urban c r i s i s h a s b e c o m e c l o s e l y identified in the p u b l i c ' s mind with the plight of the large, aging industrial c i t i e s of the F r o s t b e l t , nearly all of w h i c h lost population during the 1970s. T h e population of New York C i ty alone d e c l i n e d by about 860,000. More s i g n f i c a n t than the l o s s of population itself for t h e s e c i t i e s , however, h a s been the middle-inc o m e people moving to the s u b u r b s and the c o r r e s p o n d i n g e m e r g e n c e of d i s p a r i t i e s in the per c a p i t a inc o m e — a n d t h u s tax b a s e — o f central c i t i e s and s u b u r b s . In 1976 the per c a p i t a i n c o m e of s u b u r b s exc e e d e d that of central c i t i e s in 33 of the 35 largest metropolitan a r e a s of the F r o s t b e l t . In 15 of the 28 largest metropolitan a r e a s of the S u n b e l t , in c o n t r a s t , the per c a p i t a i n c o m e of central c i t i e s e x c e e d e d that for suburbs. R i c h m o n d and Norfolk were a m o n g the 13 S u n b e l t a r e a s w h e r e s u b u r b a n i n c o m e e x c e e d e d city income. T h i s movement of people and b u s i n e s s e s from central c i t i e s to s u b u r b s ( w h i c h is far more pron o u n c e d in the F r o s t b e l t than in the Sunbelt) is tied to the s a m e econom ic f o r c e s that have s p a w n e d the e c o n o m i c and population growth of the S u n b e l t a s a region. A s a panel of the P r e s i d e n t ' s C o m m i s s i o n for a National A g e n d a for the E i g h t i e s noted in a 1980 report, innovations in production, c o m m u n i c a t i o n s and transportation t e c h n o l o g i e s have fostered the " d e c o n c e n t r a t i o n " or d i s p e r s a l of e c o n o m i c activity a w a y from the " i n d u s t r i a l l y based urban c e n t e r s " of the Frostbelt to their s u b u r b s , to the newer urban a r e a s of the S u n b e l t , a n d , in c a s e s s u c h a s the automobile industry, "out of the United S t a t e s entirely." Dispers a l of population within and beyond metropolitan a r e a s , a s well a s a c r o s s regions, h a s o c c u r r e d along with the d e c o n c e n t r a t i o n of businesses. That d e c o n c e n t r a t i o n is not nece s s a r i l y good n e w s for the S u n b e l t . G r o w th in the S u n b e l t h a s proc e e d e d at an uneven p a c e and with w i d e l y divergent c o n s e q u e n c e s geographically; in many parts of the S u n b e l t , the e c o n o m i c boom is of recent vintage and uncertain staying power. A s recently a s the d e c ade of the 1960s, for e x a m p l e , population growth in 11 of the 16 S u n b e l t s t a t e s lagged behind the national average, although Virginia w a s among the five s t a t e s exhibiting above average growth. Wh i le per c a p i t a i n c o m e in the S u n b e l t h a s been i n c r e a s i n g more rapidly than for the country overall in recent deca d e s , per c a p i t a i n c o m e in 11 of the Sunbelt s t a t e s In 1980 stood below 90 percent of the national a ve r a g e. Moreover, between 1974 and 1980 nine of 16 S u n b e lt s t a t e s either registered no gain or suffered a d e c l i n e in per c a p i t a i n c o m e relative to the national average. On the other h a n d , Virginia's per c a p i t a income s h o w e d a more modest r i s e — f r o m 98 percent to 99 percent of the national average. Finally, it should be noted that even if the growth of the S u n b e l t during the 1980s w e r e to m a t c h the performance of the late 1960s and 1970s, the f o r c e s of d e c o n c e n t r a tion in an i n c r e a s i n g number of s o u t h e rn and s o u t h w e s t e r n metropolitan a r e a s will lead to the kinds of d i s p a r i t i e s in i n c o m e and res o u r c e s between the central c i t i e s and s u b u r b s c o m m o n now a m o n g urban a r e a s of the Frostbelt. A crucial c h a l l e n g e for both state and local g o v e r n m e n t s in the S u n b e l t will be the development of new strategies for confronting t h e s e disparities, particularly a s a n n e x a t i o n c e a s e s to be a viable alternative. �Virginia &City Editor Charlotte Kingery Editorial Assistant Margaret A. Nichols Advertising and Business Manager Sandra J. Bacas Communications Intern Sarah Holt Telephone 804/649-8471 V0LUME17 JULY 1982 NUMBER 7 VML President R a y m o n d F. R a t c l i f f e Executive Director R. M i c h a e l A m y x Officers Francis T. W e s t Charles A. R o b i n s o n , Jr. Lawrence A. Davies Vincent J.Thomas Executive Committee Sam W. Adams J a n e L. H o u g h Arlie C. Payne Martha V. Pennine Robert!. Williams Past President R o y H. E r i c k s o n 4 The Council Member: How To Be A Team Player " C o u n c i l m e m b e r s should initiate a n d create alternatives to problems and get to know their peers." 7 Antitrust Laws—New Problems for the Old Ways of Doing Business " L e a g u e staff m e m b e r s explore the federal antitrust laws and suggest procedures for local g o v e r n m e n t s t o f o l l o w . " 9 Reasons and Remedies For Antitrust Anxieties "What brought antitrust to Virginia? Howard Dobbins, the League's General Counsel, outlines the court cases leading up to On the Cover: T h e p h o t o g r a p h o f a m o c k trial w a s t a k e n b y The Dallas Morning News at a n A m e r i c a n B a r A s s o c i a t i o n a n nual m e e t i n g in 1979. T h e s e s s i o n topic w a s " C a m e r a s in t h e Courtroom." Photograph courtesy of the American Bar Association Journal. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753 Richmond 23206 t h e Boulder case." 11 Complying With The Procurement Act " V M L a t t o r n e y Clay W i r t p r o v i d e s an o v e r v i e w o f t h e 1982 Procurement A c t and suggests ways localities can comply with it." DEPARTMENTS 2 6 17-19 19 Commentary People Directories Marketplace o Q z < CD DC �T h e Council Member: How to B e a Team Player By Charles Wythe Dunn T o o often people do not unders t a n d what a team player is. T h e y often think to " g e t a l o n g " a team player must " g o a l o n g . " Nothing could be farther from the truth. T h i n k of the best o f f e n s i v e guard in b a s k e t b a l l . He is a team player, not b e c a u s e of the p a s s i v e a c q u i e s c e n c e implied in " g e t t i n g along and going a l o n g , " but rather b e c a u s e he leads the o f f e n s e . By initiating the o f f e n s e , he c r e a t e s s c o r i n g alternatives for his t e a m . He is an aggress i v e leader. Frequently council members c o m p l a i n that m a n a g e r s and mayors—the executive branch—dominate the c o u n c i l and the c o u n c i l l a c k s i n f l u e n c e in d e c i s i o n m a k i n g . In short, the c o u n c i l is on the defens i v e ; m a n a g e r s and m a y o r s , on the offensive. T h e r e are tw/o related r e a s o n s for the c o u n c i l ' s d e f e n s i v e posture: (1) failure of the c o u n c i l to take the initiative and (2) lack of information in the c o u n c i l ' s h a n d s . How c a n the c o u n c i l go on the off e n s e rather than remain on the defense? T h e a n s w e r is in one or more c o u n c i l m e m b e r s ' initiating and creating alternatives for the c o u n c i l rather than merely following the alternative proposed by m a n a g e r s and m a y o r s . Types of Council Member >o Q G e n e r a l l y three t y p e s of individua l s w h o s e r v e on c o u n c i l s : the trustee, the delegate and the politico. T h e trustee, e n v i s i o n i n g his role a s merely s a y i n g and voting e x a c t l y a s he f e e l s his c o n s t i t u e n t s want, res p o n d s to public opinion. T h e delegate, looking upon himself a s an individual with an independent mind and v i c t i o n s , b e l i e v e s he c a n d e c i d e what is best for his c o n s t i t u e n t s . O I- < o cr About the Author C h a r l e s W y t h e Dunn h e a d s the Departm e n t of P o l i t i c a l S c i e n c e a t C l e m s o n U n i v e r s i t y in C l e m s o n , S . C . H e i s t h e a u t h o r of The Future of the American Presidency, and has served as consultant for m a n y political o r g a n i z a t i o n s . R e p r i n t e d vi/ith p e r m i s s i o n of Urban Georgia F e b r u a r y , 1 9 8 2 . T h e politico, recognizing the diffic u l t i e s of being either a trustee or a delegate all the time, may play either role, depending upon the iss u e and related c i r c u m s t a n c e s . Many c o u n c i l m e m b e r s , failing to recognize what type of c o u n c i l member they are, function like a basketball player w h o d o e s not know what o f f e n s e his team is running. It is very important for a c o u n cil member to know what type of c o u n c i l m e m b e r he is and to play that role a c c o r d i n g l y . Frequently, c o u n c i l m e m b e r s bring trouble to t h e m s e l v e s a s well a s to the c o u n c i l by shifting from one role to the other. W h e n neither their c o n s t i t u e n t s nor they fellow c o u n c i l members know what to e x p e c t of t h e m , their political b a s e e r o d e s and the c o u n c i l l a c k s the o f f e n s i v e punch they could o t h e r w i s e bring to c o u n cil deliberations. Credibility, an important e l e m e n t in a c o u n c i l m e m b e r ' s s u c c e s s , evaporates rapidly w h e n he s h i f t s from one type of c o u n c i l m e m b e r to another. Not only is it important to know what type of c o u n c i l m e m b e r one i s , but it is a l s o important to know what type e a c h of the other c o u n c i l m e m b e r s i s . K n o w l e d g e of this en- a b l e s a c o u n c i l member to function more effectively in the deliberative p r o c e s s of c o u n c i l d e c i s i o n m a k i n g . Finding Resources That information is influence and power merely s t a t e s a truism. If information is a key to influence and power, then r e s o u r c e s are the key to information. K n o w l e d g e of t h e s e r e s o u r c e s c a n significantly enh a n c e a c o u n c i l m e m b e r ' s influe n c e and power a n d , more importantly, create alternatives for the c o u n c i l b e s i d e s that alternative pres e n t e d by the manager or mayor. Foremost, a council member should know what interest groups e x i s t in the city and what capabilities t h e s e groups have to provide information. Another r e s o u r c e is support groups, s u c h a s state municipal l e a g u e s , National L e a g u e of C i t i e s , Advisory C o m m i s s i o n on Intergovernmental R e l a t i o n s and Committee for E c o n o m i c Development, w h i c h often provide s o p h i s t i c a t e d r e s e a r c h on a range of i s s u e s . C o l l e g e and university r e s o u r c e s are probably the most underutilized of any information s o u r c e s , yet faculty and s t u d e n t s in political s c i - �ence, public administration, economics, sociology and other disciplines generally relisti opportunities to make practical application of ttieir knowledge and research skills. Importantly, this resource is often very inexpensive and, perhaps, free. Friends and neighbors who have professional occupations, such as law, can also be of great assistance and may provide their services freeof-charge as a public service. Also, state and federal governments can provide excellent resource information through a variety of departments and agencies. A council member must anticipate well in advance when an issue will arise and then begin the lengthy process of compiling data, analysis and alternatives. Doing this will enable the council member to be informed. Strategy For Using Information A well-conceived and executed strategy by a council member involves four ingredients. First, the council member must concentrate his energies on only a limited number of long-range issues. A fatal tendency is for a council member to get involved in every issue when generally only two or three significant and substantial issues should occupy his time. The reason for limiting one's focus on issues is that time itself will not allow a council member to become an expert on more than just a few issues. By becoming an expert in a select number of issues, a council member will have other councilmembers, townspeople, and the press turning to him for advice and counsel, thereby enhancing his influence. "Homework makes the difference between members whose views are sought and whose views are ignored." Second, homework makes the difference between the council member whose views are sought and the member whose views are ignored. Adequate advance preparation helps to ensure that a council member can not only participate effectively in debate, but also guide the debate to the conclusion he wants. Third, the legislative record on an issue is very important. As a council member acquires pertinent information on an issue, he should determine when and how to release it for the purpose of having maximum fa- vorable impact on the decision he wants the council to make. Editors and journalists often make a good outlet for this information, because they can write columns and editorials based upon it—thus educating both the council and the public at the same time. Fourth, a well-conceived strategy should consider timing. Good information is often wasted because it is used in an untimely fashion. Tactics The "how to's" contribute much to the successful creation of alternatives and their consideration by the council: • How to use parlimentary procedure; • How (and whether) to involve the public; • How to motivate and involve othercouncil members; • How to use the press; • How to present the material. Many very influential members of legislative bodies have arrived at positions of influence, not because of substantive knowledge of issues, but because of knowledge of parliamentary procedure. The really influential member of a legislative body, of course, becomes a master of both. To be an effective council member, one should know othercouncil members in depth: their issue interests, their social lives, and what type of council member they are (whether trusee, delegate, or politico). This knowledege enables one to relate to them in the most effective and successful way. The press and the council member have mutually compatible needs which do not have to be and generally should not be met because of close friendships. The press needs the council member's information; the council member need the press to communicate. The good council member and the good journalist will not seek to be "bosom buddies" but they will exchange information which is theircommon bond. There are various types of communication, but the one which council members often do not use is the very readable outline of one to five pages which highlights the case which a council member wants to make. This technique is good for use with other council members, the press and constituents. In conclusion, council members need to be team players in order to get something done. But council members don't merely have to "go along," they can get to know each other, get to know council issues through research and use of good resources and make proper use of the information once they have it. Remember, homework makes the difference in what kind of a council member one can be. Municipal Liability Insurance. • • • • • • Public Officials Errors & Omissions Police Professional Liability Comprehensive Liability Coverage Admitted Insuror Limits to $100,000,000 Federal Law 1983 Coverage O Q o Please have your broker call today: Bayly, Martin & Fay/San Antonio P.O. Box 17800, San Antonio, Texas 78217 1-800-531-7205 • 1-800-531-7224 1-800-292-5721 (Texas only) > �People VML Policy Chairmen Named President Raymond F. Ratcliffe a p p o i n t e d c h a i r m e n for the Virginia M u n i c i p a l League's six policy c o m mittees. Heading the C o m m u n i t y and Econ o m i c Development C o m m i t t e e is Alexandria Mayor Charles E. Beatley and chairing the Public Safety C o m m i t t e e is Norfolk Counc i l m a n Claude J. Staylor, Jr. Fairfax County Boardmember Sandra D u c k w o r t h was a p p o i n t e d c h a i r m a n of the H u m a n Development C o m m i t t e e . The Transportation C o m m i t t e e is chaired by Roanoke C o u n c i l m e m b e r Elizabeth K. B o w l e s and W i l l i a m s b u r g C o u n c i l m e m b e r James M. M c C o r d , Jr. heads the Environmental Quality Committee. Lynchburg Mayor Elliott L. Shearer will oversee the Effective Government Committee. The six policy c o m m i t t e e s met last m o n t h and will meet again in September. The c o m m i t t e e s are responsible for developing the League's p o s i t i o n in their respective areas. V M L staff f r e q u e n t l y refer to the policy s t a t e m e n t s w h i l e the General A s s e m b l y is in s e s s i o n . The c o m m i t t e e c h a i r m e n also sit on the V M L Legislative C o m m i t t e e . Pennino Appointed Mrs. Martha V. Pennino was named Chairman of the Urban Section of the Virginia Municipal League and, as c h a i r m a n , will be a m e m b e r of the V M L Executive Committee. She was the vice chairman of the Urban S e c t i o n and s u c c e e d s Alexandria Mayor Charles E. Beatley as c h a i r m a n . A graduate of Emerson College in B o s t o n , M a s s a c h u s e t t s , Mrs. Pennine is vice chairman of the Fairfax C o u n t y Board of Supervisors. She has been representing the Centreville District since 1968. Mrs. Pennino is on the Board of Directors of the M e t r o p o l i t a n Washi n g t o n C o u n c i l of G o v e r n m e n t s and is active in the National A s s o c i a t i o n of C o u n t i e s , the National League of Cities and the Northern Virginia Planning District C o m m i s s i o n . ' e stand behind our products at CP&F. Our field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assixre a successful installation. o Q Z < Concrete Pipe & Products Company, Inc. EG. Box, 1223, Richmond,VA 23209 (804)233-5471 CD > Hammer Appointed Alexandria will w e l c o m e a new d e p u t y city manager in charge of the b u d g e t by the end of the s u m mer. Bradford S. H a m m e r will replace James W. Randall, w h o resigned in February. Hammer was the budget director for the City of Newport News. Ellestad Goes to Fairfax T. Jon Ellestad a s s u m e d the assistant city manager's p o s i t i o n for the City of Fairfax last m o n t h . Since 1977, Ellestad was assistant to the t o w n manager in Blacksburg and served as interim manager for a period. S u c c e e d i n g Robert Norris, Ellestad is a native of W i s c o n s i n . Eubanks Heads Division Paul Scott Eubanks will b e c o m e the director of Virginia's Industrial Development Division on July 12. He currently serves as Rhode Island's chief of e c o n o m i c develop,Tient. H u g h K e o g h , w h o was a c t i n g director d u r i n g the search, will be Eubank's deputy. in Memoriam The Virginia Municipal League regrets the loss of five dedicated public servants. On May 28, 1982 P o r t s m o u t h City Manager G. Robert House and f o u r other city employees died in an airplane accident w h i l e on city b u s i n e s s . Chesley H. McG i n n i s , T h o m a s D. G o r d o n , Ralph D. Hester, Joseph M. Weth and Mr. House were en route to Annapolis, Maryland to look at that c i t y ' s w a t e r f r o n t , hoping to incorporate s o m e of those ideas used in A n n a p o l i s into a pleasant waterfront for P o r t s m o u t h . The League e x t e n d s s y m p a t h y to the City of P o r t s m o u t h and the families of Messrs. House, McGinnis, Gordon, Hester and Weth. �WHAT TO DO UNTIL THE CHECK COMES IN Coping With the Pre-award jitters By Maggie Goll For every variation in the grant application process, there is at least one variation in the grant award process. What, if anything, the applicant should do in the period of suspended animation known as post-submittal/pre-award state may be one of the more problematic aspects of the grant process. There are guidelines for preparing the application, spending the money and evaluating project effectiveness. Even the auditor who comes in after-thefact has guidelines to follow but what is noticeably absent are broadly applicable, clear guidelines for what to do until the check comes in. Manifestations of the pre-award jitters may begin to surface before the copying machine has had a chance to cool. Should the application be mailed or hand delivered? Should someone just drop it off or make an appointment with the staff of the funding agency? Who should be responsible for such tasks? How does one find out who's who . . . who's talking . . . who's reliable? Like most grant-related questions, the answer to all of these questions is that it depends. While that may not seem particularly helpful, it may be the most useful concept for the novice to learn—it always "depends." The ability to identify the variable on which it depends, however, is one of the major differences between successful and unsuccessful grant seeking. The most reliable way to begin identifying the variables is to contact the funding agency. Somewhere in the guidelines announcement, annual report, or whatever, should be a contact name, phone number and address. The initial contact should be made, in most cases, early in the application process.^ There are practical advantages to early contact such as to see if the guidelines have been correctly interpreted, whether the deadline is a date of receipt or a postmark date and that the forms ' One exception is the small private foundation, which may not have a staff to contact. There may be little information available except what can be learned from other applicants and that appearing on the foundation's annual IRS form, called the "990AR." These forms are often available at the regional libraries of the Foundation Center in Richmond or Washington, D.C. ABOUT THE AUTHOR Maggie Goll is Grant Coordinator on the staff of the Department of Developmental Programs in the City of Hampton. being completed are not outdated. It is also possible, sometimes, to get an idea of how many grants are to be awarded, what type of review process will be used and whether or not technical assistance is available from the agency. This initial contact can make the followup, once the application is complete, both easier and more productive. If time and resources permit, a personal visit is always preferable to making the contact by phone provided the contact is handled properly. Applicants who misinterpret the purpose of "contacts" may do almost irreparable harm to their funding prospects. Some novice grant-seekers have been led to believe a friend on the staff of the funding agency is as good as a check in the bank. The ability to obtain grant funds, according to this school of thought, increases in direct proportion to the number of personal and influential friendships developed. Circumstantial evidence helps to perpetuate this glad-hand School of Grantsmanship. It is certainly undeniable that grant-seekers who routinely contact grantmakers get more grant funds. There is, however, an ethical explanation. A clear understanding of funding criteria and agency requirements fosters accurate, well-prepared, highly fundable proposals. Information, not favoritism, is the name of the game. Contacts established during the early planning phase can be very helpful in coping with the anxiety that builds during the pre-award period. But, again, these contacts must be handled appropriately. Follow-up on an application should be limited, in order to make certain the packet has been received and to determine whether the agency or the applicant is to assume responsibility for initiating any necessary revisions or additions. Tact and careful listening are crucial, since agency staff may be operating under fairly rigid policies concerning information given to applicants. Thus, in asking "a small favor" or "pressing" for certain information, applicants may undermine their own credibility and jeopardize the staff person's job. The specific steps the agency takes in reviewing applications and announcing awards should be outlined in the guidelines or other agency materials. At minimum, the process will include three basic steps: •Administrative Review A cursory check to see that the required forms and various parts of the proposal are included, that the authorizing signature is on the correct line and the necessary blanks have been filled in. • Review and Recommendation The budget and proposal narrative are assessed (often based on a list that covers many of the points included in Dr. McAlister's article on page 5, particulary those concerning program design and project administration). In some agencies, staff members conduct this review. Stall other agencies use peer review, applicant presentation, or a combination of methods. Regardless of who completes it, the result is a recommendation for the formal action to be taken on the proposal. • Formal Action Typically, the final funding decision is made by a policy board (council, trustees, board of directors, commission, etc.) or the agency head. As a rule, staff or review �panel recommendations are followed, but even this "depends." Sometimes the net result of following-up an application is the proverbial "don't call us, we'll call y o u . " The applicant can gain very little by ignoring the advice. Some applicants use this period to finalize the details of implementation, firm up cooperative agreements and draft promotional materials. The detail and extent of acitivity "depends." T h e primary variables this time are the probability of ultimately receiving the funds and the policy of the funding agency concerning pre-award expenditures or retroactive payments. W h e n the funding is reasonably sure, the objectives ambitious, and the grant period brief, it's probably worth the risk to do as much as possible to speed up the implementation process. It is probably not worth the risk to hire the staff, rent the office, or order the equipment since the agency may disallow the expense when the auditor finally comes to call. W h e n the application is "a long shot" it may be best to spend the pre-award period cleaning up work that piled up while the application was being prepared. Obtaining a grant is a long, involved process and this pre-award period is difficult, not only to the novice but to the professional as well. ORDINANCE CODIFICATION Looseledf Supplement Service U N I C I P A L CODE CORPORATION I p. O. Bex 2235 TALLAHASSEE, FLORIDA 32304 Uiaphen* (»04) S76-3I71 • Full time law editorial staff now serving over 1,500 cities and counties In 46 states, Including Virginia. CHARLOTTE KINGERY NAMED EDITOR > t U ^ Z ^ O I— ^ — Z (J et >, 8 Charlotte KIngery, Staff Associate of the Virginia Municipal League and Managing Editor of Virginia Town & City, has been named Editor of the Magazine. Miss Kingery joined the League in 1974 from the position of intern with the City of Virginia Beach. In addition to her magazine duties, she staffs three League affiliate organizations. She is responsible for media relations and public information and has conducted various training programs. As editor, she will continue with these duties. Her primary activity has been with V(Vg/n/a Town & City and her initial duties were to prepare feature articles and columns. She gradually assumed more duties in preparation and publication of the magazine. Through her efforts, Virginia Town & City altered its appearance and content, enhancing its value as a source of information to governmental officials. Miss Kingery is a graduate of the Virginia Polytechnic Institute and State University with a bachelor's degree in political science. She is presently enrolled in graduate courses at Virginia Commonwealth University in mass communications. The League is proud to have Miss Kingery serve as Editor of Virginia Town & City. • Prompt Looseleaf Supplement Service30-60-90-Day Schedule, When you put the lid on a paracrete®system, it stays put! ^ ^ [ ^ f Vl&l CXXMCRETEPIPE&PRODUaSCO..INC. P.O. BOX 1223. RICHMOND, VA 23209 PHONE (804)-233^71 �People versity Hospital, Baltimore, and was a medical officer in the U.S. Public Health Service. Cooper Named Jones Dies CECIL F. JONES, Finance Director of Henrico C o u n t y , died Tuesday, May 9. A graduate of the University of Richm o n d , Jones earned both a bachelor's and master's degrees in business administration. Prior to his post with Henrico C o u n t y , he was affiliated with the University of R i c h m o n d , T. C o l e man A n d r e w s , an accounting firm, and the House of Delegates Appropriations Committee. He succeeded Edward G . Heatwole as Henrico's finance director August, 1976. The Virginia Municipal League extends sincere sympathy to the family of Cecil F. Jones and to Henrico County. Yates Named To Post ;. EDGAR YATES, Salem's Director of Public W o r k s , has been named Assistant City Manager. Yates fills the position left vacant when Jerry L. Gwaltney resigned the post to become city manager of C o n c o r d , North Carolina. Yates has been with the City for 46 years. Wasserman Appointed DR. MARTIN P. WASSERMAN was appointed Director of the Arlington County Department of Human Resources. He succeeds Dr. Helen Hackman w h o resigned in April. Dr. Wasserman holds a bachelor's degree from Williams College, a medical degree from Johns Hopkins and a law degree from the University of Maryland. Dr. Wasserman was formerly the chief medical officer for Community Health Centers, Bureau of C o m m u nity Health of the Department of Health, Education and Welfare. He has also been involved in legal-medical activities relating to children, particularly in the area of child abuse. Wasserman has served as director of the pediatric emergency room at Uni- The City of Falls C h u r c h has announced the appointment of DAVID R. COOPER as the new Director of Business Development. He has a master's degree in urban planning from Harvard and has served as a consultant and planning official. Prior to his appointment with Falls C h u r c h , he served as director of the Department of Planning and Community Development for the City of Alexandria. As development director. Cooper will work to promote business development in the City and will serve as a liaison between the City government and the business community. Fire Chief Honored N o r f o l k F i r e C h i e f THOMAS E. GARDNER won top honors while earning a certificate in municipal administration from the Institute of Government, University of North Carolina. He is the recipient of the George C . Franklin A w a r d , established by the North Carolina League of Municipalities to honor the late George C. Franklin, the league's general counsel for 12 years. The award is given to the municipal administration student with the most distinguished record. Chief Gardner began the course while working in Charlotte, North Carolina and continued it after he became Norfolk's fire chief March 1, 1978. Hopewell Names Assistant A native of H o p e w e l l , DOUGLAS A. HERETICK, has been named Assistant to the City Manager. He has a graduate degree in public administration from Virginia C o m m o n w e a l t h University; his primary responsibilities with the City will be in personnel. His post was effective May 1. Beck Honored EDWARD A. BECK, former County Manager of Henrico C o u n t y , was presented the Richmond-First Club's " G o o d G o v e r n m e n t A w a r d . " In presenting the award, the judging panel cited 25 years of distinguished leadership in county government and his contributions to Henrico's growth from a relatively rural county to an urban jurisdiction. The " G o o d Government A w a r d " is designed to recognize and commend individuals w h o have made outstanding contributions to local government in the Richmond metropolitan area. Beck was county manager of Henrico from M a r c h , 1952 until April, 1977. He is a past president of the Virginia Section, International City Management Association. Virginia Section Honors During the 1978 Annual Conference of the Virginia Section, International City Management Association, the membership honored three retired members. C. C M V HARRELL, former Town Manager, Vienna, THOMAS W. BLOOMFIELD, former Town M a n ager, Farmville, and WILLARD DAY, former City Manager, Staunton, and County Manager, Henrico, were awarded honorary membership. Governor Appoints Governor John N. Dalton appointed HAROLD C. KING to succeed C o m missioner John E. Harwood as State Highway and Transportation Commissioner. The appointment became effective July 1. King, w h o attended Union College and Denison University, began his engineering career with the New York State Department of Public Works in 1947. Since that time he has been affiliated with the former U.S. Bureau of Public Roads, which is now the Federal Highway Administration. Prior to his appointment as Commissioner, he had been the Virginia Division Administrator for the Federal Highway Administration. Monti Dies Petersburg Councilman GILBERT A. MONTI died May 22 following a lengthy illness. He is a retired Army officer and was serving his first term as a member of council. He retired from military service in 1963 and was employed with the State Division of Planning and Community Affairs. The Virginia M u n i c i p a l League extends sincere sympathy to his family and to the City of Petersburg. • >• tZ U ^ Z ^ Q I— ^ — O > �Places FA/RMX CITY—The City assumed control of its fire and rescue services from Fairfax County on May 1. The new department is staffed with experienced firefighters and some of the most modern equipment available for fire suppression and rescue services. The City not only has a new fire department but also has a new fire station under construction. Wy7"H£V//./.£—Mayor Carl Stark called a meeting of the citizens to discuss improvement of the downtown area. The Mayor reminded the attendees that the renovation of downtown Wytheville had been discussed but plans have never been formulated. A committee of property owners, merchants and members of Council was appointed to get renovation plans underway. PETERSBURG—The City is making some key decisions on their tourism program. A study is being made to see if it is feasible for the City to build a small boat marina. Also included in the tourism program is a plan to purchase the Norfolk and Western Railroad station and property near the river. The City has applied for a federal grant to renovate the whole waterfront area. u < z o > 10 WILLIAMSBURG/JAMES CITY COUNTY/YORK COUNTY—These three localities are exploring a master plan to develop York County's proposed new Quarter Park as an 18 hole golf course. The plan proposes a joint funding package as a way to regionalize the development and operation of the $1.7 million park. The funding would involve the three jurisdictions through the issuance of revenue bonds to partially pay for the development cost; the remainder would be met with grants. MARION—Downtown merchants recently proposed a "town lift" project to Council. Emphasizing that downtown Marion could be a good shopping area, the merchants proposed that building and landscaping improvements should be continued as well as establishing good parking. They also requested an ordinance that would limit the size, location and removal of large overhanging signs. V/£NN/\—Mayor Charles A. Robinson, jr. greeted high school students and other volunteers during the spring clean up for the Town's business community. Businessmen were urged to participate in the clean up in the immediate areas of their business and make general beautification improvements. Town trash trucks also assisted the volunteers in the clean up of the commercial sections of the Town. VIRGINIA BEACH—The police Telephone Reporting Unit is a new system to increase the availability of uniformed patrol officers for response to major incidents and crime prevention. The T.R.U., a specialized unit located in the emergency communications center, can receive and record certain complaints by telephone, currently requiring responses by uniformed police officers. It is hoped that the system will be able to process approximately 30 percent of the complaints presently dispatched to patrol officers. VINTON—The Town offered a free trash and brush pick-up to all citizens who contacted the Town office. The service was offered to encourage all citizens to assist in cleaning up the town prior to the Annual Dogwood Festival. A woman's club also sponsored a Town-wide "Clean Up Day" the same day. Approximately 200 people participated. FALLS CHURCH—The City sold its Historic Triangle property to a developer in order to build a commercial complex. The City purchased the land in July, 1975 with the idea of consolidating small lots and reselling the land for development which would be compatible with City Council goals. The main goal was to stimulate growth in the central business district and eventually broaden the City's tax base. ARLINGTON COUNTY—A matching grant of $18,000 has been awarded to the County in support of a sculpture for Rosslyn's first planned urban park. The sculpture will be the first major public art piece for the County and will serve as a focal point for Rosslyn, which is a major gateway to Arlington. The grant is provided by the National Endowment for the Arts Agency and the grant funds are to be matched by local monies. FAIRFAX COUNTY—The County may become the first Virginia jurisdiction to provide incentives for solar energy equipment in private homes. The Board of Supervisors may pass an ordinance that would exempt solar energy equipment from both personal property and real estate taxes. The ordinance, however, would affect only a few of the homeowners in the County. The ordinance would allow more homeowners to use solar energy since the equipment now is too expensive for the average homeowner. The tax incentive plan might provide the necessary impetus for more homeowners to turn to sun rather than to electric and gas companies for power. BMCKSrONf—The Town will apply for a Housing and Urban Development grant for street repair work and for possible restoration of part of the Schwartz Tavern. The Town Council instructed Richard Lee, Town Manager, to apply for the HUD grant that would develop a section of road work and sewers in the Town. The grant guidelines also allow for improvement of historic sites. LOCALITIES RECEIVE LITTER GRANTS The Virginia Division of Litter Control announced that grants totaling $107,000 have been awarded to 32 localities for antilitter activity. Many of the recent grant recipients plan to conduct public information/education programs which will bring to light the many issues surrounding the litter problem. Division Commissioner Robert W. Slocum reports that this is a key component to continued litter control. He said that few people realize litter cost millions of tax dollars to control, causes accidents and injuries and can drive away tourists and businesses. The grant program was designed to aid localities in developing continuing and comprehensive anti-litter programs. Funds provided to a locality are based upon its population and miles of roadway. �Mowing to maintenance, John Deere lias the tractor for you Whether you're mowing grass or doing other maintenance work, John Deere has the right utility tractor to move in and produce for you. Choose from three models with 43, 50, or 62 net hp. Your choice of gas or diesel engine and more than 20 options lets you custom-equip a tractor to your specifications. Equipped with integral loader and detachable backhoe, you can handle all your loading and underground work. When other jobs require use of the 3-point hitch or drawbar, just drop the backhoe and drive off. John Deere's dependable 3-point hitch enables gauge-wheel-equipped tools, such as mowers, to follow the contour of the ground without scalping. Ask your John Deere dealer to outline for you his wide choice of John Deere Utility Tractors, Loaders, Backhoes and Mowers. John Deere, Moline, Illinois 61265 j h e detachable 9250-A Backhoe, with 2-iever control, digs 13 feet 8 inches and has a reach of 17 feet 5 inches. JOHN DEERE on the move J0301-A 9/M �Compliments of IS YOUR KIND OF FOOD STORE DETECTO Brooklyn, New York BEIMIMETT PUMP M. S. COMPANY GODSMAN, DISTRICT RICHMOND, PHONE: Christiansburg, Blacksburg, Lexington and Roanoke Valley WHOLE HOG COUNTRY SAUSAGE OLD DUTCH SUPER M A R K E T MGR. DANVILLE VIRGINIA 804/282-6965 PIEDMONT MILLS, INC. MANUFACTURERS Bakery & Family Flours O u r Chief Corn Meal We pick the b e s t . . . so you can too A & P J O I N S IN T H E TO WEIGHTS AND SALUTE MEASURES OFFICIALS TOLEDO SCALE aivtaiofi OF RELIANCE et^ECTnic COMPMV MS P. O. Box 1705 C o l u m b u s , Ohio 43216 T e l e p h o n e (614) 438 4548 Compliments of PIGGLY WIGGLY STORES in Virginia New Planters Warehouse Lawrenceville, Va. u EDWARDS 8 East Main Street Salem, Virginia E)J<pN Exxon Greets the Weights & Measures Team WINN-DIXIE Z GREEN MARKET, INC. STORES, INC. O h- VALLEYDALE PACKERS, INC. Valley dale Meat Products Bristol and Salem, Virginia ^MoHon ITT C M I M M M / BttiKf CtmptKf /«c. Morton Frozen Foods Division Charlottesville, Va. C r o z e t , Va. < u 12 MURRY'S =STEAKS H O B A R T SALES & SERVICE ROANOKE, VIRGINIA STANTON, VIRGINIA SALUTES W E I G H T S A N D MEASURES O F F I C I A L S SHENANDOAH'S PRIDE DAIRY HARRISONBURG �7. Prohibition of Employment Discrimination by Contractors, Subcontractors and Vendors. In c o n t r a c t s of over $10,000, witfi c o n t r a c t o r s , l o c a l i t i e s are now required to include a provision wfiicfi s a y s the contractor a g r e e s not to d i s c r i m i n a t e in e m p l o y m e n t on the b a s i s of race, religion, color, s e x or national origin. All s u b c o n t r a c t s m u s t a l s o include s u c h a provision and the general contractor m u s t include in all his employment a d v e r t i s e m e n t s a statement that he is an equal opportunity employer. Current state law requires only state agenc i e s , not l o c a l i t i e s , to incorporate t h e s e p r o v i s i o n s in c o n tracts. Designing a Local Procurement Ordinance A number of l o c a l i t i e s will undoubtedly d e c i d e not to follow the nonmandatory s e c t i o n s of the s t a t e ' s new P r o c u r e m e n t A c t and will formulate their own p o l i c i e s and p r o c e d u r e s a s permitted by the new A c t . At an Attorney G e n e r a l L a w C o n f e r e n c e in IVlay, R o a n o k e City Attorney Wil Dibling had s o m e s u g g e s t i o n s for l o c a l i t i e s w h o w i s h to adopt their o w n procurement policy. 1. Define competitive bidding. 2. S t a t e w h e n competitive bidding will be required. T h e new A c t , for e x a m p l e , exe m p t s p u r c h a s e s of $10,000 and under from competitive bidding if the locality adopts a written policy for s m a l l purc h a s e s w h i c h provides for competition w h e n e v e r practic a b l e . Nothing w o u l d prohibit a locality from adopting a lower ceiling for the requirement of competitive bidding. 3. S p e l l out advertising requirem e n t s for competitive bidding and other p r o c e d u r e s . 4. E x p l a i n what f a c t o r s c a n be c o n s i d e r e d in d e c i d i n g w h o is the l o w e s t r e s p o n s i b l e bidder. S o m e of the f a c t o r s w h i c h c a n be c o n s i d e r e d are: ability to perform contract without delay; w h e t h e r bidder h a s the equipment and fac i l i t i e s to perform; w h e t h e r bidder h a s the f i n a n c i a l resources to perform; and w h e t h e r the bidder h a s the ability to provide mainten a n c e and parts. 5. A provision giving the locality the right to reject any and all bids s h o u l d be i n c l u d e d . (Continued, page 18) THE ULTIMATE CORDLESS PHONE • Have you ever felt "tied down" to the phone in your office, or at home . . . expecting that important call? • How many times have you made a mad dash for the phone . . . only to find it's stopped ringing? • And what about those o c c a s i o n s when you were simply too far away to hear it ring? Compare Our Price and C3uality Only M89°° (includes shipping & insurance) INTERSTATE PHONE REMOVES THE CORD . . . and you have freedom of phone movement like never before! Your phone g o e s where you go! Take it from room to room — a n y w h e r e in y o u r o f f i c e . T a k e a b r e a k in the patio, pool or garden. Work way out in the g a r a g e , b a s e m e n t or driveway. T h e Interstate Phone is there at your s i d e . EXTENDED RANGE Here i s truly the ultimate in cordl e s s p h o n e s . T h e Interstate Phone has unbelievable s o u n d fidelity — with an extended range of up to 600 feet. T h e entire unit — 10.5 o u n c e s — a t t a c h e s lightly and e a s i l y to a belt, or s l i p s into a pocket. Yet you c a n receive or place c a l l s to any corner of the world. YOU OWN IT T h e Interstate P h o n e is wholly independent of the phone c o m p a n y . Even its installation, F C C registered and U.S. G o v e r n m e n t approved for d i r e c t c o n n e c t i o n to any e x i s t i n g phone j a c k . Installation and monthly c h a r g e s are eliminated. STILL MORE FEATURES T h e Interstate Phone unit i n c l u d e s everything you need: Phone • base s t a t i o n • c o m p a t i b i l i t y w i t h all r o t a r y or p u s h b u t t o n s y s t e m s • easy installation with standard phone j a c k s . MEMORY SYSTEM T h e last number called is stored in the m e m o r y a n d is automatically redialed — just push one button — great to reach forever busy n u m b e r s — s a v e s redialing a string of c o d e s . BATTERY RECHARGING CORD S t i l l a n o t h e r I n t e r s t a t e P h o n e exc l u s i v e ! A great new w a y to keep your phone charged — with no need to return it to its b a s e unit. A charge cord is provided, to plug into any A C outlet in the house. W h i c h m e a n s the base c a n be tucked permanently out of s i g h t A N D the p h o n e is a n y w h e r e y o u w a n t it — b e i n g charged. G U A R A N T E E satisfaction is completely g u a r a n t e e d ! U s e t h e I n t e r s t a t e Phone for 15 d a y s in your office, or home. Not p l e a s e d ? You owe nothing — not e v e n a n e x p l a n a t i o n . J u s t return for complete, prompt refund. P l e a s e n o t e : E q u i p m e n t u s e d for b u s i n e s s p u r p o s e s is tax deductible. You h a v e e v e r y t h i n g to g a i n , a n d nothing to lose (in fact, you'll wonder how you ever got along without one). Y E S T h e C o r d l e s s t e l e p h o n e i s t h e s o u n d a n s w e r for m e Please send me u n i t s at o n l y $ 1 8 9 . 0 0 e a c h (California residents, p l e a s e add 6 % s a l e s tax) Total $ enclosed. NAME ADDRESS CITY STATE ZIP SENDTO: INTERSTATETELEPHONE 18210 S h e r m a n Way, R e s e d a , C a 91335 �GRIFFIN Ductile iron Pipe I® Y for water and sewer installations j.iijjii DUCTILE IRON CAST IRON SOIL PIPE & FITTINGS C3RIFFIN PIPE PRODUCTS CO. , AVmsted BOX 7 4 0 • L Y N C H B U R G , V I R G I N I A 2 4 5 0 5 • 8 0 4 - 8 4 5 - 8 0 2 1 Employee Orientation Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . K O E N E N ( 2 1 2 - 5 5 8 - 3 1 8 0 ) JOSEPH A . H A R C U M (212-558-3174) BENEDICT T . MARINO ( 2 1 2 - 5 5 8 - 2 8 4 0 ) L E E K . BARBA ( 2 1 2 - 5 5 8 - 2 1 6 8 ) ROBERT M . BROWN, I I I ( 2 1 2 - 5 5 8 - 3 3 5 6 ) M I C H A E L P . GEORGE ( 2 1 2 - 5 5 8 - 2 6 8 0 ) ROBERT B . N O L A N ( 2 1 2 - 5 5 8 - 3 3 6 0 ) Lehman Brothers Kuhn Loeb Incorporated NEW YORK • ATLANTA • BOSTON • CHICAGO DALLAS • HOUSTON LOS ANGELES SAN F R A N C I S C O • LONDON • TOKYO New e m p l o y e e s may not instinctively know w h e n and where to take lunch breaks, where the stock room is and many other details about a new j o b . For this reason, the public w o r k s d e p a r t m e n t in Lodi, California has developed guidelines and a c h e c k l i s t f o r supervisors w h e n cond u c t i n g e m p l o y e e o r i e n t a t i o n s . The g u i d e l i n e s include a list of goals and d o c u m e n t s needed to c o n d u c t the o r i e n t a t i o n session and a list of items t o be d i s c u s s e d such as lunch and coffee breaks, att e n d a n c e , use of e q u i p m e n t , safety rules, j o b or p o s i t i o n d e s c r i p t i o n , p e r f o r m a n c e standards and a tour of the organization. Contact Lodi's Public W o r k s Department, (209) 3345634. Marketing Local Government The City of Menio Park, California reported s u c c e s s in marketing local g o v e r n m e n t by p u b l i s h i n g a Comm u n i t y G i f t s Catalog sent to all city residents before C h r i s t m a s , urging t h e m t o make tax d e d u c t i b l e donat i o n s t o t h e city f o r public use. W i t h i n a few m o n t h s , MenIo Park received about $10,000 in gifts ranging f r o m a $10 gift f o r chlldcare t o $1,700 f o r library b o o k s . �(Continued from page 8) m a y not take all t h e customers w h o s e names begin with the letters A - M w i t h a n o t h e r f i r m t a k i n g N-Z. These examples are considered very serious violations because t h e y are t h e a n t i t h e s i s t o c o m p e t i t i o n in as m u c h a s " p r i v a t e a g r e e m e n t s have replaced c o m p e t i t i o n as the e n g i n e of the m a r k e t , " Shene f i e l d e x p l a i n e d . T h e s e k i n d s of activities are c o n s i d e r e d so r e p r e h e n sible that they are c o n s i d e r e d per se u n l a w f u l . T h e c o u r t — i n c o n t r a s t to most violations under the A c t s w i l l n o t e v e n l o o k at t h e q u e s t i o n w h e t h e r t h e s e k i n d s of p r a c t i c e s made sense for the people w h o entered into t h e m . The second anticompetitive situation prohibited under the antitrust laws deals w i t h the r e l a t i o n s h i p bet w e e n a m a n u f a c t u r e r of g o o d s a n d a retailer or a retailer and a c o n s u m e r . It i s a f e l o n y , f o r e x a m p l e , f o r a m a n u f a c t u r e r t o s e l l t o a retailer a n d t o d i c t a t e t h e p r i c e at w h i c h the item m u s t be s o l d . Likew i s e , it i s i l l e g a l f o r a s e l l e r t o refuse to sell s o m e t h i n g to a customer unless the customer also buys s o m e t h i n g else from the seller that the c u s t o m e r d o e s not really w a n t . T h i s i s k n o w n a s t y i n g . (If a l o c a l g o v e r n m e n t i n d i c a t e s t h a t it w i l l s e l l e l e c t r i c i t y if t h e b u y e r w i l l p u r chase water on sewerage service, t h a t is a t y i n g a r r a n g e m e n t t h a t m a y w e l l b e in v i o l a t i o n o f t h e a n t i t r u s t laws.) The third anticompetitive category involves the c o n c e p t of mon o p o l i z a t i o n . V i o l a t i o n s of the a c t s will occur where a person seeks to prevent c o m pet i t or s from c o m i n g into the person's market or seeks to m o n o p o l i z e t h e m a r k e t b y m a k i n g it impossible for others to effectively compete with the person. T h e s e private s e c t o r l a w s u i t s frequently represent conduct that g o e s b e y o n d hard t o u g h c o m p e t i tion to the point of c o h e r s i o n and sometimes violence. N u m e r o u s questions remain unanswered regarding the application of t h e f e d e r a l a n t i t r u s t l a w s t o local g o v e r n m e n t s . Unfortunately, the answers will probably painfully evolve t h r o u g h the m y r i a d of litigation that is a l r e a d y b e g i n n i n g t h r o u g h o u t t h e country. 1982 ANNUAL CONFERENCE VIRGINIA ASSOCIATION OF CHIEFS OF POLICE AUGUST 22-25, 1982 Marriott Inn Biacksburg, Virginia SUNDAY, AUGUST 22 Registration President's Reception 4:00 p . m . 6:00 p.m. MONDAY, AUGUST 23 8:30 9:00 9:00 10:00 Registration Opening Session S p o u s e s ' Craft D e m o n s t r a t i o n a.m. a.m. a.m. a.m. V C I N — W h a t Your S y s t e m Can Do For You Uniform Crime Reporting V a . U.S. A t t o r n e y s First Annual Golf T o u r n a m e n t Smithfield Plantation Tours Barbecue and h/lusic-Compliments, Biacksburg, Christiansburg and Pulaski Police Departments 11:00 a . m . 11:15a.m. 1:00 p . m . 2:00 p . m . 7:00 p . m . TUESDAY, AUGUST 24 8:30 9:00 9:00 12:30 2:00 2:00 4:00 6:00 Registration Cutback Management VPI G r e e n h o u s e T o u r s Spouses' Fashion Show/Luncheon Disaster Critique Smithfield Plantation Tours L e g i s l a t i o n 1983 Reception/Banquet/Dance a.m. a.m. a.m. p.m. p.m. p.m. p.m. p.m. WEDNESDAY, AUGUST 25 9:00 9:00 10:30 12:00 Safety Legislation Spouses' Shopping Spree Business Session Adjournment a.m. a.m. a.m. p.m. P r e s i d e n t H . B. C h i l d r e s s , C h i e f o f P o l i c e , P u l a s k i w i l l p r e s i d e o v e r t h e 5 7 t h A n n u a l C o n f e r e n c e . A p p r e c i a t i o n is e x t e n d e d t o t h e C o n f e r e n c e P l a n ning C o m m i t t e e for arranging the entertainment. For further i n f o r m a t i o n , p l e a s e c o n t a c t J o n 1 T e r r y (804) 6 4 9 - 8 4 7 1 . ORDINANCE CODIFICATION Looseleaf Supplement Service M UNICIPAL CODE CORPORATION J f- O. TAUAHASSEE, . L a v ^ ^ r i a l Staff • Modern Computer Technology lex J1J5 FLOtlOA 31)04 • S e r v i n g 1,650 c i t i e s a n d c o u n t i e s in 47 s t a t e s , 44 in V i r g i n i a �Professional Directory Southern HARLAND BARTHOLOMEW & ASSOCIATES, INC. PLANNING • LANDSCAPH A H C H I T F C T U R E • ENGINEERING COMMUNITY D E V E L O P M E N T CONSULTING Gt\;)lo^ical, Soils and Environmental G i n s u l t a n t s Ground Waler Southern Studies L i i n d DisposdJ o f rfTlucnis a n d Sludges Solid Wasie Sludies 1 IV'-t M t . r v i n Mrnxx- Rates • Foundation ^,•^^,x>^ Fvalualions s \ , ; v i n i j ,n(.*ll-H(Vt V)*, S V . I Engineering 1 8 0 0 Peachtree Atlanta, (404) Company oi Virginia 400 E a s t M a i n Street Street, N W. Georgia P H O N E 352-9200 HIDR C H O D A T , R U B A C K & A S S O C I A T E S INC- Ranning T H E HATHAWAY H O U S E 103 C E N T R A L S T , P , 0 , B O X 749 W E L L E S L E Y , M A S S A C H U S E T T S 02181 T E L E P H O N E f 6 1 7 ) 237-5815 System Studies Feasibility Studies Design Relaying ... Metering H e n n i n g s o n , E n g i n e e r s DESIGNERS PUBLIC UTILITY Dale 1504 S a n t a VA 23288 • Phone A%4 ^ GREGG LTD. '•:.:y' 804/649-8627 D u r h a m G. R i c h a r d s o n • C o n s u - C a n t s Rosa Road Austin Droctwnbrough Gannett FlEming and Associofes E N G I N E E R S AND P L A N N E R S CIVIL • MECHANICAL ELECTRICAL • PLANNING S U R V E Y I N G - INDUSTRIAL FACILITIES AND PROCESS DESIGN • HiGHWArS • WATEB AND SEWERAGE SVSTEMS • DRAINAGE * SURVEYING IVIHONMENTAL STUDIES - S'lE PLANNING AND NORFOLK FAIRFAX No 11 Koger Executive Center • Fairfax t*rofessionai Buiidrng Sune 250 Norfolk. VA. 23502 » Suite 7 3545 Cfiain BrirJge Road Fairfax, VA. 22030 : A R V S T . RICHMOND. VIRGINIA 23219 • PHONE aM,'644-9*93 RUSSELL & AXON MALCOLM'Ti WATER W A S T E W A T E R SOLID W A S T E S Thr-ee Chopt & Parham Roads, Richmond 2 3 2 2 9 ' CONSULTING AND ENVIRONMENTAL 301 ENGINEERS HIDEN BOULEVARD NEWPORT HANSEN ENGINEEKS H U R T ENGINEERS-PLANNERS-SURVEYORS N E W S , VA 23606 & P R O F F I T T , I N C . Water, Wastewater, Solid THE PrrOMETER ASSOCIATES ^ Wastes, L a n d Development Site Highways • Utilities •Walerfront ResideniiaL Commercial divisions, Road, Facililies-Municipal C o m p r e h e n s i v e (804) S T U A R T Cable • & JOST, Industrial Waste Treatment • Treatability • 140 S y l v a n Avenue, Virginia 16 201-567-8990 D r i v e , S u i t e 101 B e a c h , Va 23462 CH2M HHILL Studies P.O. B o x 1218 Englewood Clitfs, N , J ,07632 • 405 So, Parliament Satoly 804-499^8508 ('((iMi imisl^ SI i r i i l i s t s Surveys Distribution Hydraulic S t . , Nev/ Y o r k , Atlanta Studies Investigations N, Y . 10007 N e w Milford, Ct. PURYEAR, INC. CONSULTING Ciim- Richmond, .Applica- E N G I N E E R S Research P.O. Systfm.s • E k x l r i c a l ('(imml'vsion Main Water Special Columbia tion a n d I*rcp:iration • K x p c r t T e s t i m o n y a n d W i t n e s s INCORPORATED > S y s t t ' m s • .Alarm D i - s i ^ • Fi'dcnil Oimmunicalidns BUCK, SEIFERT Trunk Surveys BODIE, TAYLOR AND (804/237-2044) T i l ™ , m • T V B r o a d i a s l • Public municalions 282-7657 Water S u p p l y • S e w a g e Chicago Waste 611 Consulting Engineers o j i ) 100 C h u r c h V A 24501 V A 24504 Wtt,i«w L A W N D B I V E P. ( w. 8 6 8 7 tHMONU. VlHCINIA 2 3 3 2 6 O I< H '•'\W\yJ'J 3229 W a t a l i c k K o a d , L y n c h b u r g , Engineers 1S14 (804) let ('onsuliin); E n g i n e e r s HATE STUDIES (2121 2 6 7 - 8 2 8 8 Engineers Y \r ^/ 847-77% R O Y E R & ASS<>< l A T E S , I N C . Q • FRKDKKK K(;.(.KII ITN. P.C MUNICH Consulting [Y Airports 1933 F o r t A v e . Lymhburg. Planntng-lndustrial P a r k Development f^jjj Plans & Industrial Sub- Dams. ^ X T J ^ Q N Soils & Foundations n. P C 10=?0 OLDE FORGE P l A Z A ( R E D E R i C K S B i J R G VA c'DAW 703/371-8040 UNITED A M E R I C A N PLA^A SUITE 1B01 K N O X V I L L E TN ,17BL>g 615/524-2900 Eiigineers-Planners-Surveyors O • ARCHITECTS. 804-599-5511 Langley and McDonald TKR WORKS rt'EKAGE F U S E I>ISrO.SAI. • P l a n n e r s 804-288-4051 ODfisulring Engineers Engineers Planners Surveyors Virginia CONSULTANTS Building - Suite 2 2 4 . Richmond, Richmond, 23219 30367-8301 Road B o x 2901 Virginia 23235 804-794-6823 R. Complete Engineering Services M u n i c i p a l and Induslrial Waste Treat- K K N M . I H WKF.K.S K.\GI.\I:I;R.S ment, Power Systems, Structures, Solid Wastes, Water Resources, Waler Walter Supply and Treatment, Transportation Sfwage Supply 1941 R o l i i n d Clcirke Pl.ice R e s l n n , VirHini.i 22091 711 l/h2(l-,".J(H) a n drurification Treatiiu-m Invpsiigations • Streets a n d Reports • Scwcrai^e a n d a n d Hii^hwavs • Sii])ct-^ i s i o n • of C^oiistniciion, 33 'ririEW.\Ti R D R . \ A . 2350*' �(Guidelines, from page 10) The best medicine for t h e pains o f Lafayette, Midcal and Boulder w o u i d be federal legislation clearly e x e m p t i n g local g o v e r n m e n t s from the effects of antitrust violations. Efforts have b e g u n at t h e federal level t o initiate l e g i s l a t i o n o f t h a t type but at this writing none has been i n t r o d u c e d a n d t h e federal legislative process is laborious and unpredictable. S o , what should localities d o in t h e m e a n t i m e ? The next best protection ist o follow t h e Supreme Court's mandates, that is, have t h e General A s s e m b l y adopt specific legislation bringing l o c a l i t i e s u n d e r t h e Par/cer u m b r e l l a or state a c t i o n . T h e a m o u n t o f state supervision necessary t o meet the Court's muster is still a question. S o m e e x p e r t s have o p i n e d t h e mere filing of annual reports or other simi l a r l i p - s e r v i c e t o t h e s u p e r v i s i o n requirement will be sufficient compliance. Other experts, however, assert this limited c o m p l i a n c e is risky and probably will not meet the test. If a c t u a l s u p e r v i s i o n b y s t a t e a g e n cies, state officials o r periodic rev i e w s a n d a u d i t s s h o u l d b e req u i r e d , it b e c o m e s a p p a r e n t t h a t Virginia (and t h e other states) will lose m u c h o f t h e a d v a n t a g e o f gove r n m e n t at t h e local level. But effective legislation, even at the state level, c a n n o t b e a c c o m plished overnight and the antitrust challengers are n o t likely t o wait. Hence, most ofthose with antitrust experience are advising local gove r n m e n t s t o b e h a v e a s if t h e y have no antitrust i m m u n i t y at all. T o t h e writer, this m e a n s elected a n d app o i n t e d o f f i c i a l s , i n c l u d i n g local attorneys, must begin to think and act a s if e v e r y a c t i o n o r a c t i v i t y w i l l b e challenged. Local governments should follow the experience of b u s i n e s s enterprises and establish antitrust compliance companies. A proper compliance p r o g r a m will require analysis of every activity undertaken o r expected to be undertaken, identifying potential antitrust problems. T h e p r o g r a m s h o u l d i n c l u d e t h e locality's antitrust policy w h i c h tells local officials what t h e applicable law is a n d h o w t o c o m p l y w i t h it. The program should also provide training sessions and seminars for employees. A document retention program should be instituted prescribing the d o c u m e n t s t o be retained (with the period) s othey will be available t o support t h e locality's antitrust policy is i m p o r t a n t . A l t h o u g h " g o o d f a i t h " is no defense to antitrust vio(Continued on next page) TECNOMICS • Consulting • MICRO COMPUTER • TRANSPORTATION STUDIES PROGRAMMING STUDIES 100 ARDMORE STREET BLACKSBURG 2 4 0 6 0 703-552-5609 F E A T U R I N G : M E X I C O F O R G E Laboratories Industrial and Municipal RATE S T U D I E S • CONSOLIDATION/ANNEXATION Engineers Environmental A N D T I M B E R F O R M A L P E R S T E I N BROS.. INC. 900 7 l h S T R E K T , N . W . 1531 N o r t h M a m S t r e e t Blacksburg, Virginia 2 4 0 6 0 (703) 5 5 2 - 5 5 4 8 OLVER INCORPORATED • Solid W a s t e / E n e r g y Recovery • Water Pollution Control • Air Pollution C o n t r o l • Industrial W a a t e T r e a t m e n t W A S H I N G T O N . D.t;. ^ 0 0 0 1 W H E R E Y O U R C O M E S HOTSY R E C R E A T I O N P L A Y G R O U N D 'ASSOCIATES F I R S T A[,PKRSTEIN 1202) 842 l l f i O E Q U I P M E N T •P A T I O & P O O L F U R N I T U R E •S P O R T I N G GOODS . P I C N I C T A B L E S •G Y M E Q U I P M E N T •P A R K S T O V E S C h a r l e s R Velzy A s s o c i a t e s , i n c . Consulting Engineers 355 M a i n Street A r m o n k , N e w York 10504 SCS Box K228 Koger Executive Center R i c h m o n d , Virginia 2 3 2 6 8 ENGINEERS S T E A R N S . C O N R A D AND SCHMIDT CONSULTING E N G I N E E R S ,INC. • W A T E R SUPPLY • WASTEWATER TREATMENT • SANITARY LANDFILL DESIGN , GAS PROTECTION AND RECOVERY 1 1 2 6 0 R o g e r B a c o n D r i v e , R e s t o n . V a , 2 2 0 9 0 • (703) 4 7 1 - 6 1 5 0 C a l i t o n i i o • Woshington • K e n t u c k y ENGINEERS • ARCHITECTS • PLANNERS L E E HIGHWAY, SUITE 2 0 2 • j S. Roberson, Jr. Carolina SURVEYORS G O'hiara, Greenhorne 10710 . •South iilOBnrENSGEnE Inc. ConsultmgEngineers 1200 15th street N,W, Washington, D,C 2 0 0 0 5 (202) 861-0026 FA PHONE Boston, Philadelphia, New York, St, Louis, Syracuse, White Plains 703-385-9800 WHITMAN, KEQUARDT AND A S S O C I A T E S ENGINEERS 2315 SAINT PAUL STREET UUIBLE & ASSOCIATES, INC. Consulting E n g i n e e r s Land Surveyors 679 N . Main Street, Chase C i t y , V A (804) 372-5101 Water BALTIMORE, MARYLAND 21218 (301) 2 3 5 - 3 4 5 0 G A M E TIME, I N C . C U N N I N G H A M AbSOC. INC, Bex 9 5 5 4 L a k e s i d e Br , R i c h m o n d , V a 23228 P h o n e 8 0 4 •262-2401 CE MAGUIRE, INC. ARCHITECTS/ENGINEERS/PLANNERS 452 Sauthlske Boiilevard 142 W York Streel 5203 Leesliiirg Pike. Suiti 800 Rithmond. VA 23236 Suiti 710 Falls Chureli, VA 22041 804 749-1174 Nortolk.VA 23510 703 998-1)!00 804 627-2939 AMBULANCES, COMMUTER BUSES, 4 dr. L I M O U S I N E S 6 dr. Hearse & Ambulance Sales Inc., 8011 Jefferson Davis Hwy., Richmond, V a . 23237 Ph. 1-804-275-2624 Waste Collection & Disposal • Drainai!;e" S o i l E v a l u a t i o n • Site . A n a l y s i s COMPLETE PUBLIC WORKS ENGINEERING AND LAND SURVEYING SERVICES G e o r g e C u n n i n g h a m , Field R e p r e s e n t a t i v e "imag ineered" P L A Y G R O U N D a n d P A R K E Q U I P M E N T BY Supply. D i s t r i b u t i o n & T r e a t ment • D o m e s t i c & Industrial BENGTSON, DeBELL, ELKIN & TITUS CONSULTING ENGINEERS & SURVEYORS P.O, 8 0 X 4 2 9 13924 Braddock Rd, Centreville. VA 2 2 0 2 0 703-631-9630 Blauvelt P.O, Box 83 SO-S Edwards Ferry Rd, Leesburg. VA 2 2 0 7 5 703-777-1258 E n g i n e e r i n g Co. consulting Engineers I H O Q < MS55 r.ansi; • Bridges ar. Design"^ Inspection • o Waste Systems Michael K. Berlin Municipal Services Monoger Eost Central Region BROWNING-mtRIS INDUSniES PO Bo. 8733 BWI Airport, Maryiond 21240 Bolt, (301) 796-8850 Telex: 87-487 17 • �lations, a n t i t r u s t lawyers s e e m t o agree local g o v e r n m e n t s s h o u l d bolster every p o s s i b l e " p u b l i c intere s t " d e f e n s e t o a n t i t r u s t a c t i o n s by d o c u m e n t i n g t h e reasons w h y c o m p e t i t i o n is being l i m i t e d f r o m a v i e w p o i n t of public safety, health or welfare. C o m p e t i t i o n s h o u l d not be restrained except in e x c e p t i o n a l cases and only t o the a b s o l u t e minimum necessary. Local governm e n t s s h o u l d examine their b i d d i n g p r o c e d u r e s and p r o c e d u r e s f o r a m e n d m e n t t o z o n i n g ordinance or for award of licenses and franc h i s e s , to assure they are fair and applied in an even-handed manner. The greatest a m o u n t of a t t e n t i o n s h o u l d be f o c u s e d o n t h e areas where localities have t h e highest vulnerability especially where t h e locality acts in a proprietary way and c o m p e t e s w i t h non-government e n t i t i e s . Local o f f i c i a l s m u s t also avoid activity giving t h e appearance of i m p r o p r i e t y or c o n s p i r a c y , i.e. no secret m e e t i n g s . Finally: Employ a n t i t r u s t c o u n s e l . A l t h o u g h it is not s u r p r i s i n g that the recommendation to employ counsel is universal, since m o s t people offering advice are either a n t i t r u s t lawyers or w o u l d like t o be, it will pay h a n d s o m e d i v i d e n d s to g e t g o o d advice before landing in court — in particular, seek help in f o r m u lating a c o m p l i a n c e program and policy. YARGER AND ASSOCIATES, INC. Over 600 Surveys Our 29 th Year Position Classification and Pay Plans Management and Organizational Studies Test Construction — F i r e and Police Studies 2830 Mary Street Falls Church, Va. 22042 703/560-6900 GERAGHTY & MILLER, INC. 844 WEST STREET, A N N A P O L I S , MD 21401 (301) 268-7730 SYOSSET TAMPA BATON ROUGE W PALM BEACH HARTFORD HOUSTON CHAMPAIGN-URBANA 13 7 700 FALLS LEESBURG PIKE SUITE 302 CHURCH,VA. 22043 703/893-0711 B O L / t e Enaineennc) CorrDorEiCion consultlna WATER, WASTEWATER, SITE DEVELOPMENT, STRUCTURAL enaineers DRAINAGE,FLOOD CONTROL STREETS , HIGHWAYS,BRIDGES DESIGN , MARINAS TRAFFIC SIGNS S h a n n o n - B a u m , Inc. P.O.BOX TRAFFIC 2511 POSTS BALTO., M D . 2 1 2 1 5 (Procurement, f r o m page 13) REFLECTIVE SHEETING TRAFFIC SIGN FACES ALUMINUM 301-358-3900 BLANKS (COLLECT) American Uniform Sales, Inc. ^ O D FINANCIAL AND < CONSULTANTS MANAGEMENT • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification and Pay Studies • Executive Search a n d Selection • Management and Organization Studies • Utility and Public W o r k s Management Studies • Governmental Status Studies (3 MUNICIPAL ADVISORS INCORPORATED '.O. B O X 45 18 \ 1 R C ; 1 N I A B t A C H , \',\- 2,14.58 804 422-1711 6. S p e c i f y exemptions from c o m p e t i t i v e b i d d i n g s u c h as in e m e r g e n c y s i t u a t i o n s or sole source p r o c u r e m e n t . If the river is rising and t h e locality needs sand bags immediately, c o m p e t i t i v e b i d d i n g is not required. A sole source exemption applies when there is only o n e place t o get an item s u c h as postage stamps. 7. Give either the chief a d m i n i strative officer, or the head of the p u r c h a s i n g d e p a r t m e n t the a u t h o r i t y t o f o r m u l a t e administrative rules and regulations. Local governing bodies s h o u l d not try t o write everything into the local procurement code, many details are best left to a d m i n i strative rules a n d regulat i o n s . All bidders and local g o v e r n m e n t e m p l o y e e s involved w i t h p u r c h a s i n g must be familiar w i t h t h e rules and regulations because everyone involved w i t h purchasing m u s t play by the same rules. 8. Include a procedure t o debar f r o m further b i d d i n g any vendor or c o n t r a c t o r w h o does not abide by the law. Vendors and c o n t r a c t o r s d o defraud the government as s h o w n recently by t h e highway bid rigging cases in the C o m m o n w e a l t h . A debaring procedure must provide due process f o r bidders a c c u s e d of fraud a n d m u s t specify t h e length of t i m e a vendor or c o n t r a c t o r will be f o r b i d d e n f r o m participating in t h e b i d d i n g process. 9. A procedure for o b t a i n i n g professional services (acc o u n t i n g , architecture, land surveying, m e d i c i n e , or engineering) s h o u l d be considered. C o m p e t i t i v e negotiat i o n or s o m e similar c o m p e t i tive procedure may be used. 10. The general policy s t a t e m e n t s h o u l d indicate that the locality encourages c o m p e t i t i o n among vendors or cont r a c t o r s , works to increase public c o n f i d e n c e in its purchasing practices, administers fairly and equitable its policies a m o n g bidders and tries t o obtain high quality g o o d s and services at the lowest possible price. Conclusion The Virginia Public Procurement A c t is not a straitjacket but rather a flexible tool for localities to use t o reshape their purchasing practices. After localities c o n f o r m their policies t o t h e A c t ' s seven requirem e n t s , t h e general guidelines of t h e A c t may be f o l l o w e d to f o r m u l a t e practices and procedures f o r purchasing g o o d s and services. Localities are beginning to work on r e s t r u c t u r i n g their purchasing procedures to meet t h e January 1, 1983 deadline for being in conformance w i t h the A c t . One of t h e last a m e n d m e n t s to t h e A c t extended the deadline from July 1, 1982 to the first of next year. That change was made at t h e request of the Virginia M u n i c i p a l League w h o s e staff in R i c h m o n d is assisting localities in revising their purchasing p o l i c i e s . �Marketplace Budget Officer Prince William County, located in Northern Virginia, is seeldng a qualified Budget Officer. Incumbent will be responsible to F i n a n c e Director and County Executive for budget preparation and administration. General fund budget $50 million and supervises staff of tfiree. Master's degree in public or b u s i n e s s administration or related field and tfiree years progressively responsible experience in budget preparation. Salary $30,473-$33,277. Please send salary requirement. Apply to Personnel Director, 9300 Peabody Street, M a n a s s a s , Virginia 22110(703)369-9280. PUBUC Providing m a n a g e m e n t a s s i s t a n c e and consultant s e r v i c e s to l o c a l , r e g i o n a l , and s t a t e g o v e r n m e n t s s i n c e 1 9 3 3 . McMANIS A S S O C I A T E S , INC. Washington, D.C. Management Consu Consultants to City and County Governments Management Audits •Operations and Productivity Analysis Community Development • Executive Searches • Economic Development 1201 Connecticut Ave., N.W., Washington, D.C. (202) 466-7680 _ _ _ _ _ _ _ (703: 1703) 590 1131 670 6300 Municipal Audits Federal — Head Start C E T A — HUD. A-102 Single Audits J A M E S M. B R I D G E S , C P A JAMES BRIDGES LTD A PROFESSIONAL CORPORATION Uertitied Public Accountant 1400.? MINNEVILLE RD DALE CITY VA 22193 T E R R A Q U A R e s o u r c e s Corporation S t u d i e s • Facility Pl a n n i ng Design C o n s t r u c t i o n Management • Operations Water/Wastewater • Solid Waste Hydraulic S y s t e m s & Structures 7E Procurement Workshop Sue ?AOUA iMx MM Plans — Hifihway Engineers/Consultants Reading, PA 215-378-9300 Hunt Valley, MD 301-667-6020 — StuJifi — Drainajie Syuemi JORDAN & HUTCHERSON, In response to the new Procurement Act, the Virginia Municipal League has planned two workshops to assist local governments to comply with it. For localities over 3,500 population, officials will meet Thursday, July 29, 1982 at the Holiday Inn West (1-64) in Richmond. For towns under 3,500, a workshop will be held Wednesday, July 28, 1982 at the Boar's Head Inn in Charlottesville. Registration information will be mailed to all member localities and be included in the League's newsletter, L E A G U E / . E r r E R One of the most popular cost saving techniques being used by California cities is the contracting of local government services. Cities currently contract for data processing, bookkeeping, engineering, building Inspections, building maintenance, planning, landscaping, parks and recreation services, street sweeping, refuse collection and police protection. Contact the League of California Cities, (916) 444-5790 for further information. 1313 E s s t 6 0 U i S t r e e t C h i c a g o , m i n o i s £0637 (312) 9 4 7 - 2 1 2 1 1497 C t a i n B r i d ge R o a d M c L M n , Virfinia 22101 (703) 7 M - I S 7 0 Wanted To Buy Virginia Western Community College in Roanoke, Virginia would like to purc h a s e 40-50 used parking meters from any town or city that may have removed meters from their streets and/or lots. Meters must be in good condition and working order and may be either single or dual head. Posts desirable. Please forward information to Mr. Dwight Blalock, Dean of Financial and Administrative Services, Virginia Western Community College, P.O. Box 4195, Roanoke, VA 24015 or call (703) 982-7201. Contract Local Government Services ADMINISTRATION SERVICE consulting engineers surveyors (804) 353-5541 R I C H M O N D , VA. 23230 S U I T E 109 2405 W E S T W O O D A V E . A & INC. Ration, Harris, Rust & Assoc. a Drolessional corporalion E n g i n e e r s , Surveyors , P l a n n e r s Coinplele pfofessional sefvices (oi municipalities and public agencies M*in Office: 10523 Main Street. Fairlax Virginia 2 2 0 3 0 [ 7 0 3 ) 2 7 3 8 7 0 0 Vitlflv O f f i c * 100 South Main Street Bridgewater. Virginia 22812 ( 7 0 3 ) 8 2 8 2 6 1 6 Florida-—West dmq Virginia—Georgia—Waryiand DAVID M. G R I F F I T H AND A S S O C I A T E S , LTD. Computerized Accounting S y s t e m s National Leaders in the Preparation of Cost Allocation Plans 1100 Logger Court. Building D, Suite 100. Raleigh, NC 27609 AH Tetephone S y s t e m s Evaluated Inter-Connect-Bell 919/876-8042 804-746-3684 630 Jay Way Mechanicsville, VA 23111 Abbott - H a r k s e n Communications C o n s u l t a n t s Improve S e r v i c e - R e d u c e C o s t On Long D i s t a n c e - P B X - 9 1 1 Billings �Heart attack or stroke could knock you down on your way up. You're working for the challenge, the satisfaction, the success. The last thing you want is a heart attack or stroke. Yet, nearly one million Americans die of heart disease and stroke every year. And 200,000 of them die before retirement age. The American Heart Association is fighting to reduce early death and disability from heart disease and stroke with research, professional and public education, and community service programs. But more needs to be done. You can help us find the answers by sending your dollars today to your local Heart Association, listed in your telephone directory. American Heart Association WERE FIGHTING FOR YOUR L � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 7 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource July 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198207 https://www.virginiaroom.org/digital/files/original/69/6443/198208.pdf 6e01e73297899e02c694b740cb7fb7b3 PDF Text Text �Commentary Comparing Virginia's Economic Development Efforts By George Asimos, Jr. o Q <: o H < Z o a: "If you don't have what an Industry Is looking for, some other state does." This familiar phrase heard In industrial development circles reflects the high degree of competition among state and local governments for new and expanding Industry. Indeed, the battle among the states Is easy to document. Since the 1960s, every state in the nation has had at least one agency devoted to the promotion of industrial development. In 1979 each of agencies spent an average of nearly $2 million for advertising, site selection assistance to industry, research and consulting with local governments. During 1981 twentythree states, excluding Virginia, offered some form of indirect loan to Industries building a plant within their boundaries; twenty-five states, again excluding Virginia, offered corporate income tax reductions for new and expanding Industries. In the same year state and local governments across the country. Including Virginia, issued 1,490 Industrial revenue bonds worth $2.2 billion. Although the provision of various incentives to industry may contribute to a state's success In attracting new companies, other factors, such as the availability of highly desirable sites and a skilled labor force, may exert a larger influence in the locational decisions of businesses. It Is clear that managers of firms compare the economic development efforts of neighboring states when they make such decisions. For this reason, it is important to examine the Commonwealth's development activities in relation to the efforts of those states with which It competes most directly for Industry. Looking at the number and type of Incentives offered for new industrial growth and the amount of money available to a state's ecoAboutThe Author Mr. Asimos is affiliated with the Institute of Government at the University of Virginia. nomic development agency are two ways to compare the economic development programs of states. State incentives for industrial development range from tax abatement and financial assistance for construction to planning industrial parks and constructing shell buildings. Of 55 widely accepted types of incentives, Virginia offers 22. All of Virginia's immediate competitors for industry (Maryland, West Virginla, Kentucky, Tennessee, North Carolina and South Carolina) provide a broader range of incentives. North Carolina, next lowest to Virginia, provides 24 incentives, and Maryland, at the top of the scale, provides 36. Virginia, like most of its neighbors, shies away from the so-called "tax-giveaway" programs. Of its neighbors, only \Nest Virginia uses these incentives. Virginia particularly lags behind its neighbors, though, in financial assistance to local governments and to new and expanding industry. Assistance to local governments could help in building industrial parks and expanding sewer and water capacity. Financial assistance to industry also could decrease the start up cost of small businesses (20 or fewer employees) that, it has been shown, are more likely than medium or large-sized businesses to expand and create jobs. Although Virginia was one of the first states to establish an industrial development agency and still employs a highly professional staff, its agency's budget is smaller than the budgets of agencies in neighboring states. In 1979, Virginia's Division of Industrial Development spent $1.86 million, while Maryland's agency, being the largest program among Virginia's neighbors, spent $11 million. In per capita terms, as well, Virginia spent the least on its development agency: 31 cents per person. North Carolina was next lowest at 64 cents, or more than double Virginia's per capita spending. Kentucky spent 69 cents; Tennessee spent 78 cents; South Carolina spent 83 cents; West Virginia spent $1.66; and at the top, Maryland spent $2.37 per capita on its principal industrial development agency. A large portion of Virginia's shortfall may occur in the community development area, since only one professional staff person is assigned the task of assisting local government industrial development efforts. In contrast. North Carolina has seven field offices with one or two professionals staffing each office. Governor Robb's proposed "Leadership Community" program is an attempt to enhance Virginia's efforts in this regard. One method for gauging the success of a state's efforts to attract industrial development is "by counting new smokestacks." According to a survey by Industrial Development magazine, 79 new or expanded plants costing at least $200,000 each were located in Virginia in 1981. By this measure, Virginia compares favorably with most of its neighboring competitors. Two of these states had fewer than Virginia; West Virginia and Tennessee, at 47 and 52 respectively. Maryland and South Carolina, with 93 and 128 new plants, were close to Virginia, although slightly higher. Two others, however, far outdistanced Virginia. Kentucky, with 229, and North Carolina, with 292, stood among the top five states in the nation in garnering new or expanding plant locations. The number of plants, of course, is only a rough measure of recruitment success since it gives no indication of the quality of industry attracted. Interstate competition for industrial growth imposes continuing pressure on each state to meet or exceed industrial development incentives of neighboring states. The Commonwealth's rich natural and human resources have enabled the state to achieve substantial industrial growth with only modest governmental incentives. Whether these incentives will be sufficient to ensure acceptable levels of growth in the future is a question of vital importance. �Virsinia *City Editor Charlotte Kingery Editorial Assistant Margaret A. Nichols Advertising and Business IVIanager Sandra J . Bacas Telephone 804/649-8471 2 VML President R a y m o n d F. R a t c l i f f e Executive Director R. Michael A m y x " V i r g i n i a ranks l o w e s t a m o n g its immediate c o m p e t i t o r s in offering e c o n o m i c development i n c e n t i v e s , s u c h a s tax abatement." Officers Francis T. West C h a r l e s A. R o b i n s o n , J r . L a w r e n c e A. D a v i e s Vincent J.Thomas 4 VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia IVIunicipal League. It is published monthly at 311 Ironfronts, 1011 East IVIain Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOVJN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates$7 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753 Richmond 23206 Want More Business and Industry? " D o r o t hy J a c o b s o n d i s c u s s e s why cultural a t t r a c t i o ns and t h e quality of public s c h o o l s attract more industry than tax rates." Executive Committee S a m W. A d a m s J a n e L. Hough A r l i e C . Payne Martha V. P e n n i n e Robert T . W i l l i a m s On The Cover: Norfolk's Waterside (building model) is only one project underway in the state. This month's issue, focusing on economic development, features several localities' attempts to keep business and industry in their communities. Other articles discuss how to start an economic development program or how Virginia compares with sister states in recruiting industry. A list of organizations which help local governments with economic develooments will be listed in the August 19 LEAGUE LETTER. Comparing Virginia's Economic Development Efforts 8 Norfolk—Breaking Ground For Tomorrow " N o r f o l k h a s gone back to its s o u r c e of life—the waterfront—to build its e c o n o m i c b a s e . " 9 Keeping Downtown Active " W i n c h e s t e r u s e d s p e c i a l a s s e s s m e n t legislation and an agg r e s s i v e development plan to keep its d o w n t o w n g r o w i n g . " 10 Starting An Economic Development Program " T h e first e c o n o m i c development director of Loudoun C o u n t y tells how to start a program." 11 Industrial Development In Transition " F o l l o w i n g G o v e r n o r R o b b ' s direction, the C o m m o n w e a l t h ' s Division of Industrial Development i s making s o m e c h a n g e s . " 14-15 17 VML Annual Conference Highlights Lt. Governor Davis Talks About Local Government " F o l l o w i n g s i x s u c c e s s f u l y e a r s a s mayor of P o r t s m o u t h , Governor Davis d i s c u s s e s problems and p o s s i b l e s o l u t i o n s for local g o v e r n m e n t s . " 19 Enterprise Zones—Virginia's Approach " A h e a d of t h e federal government, Virginia c r e a t e s and now h o p e s to implement its own enterprise z o n e s . " 20 The Certified Development Company " A new w a y to give financial a s s i s t a n c e to s m a l l b u s i n e s s e s , the development program c a n be started in your locality." 21 Southside Localities Form Corporation " J o y c e F r e n c h e x p l a i n e s how four c o m m u n i t i e s formed their own development c o m p a n y . " 26 Junior Firefighter Bill DEPARTMENTS 7 People 22 IVIarketplace 23 Directories �Want More Business and Industry? Make Your Community Livable By Dorothy R. Jacobson What is livability? In working with participating communities, Partners for Livable Places* has tried to answer the question. Livability has many facets—physical, cultural, social and economic. Livability is, at the same time, the protected hillsides of Cincinnati, waterfront access in Boston and sensitive streetscape design in Seattle. It is the adaptive reuse of surplus school buildings as community arts facilities, the "animation" of public areas through festivals, noontime concerts and art shows, design consciousness for the handicap and infirm, respect for neighborhood preservation programs, access to affordable housing and a strong employment market. "Livability is the ability of a community and its environment to respond to human needs." Livability can be a locality's worst enemy, unless it is protected and nurtured. Livable places can attract rapid new growth and development but, if unregulated, can upset the balance between what a community can provide and what is needed. Truly livable communities are those in which this nurturing is shared by public, private and civic leaders. o D 5 o o *Partners is a national nonprofit organization of municipai agencies, individuais and otfier organizations whicti promotes improving tlie quality of life and making communities livable. It sponsors the Economics of Amenity program. About the Author Dorothy R. Jacobson, senior vice president of Partners for Livable Places, manages the organization's program and development activities, including the twenty-city Economics of Amenity program. The subject of this article is further discussed in "Urban Amenities and Economic Development," Livability Digest, Volume 2, No. 1, available for $5.00 from Partners for Livable Places, 1429 21st Street, N.W., Washington, D.C. 20036. The plaza outside Citicorp in New York City. Arguments for the economic value of public amenities have earned support in recent decades through conservation, preservation and community improvement programs. Economic benefits have been measured by the increased property values in neighborhoods that have undergone revitalization, decreased construction costs when buildings have been reused and the influx of tourism dollars where new museums, cultural facilities and recreation areas have opened. In only the last few years, however, has "the economics of amenity" been applied a s a strategy for urban economic development. Business demographics have been suggesting a relationship between a community's quality of life and its ability to attract new business investments and tourism revenues for many years. In 1977, researchers at the U. S. Department of Labor made some forecasts about consumer spending patterns of the fastest-growing group of Ameri- cans, those 25 to 35 years of age, who probably want a strong market for leisure activities, including entertainment and the arts. In 1979, the Joint Economic Committee of the U.S. Congress identified seven non-business related factors that are more important in corporate location decisions than business-related factors. A locality's attitude toward business, its crime level, adequacy of public facilities and public services, market demand for product services, quality of public schools and cultural attractions were more important in corporate location decisions than tax rates, business costs and labor factors in general. David Birch of MIT's Program on Neighborhood and Regional Change found that two-thirds of all new jobs in the United States are being generated by firms with less than twenty employees. These firms are typically owned and operated by individuals with the ability and desire to settle their companies in areas �that offer a high quality of life. A n equally important finding from B i r c h ' s s t u d y is t h a t o n e - h a l f o r more of the jobs generated by "multi-establishment corporations" are c o n t r o l l e d b y b u s i n e s s l e a d e r s outside that region, an unsettling t r e n d t h a t b o d e s III f o r l o c a l e m p l o y ment rates w h e n market factors elsewhere require branch plants to be c l o s e d . "The movement of people from place to place seems to be directed as much by their desire to relocate in areas where amenities are high as by business opportunities."—fla/7c/ Corporation All t h e s e s t u d i e s of w h e r e the j o b s are c o m i n g f r o m a n d w h o is controlling them indicate that c o m munities ought to be directing their economic development policies toward new or young businesses, and that one of the best ways to attract t h e m is t h r o u g h a n e n h a n c e d q u a l i ty of life. At the other e n d of the scale, some powerful arguments for enhancing a c o m m u n i t y ' s quality of life have c o m e f r o m s o m e of t h e nation's largest businesses. Speaking recently at a m e e t i n g of t h e N a t i o n al C o n f e r e n c e o f S t a t e L e g i s l a t u r e s ' Committee on the Arts, James Law, corporate facilities manager for Hewlett-Packard, identified the quality of life in a c o m p a n y t o w n as a major i n g r e d i e n t in H-P's d e c i s i o n of where to locate. In H-P's selection process, the availability of cultural facilities, d o w n t o w n amenities, quality s h o p s , a c c o m m o d a t i n g hotel and meeting facilities, efficient public transportation and a community's sensitivity to its public image are w e i g h e d along with other business factors such as profit, marketability and labor pool. The c o m p a n y feels its role as a g o o d c o r p o r a t e citizen m u s t be m e t by t h e m u n i c i p a l i t y ' s c o m m i t m e n t to provide high-quality services to H-P e m p l o y e e s . In P o r t l a n d , M a i n e , o n e o f t h e c i t y ' s l e a d i n g c o r p o r a t e c i t i z e n s is Fairchild Camera and Instrument, which makes a concerted effort to invest in t h e c i t y ' s livability k n o w i n g t h a t t h e P o r t l a n d p l a n t Is o n e o f i t s m o s t p r o d u c t i v e a n d t h a t It w i l l o n l y s t a y t h a t w a y if e m p l o y e e s remain happy with their lifestyles. Similarly, w h e n T e n n e c o first proD o s e d Its m o v e t o N e w p o r t N e w s , Virginia s o m e of the first q u e s t i o n s directed to city leaders had to do w i t h the availability of libraries and cultural opportunities. What a c o m m u n i t y can do to improve its q u a l i t y of life b e g i n s w i t h a basic philosophy: first, the recognition of mutual self-interest a m o n g local b u s i n e s s , g o v e r n m e n t a n d civic g r o u p s in a c i t y ' s e c o n o m i c v i t a l i ty a n d e n h a n c e d quality of life, a n d second, a c o m m i t m e n t to negotiat i o n a n d p a r t n e r s h i p t o s h a r e resources toward these common goals. Cities that have a d o p t e d this p h i l o s o p h y are a p p r o a c h i n g their o w n " e c o n o m i c s of a m e n i t y " prog r a m s in m a n y d i f f e r e n t w a y s . In V a n c o u v e r , British C o l u m b i a , for example, the Department of Social P l a n n i n g ( a n a n o m a l y t o U.S. m u n i cipal governments) reviews all physical development projects and negotiates on behalf of the public interest for environmentally and s o c i a l l y r e s p o n s i b l e p r o j e c t s . A recent t r i u m p h has been its incorporation of a performing arts facility Into the plans for a major d o w n t o w n bank building. In D e n v e r , a s u b s i d i a r y o f t h e Denver Partnership, Downtown Denver, Inc., acts as a d o w n t o w n management authority and runs a portion of the d o w n t o w n business district as a business, with coord i n a t e d m a i n t e n a n c e , s e c u r i t y services, programming and promotional responsibilities. In St. Petersburg, F l o r i d a — w h i c h shares sunny skies w i t h T a m p a , o n e of Money magazine's top ten growth c e n t e r s — t h e city, local chamber, county arts council and d o w n t o w n d e v e l o p m e n t authority are cooperat i n g o n an " a m e n i t i e s a u d i t " t o inventory those natural, cultural and p h y s i c a l a s s e t s It s h o u l d p r o t e c t a n d b u i l d u p o n in its e c o n o m i c d e v e l o p m e n t p r o g r a m . A n d in Indianapolis, the city's new growth plan, prepared by a c o m m i t t e e with sub(Continued on next page) Broad Street: Richmond's Next Renaissance? inherently majestic but w o r n at its e d g e s f r o m years of neglect, Richm o n d ' s key avenue, Broad Street, m a y b e in f o r a m a j o r f a c e l i f t . In M a y of this year, u n d e r t h e s p o n s o r s h i p of t h e CSX C o r p o r a t i o n , Partners f o r Livable Places assembled a sevenm e m b e r team of planning, design and development experts to study the street and r e c o m m e n d smallscale, phased improvements to parking facilities, signage, facade design, traffic routing and land scaping. Key a m o n g the s u g g e s t i o n s of the N e w Idea Corps (Partners' name for its assistance team) w a s the e s t a b l i s h m e n t of a d o w n t o w n m a n agement organization, similar to t h o s e b e i n g created a n d o p e r a t e d in Denver, B o s t o n and Hartford, that w o u l d m a n a g e t h e s t r e e t In m u c h the same way that shopping centers are managed, with coordinated maintenance, information services, security and programmed events. The team also recommended substantial physical changes to the street, reducing traffic lanes and expanding sidewalks to provide additional room for bus shelters, public art, special sidewalk events and plantings. What will happen with the recommendations has as m u c h to do w i t h the city's recognition of Broad Street a s a n a s s e t a n d a n a t t r a c t i o n a s it does with the city's public works budget. T h e heavy c o m m u t e r traffic that caused Broad Street to be s o broad no longer exists; adjacent h i g h w a y s n o w carry that burden. The option that R i c h m o n d ' s leaders n o w h a v e Is w h e t h e r t o r e b u i l d t h e street as a " s t a g e " onto which other events—attractive to tourists, shoppers, merchants and business owne r s — c a n happen. FOR SALE Pre-Owned elevated water storage tanks construction on your property. Completely Turn-Key renovated. o Q Capacities available: 500,000 400,000 250,000 200,000 Gallons Gallons Gallons Gallons pnAi\ii:sHaTON,iNC 150,000 Gallons 100,000 Gallons 75.000 Gallons Construction Division p.o. box 735 madison, nortli Carolina 27025 (919) 427-0289 o < CD DC �stantial business representation, includes strong empliasis on urban design, preservation, sports and cultural facilities and a "city gateways" improvennent program. "The community's quality of life is the ticket to a prosperous future." Virginia's own capital, Richmond, has made remarkable strides through its commitment to the economics of amenities. Over two years ago, the city established a fifty-member advisory committee of corporate executives, public officials, artists, local merchants, civic leaders and other individuals to set some priorities for the city's economic future. The committee was unique in the city's history because it encompassed a diversity of interests—black and white, young and old, artist and executive—in a forum charged with undertaking cooperative improvement projects. That committee has now spun itself into a newly established corporation, Richmond Renaissance, Inc., a body that will have independent developmental authority to undertake revitalization activities with public and private support. port its economic development objectives. It can provide a forum for communications among diverse The establishment of such a committee is not unique, but the groups and allow participants to see how their respective interests committee must have a purpose. overlap. With those mutual inLocalities interested in establishing terests expressed, the task of ensimilar forums must answer some tough questions: Who are the forcing, modifying, or eliminating existing policies for growth, conserpeople in the community who have vation and change becomes an easithe genuine power, vision, and/or er task. financial resources to launch major efforts? Are they willing to work together? Do these people ever meet? What does each have at stake? What are the resources that each can bring to a common forum? Has a committee like this ever met before and what were the reasons for its succes or failure? Equally important as a committee's composition and chairperson is the assignment of support services. A function of the committee should be outreach, not just to local interest groups but to other communities as well, which takes staff time and coordination. Don't let the committee become inactive or bored; find an energetic staff person who will follow through with the committee's decisions. Establishing such a committee, whether formal or ad hoc, can be the first step in determining how a community's assets can help sup- Using Committees GRIFFIIM® Ductile Iron Pipe for water and sewer installations DUCT>t.E IRON o Q o I- < CAST IRON SOIL PIPE & FITTINGS GRIFFIN PIPE P R O D U C T S CO. DC BOX 740 • LYNCHBURG, VIRGINIA 24505 • 804-845-8021 , ^msted �People The Virginia Chapters of the American Society for Public Administration recognized two top public administrators. Hampton Assistant City Manager George Wallace received the T. Edward Temple Award and Chesterfield County Administrator Richard L. Hedrick accepted the J. Sargeant Reynolds Award. Robert J. Stull began as Glasgow's new town manager June 1. Stull, of Natural Bridge, left the Environmental Systems Inc. where he tested wastewater treatment for the City of Buena Vista. Craig Teller resigned as Hlllsvllle's attorney and Is now attorney for Carroll County, where he Is also commonwealth's attorney. Earl L. Martin, Pearisburg's Police Chief since 1956, retired; Ronald Lee Lemons Is the Town's new chief. Charles D. Klotz, Jr. was appointed director of finance for the City of Bedford and Robert J. SchnabI was appointed electric utility director. John W. Epiing, Executive Director of the Northern Virginia Planning District Commission, was named to the Executive Director's Advisory Council of the National Association of Regional Councils (NARC). Tedd E. Povar was appointed city manager In Emporia In July. He was Interim city manager for six months following a term as assistant city manager. James A. Hill succeeds Barry Shockley as town manager of Boyklns. Susan Clinard was appointed town clerk of Stuart. She previously was employed by the J. P. Stevens Company. Former Roanoke city manager Arthur S. Owens died Sunday, June 20. Although he was 80, he was the special assistant to the president of Ferrum College and teaching courses in public administration at the time of his death. Prior to spending 17 years as Roanoke city manager, Owens was city manager of Portsmouth and worked for the City of Norfolk as the coordinator of urban affairs. He was a past president of the International City Management Association and was active In the Virginia Section, ICMA. (7031 5901131 (703) 670-6300 Municipal Audits Federal - Head Slarl C E T A - H U D ; A-t02Single Audits JAMES M. BRIDGES. CPA JAMES BRIDGES. LTD A PROFESSIONAL CORPORATION Certified Public Accountant 14003 MINNEVILLE RD DALE CITY. VA 22193 VIRGINIA MGNICIPAL GROUP S E L F INSURANCE ASSOCIATION The VMGSIA is pleased to announce the distribution of its first dividend. A total of $ 2 9 1 , 2 1 7 . 4 9 was returned to the 4 6 participants in the 1980-81 fund year. This represents 2 0 . 8 % of the $ 1 , 4 0 3 , 8 1 8 premium collected during the first year. While the average dividend was 20.8 %, 12 members had dividends between 3 0 % and 4 0 % , 25 members had dividends between 2 0 % and 3 0 % , and only 9 members had dividends below 2 0 % . The program now has over 125 members and $ 4 , 0 0 0 , 0 0 0 in annual premium. For further information contact: Hail Risk Management Services Suite 130 Jefferson Building 8 1 0 0 Three Chopt Road Richmond, Virginia 2 3 2 8 8 (804) 2 8 5 - 8 5 2 5 (800) 5 5 2 - 4 2 5 5 > Q Q ^ z H O > 7 �Norfolk—Breaking Ground for Tomorrow By June T. Miller This year Norfolk Is celebrating its 300th birthday. It's also celebrating a rebirth. Norfolk has returned to Its birthplace—the waterfront—for a rebirth in economic development. Waterfront activity is progressing and spreading throughout downtown and to other parts of the city. New projects taking off reflect a strong commitment on the part of Norfolk's city government to attract and work with the private sector. All the city's key downtown waterfront projects are either underway or in advanced planning. The Waterside, a festival marketplace developed by James W. Rouse, is under construction on the downtown waterfront. The multimillion dollar market, to be completed in June 1983, is being patterned after other successful Rouse marketplaces in Boston, Baltimore and Philadelphia. The Waterside is expected to attract up to six million visitors a year and provide between 800 and 1,000 jobs. Norfolk Mayor Vincent J . Thomas believes it's fitting that The Waterside is being built on the site where the city began 300 years ago. "Our waterfront is our city's source of life," said Thomas. "It has nurtured Norfolk to heights of remarkable growth, starting with the merchants of the 17th century. We are again looking to our waterfront to bring prosperity to our people and vitality to our city." "When we broke ground for The Waterside, we envisioned it as the launching for development of our entire downtown waterfront."—Mayor Thomas City officials expect Norfolk's new festival marketplace to serve as a vital people magnet to the city's waterfront—bringing enjoyment to its citizens, luring visitors to the city and providing new jobs and a strong tax base. About The Author Ms. Miller is the Public Communications Coordinator in the Communications and Marketing Department for the City of Norfolk. "We share Rouse's philosophy that the only legitimate purpose of a city is to provide for the life and growth of its people," said Thomas. Ground was also broken this year for the $22 million Virginia World Trade Center which is expected to increase international trade in Norfolk. This nine-story facility is being built on the downtown western waterfront and will house nearly 1,000 employees upon completion. Another important element in the city's waterfront development is the proposed Cousteau Oceans Center. The Cousteau Society moved Its world headquarters to Norfolk in 1980, and since then plans for the center have been progressing. This year the Virginia General Assembly appropriated $600,000 for planning and design of the center. Town Point Park, a recreation site being developed between the Waterside and the Cousteau Center, was packed with people for this year's Harborfest. Although Town Point is undeveloped. It is intriguing that hundreds of people still flock there for the city's annual celebration. This year's waterfront festival of tall ships, bands, military demonstrations, water s h o w s , fireworks, food tests and land events attracted an estimated 750,000 people, the largest crowd in its six-year history. City officials hope people will also want to live downtown as more housing becomes available. Construction of waterfront housing is proceeding in the Freeman Harbor District, where townhouses are going up near renovated turn-of-thecentury homes. Millions of privately-loaned dollars are being poured into downtown office buildings, restaurants and hotels. The grandeur of the recently converted Hotel Madison attests to the type of major investments going on downtown. Formerly the aging Commodore Maury Hotel, the Hotel Madison underwent $3.5 million in renovations and Is Norfolk's newest plush hotel. The good news about Norfolk is spreading fast. "All of a sudden, it looks like we're going to have a very exciting downtown, and everybody wants to jump on the bandwagon," said Robert M. Stanton, president of Goodman Segar Hogan, Inc., the real estate firm that's developing the World Trade Center. It's Working Because . . . A large part of the city's success is due to its growth policy and interest in public-private partnerships. When Norfolk put its energies into redeveloping potential investment sites, it convinced the private sector to take advantage of city-initiated investment opportunities. And, when the private sector expressed an interest in new construction or expansion and needed assistance with obtaining land or financing, the city responded to that need. Investors are finding that the city backs up its commitment to economic development with favorable financing. The Norfolk Redevelopment and Housing Authority and the Norfolk Industrial Development Authority are offering urban speculators loans with 11 or 12 percent Interest rates rather than the prevailing 18 or 19 percent. The city helps out in other ways. When Systems Management American, Inc., one of the country's largest black businesses, agreed to purchase a vacated building downtown last year and relocate there, the city lent the company $800,000 as an inducement, and the Industrial Development Authority approved $2.2 million in revenue bonds. The company expects to employ 600 people in its downtown location. But, downtown isn't the whole story. Within the past year the city also broke ground for Norfolk Commerce Park near the Norfolk International Airport. It's the first business park to open in the city in more than twenty years. Businesses are building and buying up tracts of land in the park at a rapid pace. When completed, the park is expected to generate about 3,500 jobs. In the Ocean View area on the Chesapeake Bay side of town, another city-developed site is thriving. The city bought an old amusement park site and sold part of the land to Baymark Development Corporation for Ocean View's first waterfront high-rise residential condominium. Most of the 120 units of the $8-million privately financed structure have already been sold. Whenever the potential is realized in Norfolk for attracting new growth or improving upon existing resources, the city is taking the in(Continued, page 11) �Keeping Downtown Active By Wendell L . Seldon and Larry Waldorf B u s i n e s s s e e m e d to be d o i n g well for Winchester's downtown L o u d o u n Street Mall. Built by t h e city w i t h revenue s h a r i n g f u n d s and a s p e c i a l tax a p p r o v e d by t h e G e n e r a l Assembly and City Council, the mall had adequate parking space, g o o d retail sales a n d s h o w e d n o d e c l i n e in b u s i n e s s l i c e n s e s a n d s a l e s tax s i n c e it o p e n e d i n 1 9 7 4 . H o w e v e r , 1981 b r o u g h t a d i f f e r e n t story. A regional Apple Blossom Mall, to be located on the outskirts of W i n c h e s t e r ( w i t h i n t h e c o r p o r a t e limits), was a n n o u n c e d and m o v i n g t o it a r e t h r e e a n c h o r d o w n t o w n stores. " T h e story is not n e w for c i t i e s Wke W i n c l i e s t e r b u t w h a t is different is W i n c h e s t e r ' s aggressive p l a n . " A n aggressive action plan, created for W i n c h e s t e r by t h e N a t i o n a l D e v e l o p m e n t C o u n c i l of W a s h i n g t o n , w i l l c u s h i o n t h e i m p a c t of t h e regional mall on the d o w n t o w n and accelerate the diversification of d o w n t o w n ' s function from primarily retail to a m o r e diverse m i x of activities i n c l u d i n g g o v e r n m e n t , finance, law a n d p r o f e s s i o n s , s p e c i a l t y and s u p p o r t r e t a i l , e n t e r t a i n m e n t , recr e a t i o n a n d l e i s u r e . T h e p l a n is s u p ported by the city government, d o w n t o w n merchants and property owners. Special A s s e s s m e n t Winchester is continuing its special assessment for the primary district (the d o w n t o w n mall) and e x p a n d i n g the a s s e s s m e n t to an adjoining district to enlarge the d o w n t o w n a r e a . T h i s t a x , in a d d i t i o n t o t h e real e s t a t e t a x , is 49$ f o r t h e primary a n d 25$ per $100 a s s e s s e d v a l u e in t h e s e c o n d a r y d i s t r i c t . T h e c o n c e p t of a s s e s s m e n t s for imp r o v e m e n t s Is n o t n e w , a s t h e " a u thority to impose a s s e s s m e n t s for local improvements" had been granted by the legislature to cities h a v i n g a p o p u l a t i o n in e x c e s s of A b o u t The A u t h o r s Mr. S e l d o n is W i n c h e s t e r ' s c i t y manager. Mr. Waldorf is the d i r e c t o r of the D o w n t o w n D e v e l o p m e n t Board. ^ 300,000 prior t o 1972. A t t h e r e q u e s t of W i n c h e s t e r a n d o t h e r l o c a l i t i e s , t h e 1972 G e n e r a l A s s e m b l y a m e n d e d S e c t i o n 1 5 . 1 - 2 3 9 o f t h e Code of Virginia to extend special assessm e n t a u t h o r i t y t o all c i t i e s a n d towns. The grant of a u t h o r i t y w a s not u s e d e x t e n s i v e l y u n t i l 1975, w h e n Winchester chose special assessment to fund one-half the construction cost of the Loudoun Street Mall. This alternative was supported by City C o u n c i l and property owners over voluntary o w n e r - f i n a n c i n g , general tax f u n d financing and other possibilities. Winchester chose the same special principal to finance development and promotion of its "secondary assessment district" surrounding the Loudoun Street M a l l . A t t h e C i t y ' s r e q u e s t , t h e 1981 General A s s e m b l y a d o p t e d legislat i o n i n t e n d e d t o b e I n c l u d e d in Article 2 (Assessments for Local I m p r o v e m e n t s ) of C h a p t e r 7 of T i t l e 15.1 ( S e c t i o n 1 4 . 1 - 2 3 9 e t s e q ) . A f t e r various legislative maneuvers, the legislation wa s c o d i f i e d as Section 15.1-18.3. Its w o r d i n g , w h i c h w a s somewhat obscure due to its placement in the Code, was clarified s l i g h t l y by 1982 a m e n d ments. However, this enabling l e g i s l a t i o n is c u r r e n t l y l i m i t e d t o c i t i e s b e t w e e n 20,000 and 21,000 p o p u l a t i o n and t o w n s over 30,000 population. Winchester will also initiate c h a n g e s i n t h e c i t y ' s z o n i n g ord i n a n c e s o the upper f l o o r s of b u i l d i n g s in t h e d o w n t o w n a r e a c a n be used for apartments and businesses. Parking requirements will be e l i m i n a t e d in t h i s a r e a , t o o . Other s t e p s have been t a k e n . T h e Historic Shopping Area will be redesigned and the joint FrederickW i n c h e s t e r J u d i c i a l C e n t e r will be b u i l t . In J u n e , a s e c o n d s i x - l e v e l court square autopark was dedicated and the Preservation of H i s t o r i c W i n c h e s t e r is w o r k i n g t o rehabilitate commercial property on the pedestrian mall. Downtown Development Board T h e W i n c h e s t e r City C o u n c i l appointed a Downtown Development Board of nine members. Four members are f r o m the primary d i s t r i c t , f o u r are f r o m t h e s e c o n d a r y d i s t r i c t a n d o n e m e m b e r is ap- W i n c h e s t e r ' s L o u d o u n Street Mall p o i n t e d a t - l a r g e . In t u r n , t h e b o a r d hired a part-time director to coordinate its activities and lend direction to an overall comprehensive program. The board wa s organized into five committees: finance, architectural, development, activities and prom o t i o n . T h e f i n a n c e c o m m i t t e e is charged with developing plans and programs w h i c h will assist new businesses in locating in the d o w n t o w n area as w e l l as a s s i s t i n g property owners with available tax incentive programs for facade renovation. T h e a r c h i t e c t u r a l c o m m i t t e e is in t h e p r o c e s s of d e v e l o p i n g a d e s i g n program for the d o w n t o w n area w h i c h will build and expand upon the 19th century architectural setting. New lighting and other street f u r n i t u r e will be i n c l u d e d as well as planting areas and signage. It i s h o p e d t h a t t h e d e s i g n p r o g r a m will unify the d o w n t o w n area. The development committee, w h i c h has prepared a brochure for prospective businesses, is attracting n e w c o m e r s to the d o w n t o w n area. To keep people c o m i n g d o w n town, the activities committee s c h e d u l e d an event on the mall every w e e k e n d f r o m April 1 t h r o u g h October. With the other committees functioning, the promotion comm i t t e e a c t s as t h e p u b l i c relations a n d i n f o r m a t i o n a r m of t h e D D B t o keep t h e area in t h e n e w s . O t h e r Efforts E f f o r t s in t h e d o w n t o w n area have suffered to a certain extent f r o m a lack of c o h e s i o n and unity of purpose among merchants located in v a r i o u s a r e a s of d o w n t o w n . T h i s (Continued, page25) �starting An Economic Development Program By June M. Bachtell E c o n o m i c development is one of t h o s e rare public programs that is directed o u t s i d e the c o m m u n i t y , yet brings benefits inside the c o m m u n i t y . C i t i z e n s don't a l w a y s recognize the indirect b e n e f i t s parks, s c h o o l s , low tax r at e s and e m p l o y m e n t — t h a t a good e c o n o m ic development program c a n bring. L o c a l o f f i c i a l s , however, w h o s e e the a d v a n t a g e s of j o b s and t a x e s want to get into the e c o n o m i c development b u s i n e s s . But any c o m m u n i t y thinking of this effort s h o u l d s l o w l y and painstakingly q u e s t i o n w h y the program is being c o n s i d e r e d . Identifying the r e a s o n s for having a program of e c o n o m i c development is the key to ans w e r i n g the q u e s t i o n of how an e c o n o m i c development program is structure d and w h a t its goals are. What the program looks like s h o u l d a i s o tell local o f f i c i a l s what type of e x p e r t i s e the staff s h o u l d have w h o will run the program. How To Identify Reasons For Starting A Program o o A paper entitled Making Local Economic Decisions—A Frameworl< of Local Officials publis he d by the Urban L a n d Institute s p e l l s out four b a s i c c o n d i t i o n s and four m a n i p u l a t i o n s of t h e s e c o n d i t i o n s w h i c h identify the need for a program of e c o n o m i c development in a c o m m u n i t y . S e e the chart on this page for the conditions s p e c i f i e d by the institute. C h o o s e one condition on the left hand s i d e of the chart, reflect how the c o m m u n i t y rates in that c o n dition and carry out that rating a c r o s s the " C h a n g e s " row to identify w h e t h e r or not any of the m a n i p u l a t i o n s need to be made. P l a c e a c h e c k in the appropriate box. W h e n c o m p l e t e d , local off i c i a l s have fairly well defined criteria of what a n e c o n o m i c program s h o u l d produce for the DC A b o u t the A u t h o r Ms. Bachtell became Loudoun County's first e c o n o m i c d e v e l o p m e n t director in 1979. S h e r e c o m m e n d s local o f f i c i a l s w h o are i n t e r e s t e d in c r e a t i n g a program > to get a copy o 10 of Are prepared by the V i r g i n i a Industrial D e v e l o pm e n t. Your Ready? Division of c o m m u n i t y — a matrix of e c o n o m i c development r e q u i r e m e n t s . For e x a m p l e , during this r e c e s sionary period L o u d o u n C o u n t y h a s a current u n e m p l o y m e n t rate of three percent a n d , at the last ranking, the eighth h i g h e s t per c a p i t a inc o m e of the c i t i e s and c o u n t i e s in Virginia. On the other h a n d , the proportion of c o m m e r c i a l and industrial tax return in L o u d o u n C o u n ty is not s u f f i c i e n t to pay for the c o s t s of s e r v i c e s required a s a result of rapid residential growth. T h e s e c o n d i t i o n s obviously mold the e c o n o m i c development program L o u d o u n h a s , including an equal appropriation for tourism development a s well a s industrial development. T h e industry mix requires labor c a d r e of s k i l l e d profess i o n a l s ( L o u d o u n is part of the W a s h i n g t o n metropolitan area in w h i c h 37.9 percent of a d u l t s have completed college, almost twice the national average), a higher than average w a g e rate and at the s a m e time d o e s not s t i m u l a t e population growth. A c c o r d i n g to the latest annual e s t i m a t e , the tourism program brought $25.6 million into the c o m munity without s e r v i c e d e m a n d or population growth a s a fallout. "It took Loudoun County two years to bring in a major corporation." T h e c o m m i t m e n t for e c o n o m i c development s h o u l d require, a l s o , an " i n c u b a t o r " period w h e n the c o m m u n i t y preparation (by far the most time c o n s u m i n g ) , marketing efforts and other parts of the program need time to gel to produce r e s u l t s . T h e rule of thumb is two y e a r s . B e s i d e s the belief that o n e ' s June Bachtell c o m m u n i t y is an e x c e l l e n t b u s i n e s s location, the other major c h a r a c teristic needed in s u p p o r t e r s of a program is p a f / e n c e — p a t i e n c e to s e e to it that the kinds of e c o n o m i c d e v e l o p m e n t s the c o m m u n i t y gets are the kinds it n e e d s . In L o u d o u n , it took a s h a d e over two y e a r s to land IVIagnavox G o v e r n m e n t and Industrial E l e c t r o n i c C o n t r o l s on a 76-acre tract. It a l s o took that time to i n c r e a s e the number of v i s i t o r s to the V i s i t o r s C e n t e r in L e e s b u r g by 39 percent. A c o m m u n i t y needs to keep the spirits up while the A A A corporations are not in f o c u s yet. At a recent Virginia Division of Industrial Development S e m i n a r on Marketing and Communications: Ttie Selling Edge, Mike Morgan of Morgan and A s s o c i a t e s in R i c h m o n d , reported that 60 to 80 percent of new industry locations c o m e from busin e s s e s within a c o m m u n i t y ' s immediate area, although the glamour c o m e s w h e n the local media headlines a triple A corporation d e c i s i o n to locate in the c o m m u n i t y and the s m a l l print allotted to e x i s t i n g industry e x p a n s i o n s appears more often. Give priority to a program that h e l ps the b u s i n e s s e s in the immediate area. T h e rewards are more c o n s i s t e n t and probably c o n stitute the real b a c k b o n e of a c o m munity's economic base. A s previously mentioned, c o m munity preparation is timeconsuming. But, unless the Changes Needed Growth c o Employment Income Fiscal Co n d i t i on Quality of Life Arrest Decline Cyclical Stability Distribute More Evenly �j u r i s d i c t i o n c a n produce in t e r m s of suitable s i t e s , avaiiable buiidings (54 percent of L o u d o u n ' s inquiries In the past t w o y e a r s have been for available s p a c e ) , a n d other infrastructure s u c h a s utilities, no amount of marketing i s worth the c o s t a n d lost credibility. T h e s e kinds of b a s i c preparations m u s t precede the urge to get out and s e l l the c o m m u n i t y , no matter the thrust of t h e e c o n o m i c development program. P U B U C ADMINISTRATION SERVICE Providing management assistance and consultant services to local, regional, and state governments since 1933. 1497 Chain Bridge Road McLean, Virginia 22101 (703) 7M-«B70 1313 East 60th Street Chicago, Illinois 60637 (312) 947-2121 McMANIS ASSOCIATES, INC. Washington, D.C. lagement Consu Management Consultants to City and County Governments Management Audits •Operations and Productivity Analysis Community Development • Executive Searches • Economic Development 1201 Connecticut Ave., N.W., Washington, D.C. (202) 466-7680 (Norfolk, from page 9) itiative to develop that potential. J u d g i n g from the present f e v e r i s h rate of development in this port city, Norfolk i s fertile ground for investment opportunities a n d Norfolk i s making the m o s t of it. dmq DAVID M. GRIFFITH AND ASSOCIATES, LTD. 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We also have the willingness to use our capital to maintain a secondary market in issues we manage. And our distribution capability is extensive, with 265 offices across the country. In addition to our growing retail business, our institutional business has grown to over 1/3 of our total securities business. For your next public power offering, w h y not give Marshall Lancaster a call at (212) 742-2892, Steve Sloan at (212) 742-6651, or Bill Sachau at (213)488-3551. Learn w h y so many people in public power say that it pays to listen when E.F. Hutton talks. o Q E.E 1-lutton & Company Inc. One Batteiy Park Plaza, New York, New York I O O O 4 (212) 7 4 2 - 5 0 0 0 When EF Hutton talks, people listen. O DC > 11 �Industrial Development in Transition Things are clianging for Virginia's Division of Industrial Developm e n t — i t ' s getting more aggressive w/hen competing for industry. Following Governor Robb's call to mal<e the Commonwealth a viable place for development, the Division is carving some new priorities while it goes through a transition. Development activity has been called for, particularly in the area of small and minority businesses, and the relationship between state and local economic development programs is being examined. Also, a new community certification program is being prepared. State Director Chosen The first important step completed in the transition is the appointment of a director for the Division of Industrial Development. The position has been vacant for nearly a year, with Russell G. Hanson and Hugh D. Keogh serving as acting directors during that time. After his election fast fall. Governor Robb placed top priority on the tasl< of selecting a permanent director. Consequently, Paul Scott Eubanks was appointed director on June 1. Previously the director of economic development for Rhode Island, he served as executive director of the Rhode Island Ports Authority, the Economic Development Corporation, and the Industrial Facilities Corporation. Virginia is the fourth state in which Eubanks has held industrial development or business promotion positions. Prior to becoming director of Rhode Island's program, he was director of the Oklahoma Department of Economic Development. He also has held positions with the Oklahoma, Texas and Louisiana Chambers of Commerce. Local Leadership Changes Several localities have also selected new leaders for their development activity. Dave Edwards now heads the Virginia Peninsula Economic Development Council. He was previously executive director of the Fairfax County Economic Development Authority. April L. Young has been appointed executive director of the Fairfax County post. She was a consultant to the Phoenix Fund in St. Louis, and had been director of economic development for the city of St. Louis. Stafford County's new director of economic development is James W. Butler. He was executive director of the Coastal Plains Regional Commission prior to joining Stafford County in early June. Earlier this year, Russell G. Hanson became executive director of the Metropolitan Economic Development Council. He was deputy and acting director of the Division of Industrial Development. MEDC serves the Chesterfield, Henrico and Hanover counties and the city Secretary Diener Comments O D O 12 "We look forward to increasing the state's traditional emphasis on economic development, particularly in the area of international trade and in the strengthening of community development efforts throughout the state," says Betty J. Diener, six months into her term as Secretary of Commerce and Resources. Dr. Diener, the first woman appointed to this Cabinet post, is in a unique position to measure the pulse of the state's economy. The 34 agencies under her direction touch every economic sector. She sees a program of broadbased economic development as the key to a healthy state: "The strength of ourcommunities depends in large measure on improving their readiness for industrial development. One of the highest priorities of this ad- of Richmond. Developers Association Formed Public and private sector developers gathered this spring to form the Virginia Economic Developers Association. VEDA is the first professional association for individuals responsible for economic development in Virginia. It intends to improve communications among developers at all levels, and establish a means of providing input into development programs which affect the state. The officers elected for the VEDA are President, Bob Johnson, chairman of the Wythe County Board of Supervisors; First Vice President; Charles Pendleton, executive director of the Danville Chamber of Commerce; Second Vice President, June Bachtell, director of Loudoun County Economic Development; and Secretary/Treasurer, Beverly Fitzpatrick; assistant vice president for Economic Development, First National Exchange Bank. Charting The Course Economic conditions as well as the nature of the Industrial development process demands flexibility in how Virginia's efforts are organized to attract industry. In keeping with the times, Virginia's development program is being shaped to respond successfully in a new era. ministration is to draw new business to our cities and towns." To accomplish this, the former dean of Old Dominion University's Business School is looking at s Virginia with a fresh perspective. "The world is increasingly a marketplace for our products and out state is becoming more attracive to foreign investors," she remarked. Another feature of this administration's approach is to focus more attention on the needs of small businesses and minority businesses. In particular, Dr. Diener hopes that her agencies will attempt to eliminate regulations s which unnecessarily hinder businesses, large or small: "Certainly these aren't the best of times for the national economy. Nevertheless, we're going to do everything we can, at the state level, to help our businesses and industries prosper." �r For localities, an important s o u r c e of d e v e l o p m e n t activity already e x i s t s witfiin tfie state. A s local g o v e r n m e n t s review their c o m m u n i t y ' s p r o c e s s , or work to i n c r e a s e a d e v e l o p m e n t program, they s h o u l d c o n s i d e r t h i s : In recent years roughly 60 percent of the s t a t e ' s new m a n u f a c t u r i n g j o b s have been c r e a t e d by V i r g i n i a c o m p a n i e s . In 1 9 8 1 , for e x a m p l e , nearly t w i c e a s many new j o b s w e r e created by e x p a n d i n g f a c i l i t i e s , or by the location of new industry. Clearly V i r g i n i a ' a m a n u f a c t u r i n g population h a s d e m o n s t r a t e d its potential for e n h a n c i n g the C o m m o n w e a l t h ' s e c o n o m i c growth. SIDC To Meet The S o u t h e r n Industrial Development C o u n c i l ( S I D C ) will meet at the Cavalier O c e a n f r o n t on O c t o b e r 2326, 1982. G o v e r n o r C h a r l e s Robb will provide the w e l c o m e and keynote a d d r e s s , " N e w C h a l l e n g e s in the S o u t h . " T o p i c s include the new d e m o g r a p h i c s , tax c h a n g e s , new f i n a n c i n g , federal legislation, port d e v e l o p m e n t , and other s u b j e c t s — a l l related to s o u t h e r n development and the changing e c o n o m y . C o n t a c t Harold L. G a l l u p , J r . , Industrial Development Coordinator, 401 L y n n h a v e n P a r k w a y , Virginia B e a c h , V i r g i n i a 23452. C a l l 804-486-0880 for registration information. T H E ULTIMATE CORDLESS PHONE • Have you ever felt "tied down" to the phone in your office, or at home . . . expecting that important call? • How many times have you made a mad dash for the phone . . . only to find it's stopped ringing? • And what about those o c c a s i o n s when you were simply too far away to hear it ring? Compare Our Price and Quality Only M 89°° (includes shipping & insurance) INTERSTATE PHONE REMOVES THE CORD . . . and you have freedom of phone movement like never b e f o r e ! Your phone g o e s where y a u go! Take it from room to room — a n y w h e r e in y o u r o f f i c e . T a k e a b r e a k in t h e patio, pool or garden. Work way out in t h e g a r a g e , b a s e m e n t or driveway. T h e Interstate Phone is there at your s i d e . EXTENDED RANGE Here i s truly the ultimate in cordl e s s p h o n e s . T h e Interstate Phone h a s unbelievable s o u n d fidelity — with an e x t e n d ed range of up to 600 feet. T h e entire unit — 10.5 o u n c e s — a t t a c h e s lightly and e a s i l y to a belt, or s l i p s into a pocket. Yet you c a n receive or place c a l l s to any corner of the world. YOU OWN IT A Little Design Will Do It W h y w o u l d o f f i c i a l s in C h e l s e a , M a s s a c h u s e t t s e m b e d s i x t y bronze crabs in the pavement of the town s q u a r e ? T o remind r e s i d e n t s w h e r e fish w e r e formerly s o l d , of c o u r s e . T h i s and many other Innovative ideas are b e c o m i n g realities in c o m m u n i t i e s a c r o s s the nation a s local o f f i c i a l s attempt to revitalize and redesign d e p r e s s e d a r e a s . " D e s i g n is important b e c a u s e d e s i g n p e r s p e c tives c a n e n h a n c e the human quality of life," s a i d A n n e S m i t h D e n m a n , editor of Small Town, a magazine that h a s p u b l i s h e d a special 96-page i s s u e d e s c r i b i n g w a y s d e s i g n p e r s p e c t i v e s have been applied to improve c o m m u n i t i e s . T h e s p e c i a l edition a l s o p r e s e n t s profiles of specific small-town projects grouped by i s s u e s s u c h a s d o w n t o w n d e s i g n and planning, fac i l i t i e s , fund-raising and growth. For further information, contact S m a l l T o w n s Institute, P.O. B o x 517, E l l e n s b u r g , W a s h i n g t o n 98926, (509) 925-1830. T h e I n t e r s t a t e P h o n e is w h o l ly independent of the phone c o m p a n y . Even its installation. F C C registered and U.S. G o v e r n m e n t approved for d i r e c t c o n n e c t i o n to any e x i s t i n g phone j a c k . Installation and monthly c h a r g e s are e l i m i n a t e d. STILL MORE FEATURES T h e Interstate Phone unit i n c l u d e s everything you need: Phone • base s t a t i o n • c o m p a t i b i l i t y w i t h all r o t a r y or p u s h b u t t o n s y s t e m s • easy installation with standard phone j a c k s . MEMORY SYSTEM T h e last number called is stored in the m e m o r y a n d i s automatically redialed — just push one button — great to reach forever busy n u m b e r s — s a v e s redialing a string of c o d e s . BATTERY RECHARGING CORD S t i l l a n o t h e r I n t e r s t a t e P h o n e exc l u s i v e ! A great new w a y to keep your phone charged — with no need to return it to its base unit. A charge cord is provided, to plug into any A C outlet in the h o u s e. W h i c h m e a n s the base c a n be t u c k e d permanently out of s i g h t A N D t h e p h o n e i s a n y w h e r e y o u w a n t it — b e i n g charged. G U A R A N T E E satisfaction is completely g u a r a n t e e d ! U s e the I n t e r s t a t e Phone for 15 d a y s in your office, or home. Not p l e a s e d ? You o w e nothing — not e v e n a n e x p l a n a t i o n . J u s t return for complete, prompt refund. P l e a s e n o t e : E q u i p m e n t u s e d for b u s i n e s s p u r p o s e s is tax deductible. Y o u h a v e e v e r y t h i n g to g a i n , a n d nothing to lose (in fact, you'll wonder how you ever got along without one). Y E S T h e C o r d l e s s t e l e p h o n e i s t h e s o u n d a n s w e r for m e Please s e n d me u n i t s at o n l y $ 1 8 9 . 0 0 e a c h (California r e s i d e n t s , p l e a s e add 6 % s a l e s tax) Totals enclosed. NAME ADDRESS CITY STATE SEND TO: INTERSTATE T E L E P H O N E 18210 S h e r m a n W a y , R e s e d a , C a 91335 �1982 VIRGINIA MUNICIPAL LEAGUE C O N F E R E N C E VIRGINIA BEACH S U N D A Y , S E P T E M B E R 19 1:00 p.m. R E G I S T R A T I O N AND E X H I B I T S 2:30 p.m. POLICY COMMITTEES — C o m m u n i t y and E c o n o m i c Development —Effective Government — E n v i r o n m e n t a l Quality — H u m a n Development — Public S a f e t y —Transportation 4:00 p.m. 6:00 p.m. NOMINATIONS OPENING RECEPTION * W O M E N IN L O C A L G O V E R N M E N T * LEGISLATIVE COMMITTEE 8:00 a.m. REGISTRATION 9:30 a.m. OPENING SESSION —Keynote Address — P r e s i d e n t ' s Report — U . S . Senate Candidates — E x e c u t i v e Director's Report — N o m i n a t i o n s Report — T i m e and P l a c e Report 11:30 a.m. 12:00 noon 1:30 p.m. to 3:00 p.m. CONCURRENT SESSIONS 6:00 p.m. H O S T C I T Y NIGHT SANDWICHES & BEVERAGES IN EXHIBIT H A L L 7:30 a.m. * PRAYER BREAKFAST 9:00 a.m. to REGISTRATION & EXHIBITS 12:00 noon 10:00 a.m. — V M G S I A A n n u a l Meeting — T f i e C o m m i s s i o n on L o c a l G o v e r n m e n t and T o w n s — H J R 105—Local Government Responsibilities —Human Services Issues B l o c k Grant T a s k F o r c e Long T e r m C a r e of tfie Elderly SECTION WORKSHOPS URBAN S E C T I O N —Antitrust Implications — T a x Equity I s s u e s CITY S E C T I O N Land U s e T a s k F o r c e TOWN S E C T I O N —Zoning in S m a l l T o w n s — C a s h Management 12:00 noon * MANAGERS LUNCHEON & PROGRAM CONCURRENT SESSIONS — W o r k m e n ' C o m p e n s a t i o n L o s s Control — C o n d u c t i n g Town C o u n c i l Meetings — L o c a l C o s t Cutting S t r a t e g i e s — H o u s i n g and C o m m u n i t y Development T U E S D A Y , S E P T E M B E R 21 COMMITTEE M O N D A Y , S E P T E M B E R 20 7:30 a.m. 3:15 p.m. to 5:00 p.m. L U N C H E O N — J a m e s H. B o r e n , International A s s o c i a t i o n of P r o f e s s i o n a l Bureaucrats 2:00 p.m. to 3:30 p.m. CONCURRENT SESSIONS 3:30 p.m. BUSINESS SESSION 6:30 p.m. RECEPTION 7:30 p.m. ANNUAL B A N Q U E T F e a t u r i n g — " T h e Conti F a m i l y " — Public R e c o r d s A c t —Hazardous Waste —Health Care Cost Containment —Public Procurement Act R e q u i r e s individually p u r c h a s e d meal ticket. C O N F E R E N C E INFORMATION >O D O I- < CD DC 14 T h i s y e a r ' s c o n f e r e n c e will be held in V i r g i n i a B e a c h with m o s t a c tivities s c h e d u l e d in the beautiful new Pavilion, the c i t y ' s c o n f e r e n c e center. C o n f e r e n c e hotels include T h e Cavalier, Holiday Inn (39th Street), Howard J o h n s o n ' s , and Sheraton Beach. Room reservations are being handled by the housing bureau and a $40.00 d e p o s i t Is required for e a c h room. T h e reservation deadline is Monday, August 16. If you have not made your reservations, p l e a s e c o n t a c t : V M L Housing Bureau P.O. B o x 136 Virginia B e a c h , V i r g i n i a 23458 (804) 428-8000 A d v a n c e prepaid c o n f e r e n c e registrations received by S e p t e m b e r 3 qualify for a $10 d i s c o u n t on the p a c k a g e registration rate. Most localities d e s i g n a t e one official to coordinate V M L C o n f e r e n c e registrations. P l e a s e c o n t a c t your clerk or manager concerning the registration procedure u s e d by your locality to insure that there i s no duplication. S o c i a l f u n c t i o n s during the Confere n c e include the S u n d a y reception, Monday evening host city event and T u e s d a y reception and banquet. T h e City of Virginia B e a c h is planning an enjoyable outdoor event on Monday, S e p t e m b e r 20 at the N a r r o w s on the waterfront. B u s transportation will be provided and c a s u a l attire is a m u s t ! More d e t a i l s on c o n f e r e n c e e v e n t s and the g u e s t program a c t i v i t i e s will be included in the S e p t e m b e r i s s u e s of L E A G U E LETTER. T i c k e t e d e v e n t s include the W o m e n in L o c a l G o v e r n m e n t B r e a k f a s t , the M a n a g e r ' s L u n c h e o n , the Prayer B r e a k f a s t and T u e s d a y luncheon. H u m o r i s t J a m e s H. Boren p r o m i s e s to provide an entertaining view of the b u r e a u c r a t s ' life in W a s h i n g t o n at the l u n c h e o n . Mr. Boren s p o k e at the V M L banquet in 1978 and h a s been brought back by popular a c claim. In r e s p o n s e to the i n c r e a s i n g number of i s s u e s facing local o f f i c i a l s , c o n f e r e n c e w o r k s h o p s have been e x p a n d e d to include four additional t o p i c s on T u e s d a y afternoon. T h e 1982 c o n f e r e n c e will offer more t o p i c s to c h o o s e from than any previous c o n f e r e n c e . T h e A n n u a l B a n q u e t will include the presentation of the V M L A c h i e v e ment A w a r d s and will feature entertainment by the d y n a m i c C O N T I FAMILY. Plan now to attend the V M L C o n f e r e n c e this S e p t e m b e r in Virginia Beach. �r REGISTRATION FORM 1982 VIRGINIA MUNICIPAL LEAGUE ANNUAL CONFERENCE NAME TITLE LOCALITY/AGENCY/FIRM ADDRESS CITY Spouse Attending? YES First Name of Spouse Guest Attending? YES Name(s) STATE ZIP NO NO REGISTRATION DELEGATE COMMERCIAL PROFESSIONAL NON MEMBER DELEGATE COMMERCIAL PROFESSIONAL GUEST SPOUSE* 85.00 95.00 40.00 (Prepaid before 9/3/82 75.00) (Prepaid before 9/3/82 85.00) (Prepaid before 9/3/82 30.00) SUNDAY ONLY—includes all Sunday meetings and Opening Reception 25.00 35.00 15.00 MONDAY ONLY—includes all Monday meetings and Host City evening activities 35.00 45.00 15.00 TUESDAY ONLY-includes all Tuesday meetings. Reception and Banquet 35.00 45.00 25.00 Please circle appropriate registration amount: PACKAGE REGISTRATION-includes all activities, group meals, and host city entertainment for Sunday, Monday and Tuesday, except ticketed meal functions O O TICKET EVENTS Women in Local Government (Monday) Managers Luncheon (Monday) Prayer Breakfast (Tuesday) Luncheon (Tuesday) 8.00 8.00 8.00 12.00 8.00 8.00 8.00 12.00 8.00 8.00 8.00 12.00 'REGISTRATION FOR SPOUSE INCLUDES ALL SPOUSES' ACTIVITIES SPONSORED BYTHE HOST CITY TOTAL CIRCLED AND ENCLOSED $_ . AMOUNT TO BILL $_ (Return completed form to Virginia Municipal League, P.O. Box 753, Richmond, Virginia 23206) 5 O H < Z o > .15 �STRONGER, FASTER, MORE PRODUCTIVE Hydraulic capacity boosted 25 percent, backiioe production by 20. And the increased dipper lift capacity of 3100 pounds (1406 kg) surpasses ttiat of larger competitive models. Same good story at ttie loader end. Breakout force increased to 7600 pounds (33.8 kN). Cycle time slashed to 8.2 seconds. There's more. The new, optional cab, for example. It's been lowered 4 inches (10 cm) to improve the center of gravity, has a refined interior design and is substantially quieter See your dealer to learn more about these and other features of the stronger, faster, more productive, new 31 OB. John Deere, Moline, Illinois. �Lt. Gov. Davis Talks About Local Government By Sarah B. Holt Editor's Note: Lt. Gov, Davis, a former mayor of Portsmoutfi, began liis public career at the local level. An interview with Paul Tribie was featured in the June issue. If you a s k e d R i c h a r d J . Davis to c o m m e n t on the s t a t u s of local government in the 1980s, he'd probably tell you two t h i n g s . F i r s t , he'd s a y l o c a l i t i e s will have to work harder to maintain e x i s t i n g prog r a m s with d e c r e a s i n g f u n d s . But then he'd probably s m i l e and tell you local government is the most e x c i t i n g and d e m a n d i n g level of government. " L o c a l government is the final level at w h i c h the people w h o are the b e n e f i c i a r i e s of a s s i s t a n c e are d i s a p p o i n t e d b e n e f i c i a r i e s . It is at this level w h e r e they c o m e f a c e to f a c e with their locally e l e c t e d off i c i a l s , " s a i d V i r g i n i a ' s lieutenant governor in a recent interview. Currently f a c i n g local o f f i c i a l s in V i r g i n i a are the i s s u e s of block grant p r o p o s a l s , general revenue s h a r i n g , p a y m e n t s in lieu of t a x e s , problems w i t h public m a s s transit s y s t e m s and more. D a v i s had s o m e s u g g e s t i o n s for f a c i n g d e c r e a s i n g r e v e n u e s and i n c r e a s i n g d e m a n d s , s t r e s s i n g the importance of a strong e c o n o m i c b a s e in every locality. " H i s t o r i c a l l y the term 'block grant' h a s been a c o d e word for ' l e s s money'," Davis explained. "In V i r g i n i a next y e a r w e e x p e c t to receive about $100 million l e s s than w a s provided under former s y s t e m s of f u n d i n g . " " A hidden figure of another $100 million reduction will be incurred b e c a u s e of direct funding m e c h a n i s m s that formerly went to c i t i e s and c o u n t i e s , " he a d d e d . S i n c e V i r g i n i a n s will have l e s s money to distribute, D a v i s s t r e s s e d the importance of insuring a m i n i m u m c u t off the top for administrative c o s t s . L o c a l o f f i c i a l s m u s t a l s o define a s y s t e m of a l l o c a t i o n of t h o s e m o n i e s s o population and other n e e d s are taken into a c c o u n t . He r e m a r k e d , " I ' m not d a n c i n g in the s t r e e t s in a p p l a u s e of the s y s t e m . If I had my w a y , I w o u l d not favor w h a t I think will be major r e d u c t i o n s in funding l e v e l s . " About The Author At the time of the interview, Ms. Holt was a communications assistant with theVML. Gov. Davis gestures as he talks about the problems of local government. Photographs by Charlotte Kingery T h e bright spot for local governm e n t ? D a v i s s a i d the advantage for local g o v e r n m e n t s f a c e d with the program is the heightened d i s c r e tion it g i v e s local o f f i c i a l s in deciding the fate of their m o n i e s : " I f w e have to do with l e s s , at least local o f f i c i a l s will be able to determine within their jurisdictions w h e r e t h o s e fewer dollars c a n best be a p p l i e d . " Providing the best s e r v i c e for c i t i z e n s is the m o s t important function of every level of government, Davis noted a s he applauded general revenue s h a r i n g . " I fully support the program and I hope w e ' l l be able to maintain levels of f i n a n c i a l support that would equate to the p e o p l e ' s n e e d s . T h e dollars c o m e from the people, and in the public s e c t o r , the d i v i d e n d s are the levels of s e r v i c e and quality of s e r v i c e provided to the people. With careful m a n a g e m e n t and prudent oversight, t h e s e dollars c a n be u s e d to r e s p o n d to the n e e d s . " Davis s a i d he is a g a i n s t the m i s t a k e n i m p r e s s i o n a m o n g federal o f f i c i a l s that the program is nothing more than a " m a s s i v e g i v e a w a y " and that there have been too many f r e e l o a d e r s . He s a i d he, too, i s a g a i n s t any a b u s e of the s y s t e m , but f e e l s it is b a s i c a l l y very effective. S i n c e general revenue s h a r i n g may not be permanently guaranteed to all g o v e r n m e n t s , Davis s a i d local officials must broaden their e c o n o m i c b a s e s . " I realize this is difficult now in this period of r e c e s s i o n and/or d e p r e s s i o n , but I urge every locally e l e c t e d official to work harder in the f a c e of t h i s adversity. L o c a l g o v e r n m e n t s m u s t a l s o s t r e a m l i n e their g o v e r n m e n t s to eliminate the u n n e c e s s a r y e v i l s that bloat budgets. L o b b y i n g , too, must be c o n t i n u e d to make federal o f f i c i a l s in the H o u s e and S e n a t e realize the n e e d s of the p e o p l e , " he said. "Take a serious look at payment in lieu of t a x e s it's impossible for local governments to operate if the federal government pays nothing for their occupancy." A s localities look toward improving their e c o n o m i c s i t u a t i o n s , Davis w a r n e d against " g i v i n g a w a y the s t o r e . " He mentioned his experience in Portsmouth w h e r e a large percentage of the land i s federally o w n e d and nontaxable, leaving the city with m u c h l e s s revenue than others with similar d e m o g r a p h i c s : " L o c a l i t i e s need to study i n c e n t i v e s for attracting b u s i n e s s e s and be a w a r e of the impact of federal p r e s e n c e s . I'm not s u g g e s t i n g the federal government pay the s a m e tax rate a s J o h n J o n e s w h o o w n s a home, but the s y s t e m for a c c o m m o d a t i n g local governm e n t s for federal p r e s e n c e s need s o m e a d j u s t m e n t and tooling." T h e r e is more to broadening a locality's economic b a s e than getting tax money from the federal government. Namely, it is improving public transportation. "It's important to bring industry and e c o n o m i c development to w h e r e the people l i v e , " D a v i s e x p l a i n e d , " b e c a u s e I don't know of a city in (Continued on next page) O Q O H < Z (D > 17 �Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One N e w Y o r k Plaza, N e w Y o r k , N . Y . 10004 ^li^HORNER «!iiirRARKSDAlJ£S, 7 2 5 C H U R C H STREET 804-846-2711 LYNCHBURG, VIRGINfA PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T. PEniGREW, J R . PATRICIA A. COOPER THOMAS W. ROBERTS, J R . CAMP DRESSER & McKEE 7630 Little River Turnpil^e, Suite 500 One World Trade Center, Suite 2637 Annandale. Virginia 22003 New York, New York 10048 703 642-5500 212 432-6700 environmental engineers, scientists, planners, & management consultants COM R.W. B E C K AND ASSOCIATES Engineers and Consultants 18 Utility Planning, Management and Design Services, Rate and Contract Evaluation Tectinical and Economic Evaluation . Utility Property Appraisals Load Management and Energy Conservation Analysis Energy Source Evaluation. Fossil - Nuclear - Hydro Solid Waste - Solar 40 Grove Street Wellesley, Mass. 02181 (617) 237-4870 1510 E . Colonial Dr. Orlando, Fla. 32803 (305) 896-4911 America with an adequate mass transit system." He said even the shiniest new plant in the suburbs will be of little use to the underprivileged work seeker who cannot get to and from work. Davis suggested three points In Improving local transportation systems. Primarily, the local public sector must do all it can to create a viable system. "That means subsidies unless or until America divorces herself from her love affair with the automobile," he said. Secondly, the federal government must realize localities cannot do all the Improvements alone and offer theirfinanclal support. Lastly, Davis said the private sector must do all it can to encourage the continuation and growth of local mass transit systems, both by using them and believing In them. Mass transit In another form must also be used. Davis said It doesn't look like many Americans are believing In the quality and accessability of Dulles International Airport and this, too, could be caused by poor mass transportation. Dulles has substantially fewer booked flights than its competitor, National Airport, which Is also in the Washington, D.C. area. "I think a more direct access Is needed to Dulles," Davis said. Although he said the sheer numbers of flights in and out of National might eventually preclude any new bookings, traffic needs to be redirected to the underused airport. Davis said he did not mean to offend future colleagues, but suggested if congressmen would patronize Dulles Airport when flying to and from their districts, the problem might also be lessened. Davis hopes to be elected to the United States Senate in November and said his position is unique. Going back a few years, he could not recall one Virginia senator wellversed and experienced in local politics, and considers those qualities his forte and main edge. "My emphasis is an empathy and sympathy for what local officials face. If I am elected, that will be the high priority." He hopes to put his priority to work In appointing two staff members to deal solely with local officials and their problems. "I want two full-time employees devoted to interrelations between localities in Virginia and the Senate. Using the prestige of that office, we could work to broaden the economic bases of localities." » i �Enterprise Zones—Virginia's Approach By Stanley S. Kidwell, Jr. What The Zone Act Provides In t h e p a s t , t h e p r o b l e m of neighborhood renewal has been g o v e r n m e n t loans a n d grants provided for activities ranging from rehabilitation of buildings to building c o m m u n i t y facilities. A great deal of m o n e y has been spent, but t h e r e c o r d o f s u c c e s s is m i x e d . The Governor designates the zones with the advice from the S e c r e t a r y of C o m m e r c e a n d Resources. A total of six zones, w h i c h c a n exist f o r 20 years, m a y be designated statewide. Enterprise z o n e s are a different approach to reviving e c o n o m i c a l l y distressed places. The concept involves selecting an area with economic problems and offering "incentives" to existing businesses w h i c h locate or expand their operat i o n s in t h e z o n e . N o g o v e r n m e n t loans or grants are provided, instead the removal of governmental b u r d e n s a n d r e d t a p e is s t r e s s e d . Currently fourteen enterprise z o n e p r o p o s a l s have s u r f a c e d in Congress including The Enterprise Zone Tax A c t of 1982,s p o n s o r e d by the Reagan administration. Congressional action on this measure has not been s c h e d u l e d . Virginia has done better than the federal government. According to the American Legislative Exchange C o u n c i l , t h e C o m m o n w e a l t h is o n e of a b o u t 12 s t a t e s which has enacted enterprise zone laws. Even t h o u g h no state has been able t o get an enterprise zone into operation, several expect to d o so within t h e next year. Virginia's Urban Enterprise Zone A c t ( S e c t i o n 59.1-270 t o 59.1-284 of the Code of Virginia) should stimulate business and industrial growth which will revitalize neighborhoods. Virginia'a Zone Act Virginia's Department of Housing and Community Development (DHCD) is responsible for adm i n i s t e r i n g t h e a c t . In o r d e r t o I m p l e m e n t it, t h e d e p a r t m e n t w i l l seek advice from representatives of federal, state a n d local governments, business, industry and other private sector gr oups . A n advisory c o m m i t t e e is b e i n g f o r m e d t o h e l p develop policies for administering the program and a state agency task force will be appointed to address technical issues s u c h as t h e application of tax incentives a n d t h e relaxation of regulations. About the Author Mr. Kidwell is the Associate Director of the Office of Local Development Programs in the Virginia Department of Housing and Community Development. All cities and counties are eligible to c o m p e t e for an enterprise zone and applications for a zone must be s u b m i t t e d by t h e local governing body. A proposed zone must meet either t h e low i n c o m e or unemp l o y m e n t criteria c o n t a i n e d in t h e act; however, the Department of Housing and C o m m u n i t y Development may establish additional criteria for determining what areas qualify as enterprize zones. " Q u a l i f i e d " b u s i n e s s f i r m s are eligible for state tax incentives (see box) and localities m a y also provide incentives to businesses. A z o n e w i l l b e t e r m i n a t e d if a locality d o e s not honor its c o m mitment to provide incentives; however, the state tax incentive will continue for qualified firms in operation. State Incentives Available .Business Income and Unemployment Tax Credits Relief will be credited on the following basis: 80% in the 1st year 60% in the 2nd year 40% in the 3rd year 20% in the 4th, 5th years .Sales Tax Exemptions (5 year limit) Credits and exemptions are available only on income or taxes attributable to conduct of business within the zone. What Can Be Expected From Enterprise Zones? Enterprise zones are an exp e r i m e n t . If t h e y w o r k business activity will grow, jobs will be created and the zones will prosper. Small b u s i n e s s e s will be attracted b e c a u s e of lower taxes a n d flexible regulations. N e w j o b s will be filled in large m e a s u r e b y u n e m p l o y e d persons or low i n c o m e w a g e earners. Vacant lots and e m p t y buildings will provide locations for new and expanding firms. Property values will rise a n d s o will tax revenues. T h e break even point will come when increased revenues from within the zone overcome losses resulting from the application of state and local incentives. Can these things happen? S o m e skeptics say that without the provision of venture capital, the program will not work. In a n American Planning Association publication, writer Robert Mier cautions that tax concessions and regulatory relief m a y be insufficient to induce the creation or expansion of b u s i n e s s e s . On the other hand, the enterprise z o n e c o n c e p t h a s m a n y t h i n g s in Its f a v o r . It p r o v i d e s f o r l o c a l s o l u t i o n s t o l o c a l p r o b l e m s . In h i s a r t i c l e Enterprize Zones: Pioneering in the Inner City, S t u a r t M . B u t l e r s a y s t h e c o n c e p t offers an incentive package w h i c h will reduce start up and operation costs of businesses and will signal investors that the likelihood of a firm being overwhelmed by taxes, regulation a n d red tape is substantially lessened. It w i l l be s o m e time before anyone can determine the success of enterprise zones, b u t t h e c o n c e p t h a s p r o m i s e . Its b a s i s is f r e e d o m o f action, local initiative and the promotion of small businessc o n c e p t s w h i c h in an earlier t i m e were building blocks for successful communities throughout America. O O O h< z o > 19 �The Certified Development Company Program Editor's Note: This is an overview of the Certified Development Company Program. For more information, request the Section 503 Program brochure from the U.S. Small Business Administration. The Small Business Administration Certified Development Company Program was created to help communities by stimulating the growth of small businesses within a defined area of operation. SBACertified Development Companies organized under the provisions of Section 503 will provide long t e r m fixed asset financing. By providing this service, the program will enable communities to create jobs, increase their local tax base, expand business ownership opportunities and offer improved community services. In addition, the program is a flexible economic development tool that can be used for other purposes such as city or regional development, neighborhood revitalIzation and minority enterprise development. Through this joint federal government/private sector program, financing for the acquisition of land and building and construction, expansion, renovation and equipment is available to small business concerns for up to 25 years. How to start a development company A certified development company may operate on a local, regional or statewide basis. It may be orga- nized as a private, nonprofit corporation or a for-profit stock corporation. Establishing a certified development company Is not difficult. Local officials should: Identify the area to be served by the certified development company. Identify individuals interested in joining an organization that will play an important role in the economic development of their community. Certified development company membership (25 members are required) must include representation from the following groups: a local government, a private lending institution, a community organization, or a business organization. Identify the officers and directors (there must be a minimum of five, who must represent the group stated above), including a president, vicepresident, a secretary and a treasurer. The board of directors is required to meet bi-monthly and actively participate in management decisions such as the making and servicing of laons by the development company. Identify the individuals or organizations who will provide the financial and management services that SBA requires for each participating certified development company. Request a lawyer to draw up the articles of incorporation and bylaws for the certified development company based on sample forms obtained from the SBA. Prepare a membership list with REFURBISHING SPECIALISTS On All Types of Fire Apparatus J . C. MOORE INDUSTRIES 16124 FREDONIA, PA. "YOU GET MORE FROM MOORE" • MOORE SERVICE • MOORE SATISFACTION • • MOORE WATER • MOORE QUALITY WORKMANSHIP • C A L L 2 4 HOURS A DAY FOR S E R V I C E PHONE (412)475-3185 REFURBISH REPAIR REPOWER REPAINT — REMODEL- REBUILD RECONDITION FABRICATIONS MODIFICATIONS IN STATION SERVICE the following information: name, address, telephone number, occupation and percentage of ownership or voting control of each member and name, address, telephone number, occupation of the individual or organization performing each staff capability required by the certified development company. Identify the specific function provided by each individual and their related experience. 503 Debentures The proceeds of a Section 503 debenture are used to assist and identify with small business concerns to finance plant construction, conversion or expansion. Plant construction includes acquisition and installation of machinery and equipment. Each loan from the debenture proceeds must be approved by the SBA. The SBA-guaranteed debenture may not exceed $500,000 and according to administrative rule, may generally not comprise more than 40 percent of the project's total cost. A development company is required to inject into the project an amount equal to 10 percent of the funds, which may come from a variety of sources including the small business receiving assistance. The current interest rate on Section 503 debentures is about 14 percent depending on the maturity date. The maturity date cannot exceed 25 years and will depend upon the economic life of the asset being financed. SBA will provide guaranteed funding to certified development companies by selling 100 percent SBA-guaranteed 503 debentures to the Federal Financing Bank (FFB). SBA will act as the agent for certified development companies for the purposes of such sales. The F F B is an instrumentality of the federal government pursuant to the Federal Financing Banl< of 1973. �Southside Localities Form Corporation By Joyce I. French Want some business? Start a corporation of your own. That's what four local governments did in Southside Virginia to promote economic development and industrial growth. Using the Small Business Administration's Section 503 Certified Development Corporation Program (see the article on the preceding page) and the Revolving Loan Fund under Title IX of the Economic Development Administration, the Lake Country Development Corporation has enticed small business concerns to come to the area. Comprising Halifax and Brunswick counties, South Hill and South Boston, Lake Country Development Corporation is a non-stock, nonprofit corporation chartered on June 4, 1981 by the Commonwealth to operate within the geographical boundaries of the Southside Planning District. t F r o m left: Harry Nanney, P r e s i d e n t of S o u t h Hill Industrial Development G . Morris W e l l s , J r . C o u r t e s y of South "The principal objective is to foster employment opportunities." Consisting of 28 members and governed by a nine member Board of Directors, Lake Country is guided by the Southside PDC and led by President Lawrence W u e n s c h , county administrator of Halifax. Board members are Emory H. Lucy and G . Michael Whitby of Brunswick County, Lazarus Bates of Halifax County; Arthur A. Moran, Jr. and Claude W. Wright of Mecklenburg County; J . Aubrey Houghton of the City of South Boston; Barbara G . Nanney of the Town of South Hill and Clyde E. Delbridge of the Southside Planning District Commission. Corporation; J o y c e F r e n c h , Corporate Administrator of Lake Country; and S o u t h Hill T o w n Hill Manager Enterprise. with the interest rate being 75 percent of the Federal Discount Rate. Local industries receiving such funds must provide 15 percent equity in the project and create a minimum of one job for each $10,000 of federal money borrowed. Loans under this program are intended to "bridge the gap" in projects which are not quite fundable under ordinary standards at local lending institutions. Each applicant must have been turned down by two banks or have received only partial funding. To date, two loans of $125,000 each have been approved. The corporation's first loan went to Switzer Furniture Company in South Boston, which manufactures and assembles casual dining and kitchen furniture. Switzer sells to retail stores in an eight-state area and will create 30 jobs within the first year of operation. The creation of these jobs will continue to provide relief for high unemployment in the area. Also, Switzer Furniture is located in the Tobacco Warehouse district, a blighted area which is undergoing industrial revitalization and contributing to the growth in the central business district. The South Hill Development Corporation, a for-profit corporation, has also received a loan in the amount of $125,000 to construct a shell building in the Town of South Hill Industrial Park. This 65-acre park is being developed through a $700,000 grant from the Department of Housing and Urban Develop(Continued, page 26) Revolving Program Under the Revolving Loan Fund Program, LCDC administers an Economic Development Administration grant of $500,000 which provides low-interest financing for working capital as well as fixed a s s e t s . Loans range from a minimum of $25,000 to $125,000 About T h e Author Ms. French, Southside ministrator a staff P D C , is for Lake ment C o r p o r a t i o n . member the with the corporate ad- Country o X n^fFm CAPITAL Q EQUIPMENT COMPANY, INC. BRANCH: 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , VIRGINIA 23323 804-485-4485 804-262-7341 C O M P L E T E L I N E S O F EQUIPMENT FOR MUNICIPAL G O V E R N M E N T S 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 HIGHWAY chemical Spreaoers LINK B E L T - C r a n e s - E x c a v a f o r s F M C / B E A N — S e w e r Cleaner L A Y T O N M F G . C O . - A s p h a l t Pauers M E Y E R S - S H E R M A N — " V a c t o r Jet Rodder" RICHMOND M F G . C O . - H o r i z o n t a l Boring Machines ELGIN—Sweepers A T H E Y MANUFACTURING C O . - M a i n t a i n e r Grader D Y N A P A C - V i b r a t o r y Rollers G I A N T - V A C - Leaf Collectors D A V E Y — A i r Compressors O o RO C O R P . — Hydraulic Cranes Develop- 21 �Marketplace Chief of Police DOOR-ALERT Just $19.50 ^ggp ^i^^g thieves and rapists out of your home! Protect yourself and your loved ones with DOOR-ALERT. Simply slip DOOR-ALERT over the inside door knob. If anyone touches the door with his hand, with a key, or with a tool, DOOR-ALERT will let out a piercing alarm and send the intruder on his way. And then it turns off automatically so that it won't keep alarming the neighbors. DOOR-ALERT has a 3-second built-in delay. This has two purposes: 1.So the alarm won't sound if someone j u s t casually touches the door, and 2. To give you time to deactivate the alarm. Keep DOOR-ALERT on the inside of your front door both while you are at home and while you are away. Nobody will be able to enter your home. And, of course, it is something you should have with you on your travels. DOOR-ALERT is beautifully styled. It measures 4 ' / 2 x 2 x 1 and takes up almost no room. It works on one 9-volt cell (not included). It costs j u s t $19.50, (you get two for $34.50) plus $2.00 postage and handling — a great investment for PEACE OF MIND. GUARANTEE: Satisfaction is completely guaranteed! Use DOOR-ALERT for 15 days. Not pleased? You owe nothing — not even an explanation. J u s t return for complete, prompt refund. You have everything to gain, and nothing to lose. In fact you'll wonder how you ever got along without DOOR-ALERT « Pulaski, Virginia. Position is appointed by nine member Town Council and works under the general direction of the Town Manager. The Police Department c o n s i s t s of 27 positions and an annual budget of $550,000. Population 10,106. Salary is negotiable depending on experience and qualifications. Applications should be submitted to the Town Manager's Office, P.O. Box 660, Pulaski, Virginia 24312 by September 1, 1982. Telephone: 703/980-1000. k ^ . k ^ w Yes! DOOR-ALERT is for me. Please send me units at only $19.50 each, plus $2.00 postage and handling (California residents please add 6% sales tax). Total $ enclosed. NAME ADDRESS CITY SEND TO: DOOR-ALERT .Z1P_ .STATE. 6333 Woodman Avenue Van Nuys. CA 91401 Fire Chief Salem, N.H. (population 30,000). Appointed by, and reports to. Town Manager. Sixty (60) member department with $1.2 million annual budget. Candidates must have thorough knowledge of all p h a s e s of fire suppression/prevention and demonstrated ability to manage. Labor relation experience, financial administration and knowledge of management principles are preferred. Experience in a full-time fire organization, with at least five (5) years of command experience, is required. Current salary $27,500. Reply with resume by September 3, 1982 to 33 Geremonty Drive, S a l e m , N.H. 03079. Assistant County Attorney Yorktown, Virginia (York County). New full-time position for current one-man office. Experience in local government law and in trial work in state and federal courts required. Starting salary to $30,000 with excellent benefits. Call (804) 898-0205 or write Mr. P.A. lanni. Personnel Officer, County of York, P.O. Box 532, Yorktown, Virginia 23690, for applications. Deadline for application is September 15,1982. New Plastic Meter Boxes A California public works department has found a way to lower the cost of meter boxes while making them easier to handle, too. The secret's in the substance. Modesto's department discontinued the use of concrete boxes and now uses plastic ones that weigh only six pounds and cost $10. The city is averaging a $2,000 per month savings on approximately 100 installations. Contact Ed Walker, Assistant Director of Public Works, (209) 577-5213, for furtherdetails. �Professional Directory SCS ENGINEERS Southern EngifiGGnng STEARNS,CONRAD AND SCHMIDT CONSULTING ENGINEERS , INC. • WATER SUPPLY • WASTEWATER TREATMENT • SANITARY LANDFILL DESIGN . GAS PROTECTION AND RECOVERY Southern Engineering Company of Virginia 1800 Peachtiee Street. N W Atlanta, Georgia 30367-8301 (404) 352-9200 11260 R o g e r B a c o n Drive. R e s t o n . V a . 22090 • (703) 471-6150 Califarnia • W a s h i n g t o n •Kentucky • S o u t h Corolino Rates Planning System Studies Feasibility THE HATHAWAY HOUSE 103 C E N T R A L S T , P 0 BOX 749 W E L L E S L E Y , M A S S A C H U S E T T S 02181 T E L E P H O N E {617) 237-5815 DESIGNERS Engineers & Consultanis GREGa . LTD. Engineers Planners Surveyors • • 1504 Santa Rosa Road 804-288-4051 Austin Droclwnbfough ond Associotvs Consulting Engineers CIVIL • M E C H A N I C A L ELECTRICAL • PLANNING S U R V E Y I N G . iNO INO PROCESS DESIGN • H EWEXAG! SYSTEMS • DHA ^AG£ • SURVEYING ,1tN'Ai STUDIES • SI' A N O HANSEN Langley and McDonald PIRNIE, I N C . ^ CONSULTING ENVIRONMENTAL ENGINEERS 301 HIDEN B O U L E V A R D N E W P O R T N E W S , VA 23606 804-599-5511 HURT & P R O F F i n , INC. Engineers-Planners-Surveyors ENGINEERS'PLANNERS'SURVEYORS Highways-Utilities-Waterfront Facilities-Municipal Comprehensive Planning-lndustrial P a r k Development WATER WORKS SEWEHAGE R E F U S E niSPOHAl. APPRAISALS ML'NTCIfAL ri.ANNINti RATE STUDIES Water, Wastewater, Solid Wastes, Soils & Foundations Land Development Site Plans Residential, Commercial & Industrial Subdivisions. Road, Dams. Airports 1933 I o n Ave. Lynchburg, VA 24501 (804) 847-7796 F R E D E R I C K G. GRIFFIN, P.C. Consulting Engineers 3229 Waterlick Road, Lynchburg, R. S T U A R T R O Y E R &A S S O C I A T E S . I N C . Consulting VA 24504 Engineers 1 5 1 4 Wii-t^w p. <>. B o i 8 6 8 7 ll-HMONU. ViHGINI* 2 3 2 2 6 (804) 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies . 140 Sylvan Avenue. P.O. Box 1218 Englewood Cliffs. N.J. 07632 201-567-8990 • 405 S o . Parliament Drive. Suite 101 Virginia B e a c h , Va 23462 804-499^8508 (804/237-2044) Cable Tflfrision • TV Rroadcast • Puljlic Safety Communications SysU'm.s • Alarm Systems • KIt'ctrical Desijjn • Ffdcra] Communications CommLs.sion .Application and PrcpiU-ation • Expert Testimony and Witncs.s CH2M S:HILL Complete Engineering Services Municipal and Industrial WasteTre.it' ment, Power Systems, Structures, Solid Wastes, Water Resources, Water Supply and Treatment, Transportation 1941 Roland Clarke Place Reslon, Virginia 22091 703/620-5200 POJCannett Fleming 1^—^1 ENGINEERS AND PLANNERS NORFOLK FAIRFAX No J 7 Koger Eiecutive Center Fairfax Proiessiona/ Building • Suite 250 Norloik. VA 23502 • Surte 7 3545 Cham Bridge Road Fairlai, VA 22030 MALCOLM'Ti Three Chopt S. Parham Roads. Richnxind 23229 Richardson - Consu'tantis • Planners CONSULTANTS Dale Building - Suite 224 • RICHMOND, VIRGINIA 2J219 • I WATER WASTEWATER S O U D WASTES P H O N E 804/649-8627 Engineers Richmond. VA 23288 • Phone ^ COMMUNITY D E V E L O P M E N T CONSULTING 400 East Main Street Richmond, Virginia 23219 H e n n i n g s o n , Dunham S PUBLIC UTILITY fgi BALDUJin ROD PLANNING • LANDSCAPE A R C H I T E C T U R E • E N G I N E E R I N G HDR C H O D A T , R U B A C K & A S S O C l A T f ^ S , INC Studies Desigri Relaying Metering HARLAND BARTHOLOMEW & ASSOCIATES, INC. R u s s e l l Si A x o n E I n g i n e e r s •A r c h i t e c t s , P . C . United American Plaza Suite 1801 noKville. Tennessee 37929 (615)524-2900 Stafford Enecutive BIdg. Route 4. Box 19 Stafford. Virginia 22554 (703)659-4135 THE PrrOMETER ASSOCIATES (212) 267-8288 Engineers Water Waste Surveys Trunk M a i n S u r v e y s W a t e r Distribution S t u d i e s Special Hydraulic Investigations 100 C h u r c h S t . , N e w Y o r k , N . Y . 10007 Chic;tgo C o l u m b i a A t l a n t a N e w M i l f o r d , C t BODIE, TAYLOR AND PuRYEAR, INC. CONSULTING ENGINEERS 611 Research Road P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 R, KKiX.NKTH W E K K S ENGINEF.R.S Water Supply a n d Purification • Sewerage and Sewage T r e a t m e n t • Streets a n d H i g h w a y s • Invesiigatiotis a n d R e p o r t s • Snr)ervisIon of (lonstruciioti. 2733 TIDEW.\TI:R D R . NORFOLK. \. 23509 �YARGER AND ASSOCIATES,INC. Over 600 Surveys Our 29 th Year Position Classification and P a y Plans Management and Organizational Test Construction - Studies Fire and Police Studies 2830 M a r y S t r e e t F a l l s C h u r c h , V a . 22042 703/560-6900 G E R A G H T Y & M I L L E R , I N C . 844 WEST STREET. A N N A P O L I S . MO 21401 (301) 268-7730 ANNAPOLIS TAMPA BATON ROUGE W PALM BEACH HARTFORD HOUSTON CMAMPAIGN-URBANA TRAFFIC SIGNS Shannon-Baum, Inc. P.O.BOX TRAFFIC 2511 BALTO.,MO. POSTS 21215 REFLECTIVE SHEETING TRAFFIC SIGN FACES ALUMINUM BLANKS 3 0 1 - 3 5 8 - 3 9 0 0 (COLLECT) 7 700 LEESBURG PiKE SUITE 302 CHUHCH,VA. 22043 705/893-0711 FALLS Bouls Bnciinssrino CoriDorsCion consuttlnQ WATEH, WASTEWATER, SITE DEVELOPMENT, STRUCTURAL Cifil Fairfax County and the City of Norfolk won 1982 Outstanding Achievement Awards from the Virginia Chapter of the American Planning Association. Norfolk won for its downtown plan while Fairfax was presented an award for its study on preserving agriculture and open space. The general development plan for downtown Norfolk was adopted by City Council in October, 1981. Several aspects of the plan are now underway. It combines ail elements considered essential for downtown development and shows how they should be integrated for greatest impact. Compiled by city planning staff in the planning commission, the 169-page report is the result of many groups' efforts from public and private sectors. The planning association judges said that Norfolk's plan reflects a belief that mixed use/mixed old and new downtown can be an attractive to users and investors. Fairfax County study was under- enoineers — Hydraulu — Studtts — — Drainage H'jifr Horits Managing underwriters and distributors of state, municipal, and government bonds and notes. Systems JORDAN & HUTCHERSON, INC. consullinji taken at the direction of the Board of Supervisors in April, 1980 on the question of whether Fairfax County should adopt an ordinance providing a special land use tax assessment to farm land and other open space lands. Over the past several decades, the County has changed from a rural to an urban county. Much of Fairfax's agriculture, horticulture, forest and general open space land was converted to developed uses. The study assessed the status of the remaining lands in those categories and explored how they might be preserved. The Board of Supervisors established several committees to assist staff in formulating the agricultural preservation program. As a result of the study and the findings of the committee, the Virginia General Assembly approved a bill to allow the creation of agricultural and forestai districts in areas of 25 acres or more. When land is included in agricultural or forestai districts, it is taxed as a special district rather than what its development potential might be. In return, the land owner must promise to continue agricultural use for at least eight years. DRAINAGE,FLOOD CONTROL STREETS , HIGHWAYS.BRIDGES DESIGN, MARINAS — Sanitary — Suhdimsion Silr Plans — Highway Norfolk Fairfax County, Win Awards engineas SUITE 109 2405 WESTWOOD AVE. & surveyors (804) 353-5541 R I C H M O N D , VA. 23230 American Uniform Sales, Inc. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. F o r additional information, please contact one of the following members of our Public Finance Division O Q Z < < z o QC > 24 FINANCIAL AND MANAGKMKNT CONSLILTANT.S • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification and Pay Studies • Executive Search and Selection • Management and Organization Studies • Utility and Public Works M a n a g e m e n t Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED O. BOX 45 V I R G I N I A B E A C H , V A . 23458 AUSTIN V . K O E N E N (212-558-3180) JOSEPH A. HARCUM (212-558-3174) BENEDICT T . MARINO (212-558-2840) L E E K . BARBA (212-558-2168) ROBERT M . BROWN, I I I (212-558-3356) MICHAEL P. GEORGE (212-558-2680) ROBERT B.NOLAN (212-558-3360) L e h m a n Brothers K u h n Loeb Incorporated NEW YORK DALLAS • • SAN FRANCISCO ATLANTA • HOUSTON • BOSTON • LONDON • CHICAGO LOS ANGELES • TOKYO �(Winchester, from page 9) is exemplified by the fact that downtown has been divided into a primary district, the Loudoun Street Mall, and a secondary district, the streets surrounding the mall for tax purposes. Recognizing the importance of an identity for the downtown shopping area, the board is sponsoring a contest to find a suitable name which will include the mall and the secondary district. The unified concept will also be beneficial in advertising and promoting the downtown area. It has been shown that a sense of identity and cohesion is important to the public's perception of a downtown shopping area. In June, the DDB began publishing a newsletter to keep property owners and merchants informed of the board's activities. The newsletter is a forum for ideas and allows merchants to participate in the d o w n t o w n development process. Winchester's DDB, committed to the idea of creating a unique environment in the downtown area, is providing a shopping experience built around the 19th century theme. As a kickoff to this theme, Winchester is planning a special Christmas promotion called "Christmas 1890" which will run from the day after Thanksgiving to Christmas Eve. For 29 days the eight block area of Winchester's central shopping district will become an 1890s shopping village. Horse drawn carriages, knickers, top hats, street carolers, hot chestnuts, flower girls, and good old fashioned Christmas spirit will replace the workaday world. Shops will be decorated by merchants and sales people will wear 19th century garb. One of the main attractions will be an antiques fair with over 30,000 square feet of quality antiques for sale from all over the east coast. The construction of the first pedestrian mall in 1974 was the first step and now, eight years later, Winchester is embarking upon a ambitious program to continue a vibrant, cohesive and active downtown. TECNOMICS • • • • RATE STUDIES CONSOLIDATION/ANNEXATION STUDIES MICRO COMPUTER PROGRAMMING TRANSPORTATION STUDIES 100 ARDMORE STREET BLACKSBURG 2 4 0 6 0 703-552-5609 RECREATION PRODUCTSD I V . WASHINGTON O F F I C E : (202) 842-1 160 " E i K A M ^/K^ Consulting Engineers Environmental Laboratories Industrial and Municipal 1531 North Main Street (~\D Blacksburg, Virginia 24060 J^OTPO^im (703) 5 5 2 - 5 5 4 8 • Solid Waate/Energy Recovary • Water Pollution Control • Air Pollution Control • Induatrlal Waate Treatmant T^SSOCIATES 2000 RIVERSIDE DR MI-SI Charles R Velzy Associates, Inc. Consulting Engineers 355 Mam Street Armonk, New York 10504 RICHMOND, VA, 2 3 2 2 5 1604) 232-5400 PERRY K. PLAINE Box K228 Koger Executive Center Richmond. Virginia 23288 TERRAQUA Resources Corporation Studies • Facility Planning Design C o n s t r u c t i o n M a n a g e m e n t • Operations Water/Wastewater • Solid Waste Hydraulic Systems & Structures IE ENGINEERS • ARCHITECTS • P L A N N E R S Grceuliorne 10710 • • Inc. FAIRFAX. VIRGINIA Thad S. Roberson, Jr- pHONE 703-385-9800 ENGINEERS SAINT PAUL STREET BALTIMORE, MARYLAND 21218 (301) P L A Y G R O U N D a n d P A R K E Q U I P M E N T BY G A M E TIME, I N C . C U N N I N G H A M AbSOC- INC9 5 5 4 l a k e s i d e Br , R i c h m o n d , V a . 23228 P h o n e 804 ' 2 6 2 - 2 4 0 1 CE MAGUIRE, INC. THE MAGUIRE GROUP ConsultingEngineers 1200 15th street N.W. Washington, D.C, 2 0 0 0 5 [202] 861^0026 Boston, Philadelphia, New York, St. Louis, Syracuse. White Plains A Patton, H a r r i s , Rust & A s s o c . a piotessional corporation Engineers . Surveyors , Planners Complete professional services lor municipalities and public: ager>cies Main Office. 10523 Main Street. Fairtax Virginia 22030 (703) 273-8700 V.lley Office: 100 South Main Street Bndgewater Virginia 2281? [703] 828-2616 Florida—West Virginia—Georgia—Maryland 235-3450 G e o r g e C u n n i n g h a m , Field R e p r e s e n t a t i v e "imagineered" Bcx laiOBniENSGEnE 22030-: WHITMAN, REQUARDT ANU A S S O C I A T E S 2315 Engineers/Consultants Reading, PA 215-378-9300 Hunt Valley, MD 301-667-6020 S U R V E Y O R S & O'Mara, LEE HIGHWAY, SUITE 2 0 2 i^AOIIA -luv u u ARCHITECTS/ENGINEERS/PLANNERS COMPLETE PUBLIC WORKS ENGINEERING AND LAND SURVEYING SERVICES BENGTSON, DeBELL. ELKIN & TITUS CONSULTING ENGINEERS & SURVEYORS P.O. Box 4 2 9 13924 Braddock Rd. Centrevilie.VA 2 2 0 2 0 703-631-9630 P.O. Box 8 3 50-S Edwards Ferr^ Rd. Leesburg. VA 2 2 0 7 5 703-777-1258 Biauvelt Engineering Co. Consulting EnQinecis 452SoiitlilakeBoul nrd MZWVorkSlml 5203 Lnsbiirg Pike. Suiti 600 Riclinoilll,VA2323 Sail! 710 Fills Clnrcli,** 22041 804 749-1174 lliirti)lk,V» 23510 703 99M100 804 627-2939 AMBULANCES, COMMUTER B U S E S , 4 dr. L I M O U S I N E S 6 dr. Hearse & Ambulance Sales Inc., 8011 Jefferson Davis Hwy., Richmond, V a . 23237 Ph. 1-804-275-2624 I o Q Z < o < z C3 DC M i c h a d K. B e r l i n Municipal Servicel Monagar Eoii Cen'rol Region MOWNINO-FBtRIS INDUSTRIES P.O. Box 9733 BWI Airport, Moryiond 21240 > Bolt: (301) 796-8850 T . l . x i 87-487 25 �Junior Firefighter Bill By Senator Charles L. Waddell The 1982 General Assembly approved legislation, effective July 1, 1982, which will enable local governments to adopt a local ordinance permitting 16 and 17 year olds to fully participate in volunteer fire companies after attaining certification of training as administered by the Department of Fire Programs. The legislation, requested by the Loudoun County Fireman's Association and the Loudoun County Board of Supervisors, was sponsored by Senator Charles L. Waddell (Loudoun/Fairfax) and Delegate Kenneth B. Rollins (Loudoun), among others. Loudoun County has adopted the local ordinance effective July 1, 1982. For many years volunteer fire companies were permitted by a Virginia Department of Labor regulation to accept junior members to participate as full members of the fire company after training. This practice was brought into question by the Attorney General's opinion in September, 1980. The opinion stated the Department of Labor lacked the authority to create this exception to the Hazardous Occu- Public Power Financing . . Experience Innovation Commitment >O Q o ) First Boston THE FIRST BOSTON CORPORATION o 26 Park Avenue Plaza NewYork, N.Y.I 0055 Kevin J . Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 J Governor Robb signs the bill. Senator Waddell is third from the right. pation Law regarding the use of minors in volunteer fire companies and rescue squads. Loudoun County, like many jurisdictions across the state, was immediately impacted by the ruling. The county has 17 organizations, which are 100 percent volunteer providing service to an area of 517 square miles for more than 57,000 citizens. The 522 volunteers are supported by a small full time county staff. In Loudoun, the immediate effect of the negative ruling on full use of junior volunteers was the loss of 61 teenagers from the program. Volunteerism is the life blood of the county's fire protection program. Many local fire chiefs and professional staff members feared turning away these young people would precipitate a future reduction in volunteers. The training experience will allow these youngsters to compete successfully for a future fire fighting career. In Loudoun County, 19 junior firemen have become full time career firemen or medic unit personnel. In 1981 legislation was introduced permitting the 16 and 17 year olds to participate fully in both volunteer fire companies and rescue squads, but the bill's final form applied only to rescue squads. The 1982 attempt was the second made to permit the full use of trained junior volunteer firefighters. The successful passage of Senate Bill 103 in the 1982 General Assembly must be credited to the coordinated efforts of volunteer firefighters across the State who diligently kept in contact with their legislators and to the spokesmen for State Fire Chief's Association of Virginia and the office of Fire Service Training who actively supported the bill. (Southside, from page 21) ment. With the Industrial Development Corporation erecting a shell building on a 6.9 acre lot, the industrial park will be a prime site for industries wishing to locate in Southside Virginia. This project is considered an excellent example of a joint venture between the private and public sectors to promote economic development in the community. 503 Program Under the S B A certified development company. Section 503 funds will allow private lenders to meet long-term credit needs through supported loans based on subordinate S B A second mortgage financing In the form of 100 percent SBA guaranteed debentures. As under the revolving loan fund program, assistance will be focused on projects that create or retain a meaningful number of jobs. LCDC was fortunate to be Virginia's first certified development company and thus be able to offer a new source of investment capital to attract new industry and to expand existing businesses. Currently three applicants are in the process of collecting information to complete their applications. One of these applications has been submitted for consideration by the Lake Country Board of Directors. The people of Southside Virginia feel the S B A program will be the "way of the future" and believe it will be a very useful tool for attracting new industry and providing for business expansions. As summarized by Senator John Warner, "This is very good news for the people and economy of the Southside area. This S B A decision reflects the success of local economics development initiative." �Smith Barney is Number One in Joint-Action Public Power Financing. No other investment banker has as much experience in joint-action as Smith Barney. Over the past six years, Smith Barney has been responsible as lead managing banker for bringing to market, for the first time, the following major joint-action public power agencies: Heartland Consumers Power District (South Dakota) (Sole Managing Banker) Lafayette Public Power Authority (Louisiana) (Senior Managing Banker) Massachusetts Municipal Wholesale Electric Company (Senior Managing Banker) Michigan Public Power Agency (Senior Managing Banker) Michigan South Central Power Agency (Senior Managing Banker) North Carolina Eastern Municipal Power Agency (Senior Managing Banker) Northern Municipal Power Agency (Minnesota) (Senior Managing Banker) Vermont Public Power Supply Authority (Senior Managing Banker) Wyoming Municipal Power Agency (Sole Managing Banker) If you would like more information, call one of your Virginia Smith Barney team: l ^ y y ^ i t h E^O^n I II LI I ^ ^ d l I A%# itSj Peter Ramsey ( 2 1 5 ) 8 5 4 6103 H S f r i S UpMSITI MaryMudryk (212)399-6171 SL Michael Lexton (212)399-3213 f^n Ot v^U-Incorporated 1345 Avenue of the Americas. New York NY. 10105 �There's Life That Old Landfill Yet Extend Landfill Life or Get Help with a New Site J If you're worried that your sanitary landfill's days are numbered, perhaps you shouldn't be. Extend its life by packing maximum refuse into minimum volume. We can show you how . . . with Cat Landfill Compactors. They chop, crush, mash and pack refuse into a tight mass. Up to 1400 lbs. per cu. yd. as against 800 lbs. by dozer methods. Less cover material is also needed. And a firmly compacted landfill can be put to productive use sooner. Or if you're considering the landfill method for the first time, we can help you get started right . . . with films and literature that explain the sanitary landfill method and its community benefits. Then we'll help you select the right mix of reliable, efficient Cat machines to make the operation efficient and economical. Give us a call. We will help you find the economical solution to what could be a long-term community problem. Consider the Taxpayer... Consider CAT Your CATERPILLAR Dealer CARTER MACHINERY COMPANY, INC. Salem, Norton, Oakwood, Danville, Virginia • Bluefield, Lewisburg, Pineville, West Virginia VIRGINIA TRACTOR CO., INC. Richmond, Chesapeake, Haymarket, Waynesboro, Virginia Caterpillar, Cat and m are t r a d e m a r k s of C a t e r p i l l a r T r a c t o r C o . � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 8 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource August 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198208 https://www.virginiaroom.org/digital/files/original/69/6444/198209.pdf d00aa7f645ccb888988ef7f7d9168137 PDF Text Text Vfrginia *City O o >< iHtriiiiiiiS Virginia Beadi �Ghoice: Chesterfield GoimtyT OFFICE OF THE COUNTY ADMINISTRATOR, DEPARTMENT OF ECONOMIC DEVELOPMENT CHESTERFIELD, VIRGINIA 23832 �O F F I C E O F T H EMAYOR VIRGINIA MUNIClPAL C E N T E R B E A C H , VIRGINIA 23496 Dear Virginia Municipal League Delegates: On behalf of Virginia Beach's 283,000 citizens, I wish to welcome each of you to the 77th Annual Virginia Municipal League Conference. As you visit our City, I hope you will have the opportunity to view the "Other Side of Virginia Beach". I know you will enjoy our hotels, restaurants, beaches and convention facilities, but Virginia Beach is much more —it is historical sites, agricultural land, industrial areas, etc. It is these facets of our City I hope you will explore. The Virginia Beach City Council and our residents look forward to hosting you in our City from September 19-21,1982. I trust your visit will be both productive and enjoyable. �GOLDMAN SACHS CAPABILITY: SELLING PUBLIC POWER BONDS TO SUBSTANTIAL INDIVIDUAL INVESTORS. Goldman S a c h s has long been recognized as a leader in selling public power bonds to institutions. But many issuers are not aware that we are also a leader in selling these securities to substantial individual investors. In fact, over 40% of our total sales of tax-exempt bonds during the past year were to individuals. Our retail clients are not ordinary investors. Many of them purchase bonds in blocks of $100,000 to $1,000,000 or more. Their buying strength can mean lower interest rates for public power issuers. Goldman S a c h s has carefully developed this market by establishing a separate securities sales force who are specialists in serving individual investors. These sales professionals are four times more productive than the average for the securities industry. To sell public power bonds to substantial individual investors, call on the marketing capability of Goldman S a c h s . oldman adis Goldman, Sachs & Co. New York B o s t o n C h i c a g o Dallas Detroit Houston Los Angeles Memphis Miami Philadelphia St. L o u i s S a n F r a n c i s c o L o n d o n Tokyo Z u r i c h Member SIPC �Virginia Editor Charlotte Kingery Editorial Assistant Margaret A. N i c h o l s Advertising and Business IVIanager Sandra J . Bacas Telephone 804/649-8471 Volume 17 September 1982 Number 9 VML President Raymond F. Ratcliffe Executive Director R. Michael Amyx Officers Francis T. West Charles A. Robinson, Jr. Lawrence A. Davies Vincent J.Thomas Executive Committee Sam W. Adams Jane L. Hough Arlie C. Payne Martha V. Pennine Robert T.Williams 9 10 11 12 14 16 18 20 27-38 40 44 49 51 52 54 61 63 VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia l^unicipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia IVIunicipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753 Richmond 23206 The Other Virginia Beach VML Achievement Awards Hampton—Environmental Quality Falls Church—Human Development Fairfax City— Public Safety Prince William—Effective Government Norfolk—Community Development Portsmouth—Transportation VML Annual Report What Started Virginia Beach? Changing The Beach Through Economic Development Agriculture and Tourism Tourism—A $210 Million Business Virginia Beach Welcomes Virginia Beach—A Meeting Place Directories Books About The Contributors The City of Virginia Beach, assisted by Pamela M. Lingle, contributed the host city articles. Lingle is the assistant to the public information officer. Sarah B. Holt, a mass communications graduate of Virginia Commonwealth University, wrote the articles on the VML Achievement Awards. The graphic design was by Nancy Denton. �Andy Clark, Vice President of Industrial Disposal Service, tells why Pak-Mor's new Link Retriever is virtually trouble-free. "Simplidty of design. Fewer working parts means fewer parts that can stop working." "When we bought our first Pak-Mor Link Retriever we expected a reliable machine. What we got was even better.. .an almost totally trouble-free unit. With its simplicity of design, Pak-Mor's new Link Retriever has • fewer working parts. And fewer working parts means fewer parts that can stop working. With Pak-Mor we get reliability and almost totally trouble-free performance. What can be better than that?" Here's how Pak-Mor's new Link Retriever System works: The Lift Frame Assembly Is actuated by two rugged 4 " hydraulic cylinders. Lift Links, attached to the Lift Frame, pull the Lift Carriage up the tracks. Upper section of the tracks Is contoured to stop vertical travel and allow the container to rotate and dump Its contents. The Lift Carriage Is designed to accommodate a 2 to 4 cubic yard metal container or can be adapted to handle a 90 to 300 gallon plastic barrel. MANUFACTURING COMPANY For more Information on Pak-Mor's new Link Retriever, call or write us today. Pak-Mor Manufacturing 6 Company 11123 S.E. Military DrivelP.O. Box 14147ISan Antonio, Texas 782141(512) 923-4317/Telex 76-7429 �Mayor T h o m a s D . Rust addresses citizens at candidates' forum, held prior to municipal elections in May. Herndon Staff displays the National Sports Foundation Gold Medal A w a r d for excellence in community recreation. New bank office exemplifies quality of new commercial development. English Friends visit Nation's Capital as part of the Herndon-Runnymede Sister Cities Program. O Q O H < O DC Commercial/industrial project to be built by national developers represents portion of 400,000 square feet of space to be completed. �GRIFFIN' Ductile Iron Pipe for water and sewer installations J.IIJJIH •J ki I n D U C T I U E I k I IRON CAST IRON SOIL PIPE & FITTINGS C3RIFFIN PIPE PRODUCTS CO. . rXmsted BOX 740 • L Y N C H B U R G , V I R G I N I A 24505 • 804-845-8021 Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg Bristol Buena Vista Chase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Elkton Emporia Essex County Fairfax Fairfax County Fauquier County Franklin Greensville County Gretna Grundy Hampton Hanover County Harrisonburg Herndon Hopew/ell James City County Lawrenceville Leesburg Luray Lynchburg ORDINANCE CODIFICATION Looseleof Supplement Service M UNICIPAL CODE CORPORATION p. O. tax 223S TAUAHASSEE, FIORIDA 31304 Takphen* (904) $7t-317l Manassas Manassas Park Martinsville New/port News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Richmond Roanoke Rockingham County Salem Smithfield Staunton Strasburg Suffolk Vinton Virginia Beach Waynesboro Williamsburg Winchester York County • Law Editorial Staff • Modern Computer Technology • Serving over 1,700 municipalities and counties in 47 States, including Virginia �The Other Virginia Beach T h e r e ' s another s i d e to Virginia B e a c h b e s i d e s the s a n d and s e a . It's the green fields of corn and soyb e a n s . It's the jet fighters and naval war s h i p s of four a c t i v e military ins t a l l a t i o n s . It's the effort the city has made to diversify its e c o n o m y , through all t y p e s of e c o n o m i c development. T h e other s i d e of Virginia B e a c h is s o often overlooked by resident and tourist alike. It's like the bottom half of an iceberg, a l m o s t hidden from view. Historically, Virginia B e a c h h a s been an agricultural community and, even though tourism h a s taken the upperhand in the p u b l i c ' s e y e , farming c o n t i n u e s to be a m a i n s t a y of the area. T h e a r e a ' s strategic location on the e a s t e r n s e a b o a r d w a s not lost on military leaders either a s they loc a t e d air, s e a and land f o r c e s in and around Virginia B e a c h . Finally, the other s i d e of V i r g i n i a B e a c h r e p r e s e n t s an attempt to f a c e the future. E c o n o m i c diversification h a s been the w a t c h w o r d for Virginia B e a c h e c o n o m i c developers. W h i l e t o u r i s m is given its due, efforts were a l s o undertaken to broaden the c i t y ' s tax base. S u c c e s s f u l marketing efforts have been directed at out-of-state and foreign c o m p a n i e s to relocate here. At all t i m e s , the s e a r c h h a s been for busin e s s c o m p a t i b l e with the c i t y ' s tourism a s s e t s and quality of life. T h e other s i d e of Virginia B e a c h is actually many s i d e s . Included in the following s e r i e s of a r t i c l e s are s t o r i e s about the major f a c e t s of the city's economy, tourism, agriculture and military, c o n v e n tions and industrial development. Y o u ' l l find all s i d e s of Virginia B e a c h are here for your d i s c o v e r y . (All information the Virginia Beach Information.) was provided by Office of Public The Municipal in Virginia Compiex Beach. Virginia Beacti is a miiitary city and proud of It. Five active military installations are located within its boundaries and their input in both dollars and people have greatly enhanced the growth of Virginia Beach. �VML Achievement Awards o There's a saying that poor folios have to be more creative because rich folios can buy what they want. Local governments may not be rich but they're talented. Each year the winners get a little more bold and create a little more splash—but their attempts are methodical and in the end, clear. Prince William County took its budget process apart and restructured it. Every locality deals with a budget and every locality, in some way, can use what the county executive and his staff did in Prince William. It seems reasonable that nursing home personnel know how to evacuate a burning building, but the Fairfax City Fire Department didn't take a chance. Five staff members were trained to teach children, correctional officers, hospital staffs and others how to prevent and react to fires. An all-out campaign has reached 15,000 people in the city. Hampton built a refuse plant that sells steam to NASA Lang ley Research Center. Recently, the city found a second buyer for the steam the plant emits. How does a city get rid of its slums but not create displacement? Norfolk has restored 21,000 houses since 1977 and offered assistance to help the owners maintain their homes. City Councils and School Boards aren't always in agreement, yet in Portsmouth the fleet system is shared by both and the benefits to both are tremendous. Keeping mentally retarded adults out of state institutions and in the communities where they can lead a productive life was the incentive behind the group home in Falls Church. Large enough to accommodate five residents and a live-in counselor, the 100-year old Victorian home was renovated by the city and contributions came from all over—merchants, Boy Scouts, artists and other citizens. The full stories of this year's winners are told on the next few pages. Take time to discover what they did—fulfilling a needed service that didn't have to take a lot of money, just enough ingenuity and persistence to get it done. Glory goes to our judges, too. Led by former VML Executive Director Harold I. Baumes, the panel of judges had the task of picking the best out of a very good lot. Elizabeth Andrews, formerly of York and James City counties and now a municipal consultant, served along with Dr. Robert J. Horgan, a political science professor at the University of Richmond. Both Ms. Andrews and Dr. Horgan have also written for Virginia Town & City. Human Development Environmental Quality Falls Church Hampton Q < Community Development Norfolk Effective Government Prince William < Z cc Public Safety Fairfax City Transportation Portsmouth 10 mmam �VML Achievement Award Efwironmental Qyality Hampton Hampton Turns Refuse To Energy Waste Not, Want Not Although it takes more than hot air to send the space shuttle up, steam produced from burning Hampton's refuse has saved money in heating, air conditioning and experimental purposes such as wind tunnel testing for NASA Langley Research Center. The city and the federal government have also benefited financially from the project. A unique coalition of the city, NASA and the U.S. Air Force has produced a refuse burning facility with great capabilities. The plant can make 66,000 pounds of steam per hour, 24 hours a day, 365 days a year! The layout of the facility, first considered in 1971 and begun in 1978, meets all the requirements environmentally, operationally and economically. Located on NASA property, it is separated from roads and surrounding areas by trees. Trucks laden with refuse do not pose a problem to other traffic because they leave the highway via a deceleration lane and enter an enclosed tipping area. Fans keep odors from escaping the facility and refuse can be safely stored up to four days in a storage pit fed to the furnace. The furnace consists of three inclined grate areas. The first is a feed grate that feeds refuse with a hydraulic ram. The second, a burning grate, tumbles and mixes the trash to insure proper burning. The third grate, the burn-out, assures maximum reduction of waste. This grate has reduced refuse volume by 85 percent, extending the life of the landfill almost seven times as well as lowering the toxicity of the waste. All large fans and pumps can be electrically or steam turbine driven, allowing for power back up and steam production even when there is low demand at NASA. Due to the unique design of the plant and the experienced boiler operators, it has operated at an 80 plus percent rate. (It must meet a 70 percent operational rate to achieve payback). The Navy placement services provide many of the personnel from retirement programs and others are hired in advance and trained at similar refuse fired steam plants. Hampton's Refuse Plant. The Economic Success The project reaped economic success for Hampton and the federal government. Anticipated and realized savings of $100,000 were divided so the city received $67,000 for reduction of disposal costs and the government got $33,000 for steam reduction costs. The operating costs, department retirement services and landfill costs were all paid before savings were realized. The original estimates for the 20year cost and savings were on a 70 percent operational rate and a 10 percent per year escalation rate. By the time the plant has operated 15 years, the sale of steam should cover the entire operating cost and no tipping of refuse disposal fee should be charged. The cost of disposal should be zero to the city, NASA, Langley, Fort Monroe and the Veterans Center. "They did it—zero cost for disposal." This is the first refuse facility of any type to achieve a zero disposal cost and its success has been widely acclaimed. Several articles in nationwide magazines have featured Hampton's project, citing the low cost. As unique as achieving a zero disposal cost may be the agreement with the federal government. Hampton may be the only community that is able to offset the cost of a municipal service through sales to the federal government. Further savings have been realized by a contract made with an ethanol alcohol production plant to sell steam not used by NASA. The plant will provide $100,000 to reduce steam costs so the federal government will realize a total savings of almost $400,000. The plant will pay property taxes to Hampton and provide about 40 jobs as well. "Anybody who can use steam for operation can use this," said plant manager Cliff Loveland. "We don't have enough steam to take on many new customers like the alcohol producing plant," he explained, "but NASA Research Center will be with us until the end of our plant's operation." O Q O < cc 11 �¥ M L Achiefement Award Human Development Falls Church Falls Church Opens Doors For Mentally Retarded Mental retardation is crippling to the victim as well as the family. The treatment historically has been to institutionalize or hospitalize retarded Individuals—to keep them from hurting themselves or others. Falls Church has joined the nationwide effort to improve treatment of retarded citizens. Since May, 1981 five mentally retarded adults have lived in a group home project initiated by the city. Citizens, local businesses, community groups and $135,000 in Community Development Block Grants (CDBG) funds from the U.S. Department of Housing and Urban Development have contributed to the home which houses the people and provides training and skills for independent living. "A group home because—' o O I< z o DC > 12 The idea for a group home was born out of a casual discussion by two city employees in 1976. The city purchased a large house and planned to demolish it, leaving the land for park expansion. But the house, more than 100 years old and a Victorian style frame structure, was suggested as a group home. The building, large enough to accommodate five clients and a live-in counselor, is located one-half block from a bus stop, within walking distance of shopping and medical facilities and borders a city park with recreation facilities for the handicapped. Primarily, though. Falls Church felt a pressing need for a group home for mentally retarded adults. Although the city is only two square miles in size with a population of slightly more than 9,500, seven mentally retarded residents were staying at a state institution awaiting placement in one of the few community residences in Northern Virginia. At least seven more mentally retarded citizens were living at home with their elderly parents, waiting for placement. Those 14 adults were part of 103 people on a waiting list for placement in Fairfax County and Falls Church alone. The finished product is enjoyed by two clients and counselor Alan Phillips (right). "The group home was made possible through HUD and other funding sources." A group home proposal was presented to the public in 1976 along with the city's CDBG application. Although the concept was received enthusiastically by the community, the amount of block grant funds allocated to the city were not enough for the project. In 1979, Falls Church applied for $135,000 in block grant funds through the Metropolitan Washington Council of Governments' Areawide Housing Opportunity Plan program. But when only $100,000 in block grant funds were awarded, the city was forced to go "back to the drawing board." Several months later, however, the city applied for and received the additional $35,000 needed from HUD (part of the Small Cities Program) for the group home project. "It was a total community effort" Local citizens, businesses and community' groups got in on the ground floor of the group home project. In addition, the Planning Department, the Public Works Department, the Public Information Office and others worked closely on the project. City staff developed the program with intentions to involve the entire community. Much of the enthusiasm for the project was due to people who had experience with disabled adults. The project architect, for example, was eager to see the project succeed because a member of his family was disabled. He not only provided the construction and bid documents, plans and some onsite inspections, but also gave unlimited free architectural and design advice. Similarly, the general contractor was so interested in the project that he presented a bid $20,000 under the next lowest bidder. Throughout the construction phase, he worked closely with the staff, suggesting alternative solutions when problems arose. His close attention to the construction was evident in the high degree of craftsmanship, which won praise from federal officials. HUD officials touring the group home remarked that they would be pleased if all HUD- �financed rehabilitation worl< resulted in the same quality craftsmanship. Several residents provided their expertise during the construction of the group home. An engineer visited the site several times to offer solutions to structural problems. A federal worker who supervised the extermination work for a federal complex inspected the group home site at no charge and submitted wording for a contract with a pest control company. These two donations of time and expertise by citizens may have saved the city hundreds of dollars. A local Boy Scout troop helped the city arborist collect plants and bushes to be used in landscaping the group home. In another effort to cut costs, the city planning staff provided the contract and construction administration for the project, saving approximately $20,000 in architectural and engineering fees, waived building permit fees and rewrote the standard contract handling requirements to lessen the financial burden on the contractor. The city also benefited from the expert advice of the staff of the Fairfax County Department of Housing and Community Development, which offered suggestions on how to cut costs and the best building materials. The county housing department, which administers the city's Section 8 program, was closely involved in the city's negotiation with HUD to allow the Section 8 program to be used for the group home. The Housing Management Division helped develop a leasing contract and management arrangemient with the clients and the managing agency and the division's legal staff reviewed all documents. The savings in time and dollars provided by various Fairfax County departments cannot be measured. Donations: Money & Gifts Various parts of the community were involved in the group home project in other ways. A college intern organized a drive to solicit support from civic groups, local businesses, churches and individuals to help furnish the group home. More than $15,000 was donated. An architectural designer provided her skills which led to an attractive, yet functional and long-lasting living interior. In addition to the cash gifts, merchants donated furnishings including a television set, dining table, dishes and a silver tea service. Others provided substantial discounts on merchandise. The concrete contractor designed and poured a walkway and patio as his gift. The general contractor completely restored a beautiful stained glass front door, and the painter did more than his contract called for, at no extra charge. As part of the dedication ceremony, a local artist designed the Falls Church Group Home residents prepare for an evening meal: (clockwise from left) Davey Jackson, Counselor Alan Phillips. Nancy Roberts. Nat Todd and Pat Menafee. cover of an invitation which was mailed to hundreds of local and regional officials, merchants and citizens. Two local women's groups catered refreshments for the dedication ceremony and local florists contributed flower arrangements. One greenhouse not only donated flowers for the ceremony, but completely furnished the house with potted plants and hanging baskets. Operation of tfie Home While owned by the city, the Group Home for Mentally Retarded Adults is managed by the Community Residence Division of the Fairfax-Falls Church Community Services Board. The board, which operates four other residences in Fairfax County, places the clients and counselors. The Falls Church home is staffed by a live-in couple. Each of the home's residents met income requirements for the Section 8 Existing Rental Assistance program. This was the first time HUD approved the use of Section 8 existing funds for a group home project. The services board expects residents to live in the group home for one or two years while receiving instruction and training towards a more independent lifestyle, such as their own apartment. When the residents leave, they may keep the Section 8 certificates if they still qualify forthe program. Ciient Selection Clients are selected so Falls Church residents get priority. Residents sign a lease with the city to live in the group home and are required to pay only 25 percent of their income for rent; HUD pays the remaining 75 percent. The city uses the rent money to maintain the property. When they sign a lease, residents are expected to meet responsibilities as one of the first steps in educating them about independent living. Counselors also educate the clients in areas such as personal hygiene, grooming, domestic chores, social skills, banking and money management. In the words of the home's counselors, the group home is not an institution, but " a place where residents have the opportunity for personal growth and development." House maintenance and upkeep is secured by the rents paid by residents and through the commitment of the city as owner and landlord. All major systems were replaced in the house during renovation and the structure was made as maintenance free as possible. The century-old building should not need major improvement for another 20 years, when reserves can be used for repairs. The savings for the Commonwealth are substantial when projected over several years. The estimated cost of institutionalizing one person is $21,000 for one year or $105,000 per year for five persons— which shows the one-time expenditure of $135,000 by the city was a good investment. But, the benefits to the five adults living in the group home, who might be unable to make such living arrangements on their own, far outweigh the cost of the program. Mayor Carol DeLong said another asset of the home is the impact it has had on the community. She admitted there was opposition at first but neighbors have begun to welcome the home now and their original fears are allayed. "We tried to convince people this was something Falls Church should do," she explained. "Once we refurbished the house, people started responding." O Q z < z o I< z o > 13 �VML Achievement Award Public Safety Fairfax Reading, Writing... Fire Prevention Fairfax City Teaches A B C s of Fire Safety o Q o I< (J DC 14 Commonwealth Hospital employee Laura Fleming learns how to extinguish a diesei fuel fire with help from Fairfax City firefighter Bill Douglas. Photo by George Borsfay, Northern Virginia Sun. Fairfax City youngsters take part in the first annual Fire Safety Olympics held last summer. Children won prizes for demonstrating fire safety techniques and physical agility acquired during training sessions taught by City Firefighters. Photo by Robert Paine. The Fairfax Tribune. An e f f e c t i v e fire fighting team w a s not e n o u g h . W o r k i n g fire fighting equipment w a s not e n o u g h . T h e City of F a i r f a x couldn't be s a t i s f i e d with e x i s t i n g fire prevention and s e r v i c e so they went one step further and s t a g e d an extens i v e program to e d u c a t e the public. T h e purpose of the program is to stop fires before they start. In the past year, firefighters have trained hospital s t a f f s , s c h o o l c h i l d r e n , civic association members, youths and correctional o f f i c e r s about fire prevention. T h e P u b l i c S a f e t y Education Program, r e q u e s t e d by Department Administrator Chief Harold E . Dailey, g o e s beyond the d e p a r t m e n t ' s primary m i s s i o n of putting out fires and a d m i n i s t e r i n g prehospital emergency medical care. A s a c o m m i t m e n t to making the public a w a r e , five people were s e n t to the National F i r e A c a d e m y to be qualified a s public s a f e t y education specialists. Besides maintaining their a s s i g n e d p o s i t i o n s a s firefighters and e m e r g e n c y m e d i c a l t e c h n i c i a n s , t h e s e people e s t a b lished the program's foundation. C i t i z e n s and b u s i n e s s o w n e r s have responded e n t h u s i a s t i c a l l y to the program's planning, development and implementation. the day participants w e r e put in real-to-life situations. Students were s h o w n r e s c u e , confinement and hospital alarm procedures, patient evacuation t e c h n i q u e s , c a s e s t u d i e s and firefighting procedures with and without portable fire exting u i s h e r s . Nursing personnel unable to attend c l a s s e s were given an explanatory manual written by the department. T h e Correctional Facility Fire S a f e t y and A d v a n c e d Breathing Apparatus Program taught correctional facility o f f i c e r s about fire safety. T h e one-day training c o u r s e included c l a s s r o o m instruction followed by practical application with fire and s m o k e c o n d i t i o n s in a training maze. A s e r i e s of s i m u l a t e d fire s i t u a t i o n s have been held at the F a i r f a x C o u n t y Adult Detention C e n t e r to reinforce the training. C o s t s for this program have been a b s o r b e d within the daily operat i o n s budget. T h i s c o u r s e will be expanded to include Northern Virginia area law e n f o r c e m e n t o f f i c e r s and the Virginia State P o l i c e by u s e of a mobile t e a c h i n g maze. How to t e a c h parents about holiday s a f e t y ? T e a c h their children. U s i n g S a n t a C l a u s a s the instructor, the F a i r f a x City Fire Department visited c l a s s e s from kindergarten W h o wouldn't be e n t h u s i a s t i c about the innovative programs created by the d e p a r t m e n t ? A m o n g them were fire Olympics, s i m u l a t e d s i t u a t i o n s and other s p e c i a l e d u c a tion t e c h n i q u e s . T h e S u m m e r Fire S a f e t y Olymp i c s , a one-day event s p o n s o r i n g team competition between five city recreation s i t e s , w a s the result of a youth s u m m e r fire s a f e t y c l a s s held in the c i t y ' s s u m m e r recreation program. More than 300 children and c o u n s e l o r s participated in e v e n t s c o r r e s p o n d i n g with the s u b j e c t matter taught during previous c l a s s e s . T h e total c o s t for the Olymp i c s w a s only $400 s i n c e materials, food, a w a r d s and c e r t i f i c a t e s were provided by local b u s i n e s s e s . "Professionals as well as children need to be trained in fire prevention." About 200 d o c t o r s and n u r s e s and support p e r s o n n e l s c r a m b l e d around a s m o k e y hospital setting during their training in the Institutional Health-Care F a c i l i t y Fire S a f e t y Program. W h i l e part of the day w a s spent in lecture, the rest of �through the s i x t h grade in e a c h area s c h o o l to tall< about holiday s af et y . In b e t w e e n prizes and treats, S a n t a gave a talk about fire s a f e t y and the need to w a t c h for c a r e l e s s n e s s w h e n decorating for Christnnas. He a l s o asl<ed them to warn their parents aboout too m u c h c o n s u m p tion of " h o l i d a y c h e e r . " T h e Holiday Fire S a f e t y Program c o s t about $85, contributed in full by the local volunteer department and a r e a merchants. "Fairfax City's program has reached 15,500 people." THE ULTIMATE CORDLESS PHONE • Have you ever felt "tied down" to tfie phone in your office, or at home . . . expecting that important call? • How many times have you made a mad dash for the phone . . . only to find it's stopped ringing? • And what about those o c c a s i o n s when you were simply too far away to hear it ring? Compare Our Price and tluality Only M 89°° (includes shipping & insurance) T h e p r o g r e s s the program h a s made s i n c e its inception in 1980 is a s t o u n d i n g . T h e pulDlic s a f e t y mess a g e r e a c h e d about 13,500 people in 1981 a s c o m p a r e d to a little more than 2,000 r e s i d e n t s in 1980. T h e number of programs in 1981 totaled 180 while there were only 60 in 1980. C h i e f Dailey s a i d there have been reports lately of programtrained p e r s o n s able to r e s c u e a c c i dent v i c t i m s . " W e ' v e had 15 or 20 c a s e s w h e r e people have written in to s a y they a d m i n i s t e r e d C P R or s o m e other form of e m e r g e n c y support to v i c t i m s in v a r i o u s c i r c u m stances." A c c o r d i n g to one of the award j u d g e s , the " t h o r o u g h n e s s , low c o s t and t r a n s f e r a b i l i t y " of t h i s program proved it superior to s i m i l a r local a t t e m p t s to e d u c a t e the public. S i n c e the fire d e p a r t m e n t ' s P u b l i c S a f e t y E d u c a t i o n Program is not funded by tax dollars, the funding c o m e s from the efforts of the public educat io n s p e c i a l i s t s to s e c u r e money and m a t e r i a l s from o u t s i d e sources. No c o m p e n s a t i o n is available to the e m p l o y e e s providing the ed ucatio n s e r v i c e s , many of w h o m devote an average of 100120 hours a month of their off-duty time to the program. T h e dedication of t h e s e individuals mal<es p o s s i b l e the c o m p l e t i o n of that one e x t r a step toward good fire protection. After all, a s Ch ief Dailey s a i d , " T h e role of the fire department is to prevent fires, not just fight t h e m . T h e best way is to e d u c a t e the public and t h a t ' s what w e ' r e d o i n g . " INTERSTATE PHONE REMOVES THE CORD . . . and you have freedom of phone movement like never before! Your phone goes w h e r e you go! Take it from room to room — a n y w h e r e in y o u r o f f i c e . T a k e a b r e a k in t h e patio, pool or garden. Work way out in the g a r a g e , b a s e m e n t or driveway. T h e Interstate Phone is there at your s i d e . EXTENDED RANGE H e r e i s truly the ultimate in cordl e s s p h o n e s . T h e Interstate Phone has unbelievable s o u nd fidelity — with an extended range of up to 600 feet. T h e entire unit — 10.5 o u n c e s — a t t a c h e s lightly and easily to a belt, or s l i p s into a pocket. Yet you c a n receive or place c a l l s to any corner of the world. YOU OWN IT T h e I n t e r s t a t e P h o n e is wholly independent of the phone c o m p a n y . Even its installation. F C C registered and U.S. G o v e r n m e n t approved for d i r e c t c o n n e c t i o n to any e x i s t i n g phone j a c k . Installation and monthly c h a r g e s are eliminated. STILL MORE FEATURES T h e Interstate Phone unit i n c l u d e s everything you need: Phone • base s t a t i o n • c o m p a t i b i l i t y w i t h all r o t a r y or p u s h b u t t o n s y s t e m s • easy installation with standard phone j a c k s . MEMORY SYSTEM T h e last number called is stored in the m e m o r y a n d i s automatically redialed — just push one button — great to reach forever busy n u m b e rs — s a v e s redialing a string of c o d e s . BATTERY RECHARGING CORD S t i l l a n o t h e r I n t e r s t a t e P h o n e exc l u s i v e ! A great new way to keep your phone charged — with no need to return it to its base unit. A charge cord is provided, to plug into any A C outlet in the h o u s e. W h i c h m e a n s the base c a n be t u c k e d permanently out of s i g h t A N D the p h o n e is a n y w h e r e y o u w a n t it — b e i n g charged. G U A R A N T E E satisfaction is completely g u a r a n t e e d ! U s e the I n t e r s t a t e Phone for 15 d a y s in your office, or home. Not p l e a s e d ? You owe nothing — not e v e n a n e x p l a n a t i o n . J u s t return for complete, prompt refund. P l e a s e n o t e : E q u i p m e n t u s e d for b u s i n e s s p u r p o s e s is tax deductible. You h a v e e v e r y t h i n g to g a i n , a n d nothing to lose (in fact, you'll wonder how you ever got along without one). Y E S T h e C o r d l e s s telephone is the sound a n s w e r for me P l e a s e s e n d me u n i t s at only $ 1 8 9 . 0 0 e a c h (California residents, please add 6 % s a l e s tax) Total $ enclosed. >H O Q Z < z NAME o ADDRESS CITY STATE. .ZIP. S E N D T O : INTERSTATE T E L E P H O N E 18210 S h e r m a n Way, R e s e d a , C a 91335 > 15 �r Prince William Prince William Takes the Confusion Out of the Budget Process While the much heralded zerobase and management by objectives budget techniques are comprehensive, they are complicated and confusing to the staff, the public and the elected officials who must make budgetary decisions. They are also ineffective in establishing overall priorities, except possibly where entire programs are eliminated. "An excellent, innovative and practical program."— Awards judges. Prince William County has responded to this situation by developing a simple, but effective, budget process for allocating its financial resources. The process focuses on setting service priorities and recognizing future financial impacts of budget decisions. Elements of the Process o Q O I- < tr 16 The county budget process has four elements. While some aspects of this process are used in other jurisdictions. Prince William County's emphasis on priority setting and future financial impacts is unusual. The first is the development of alternative service level budgets. All county agencies are requested to evaluate their service needs and establish priorities. Each agency then prepares three alternative service level budgets: No Increase, Program Maintenance and Program Improvement. The No Increase budget level assumes the agency will receive the same dollar level as the preceding fiscal year. Any cost increases must be absorbed first through increased efficiency and a reduction in lower priority services. Program Maintenance provides funding for continuing existing services and programs. While no dollar or percentage limitations are placed upon the Program Maintenance budget, agencies must provide extensive justification for any substantial increase in expenditures and forany new personnel. The Program Improvement ser- vice level provides new and/or expanded community services. No limitations are placed on the program improvement level, and no agencies are encouraged to identify all perceived budgetary needs. "Is a new police patrol more important than a program for mentally retarded children or expanded computer capability?" The second element of the budget process is the integration of agency requests into a comprehensive county budget. The integration process is the most difficult task in any budget because overall service priorities must be established. The following methodology was developed for determining a baseline budget setting overall service priorities. After agency budget requests are submitted, all program improvements and major program maintenance items are identified and segregated from the base budget. The baseline budget is examined in line item detail to determine the minimum staff and funding levels required to continue current operations. All program improvements and program maintenance items not included in the baseline budget are grouped into general priority categories. Low priority items are eliminated from further consideration because adequate funding will not be available. The remaining items are then reviewed in detail by a staff group headed by the county executive and ranked from most to least important. A funding line is then drawn based upon projected available revenue, derived by what the county executive is willing to recommend. Items within the funding line are recommended to the Board of County Supervisors for approval; items immediately outside the funding line are listed as priorities but beyond the financial capability of the county in the next fiscal year. Two Tiered Process Prince William County has a two tiered process for setting priorities. Individual departments evaluate their budget needs and determine priorities within their organization. These priority lists are then merged as a whole by the staf group review. The third element of the budget process is an analysis of future financial impacts. The Prince William County Board of Supervisors endorsed three key financial objectives guiding the budget process: • funding current expenditures from current revenues; • retaining an adequate fund balance to provide financial flexibility in meeting the unexpected; • stabilizing the real estate tax rate. Budget decisions for any fiscal year are made with an understanding of present and future financial conditions. Prince William County developed a simple computer model for analyzing the impact of tax rate and budget decisions over the succeeding five year period. This model is a financial planning tool focusing not on projecting exact expenditures or revenues in the future, but on analyzing the relationship between the budget, tax rate and basic financial conditions from year to year. It is used to ensure decisions made this year will not adversely impact the ability of the county to provide services within a reasonable tax rate next year. The fourth budget element is the review and adoption by the Board of County Supervisors. The primary aim of any budget process must be to provide adequate information to the elected officials responsible for adopting the budget and setting a tax rate. With the detailed listing in the county executive's proposed budget of what can be cut and what is required, the Board of County Supervisors is able to quickly grasp the contents of the budget and the implications it has upon services and the county's finances. This approach acknowledges that in any budget only limited amounts are �really areas of potential reduction or elimination. Tlie review process used by the Prince William County Board of Supervisors is equally efficient. First, all agency budget presentations are heard, focusing on the priority items. The board then reviews the priority list developed by the county executive and makes additions and deletions in accordance with budget objectives. Once the revised priority list is developed, it is a simple matter to redraw the funding line and analyze the fiscal implications in the future. mOPOSED FISCAL PLAN FY1SB3 Achievements of the Budget Process The process developed by Prince William County has several advantages over more traditional budget approaches in dealing with many required decisions. 1. The presentation of budget material is clear and concise. The chief administrative officer and staff are entitled to state the perceived needs of the jurisdiction. Once stated, their primary mission has been completed. It is then their responsibility to present the information to the governing body to make decisions on what to approve in the budget. The baseline budget is the foundation of the county's budget process. All new and major maintenance items are then individually added in priority order to reach the total recommended budget. The service impact of each item is explained in detail under the agency section of the budget document. The budget also contains a list of reductions from agency requests. The Board of Supervisors is therefore aware of budget items recommended by the county executive and the amounts requested by department heads but not recommended by the county executive. 2. The budget process is structured to mitigate conflict. Difficult decisions are too often resolved within an environment of conflict and hostility. The Prince William County budget process cannot eliminate this but can reduce it by: • making the budget totally open; • presenting a baseline budget and adding all "new" items in priority order; and • providing a structured budget review and decision-making (Continued page 59) Budget guidelines were compiled in a series of bool<lets. <S!S»HORNER, «ii*RARKSOAliift(. 725 CHURCH STREET LYNCHBURG, VIRGINIA 804-846-2711 PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T P E n i G R E W , JR. PATRICIA A. C O O P E R THOMAS W. ROBERTS, JR. CAMP DRESSER & McKEE 7630 Little River Turnpike, Suite 500 One World Trade Center, Suite 2637 Annandale, Virginia 22003 New York, New York 10048 703 642-5500 212 432-6700 environmerttal engineers, scientists, planners, & management consultants R.W. B E C K AND CDM >O Q Z < ASSOCIATES Engineers and Consultants Utility Planning. Management and Design Services. Rate and Contract Evaluation Technical and Economic Evaluation . Utility Property Appraisals 40 Grove Sireel Wellesley, Mass. 02181 (617) 237-4870 Load Management and Energy Conservation Analysis Energy Source Evaluation. Fossil - Nuclear - Hydro Solid Waste - Solar 1510 E . Colonial Dr. Orlando, Fla. 32803 (305) 896-4911 (5 DC 17 �VML Achiewement Award Community Development Norfolk Norfolk Never Breaks A Promise Home Sweet Home. Although you may have seen that expression many times on plaques, pillows and counted cross-stitch patterns, it's an adage worth remembering to many folks in Norfolk whose homes are the result of a massive effort to wipe out urban blight. Since 1977 the city has rehabilitated 21,700 dwellings at a private investment of $31 million. Over 5,000 families have been trained and counseled in improving home care and 1,200 uninhabitable units have been removed from the housing market. In essence, Norfolk's "facelift" has shown others how a good idea and determination can work for a municipality. The City's success story has many components and is not a closed book. Although the program, "No More Slums," is a mere promise, it's one Norfolk does not intend to break. Erwin Jackson, Housing Services Administrator, promised in 1977 to revitalize Norfolk the same time the new Division of Housing Services was established. He pledged to wipe out existing slums and prevent the deterioration of any other areas. Since Norfolk is hemmed in on all sides by other cities and/or water, building new structures could not be the answer. Most of the houses are at least 30 years old, so restoration became the most viable alternative. o Q < Z o o 18 "Unlike other rehabilitation programs, Norfoll('s reaches a good number of people."— VML Awards Judge Looking Backward Revitalization, however, became the response only after Norfolk tried other approaches to the problem. The 1960s idea was to bulldoze worn-out, ugly buildings and substitute the shiny Norfolk Scope or the Ghent Square Townhouses. These new facades did little to solve the Delapidated houses were common before Norfolk's "No More Slums" program. problem because the poor just moved into surrounding neighborhoods, perpetuating the situation. Just about the time the Norfolk slums were relocating, the Chicago firm of J . L. Jacobs recommended creating a Department of Community Improvement to consolidate all structure-related codes. All buildings, plumbing and electrical code functions were consolidated but the housing code enforcement remained split between the new department and the health department, out of respect for the latter. Meanwhile, the Model City Agency was experimenting with a new concept of balancing human needs with environmental needs and the Norfolk Redevelopment and Housing Authority was pursuing rehabilitation on a voluntary basis by offering low interest loans. But the struggle against neighborhood blight wasn't getting any better because all the efforts were too slow and fragmented. Not until 1977, when City Manager Julian F. Hirst suggested a Division of Housing Services, did Norfolk begin to take hold of its fate. Services Offered Now In five years, the recovery program has changed the outlook and activity of Norfolk neighborhoods. Once city council, city staff and the citizens made a commitment, the question was not can but how. How? By creating services for the citizens. Norfolk didn't just offer shelter but also assistance in financing the renovation, moving to the redeveloped neighborhoods and maintaining the structure. A number of bureaus were established under the Division of Housing Services to offer these new services. Preventing future slums and promising to improve existing housing, the Division of Housing Services inspects houses and rigorously enforces all the housing codes. The goal of the division is to inspect 9,000 of Norfolk's 90,000 housing units each year using the Housing Inspection Bureau. To meet the goal, the bureau is divided into four teams, each with four to six inspectors and a supervisor. Each group takes a quarter of the city as a project and a fifth conducts specialty inspections. The division's goal has not been met, but its successes are impressive. The Oakwood section of Norfolk was transformed in five years with the relocation of 29 families, the demolition of 75 structures and the revitalization of 300. Thirty-five new homes have been built and 22 single family houses were moved to vacant lots and rehabilitated. �Norfolk Helps Individuals Relocate The Housing Counseling Bureau helps people Involved in these building improvements to relocate emotionally as well as physically. The counselors work in tandem with the inspectors to improve people's living patterns and avoid problems Permits The Occupancy Permit Bureau is another arm of the program with unique concept. It revitalizes neighborhoods by requiring all vacant houses to be upgraded according to standards developed and adopted by residents and owners. Once vacant, a dwelling unit may not be oc- Public Power Financing , . . Experience Innovation Commitment.. ) First Boston THE FIRST B O S T O N C O R P O R A T I O N Norfolk's neighborhoods have a new look! of housing maintenance and family stability. The counselors emphasize home care training, how to be responsible tenants and how to deal with stress. The bureau is headed by a chief and seven counselors who take in 1,200 new cases per year and have 5,000 home contacts including follow up visits. They make referrals to other agencies and consult with social workers, property managers and legal aid attorneys. Since property maintenance is a key ingredent to successful revltalization efforts, the city created a Housing Rehabilitation Bureau to oversee maintenance and rehabilitation of selected residential structures funded by public assistance. Supported by Community Development Block Grant Funds, the Rehabilitation Bureau provided grant assistance to relocate 203 buildings at a cost of $1,103,968. These grants have mostly been awarded to elderly low-Income residents living in deteriorated places. The money Increased their standard of living while Ideally stimulating the rest of the area to "keep up with the Jones' " and fix up, too. The rehabilitation staff also gives financial and technical advice and estimates of home repair costs. A tool-lending library even makes hand and power tools available. cupied again without a occupancy permit. Under this program, 2,700 Inspections have been made and 2,250 units have been rehabilitated with a private Investment of some $13.5 million. Park Avenue Plaza New York, N.Y 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 "A whole new atmosphere has been created." It Is not hard to see the progress made In Norfolk. A stroll through Ghent or Oakwood proves the success of the cohesive effort. Besides making Norfolk a better place to live for the residents, the project has brought the city Into favor with other governments, realty and construction groups in the area. Yet, the most remarkable aspect of the Norfolk story is the people, according to Dave Monola, Director of the Department of Community Improvement. Monola further attributed the project's success to the support to the cooperative atmosphere existing between inspection bureaus and people. "Our only problem now is meeting the demands of the people," he said. O Q O > 19 �VML Achievement Award Transportation Portsmouth One Fleet System For Portsmouth Council & School Board Get Together John Kirk performs school bus maintenance o Q O I- < z o DC > 20 Everyone knows some things don't go together, iike c a t s with dogs, Irishmen with B r i t a i n s or conservative R e p u b l i c a n s at a Democratic c o n v e n t i o n . And you don't usually put city c o u n c i l m e m b e r s with s c h o o l board m e m b e r s and expect them to make beautiful m u s i c together. T h e City of Portsmouth disproved the last rule w h e n it c o n s o l i dated m a i n t e n a n c e and operating functions with the Portsmouth S c h o o l B o a r d ' s bus fleet and the c i t y ' s V e h i c l e and S e r v i c e C e n t e r November 1, 1981. W h e n the s c h o o l board realized it needed a s s i s t a n c e and improvement within its v e h i c u lar s y s t e m , it turned to the city instead of trying to w e a t h e r the exp e n s i v e c h a n g e s on its o w n , and both d e p a r t m e n t s benefited. In A u g u s t 1981, the S c h o o l Board realized s o m e d i s t r e s s i n g t h i n g s about its v e h i c l e s y s t e m . T h e bus fleet w a s beginning to s h o w its a d v a n c e d age and the s c h o o l garage w a s not able to maintain its standard of preventive maint e n a n c e during the year and v e h i c l e overhaul during the s u m m e r . A l s o , fuel and s o m e auto parts had been m i s u s e d and there w a s e v i d e n c e of p o s s i b l e fraud in a c c o u n t i n g . at the garage. IVIore i m p o r t a n t , the crisis pointed out opportunities a s well a s problems. T h e s c h o o l fleet could be better maintained if its m a n a g e r s could a c c u r a t e l y spot specific trends in repair problems and operating c o s t s . E f f i c i e n c y could be improved if total productive m e c h a n i c m a n h o u r s were monitored. B u s rep l a c e m e n t d e c i s i o n s c o u l d be made more intelligently if total mainten a n c e c o s t s for individual units were k n o w n . But s u c h improvem e n t s in fleet m a n a g e m e n t for a s y s t e m with 184 p i e c e s of rolling s t o c k and s o m e 173 p i e c e s of other power equipment normally require s i z e a b l e i n v e s t m e n t s in automated m a n a g e m e n t information s y s t e m s and s u f f i c i e n t staff e x p e r t i s e to make them operate effectively. Rather than divert r e s o u r c e s from c l a s s r o o m instruction, the board decided to s h a r e c o s t s of modern m a n a g e m e n t t e c h n i q u e s with the city government by c o n s o l i d a t i n g the two g a r a g e s . T h e c i t y ' s V e h i c l e and S e r v i c e C e n t e r h a s e x i s t e d a s an independent department s i n c e 1951 and now s e r v e s a fleet of 646 units. An automated fueling station, computerized automotive parts management s y s t e m and an integrated net- work of cathode ray t u b e s ( C R T s ) for data input on inventory, labor, sublet repairs and other e x p e n s e s have been recently installed to increase effectiveness. T h e transition from two separate s y s t e m s to one consolidated vehic l e c e n t e r w a s s m o o t h . In A u g u s t the school administration req u e s t e d and received the a s s i s t a n c e of e x p e r i e n c e d automotive repair s u p e r v i s o r s from the center who could manage the s c h o o l fleet m a i n t e n a n c e on an interim b a s i s . T h e n city and s c h o o l o f f i c i a l s prepared a report w h i c h outlined the b e n e f i t s and the c o s t s w h i c h consolidated m a n a g e m e n t would bring. Chief among t h o s e a d v a n t a g e s were: (1) accountability and control in p u r c h a s i n g , storing and dispensing automotive parts and gasoline, thus reducing both pilferage and s t o c k i n g defic i t s or s u r p l u s e s ; (2) r e d u c e d inventory costs through bulk p u r c h a s e s of parts and material; (3) improved and more timely information about v e h i c l e repair, m a i n t e n a n c e and fueling c o s t s ; and �(4) improved m a n a g e m e n t expertise in m a i n t e n a n c e and repair of v e h i c l e s , a change \Nh\cU w/ould contribute to improved performance. A n initial budget of $340,758 w a s adopted by City C o u n c i l for the remainder of the f i s c a l year and on November 1, 1981, the transfer tool< place. T h e V e h i c l e and S e r v i c e C e n ter, operating from a 30,000 s q u a r e developed an in-house, automated s y s t e m w h i c h c o m b i n e d the d a t a m a n a g e m e n t a c t i v i t i e s of equipment inventory, parts, fuel and m e c h a n i c labor into one integrated network. F o u r C R T s are at v a r i o u s s t r a t e g i c points to give m a n a g e r s on-line a c c e s s to the s y s t e m and improve monitoring and operational control. T h e s y s t e m a l s o a c c o u n t s for inventory s t o c k and automati- C. IV. (Luke) McCoy, Director of City Vehicle and Service Center, seated, demonstates use of on-line, automated vehicle management information system to John H. Ryder, Assistant Superintendent, Portsmouth School Board, and James Kitterman of the City Manager's Office. foot garage at the c i t y ' s head maintenance compound, a s s u m e d control of the S c h o o l Board facility. A s u p e r i n t e n d e n t and auto repair s u pervisor were a s s i g n e d to manage the s h o p w o r k f o r c e of five senior m e c h a n i c s , four h e l p e r s and a clerk. A parts runner w a s a s s i g n e d to deliver parts from the c e n t e r ' s stockroom to the s c h o o l garage. T h e s u perintendent reports directly to the c e n t e r ' s director. F u e l m a n a g e m e n t w a s partially c o n s o l i d a t e d in D e c e m b e r w h e n 33 b u s e s and other s c h o o l v e h i c l e s began to refuel at the c e n t e r ' s automated station in the central maintenance compound. Activated by a c o m b i n a t i o n of u s e r and vehic l e identification c a r d s , the s y s t e m r e c o r d s d a t a about the operator, v e h i c l e , fuel type and c o n s u m p t i o n , mileage and date of t r a n s a c t i o n . S i n c e the p u m p s are open 24 hours s e v e n d a y s a w e e k they are c o n v e n ient to bus drivers. Other units of the bus fleet still refuel at manual p u m p s located at two high s c h o o l s , but automating one or both s i t e s is being c o n s i d e r e d . C o n s o l i d a t i o n unified two s e t s of r e c o r d k e e p i n g into one. T h e Veh i c l e and S e r v i c e C e n t e r recently cally g e n e r a t e s p u r c h a s e orders to maintain m i n i m u m and m a x i m u m levels of automotive parts. T h e work order for e a c h repair and mainten a n c e t a s k c o n s o l i d a t e s information about c o s t s of in-house labor, sublet work, and parts, and tracking e x p e n s e s for e a c h piece of equipment. T h e new m a n a g e m e n t information s y s t e m (MIS) a l s o a i d s top m a n a g e m e n t in billing, controlling production, analyzing t r e n d s in m a i n t e n a n c e e x p e n s e s and measuring s h o p productivity. Benefits O n c e c o n s o l i d a t i o n took p l a c e , the most immediate improvement w a s in bus fleet s e r v i c e . Mainten a n c e had been deferred and b u s e s were not up to the s t a n d a r d s and s c h e d u l e s set forth by the S t a t e Department of E d u c a t i o n . Approximately five units underwent e x t e n s i v e preventive m a i n t e n a n c e and safety c h e c k s e a c h day. In the first few m o n t h s repairs were made on brakes, a x l e s and s u s p e n s i o n s y s t e m s , work out e n g i n e s were overhauled or replaced and other a r e a s s u b j e c t to e x c e s s i v e fatigue w e r e i n s p e c t e d for safety. S e v e r a l me- c h a n i c s were a s s i g n e d e a c h morning to a s s i s t drivers in starting b u s e s during cold weather, fixing minor m e c h a n i c a l problems, replacing stolen batteries or other vandalized c o m p o n e n t s . O n c e the entire fleet had been repaired, monthly e x p e n d i t u r e s dropped by s o m e $17,000 the first month. A c c o u n t a b i l i t y and control over m a t e r i a l s and s u p p l i e s w a s the s e c ond major benefit of the c o n s o l i d a tion. O n e w a r e h o u s e s e r v e d both g a r a g e s and the c e n t e r ' s perpetual inventory s y s t e m reduced the potential for a b u s e by giving manag e r s a tool to pinpoint culprits. A n effective audit trail and other important accounting controls were implemented. T h e third benefit w a s the professional fleet a d m i n i s t r a t i o n ' s expertise. S c h o o l o f f i c i a l s were able for the first time to determine c o s t s of o w n i n g , maintaining and operating e a c h unit of the fleet. By using the new MIS and not relying on g u e s s w o r k , the S c h o o l Board could c o m p a r e f i n a n c i a l data and make intelligent v e h i c l e replacement decis i o n s . T h e information, along with its hardware and p r o f e s s i o n a l staff, would be e x p e n s i v e to develop and operate. F o r that r e a s o n , the S c h o o l Board realized c o s t avoidance rather than direct s a v i n g s b e c a u s e it had not developed its own c o s t l y , duplicate m a n a g e m e n t s y s t e m . T h e city benefited b e c a u s e exp e n s e s for administrative and clerical p e r s o n n e l , data p r o c e s s i n g and other overhead w e r e s h a r e d . A l s o , w h e n the two g a r a g e s were integrated in the billing p r a c t i c e s , m e c h a n i c s could be transferred internally from an area w h e r e work w a s s l a c k to one w h e r e it w a s needed. T h e s u c c e s s of this program w a s e x p l a i n e d by A s s i s t a n t S c h o o l Board S u p e r i n t e n d e n t J a c k Ryder: " I f t h i s type of cooperation is to be a c c o m p l i s h e d , everyone must realize you c a n only s p e n d a dollar one time. W e are interested in s p e n d i n g the money the best w a y p o s s i b l e — w h e t h e r it be by the s c h o o l o r c i t y . " He s a i d the most important consideration on this project w a s time. " W e all have to realize that a broken down s c h o o l bus will make the children late to s c h o o l , so w e can't take o u r t i m e fixing it." Ryder s a i d the city, S c h o o l Board and R e d e v e l o p m e n t and H o u s i n g Authority are reviewing different w a y s to utilize the c o n s o l i d a tion idea. " W e ' r e exploring other operational a r e a s . . . p u r c h a s i n g , w a r e h o u s i n g and b u s i n e s s mainten a n c e , to s e e if w e can a c c o m p l i s h this a g a i n . " O Q O > 21 �Two words dofine oxportiso in public powor financing: Morrill Lynch. Tofindout why we're a breed apart, call: (212) 637-2540 John D.Miller Francis J. Quinn Ann L . Hagan James N. Baxter John E. Burget Richard H. Molke, Jr Marsha L . Eisenberg Michael A. Baumrin Municipal Utilities Department Merrill Lynch White Weld Capital Markets Group �Norfolk, now celebrating its Tricentennial Year, is a city deeply involved in its art, its culture and its seafaring heritage. We salute the Virginia Municipal League, Virginia's dedicated local government officials. • EDUCATION — an excellent system - local Community College ^^^^ • TRANSPORTATION — Airport, railroad, easy access to 1-66 and 1-95. • HOUSING — Excellent communities, single family, townhouse, apartments. • INDUSTRIAL — Varied prime site available, cooperative government. • WATER — Lake Manassas provides abundant high quality water supply. \ Take a look at what's happening in the City ofMotiaSSaS, Vo. �Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. Compliments of THE TOWN OF PEMBROKE For additional information, please contact one of the following members of our Public Finance Division AUSTIN V.KOENEN (212-558-3180) JOSEPH A. HARCUM (212-558-3174) BENEDICTT. MARINO (212-558-2840) L E E K . BARBA (212-558-2168) ROBERT M . BROWN, III (212-558-3356) MICHAEL P . GEORGE (212-558-2680) ROBERTS.NOLAN (212-558-3360) L e h m a n Brothers K u h n Loeb Incorporated NEW YORK DALLAS • • SAN FRANCISCO ATLANTA • HOUSTON • BOSTON • CHICAGO • LOS ANGELES LONDON TOKYO VISIT BLACKSBURG VIRGINIA o o o C5 tr A SPECIAL PLACE IN THE VIRGINIA HIGHLANDS 24 �cfl VIRGINIA TOWN AND CITY o z > H < m H o O c H O DC H o m X H �Raymond F. Ratcliffe, President Virginia Municipal League, 1981-82 Congratulations, Mayor Ratcliffe from the Town Council, Town Staff, and the citizens of the Town of Pulaski on a successful year as President of the Virginia Municipal League. TOWN OF P U L A S K I , VIRGINIA �Salem • Bristol • Norfolk • Vinton • Pulaski • Richmond Ashland • Galax • Radford ® York • iarion • Henrico Farmville • Luray • Suffolk • Crew • Lynchburg • Fairfax Waynesboro • James City • Norton • Danville • Emporia Loudoun • Bluefield • Wytheville • Franklin • Roanoke Chesapeake • Arlington • Virginia Beach • Abingdon Portsmouth • Hampton • Prince George • Falls Church Clarksville • Alexandria • Newport News • Manassas Wakefield • South Boston • Williamsburg • Covington Norton • Lexington • Burkeville • Amherst • New Castle Pound • Middleburg • Salem • Bristol • Norfolk • Vinton Pulaski • Richmond • Ashland • Galax • Radford • York Marion * Henrico • Farmville • Luray • Suffolk • Crewe Lynchburg • Fairfax • Waynesboro • James City • Norton Danville • Emporia • Loudoun • Bluefield • Wytheville Franklin • Roanoke • Chesapeake • Arlington • Virginia Beach • Abingdon • Portsmouth • Hampton • Prince George Falls Church • Clarksville • Alexandria • Newport News MaiT|spg • V^kefi||d * ^iMth Bostfi Williamsburg ralirfiHU^^tlSfflry ^IS?'fi^f New Norfolk • Vinton • P|lasJ4ii%l|s|«|yk* Ashland • Galax Radford • York • mmmf^\^mm^ Farmville • Luray > Su|o|li^|%fip|wejf IvncJibiirii ^ iFaifte^^-WavnaaliDro ^ JaleBcl^orAlillllaioM 1 field • Wytheville • Franklin • Roanoke •Chesapeake^ Arlington • Virginia Beach • Abingdon • Portsmouth | Hampton • Prince George • Falls Church • Clarksville ^ Alexandria • Newport News Manassas • Wakefield 21 �President s Report a v o i d expensive a n d bitter litigation, but it offers the promise of b u i l d i n g avenues for increased inter-local cooperation. W h i l e education f u n d i n g w a s substantially increased this y e a r , the method of f u n d i n g w a s not substantially altered. A l s o , the G e n e r a l A s s e m b l y set a precedent b y strongly encouraging the expenditure of the increased f u n d i n g for teacher s a l a r y increases. W h i l e w e appreciate the legislature's willingness to deal w i t h the issue of f u n d i n g public education, m u c h remains to be done i n this a r e a . o Q o o QC > 28 I h a v e certainly enjoyed the opp o r t u n i t y to serve as y o u r president d u r i n g the past y e a r . I h a v e f o u n d this y e a r to be one of steady progress, w h i l e refreshingly free of earthshaking changes. A m a j o r change for us has been President Reagan's " N e w F e d e r a l i s m " a n d w e ' v e spent the past y e a r adjusting to it. S h o r t l y after our last a n n u a l conference, your Executive Director and I were i n v i t e d to the W h i t e House to l e a r n m o r e about President Reagan's " N e w F e d e r a l i s m . " I n a d d i t i o n to hearing f r o m the President a n d V i c e President, several cabinet secretaries a n d k e y staff members briefed us on the changing intergovernmental scene. I n response to the " N e w F e d e r a l i s m " w e helped cosponsor a series of B l o c k G r a n t W o r k s h o p s w i t h the O f f i c e of the Lieutenant G o v e r n o r a n d the Center for P u b l i c A f f a i r s at V i r g i n i a C o m m o n w e a l t h U n i v e r s i t y . C o m m e n t s f r o m these w o r k s h o p s w e r e transmitted to the G o v e r n o r ' s B l o c k G r a n t T a s k Force. T h e r e w e r e no e a r t h s h a k i n g changes i n a n n e x a t i o n procedures or H B 599 f u n d i n g for w h i c h w e are grateful. T h e C o m m i s s i o n o n L o c a l G o v e r n m e n t appears to be f u n c tioning w e l l a n d is to be c o m m e n d e d for its efforts. I a m p a r t i c u l a r l y pleased to see that cooperative agreements are being reached b y several localities. N o t o n l y does this Last O c t o b e r w e sponsored a seminar on public procurement i n v o l v i n g several n a t i o n a l l y p r o m i n e n t experts. T h a t w o r k s h o p helped us to respond p o s i t i v e l y d u r i n g the 1982 session w h e n the V i r g i n i a P u b l i c Procurement A c t w a s being considered. W i t h the adoption of the A c t , V M L staff set about drafting a model ordinance a n d arranging t w o customized w o r k s h o p s , one for s m a l l towns a n d one for larger localities. A n t i t r u s t issues l o o m on the h o r i z o n i n the w a k e of the B o u l d e r , C o l o r a d o cable T V decision. T h i s w a s one of several topics discussed at the A t t o r n e y General's L o c a l G o v e r n m e n t L a w Conferences w h i c h w e r e cosponsored w i t h the A t t o r n e y G e n e r a l a n d the V i r g i n i a A s s o c i a t i o n of C o u n t i e s d u r i n g the m o n t h of M a y . T h e V M L / V A C O L a n d Use T a s k Force has been perhaps our busiest a n d hardest w o r k i n g committee this y e a r . I w a n t to t h a n k Jane H o u g h a n d her committee for their diligent w o r k . T h e i r efforts are n o w being reviewed by a General Assembly subcommittee chaired b y Delegate C . Richard Cranwell. T h e V M L / V A C O Steering C o m m i t t e e for electricity rate negotiations completed a n agreement w i t h A p p a l a c h i a n P o w e r C o m p a n y ( A P C O ) i n December. N o sooner h a d the A P C O agreement gone into effect than it w a s time to commence the V i r g i n i a Electric P o w e r C o m p a n y ( V E P C O ) rate negotiations! T h r o u g h these cooperative negotiating efforts l o c a l governments h a v e s a v e d considerable s u m s . H o w a r d D o b b i n s , the League's G e n e r a l C o u n s e l , has p r o v i d e d excellent leadership i n this i m portant v e n t u r e . The Virginia Municipal Group Self Insurance A s s o c i a t i o n c o n tinues to g r o w , offering w o r k m e n ' s compensation coverage to political subdivisions throughout the State. I n June, the p r o g r a m received a p p r o v a l of its first d i v i d e n d f r o m the State B u r e a u of I n s u r a n c e . W e expanded our N o v e m b e r regional legislative meeting schedule this y e a r to include a luncheon on the Eastern Shore, w h i c h w a s v e r y w e l l received. O u r F e b r u a r y Legislative D a y d r e w the largest w o r k s h o p attendance on record to hear members of the G o v e r n o r ' s C a b i n e t outline the programs of the n e w a d m i n i s t r a t i o n . T h e Legislative Reception that evening also broke attendance records. I a m glad to report, as m y predecessor d i d , that the V M L maintains a v e r y solvent f i n a n c i a l posture. O u r membership base remains strong a n d expenditure increases have remained modest, as can be seen i n the a c c o m p a n y i n g f i n a n c i a l statement. I urge y o u to r e v i e w that a n d the other portions of this a n n u a l report. A s y o u w i l l r e a d , w e have been quite b u s y this past y e a r . Y o u r support of the V M L b y attending w o r k s h o p s , responding to Legislative A c t i o n C a l l s , returning questionnaires a n d keeping i n f o r m e d b y reading our publications has been great. W i t h o u t y o u r c o n tinued support, these efforts w o u l d be futile. Raymond F. Ratcliffe �Executive Committee MR. FRANCIS T. WEST First Vice President Councilman, Martinsville H O N O R A B L E C H A R L E S A. R O B I N S O N , JR. H O N O R A B L E L A W R E N C E A. DAVIES Second Vice President Mayor, Vienna Tliird Vice President Mayor, Fredericksburg MR. S A M W. A D A M S MRS. J A N E L. H O U G H Executive Committee Councilman, Emporia Executive Committee Chairman, City Section Councilwoman, Salem H O N O R A B L E VINCENT J. THOMAS Fourth Vice President Mayor, Norfolk H O N O R A B L E ARLIE C. PAYNE Executive Committee Chairman, Town Section Mayor, Gordonsville O Q 5 o < Z MRS. M A R T H A V. P E N N I N O Executive Committee Chairman, Urban Section Boardmember, Fairfax County MR. ROBERT T. W I L L I A M S Executive Committee City Manager, Newport News H O N O R A B L E ROY H. ERICKSON Immediate Past President Mayor, Harrisonburg o > 29 �Financial Statement Statement of Revenues Collected and Expenses Paid Year Ended June 30, 1982 ;venues Collected: Membership dues Convention registration Convention exhibits Regional meeting Affiliate groups Interest Magazine League letter Directories and reports sales Grants and special projects V M G S I A administration fee Miscellaneous o Q Z < o I< DC 30 Expenses Paid: Employee compensation and benefits Convention Regional meeting Travel Office supplies and postage Space and equipment rentals Leasehold improvements Equipment purchases and repair Dues and subscriptions NLC Telephone Insurance Professional fees Legislative supplies Magazine publishing (excluding salaries) Conferences / Workshops/Seminars Directory Executive committee Harold I . Baumes Scholarship Retirement Miscellaneous evenues Collected Over (Under) Expenses Paid Actual Over (Under) Budget Budget Actual $330,640 47,500 10,000 7,500 8,360 14,000 48,000 800 $325,881 41,641 9,050 6,936 8,360 38,180 46,069 1,548 1,000 1,708 708 14,500 20,345 5,845 35,000 1,200 35,000 988 518,500 535,706 ($ ( ( ( 4,759) 5,859) 950) 564) ( 24,180 1,931) 748 ( 212) 17,206 258,600 40,000 7,500 12,000 256,564 36,377 7,161 13,128 ( ( ( 29,500 27,294 ( 2,206) 43,000 33,193 ( 9,807) 5,000 3,796 ( 1,204) 9,000 2,500 8,000 13,500 2,000 11,000 1,750 12,636 3,218 8,457 9,039 1,843 13,593 1,071 45,000 46,632 3,500 1,500 5,000 1,694 1,000 11,000 1,500 511,850 $6,650 $ ( ( ( 2,036) 3,623) 339) 1,128 3,636 718 457 4,461) 157) 2,593 679) 1,632 ( ( ( 1,806) 1,500) 3,996) 1,000 8,336 3,497 ( 2,664) 1,997 489,533 ( 22,317) 1,004 46,173 S; 39,523 Statements of Assets and Liabilities Arising From Cash Transactions June 30,1982 and 1981 Assets Cash and Temporary Investments: Checking accounts Savings accounts and certificates Pooled master notes and participation Advances to Employees and Others Liabilities and Fund Balances Liabilities: Funds borrowed from pension plan Payroll taxes withheld from employees Dues and fees collected in advance Fund Balances: Balance at beginning of year Revenues collected over expenses paid for the year Balance at end of year 1981 1982 E 742 101,911 134 65,691 41,700 50,700 5,380 1,119 $149,733 $117,644 $ $ 3,081 - 1,256 1,014 8,838 26,245 13,175 27,259 90,385 59,146 46,173 31,239 136,558 90,385 $149,733 $117,644 �V M L Annual Report W h e n y o u contact the V i r g i n i a M u n i c i p a l League, y o u contact more than one o r g a n i z a t i o n . Indirectly, y o u m a y receive inform a t i o n f r o m the M u n i c i p a l Finance O f f i c e r s A s s o c i a t i o n or the A t t o r ney General's O f f i c e . I n the 77 years the League has been s e r v i n g local governments, the cooperative relationships between state agencies, associations a n d universities h a v e been g r o w i n g . W e don't a l w a y s h a v e the a n s w e r to y o u r question a n d sometimes it's not filed a w a y , either. W e realize this a n d h a v e begun to extend our boundaries. L i k e M a B e l l , w e w a n t to " r e a c h o u t " to keep y o u i n touch w i t h y o u r interests a n d p r i o r i t i e s . I n the past year w e ' v e served o n committees, conducted w o r k s h o p s a n d advised or were a d v i s e d b y n u merous people a l l connected w i t h l o c a l government. "What do you get? A link, a hookup to just about anyone in Richmond . . . or Washington." Last y e a r at this time w e were agonizing over Reaganomics a n d the N e w F e d e r a l i s m . W h e r e w a s it a l l going? W e r e w e i n local government going to be i n v o l v e d ? T h i s year we're still i n the riptide but w e ' v e our feet entrenched a n d our heads b u s y t r y i n g to be responsive to the turns of state government. A dozen people f r o m local government serve on the G o v e r n o r ' s A d v i s o r y C o m mission o n the B l o c k G r a n t s a n d the League handed over its research a n d suggestions to the c o m m i s s i o n staff. From Human Services to Housing Since most of the b l o c k grants w e r e i n the area of h u m a n services, time w a s spent w i t h the O f f i c e of the Secretary of H u m a n Resources a n d agencies under that office. Staff served on f o r m u l a f u n d i n g c o m m i t tees a n d m o n i t o r e d legislation affecting social services p r o g r a m s . T h e C o m m i s s i o n e r of S o c i a l Services met w i t h the League staff to discuss the future of state a n d l o c a l hospitalization a n d indirect costs. W e , i n t u r n , a s k e d the State B o a r d s of H e a l t h a n d W e l f a r e to consider o u r suggestions w h e n r e v a m p i n g the M e d i c a i d p r o g r a m . G i v e a n d take. A special bonding came between the V i r g i n i a D e p a r t m e n t of H o u s i n g and C o m m u n i t y Development and the V M L . W h e n faced w i t h the S m a l l C i t i e s Nonentitlement C D B G , the department called o n the League for assistance. W e gladly obliged. T w o committees w e r e created to get the opinions of the localities affected a n d a League staff member w a s appointed to one of them. N o t stopping at committee w o r k , the department held w o r k s h o p s i n conjunction w i t h the V M L / V A C O Regional Legislative Meetings i n December to m a k e sure they heard f r o m everyone. A t the suggestion of the A t t o r n e y G e n e r a l , the League teamed w i t h G e n e r a l Baliles' office to host a L e gal Issues Conference last s p r i n g . W e reached about 400 local officials a n d the A t t o r n e y G e n e r a l w a s pleased to offer some of his top staff members to discuss the C o n f l i c t of Interests A c t , antitrust l a w s , the P r o c u r e m e n t A c t a n d amendments to the Freedom of I n f o r m a t i o n A c t . Getting a l l of the parts of these c o m plicated matters straight is a n undert a k i n g b y a n y o n e but w e t h i n k w e relieved some of the c o n f u s i o n a n d anxiety. T o relieve some of the f r u s t r a tions between local officials a n d the n e w s m e d i a , four associations w o r k e d together. T h e League sponsored the L o c a l G o v e r n m e n t M e d i a Conference w i t h the V i r g i n i a Press A s s o c i a t i o n , V i r g i n i a Broadcasters A s s o c i a t i o n a n d the V i r g i n i a A s s o c i ation of C o u n t i e s to toss a r o u n d problems reporters a n d local officials h a v e w i t h the Freedom of I n f o r m a t i o n A c t . T h i s is the second y e a r w e ' v e gotten such diverse people i n one r o o m . A f t e r two successes, the associations w i l l p r o b a b l y host a third meeting. Local Government, So What? O f t e n w h e n citizens ask w h a t their local government does for them, w e ask them if their garbage w a s p i c k e d up yesterday, if they h a d w a t e r for coffee this m o r n i n g or if they noticed s i d e w a l k repairs i n their neighborhoods. L o c a l government does a little bit of e v e r y t h i n g f r o m police service to v o l l e y b a l l games for c h i l d r e n . W h e n m u n i c i p a l recreation departments a r o u n d V i r g i n i a began to see m o n e y w a l k out the door, local directors k n e w it w a s time to use each staff member to m a r k e t programs offered b y the departments. T h e V i r g i n i a Recreation a n d P a r k s Society a n d the V i r g i n i a C o m m i s s i o n of O u t d o o r Recreation recruited the League to help recreation departments. Staff spoke to participants at state a n d regional conferences about p r o m o t i n g recreation programs using a shoestring budget a n d getting a l l recreation personnel i n v o l v e d i n the eff o r t . It w a s the first time the V M L h a d teamed up w i t h these t w o groups a n d judging b y federal, state a n d l o c a l dollars for p a r k s , it w o n ' t be the last time. Some cooperative relationships seem to h a v e been a r o u n d for y e a r s . T h e y h a v e been intense at times, rel a x e d at others, held at arm's length sometimes but necessary a l l the time. T h e cooperation between the League a n d the V i r g i n i a A s s o c i a t i o n of C o u n t i e s is noted the most. O u r counterpart i n local government, V A C O , assists us i n more w o r k shops, meetings, positions a n d research than a n y other o r g a n i z a t i o n . W e ' r e a good team. T h e m a i n difference over the last t w o decades has been a n n e x a t i o n but w e realized the impact of expensive court cases a n d O Q Z < z p o 31 �VIRGINIA MUNICIPAL GROUP T h e V i r g i n i a M u n i c i p a l G r o u p S e l f I n s u r a n c e Assoc i n s u r a n c e o n J u l y 1 , 1 9 8 0 with 1 0 m e m b e r s . S i n c e p r o x i m a t e l y $ 4 million in a n n u a l i z e d p r e m i u m with mc a v a i l a b l e to all cities, t o w n s , c o u n t i e s , s c h o o l boards a c r u e d t h r o u g h f a v o r a b l e loss e x p e r i e n c e a n d investms e n d s . C u r r e n t m e m b e r s h i p in the A s s o c i a t i o n i n c l u d e s >t o Q O o DC 32 A l e x a n d r i a City S c h o o l B o a r d King William County School Board C h e s a p e a k e City S c h o o l B o a r d City of P o r t s m o u t h — C E T A A g e n c y T o w n of K e n b r i d g e City of R a d f o r d City of M a r t i n s v i l l e Arlington County School Board M a r t i n s v i l l e City S c h o o l B o a r d T o w n of M i d d l e b u r g Prince George County T o w n of Marrows Prince George County School Board T o w n of C r e w e Shenandoah County A l b e m a r l e C o u n t y B o a r d of S u p e r v i s o r s T o w n of V i e n n a Charlottesville-Albemarle County J o i n t Security Complex T o w n of K e y s v i l l e T o w n of L e e s b u r g T o w n of S t u a r t T o w n of Hurt Virginia M u n i c i p a l L e a g u e T o w n of V i n t o n City of F a l l s C h u r c h T o w n of R i c h C r e e k T o w n of F a r m v i l l e T o w n of A s h l a n d K i n g W i l l i a m C o u n t y B o a r d of S u p e r v i s o r s C l a r k e C o u n t y B o a r d of S u p e r v i s o r s T o w n of P e a r i s b u r g J a m e s City C o u n t y S o c i a l S e r v i c e s N e w K e n t C o u n t y B o a r d of S u p e r v i s o r s J a m e s City C o u n t y S e r v i c e A u t h o r i t y Middle Peninsula Regional Security Center J a m e s City C o u n t y B o a r d of S u p e r v i s o r s T o w n of L a c r o s s e Greensville County T o w n of L u r a y New Kent County School Board T o w n of R o c k y M o u n t Stafford C o u n t y S c h o o l B o a r d City of S u f f o l k Halifax C o u n t y B o a r d of S u p e r v i s o r s T o w n of B u c h a n a n T o w n of W y t h e v i l l e T o w n of E d i n b u r g City of H o p e w e l l , W e s t Point S c h o o l B o a r d N o r t h e r n V i r g i n i a P l a n n i n g District C o m m i s s i o n ' T o w n of C o l o n i a l B e a c h B u c k i n g h a m C o u n t y B o a r d of S u p e r v i s o r s City of E m p o r i a City of C o v i n g t o n T o w n of V i c t o r i a City of W a y n e s b o r o Giles County School Board City of S o u t h B o s t o n T o w n of AltaVista C o u n t y of B o t e t o u r t B o a r d of S u p e r v i s o r s Williamsburg/James City County S c h o o l B o a r d City of N o r t o n F o r further i n f o r m a t i o n c o n t a c t : Robert Perkins Hall R i s k M a n a g e m e n t S e r v i c e s , Inc. Suite 1 3 0 — J e f f e r s o n Building 8 1 0 0 Three Chopt Road R i c h m o n d , Virginia 2 3 2 8 8 (804)285-8525 ^ ^ �SELF INSURANCE ASSOCIATION sociation began offering workmen's compensation ce that time it has grown to 125 members and apmore members joining all the time. T h e program is Is and other local government agencies. Savings acc e n t earnings will be returned to members as diviles: ^ -J Greensville County School Board Town of Abingdon Town of Lawrencevilie Town of Bluefield Town of South Hill Town of Urbanna Crater Smyth County Board of Supervisors Detention Home Virginia Housing Developmental Authority Town of Hillsville Greensville County-Emporia Department of Social Services Town of Weber City Amelia County School Board Rapidan Service Authority Fairfax City Town of West Point Town of Quantico Town of Berryville City of Galax Cape Charles Town of Irvington Town of Kilmarnock Town of Ridgeway Town of Purcellville Russell County Board of Supervisors Albemarle County Service Authority Russell County C E T A Programs Highland County Greensville County Water & Sewer Authority City of Manassas Park City of Bedford Norfolk Redevelopment & Housing Authority Southwest Virginia Alcohol Safety Action Program Nottoway County Public School Amelia County Board of Supervisors Page County School Board Prince Edward County School Board S . E . Virginia Planning District Commission Powhatan County Public Schools Montgomery County Board of Supervisors Town of Gordonsville Peninsula Transportation District Commission Grayson County Board of Supervisors Manassas Park City Schools Town of Grottoes County of Campbell Board of Supervisors T o w n of Exmore County School Board of Montgomery County Town of Dayton Charlotte County School Board Goochland County Board of Supervisors Bedford Parks & Recreation Commission Town of Appalachia Gloucester County Board of Supervisors Town of Stanley Mathews County Public Schools Town of Warrenton Cumberland Plateau P D C Cumberland County School Board Loudoun County Volunteer Fire/Rescue Town of Fries Loudoun County O Q O CHARLES A. ROBINSON, Jr., Chairman BRADLEY K. HARMES, Administrator O 33 �Annual Report frustrated citizens, not to mention l o c a l officials, a n d n o w h a v e a w o r k a b l e agreement made possible b y some farsighted state legislators. It's still out there but the League has been b u o y e d b y recent c i t y - c o u n t y agreements w h i c h h a v e been reached b y w a l k i n g a r o u n d a n n e x a t i o n . E v e r y N o v e m b e r a n d December w e go on the r o a d to seven V M L / V A C O regional legislative meetings a n d d u r i n g the year w e cohost w o r k s h o p s w h e r e officials learn about the h u m p s a n d b u m p s of local government, like the Legal Issues Conference a n d the M e d i a C o n f e r ence mentioned earlier. W e learned, too, that sharing research is a lot simpler t h a n going sol o . W h a t to do w i t h V i r g i n i a ' s f a r m l a n d h a d to be decided so V M L a n d V A C O created a joint task force last y e a r w h i c h took the issue apart, exa m i n e d the inner w o r k i n g s a n d then made a r e c o m m e n d a t i o n . T h e task force considered it a d u a l responsib i l i t y — w h a t affected f a r m l a n d s w o u l d affect V i r g i n i a ' s u r b a n areas. K e e p i n g the task force w o r k i n g were members of the V i r g i n i a L o c a l G o v ernment A t t o r n e y s A s s o c i a t i o n . A g a i n , the League reaches out to other groups to serve its member localities. o Q o t- < Z o DC > 34 Sometimes w e head n o r t h to get our i n f o r m a t i o n to give y o u i n f o r mation. O u r umbrella organization, the N a t i o n a l League of C i t i e s , constantly inspects w h a t our federal brothers a n d sisters are up to a n d through their p u b l i c a t i o n s , phone calls a n d legislative alerts, w e f i n d out w h a t big brother is d o i n g . A lot of V i r g i n i a l o c a l officials are pers o n a l l y i n v o l v e d i n N L C . S e v e r a l sit on steering a n d p o l i c y committees w h i l e others attend conferences a n d w o r k s h o p s . I n the past, w e ' v e h a d t w o V i r g i n i a n s elected N L C P r e s i dent (the late M o r t o n L . W a l l e r s t e i n and Newport News Council M e m ber Jessie M . R a t t l e y ) a n d several l o c a l officials h a v e served on the N L C B o a r d of D i r e c t o r s . N L C has alerted us about p r o b lems w i t h antitrust, block grants, housing, u n e m p l o y m e n t , deregulation, cable T V , w a t e r , mass transit a n d labor. T h e w h i r l w i n d w o n ' t stop. C r i s i s after crisis keeps c o m i n g a n d w i t h the refusal of Congress to pass a budget, it has been not o n l y h a r d but confusing. N L C , h o w e v e r , has kept its h e a d — w e keep getting a n d g i v i n g good i n f o r m a t i o n . I r o n i c a l l y , it seems once y o u ' r e out of school y o u feel the need to ret u r n . T o better serve its members, the V M L has l i n k e d up w i t h some of V i r g i n i a ' s universities. T h e Institute of G o v e r n m e n t at T h e U n i v e r s i t y of V i r g i n i a has shared several projects w i t h the League over the y e a r s . T h e next time y o u get y o u r T a x Rates S u r v e y or pass along the C o u n c i l M e m b e r s H a n d b o o k to a n e w l y elected member, remember it w a s a venture between the Institute a n d the League. A l s o , e v e r y other m o n t h the I n stitute prepares the Commentary in Virginia Town and City. C a r e f u l l y researched m a t e r i a l on property tax exemption, h o w V i r g i n i a w i l l h a n dle N e w Federalism changes, educating the handicapped a n d regulating precious metals has been w r i t t e n i n to a Commentary, T h e Institute administers the W a l l e r s t e i n Scholarship, too. E n dowed by M r . and M r s . Morton L . W a l l e r s t e i n , this a w a r d is given to a person w h o w a n t s to w o r k / s t u d y m u n i c i p a l government. Chosen jointly b y the V M L a n d the Institute, m a n y recipients have stayed i n V i r g i n i a to share their talents. Virginia Tech and Virginia C o m m o n w e a l t h U n i v e r s i t y have also contributed to the League. T h e E x tension Service, a d i v i s i o n of V i r ginia T e c h , sponsors the Institute for N e w l y Elected O f f i c i a l s along w i t h the Institute of G o v e r n m e n t a n d the League. A b o u t a year ago V C U , the M F O A a n d the League received a cooperative n e t w o r k grant used to educate local officials about f i n a n c i a l management. V i s i t i n g about 30 localities, a team of experts taught risk management, cash m a n agement a n d h o w to structure u t i l i t y billings to s m a l l a n d m e d i u m size localities. W o r k s h o p s were also held to reach a larger number of officials w h o were interested. So, reach out to the V M L a n d w e ' l l reach out for y o u . W h e n y o u call for i n f o r m a t i o n , or need training, w e m a y not have it but w e ' l l get it. W o r k i n g w i t h others is necessary a n d the relationships w e ' v e nurtured over the past years are special. W e hope y o u think it's w o r t h it, too. �Annual Report Jack Barnes, Portsmouth, Councilman, Past VML President Charles F. Church, City Manager, Danville C. ]. Taylor, Mayor, Town of Pearisburg After having served 22 years in local government and having been active in the Virginia Municipal League for the same period of time, I have recently been most impressed with comments made by prominent members of the General Assembly. In conversations with the members of the Assembly in positions of leadership, it has been expressed to me that the League and its staff have been more outstanding in recent years than in the League's history. The League's ability to present local governments views to the members of the General Assembly and the manner in which the views are presented have been highly praised. The General Assembly members have also expressed to me their feelings on how well the League recently has worked with other organizations, such as VACO, in presenting their views and positions. State municipal leagues provide many opportunities for local officials to join together to solve problems and to influence the policies of the state and federal government. The Virginia Municipal League has an extremely fine reputation among state leagues as being effectively involved in representing the interests of Virginia's cities, towns and urban counties. Also, the League is actively assisting localities in reducing the cost of municipal services such as the insurance program, serving as the secretariat for MEPA V and developing guidelines for municipal issues, like the procurement ordinance. Having an active municipal league allows local elected and appointed officials to be more effective for their communities. The most important responsibilities of the League are to represent municipal interests in Richmond and Washington and to provide them with current information. The League's ability to inform and educate will, to some extent, determine the future of Virginia's local governments. During the mid-1940s, when I first became involved in local government, the League of Virginia Municipalities, as it was then called, was of immense value to the Town of Pearisburg. The League was our best source of information, providing us with sample ordinances from other municipalities, supplying reports comparing-tax rates and utility charges of towns and offering advice on actions of governing bodies. We continue to look to the League for information, and they never fail to answer our requests. Perhaps the most significant change over the past 38 years has been one of orientation. With the tremendous growth of the federal government and the creation of so many federal programs, the League has found it necessary to orient toward Washington, keeping members posted on Congressional actions. Fortunately, the League has been able to do this without sacrificing the attention to the General Assembly in Richmond. I really cannot say enough about the people at the League's office. The executive directors with whom I have worked and the various staff members have always been courteous, responsive, dedicated professionals. They deserve most of the credit for the outstanding service of the Virginia Municipal League. O Q O H < Z o > 35 �Annual Report Questions Most Frequently Asked By V M L Members Q . H o w s h o u l d a member of a l o c a l g o v e r n i n g b o d y disclose a c o n flict of interest w h e n faced w i t h one d u r i n g a meeting of the governing b o d y ? A . T h e V i r g i n i a C o n f l i c t of Interests A c t at 2.1-352 of the V i r g i n i a C o d e requires the member to "disclose" such interests to the governing body and "disqualify" himself or herself f r o m v o t i n g on or participating i n a n y consideration of that transaction. T h e A c t does not define the terms "disclose" or " d i s q u a l i f y " or set f o r t h a specific procedure to sati s f y these requirements. W e offer a suggestion for adequate disclosure. A t the moment the councilmember realizes he or she has a conflict, the member s h o u l d m a k e a public announcement to the c o u n c i l s i m i l a r to the f o l l o w i n g : o Q Z < z o 36 " M r . Chairman, I have a material financial interest in this matter. I therefore disqualify myself from voting on this item and from participating in any discussion or consideration of it. I ask that notation be included in the minutes indicating that I have an interest in this transaction and that I have disqualified myself from any consideration thereof. T h e r e is no need for the c o u n c i l member to outline the specifics of the f i n a n c i a l i n terest. A l s o , there is nothing to prohibit the councilmember after d i s q u a l i f i c a t i o n f r o m m o v i n g to the other side of the c o u n c i l table a n d presenting e v i dence or arguing as a p r i v a t e citizen. If the councilmember notes an item on the agenda p r i o r to the meeting i n w h i c h he or she Delegates assemble at 1981 Conference. has a conflict, the best practice w o u l d be for the member to i m mediately send a w r i t t e n note to the c h a i r m a n of clerk revealing the conflict a n d d i s q u a l i f y i n g himself or herself. Q. A. W h a t is the procedure for governing bodies to use to go into executive session? V i r g i n i a ' s Freedom of I n f o r m a tion A c t requires governing bodies to vote in open session to go into executive session for a reason permitted b y the A c t . T h e m o t i o n , w h i c h must be passed b y a m a j o r i t y vote, must state specifically the purpose or purposes for the closed meeting and a statement must be i n cluded i n the minutes m a k i n g specific reference to the a p plicable sections of the A c t w h i c h permit the executive session. A n example of a n adequate m o t i o n is, " I m o v e w e go into executive session for the purpose of discussion legal m a t ters pursuant to the exemption f r o m open meetings a l l o w e d b y Section 2.1-344 (a) (b) of the Virginia Code." T h e governing b o d y does not need to p r o v i d e details of the purpose of the executive session as long as the m o t i o n identifies the purpose b y using the applicable language of the statute. Q . A r e minutes required to be taken at l o c a l government study c o m mittee meetings? A . T h e Freedom of I n f o r m a t i o n A c t requires minutes to be taken at study committee meetings w h e n the committee includes a majority of the governing b o d y . Q . M a y c o u n c i l members receive reimbursement for personal expenses incurred w h i l e on official business i n the city i n w h i c h they h o l d office? A . Legislation passed b y the 1982 G e n e r a l A s s e m b l y permits council members to be reimbursed for such expenses if the claims are reasonable, itemized a n d d o c u mented b y stamped p a i d receipts to the extent feasible. �Annual Report Insurance Program Growth Continues Norfolk Councilmember Claude chairs Public Safety Committee. Staylor State Capitol. Photo by Charlotte Kingery Q . W h e n must localities be i n c o m pliance w i t h the V i r g i n i a P r o curement A c t a n d w h i c h l o c a l i ties must f o l l o w the A c t ? Q . M a y a l o c a l i t y enter into a lease requiring payment of public funds for more than a one-year period? A . A l l t o w n s , cities a n d counties must be i n compliance w i t h seven sections of the A c t b y J a n u a r y 1 , 1983. T o w n s w i t h less than 3500 residents are exempt f r o m the remainder of the A c t w h i l e the other localities must implement the balance of the A c t or fashion alternative procedures based o n competitive p r i n ciples. A . A governing b o d y m a y not b i n d its successors to m a k e future app r o p r i a t i o n s . A contract w h i c h is entered into i n one fiscal y e a r a n d requires a p a y m e n t i n the next fiscal y e a r must be subject to the condition that the governing b o d y appropriate funds d u r ing the y e a r the p a y m e n t is due. Q . If a volunteer f i r e m a n uses his o w n vehicle to respond to a fire m a y he be ticketed for v i o l a t i n g traffic regulations? A . Y e s , he m a y be ticketed because he w i l l not h a v e the proper equipment required b y state l a w for emergency vehicles. D r i v e r s of emergency vehicles are permitted to disregard traffic regulations o n l y w h e n both lights a n d sirens are i n operation. W h i l e state l a w permits v o l u n teer firemen to h a v e t w o red • lights on one personal vehicle, the code does not p r o v i d e for p r i v a t e vehicles to be equipped w i t h a siren w h i c h meets state standards for emergency vehicles. O n J u l y 1 , 1982 the V i r g i n i a M u nicipal G r o u p Self Insurance A s s o c i ation began its third y e a r of operation w i t h a p p r o x i m a t e l y $3.7 m i l l i o n in a n n u a l p r e m i u m a n d over 115 political s u b d i v i s i o n members. T h e p r o g r a m , w h i c h is the oldest a n d largest w o r k m e n ' s compensation self-insurance association in V i r g i n i a , received a p p r o v a l in June to declare its first d i v i d e n d based on savings f r o m the 1980-81 f u n d y e a r . A total of $291,217.49 w a s a u t h o rized for distribution to the 46 firstyear members. T h i s represents 20.8 percent of the $1,403,818 i n collected p r e m i u m s . T h e d i v i d e n d is composed of interest earnings, w h i c h are distributed to each m e m ber on a pro rata basis, and claims f u n d surplus w h i c h is distributed based on each member's i n d i v i d u a l loss r a t i o . W h i l e the average d i v i d e n d w a s 20.8 percent, 12 members had d i v i dends between 30 percent a n d 40 percent, 25 members h a d dividends between 20 percent and 30 percent, a n d o n l y nine member had d i v i dends below 20 percent. I n the first y e a r of the p r o g r a m o n l y five of the 46 members h a d losses w h i c h exceeded their i n d i v i d u a l c o n t r i b u tions to the claims f u n d . Beginning w i t h the J u l y 1 , 1982 y e a r the fee paid to the service c o m p a n y a n d the fee p a i d for reinsurance w e r e both reduced. Reinsurance costs were reduced f r o m a l most 15 percent to o n l y 5.25 percent a n d coverage limits were greatly exp a n d e d . U n d e r the new p o l i c y , specific per occurrence coverage is n o w O Q O a ir 37 �Annua' Report Salem Councilmember o Q O h- < o DC 38 Jane Hough and Wytheville Mayor Carl Stark. " s t a t u t o r y " after the f u n d p a y s $175,000 retention. T h i s means the reinsurer p a y s the full cost of a n y c l a i m b e y o n d $175,000 i n accordance w i t h the V i r g i n i a W o r k m e n ' s Compensation A c t . P r e v i o u s coverage w a s limited to $5 m i l l i o n per occurrence. A l s o , u n der the n e w p o l i c y , aggregate reinsurance l i m i t s w e r e increased f r o m $ 1 m i l l i o n to $5 m i l l i o n s h o u l d the claims f u n d ever become exhausted. A s the p r o g r a m g r o w s , the b o a r d has expressed a keen interest i n more sophisticated loss c o n t r o l efforts. I n addition to the twice a n n u a l safety inspections, plans are being made for special training seminars for s u p e r v i s o r s , on site t r a i n ing for w o r k e r s , developing a safety m a n u a l a n d responding to special requests f r o m members for more detailed safety inspections. T h e b o a r d has further emphasized that m e m - bers w i t h poor loss experience that do not m a k e substantial efforts at i m p r o v i n g safety conditions a n d reducing their losses w i l l h a v e their association membership discontinued. If y o u are interested in joining the g r o w i n g membership of this i n n o v a tive association, w h i c h has d e m o n strated that it c a n save m o n e y a n d p r o v i d e superior service, please call our service c o m p a n y . H a l l R i s k Management Services on their toll free line: 1-800-552-4255. VML Executive Director R. Michael Amyx. V M L Staff R. Michael A m y x Executive Director Bradley K . Harmes Deputy Director Clay Wirt Staff Attorney Charlotte Kingery Director of Communications and Human Services R i c h a r d F . W e e k s , Jr. Director of Intergovernmental Relations S a n d r a J . Bacas Advertising and Exhibits Margaret A . Nichols Administrative Assistant Executive Director Joni T e r r y Administrative Secretary Sheree C a r t e r Receptionist/Secretary Paulette P . A l e x a n d e r Bookkeeper Ingrid M . W y n n Clerk H o w a r d W . Dobbins General Counsel Manager to the �City of Roanoi<e, Virginia �What Started Virginia Beach? Cottage Days At Virginia Beach—In September 1920 there was no boardwalk, the streets were unimproved but the city had been well platted. The large white building was the second Princess Anne Hotel at 25th Street, torn down In the early 1960s to make way for the present building by that name. (Photo courtesy of Bolce Studio). O Q O I< o DC 40 T w o F-14 f i g h t e r planes, t h r o w n like darts against t h e sky, s w i n g o u t over t h e ocean, d r a w i n g t h e shaded stares of s u n b a t h e r s d o t t i n g t h e w h i t e beach below. A few miles inland, e x e c u t i v e s at the A m e r i c a n headquarters for several European c o m p a n i e s are conferring w i t h parent c o r p o r a t i o n s in a buzz of French, German, Italian and Spanish. A n d In nearby fields, newly planted corn and soybeans are p u s h i n g their way out of t h e fertile ground. These are but a few of t h e many sides of Virginia Beach, a strange and u n i q u e b l e n d of history and progress, t o u r i s m and military, industry and a g r i c u l t u r e , a tiny seashore resort that merged w i t h a s p r a w l i n g rural c o m m u n i t y to bloss o m into one of t h e c o u n t r y ' s fastest g r o w i n g areas and o n e of t h e m o s t desirable places in V i r g i n i a to live. To u n d e r s t a n d t h i s m u n i c i p a l p h e n o m e n a o n e must first look at the h i s t o r i e s of t w o g o v e r n m e n t a l bodies that eventually f o r m e d t h e contemporary city of Virginia Beach. Princess Anne County A c c o r d i n g to history buffs, it was a c o m p a n y of Sir Walter Raleigh's m e n , d i s p a t c h e d f r o m t h e first c o l o n y at Roanoke Island in search of a more favorable l o c a t i o n , w h o explored t h e territory e x t e n d e d f r o m North Carolina t o t h e shores of Chesapeake Bay. A n d had not Raleigh fallen into disfavor w i t h King J a m e s I and been e x e c u t e d , c h a n c e s are t h e entire area w o u l d today be k n o w n as Raleigh, Virginia. But t h e Roanoke Island c o l o n y disappeared, its fate always to remain a mystery. It w a s n ' t until April 26, 1607, that t h e first permanent settlers landed in t h e New W o r l d on the shores of t h e Chesapeake. A small e x p e d i t i o n of three vessels, t h e Godspeed, Discovery and Sarah Constant, under t h e c o m mand of Captain C h r i s t o p h e r Newport spent four t o r t u r o u s m o n t h s making t h e c r o s s i n g f r o m England and were sorely pleased to f i n d a safe anchorage inside t h e p r o t e c t e d bay. They reprovisioned their s h i p s f r o m natural resources and f o u g h t a bloody s k i r m i s h w i t h t h e Chesapeake Indians. At t h e site of t h e skirmish t h e sailors erected a cross, claimed t h e land in t h e name of God and England and named t h e spot Cape Henry in honor of t h e 13-year-old Prince of Wales. Deciding this site was t o o open to t h e sea for settlement, they sailed up the James River and on May 13, 1607 established t h e c o l o n y they called Jamestown. The y o u n g colony flourished and spread. In 1634, its leaders divided it into eight c o u n t i e s w i t h t h e current Virginia Beach area In t h e one called Elizabeth City County. Three years later, another division placed it in New Norfolk County. After several divisions, it became Princess A n n e County in 1691. The inland waterways were t h e main mode of t r a n s p o r t a t i o n . W h e t h e r a social call, a c h u r c h service or t h e movement of crops to market, t h e trip w a s made by water. Just as t h e Chesapeake provided a source of f o o d w i t h its abundant marine life, t h e network of rivers and creeks served as a means of t r a n s p o r t a t i o n and c o m m u n i c a t i o n . By t h e turn of t h e century. Princess Anne County had b e c o m e a �Albemarle Hall and Lifesaving Station. p r o s p e r o u s farming c o m m u n i t y , a s t a t u s that portion of Virginia B e a c h still e n j o y s . T h e great plantat i o n s produced c o r n , t o b a c c o and w h e a t ; f o r e s t s provided oak for s h i p b u i l d i n g and pine for tar, turpentine and lumber; flax w a s grown for linen and l i n s e e d oil; and fishermen w e r e reaping great h a r v e s t s of Lynnhaven oysters. S h i p p i n g f l e e t s were built to export c r o p s to E n g l a n d and trading c o m m u n i t i e s began sprouting up along the L y n n h a v e n River and its tributaries. T h e London C o m p a n y set up a post on the river's e a s t e r n b r a n c h , h e n c e the n a m e London Bridge C r e e k (today still an important c o m m e r c i a l industrial a r e a of Virginia B e a c h ) . In 1824, a c o u r t h o u s e w a s built at its present location in P r i n c e s s A n n e , the geographical c e n t e r of the city. T h e original building still s e r v e s a s a c o u r t h o u s e and is a focal point of the IVIunicipal C o m plex of the City of V i r g i n i a B e a c h . Virginia Beacti—Not Active Then As W h i l e c o l o n i s t s were settling other a r e a s of the c o u n t y in the first two c e n t u r i e s of P r i n c e s s A n n e ' s growth, the oceanfront territory remained wild and uninhabited. E x cept for the men who rode in relays to light bonfires along the b e a c h from C a p e Henry to the Outer B a n k s , there w a s very little action along the s h o r e l i n e . During the War of 1812, however, the c o u n t y militia thwarted a B r i t i s h invasion and a frigate a n c h o r e d offs h o r e opened fire on the A m e r i cans. The coastline area became known a s Seatack ( " s e a attack"), a n a m e it kept for 50 y e a r s . S e a t a c k w a s a l s o the site for one of the lifesaving s t a t i o n s and w a s in the a r e a that is now 24th Street and O c e a n f r o n t . A s with all the other s t a t i o n s , a c o m m u n i t y began to form, beginning with the lifesaving c r e w and their f a m i l i e s . A group of Norfolk s p o r t s m e n built a hunting and f i s h i n g c l u b w h e r e 17th Street is now, and the m e m b e r s c a l l e d the a r e a Virginia B e a c h . T h e y soon recognized the potential of the beauti- ful b e a c h and formed the S e a s i d e Hotel and Land Development C o m pany. In 1883 t h i s c o m p a n y built the first hotel and popularity of the Virginia B e a c h Hotel grew a s word of the facility s p r e a d . T h i s group then formed the Virginia B e a c h Railroad and Improvement C o m p a n y , w h i c h a b s o r b e d the earlier c o m p a n y , and immediately p u r c h a s e d 1600 a c r e s of oceanfront land and built a 19-mile narrowgauge railroad linking the little c o m munity to Norfolk. In 1885 the group built the Princ e s s A n n e Hotel on the oceanfront between 14th and 16th S t r e e t s , with the t e r m i n u s of the railroad at the lobby's e n t r a n c e . T h e hotel w a s a m a g n i f i c e n t s t r u c t u r e and w a s a c o m p l e t e resort unto itself, attracting the rich and f a m o u s from up and down the E a s t C o a s t . Virg i n i a B e a c h b e c a m e the f a s h i o n able p l a c e to v a c a t i o n . T h e early resort grew around 17th Street and it w a s here the first c o m m e r c i a l development o c c u r r e d . T h e town b e c a m e incorporated and by 1907, it had a mayor, a town hall and a jail. But in J u n e of that year, it s u f f e r e d a terrible s e t b a c k w h e n the P r i n c e s s A n n e Hotel burned, taking >t ^ ^ < z § O ^ — — ^ ^ ... �The old Princess Anne Courthouse dates bacl< to 1824 and is still an active part of Virginia Beach's built in the colonization of the area but the only one to survive to modern times. O a O I< 42 w i t h it t h e w o o d e n boardwalk a n d several nearby b u i l d i n g s . It was t h e end of an era. W i t h t h e historic hotel gone, dev e l o p m e n t began t o move n o r t h . W i t h t h e highway links of Virginia Beach Boulevard a n d Laskin Road, b o t h c o m p l e t e d in t h e 1920s, Virg i n i a Beach again began to b o o m . H o t e l s increased b u t it remained primarily a c o t t a g e t o w n . T h r o u g h o u t t h e f o l l o w i n g decades Virginia Beach c o n t i n u e d t o develop as a resort, reaching t h e s t a t u s of city of t h e s e c o n d class, h o s t i n g small c o n v e n t i o n s and m e e t i n g s , e n j o y i n g a healthy tourism b u s i n e s s and generally fulf i l l i n g its role as a small seashore resort c i t y . This is where t h e city stayed for many years. V i r g i n i a Beach was a tiny resort, governed by a five-member c o u n c i l . Princess A n n e C o u n t y was a giant a g r i c u l t u r e c o m m u n i t y , governed by a six-member board of supervisors. The t w o localities were n e i g h b o r s , c o m p a t i b l e but c o m pletely separate in their interests. Everyone w a s happy w i t h t h e arrangement. Annexation Prompts Virginia Beach The first move t o w a r d a merger c a m e in 1923, w h e n N o r f o l k annexed 27 square miles of t h e coun- ty, i n c l u d i n g Ocean View a n d t h e port area where Norfolk International Terminals n o w s t a n d . Residents were so riled by t h i s that 36 years later, w h e n Norfolk again annexed c o u n t y land, they made sure there w o u l d be no more a n n e x a t i o n s . Both c o u n t y a n d city had long held close political ties. F o l l o w i n g the last a n n e x a t i o n , they began talking about a merger, o n e that w o u l d protect both localities. In January 1962, t h e voters in both c o m m u n i ties o v e r w h e l m i n g l y approved a merger w h i c h d i s s o l v e d t h e c o u n t y and made it a part of V i r g i n i a Beach. The new City of Virginia Beach o f f i c i a l l y came into being at 10 a.m. January 1, 1963. Overnight it grew f r o m a resort city of 8,000 permanent residents, e n c o m p a s s i n g t h e area f r o m Rudee Inlet t o 48th Street, to a city of 130,000 p o p u l a t i o n , spreading o u t over 310 square m i l e s , b o u n d e d by t h e A t l a n t i c Ocean, Chesapeake Bay, t h e North Carolina line, t h e city l i m i t s of Norfolk a n d Chesapeake. Included in these b o u n d a r i e s were 51 square miles of inland waters, t h e 2,710acre Seashore State Park, t h e A r m y Reserve s u m m e r t r a i n i n g c a m p at Camp Pendleton and four active military b a s e s — O c e a n a Naval Air S t a t i o n , Little Creek A m p h i b i o u s Base, Fort Story T r a n s p o r t a t i o n Army Base and Dam Neck Fleet AntiAircraft Warfare Training Center. Today the p o p u l a t i o n is 283,200. judicial system. It was the fifth courthouse New Identity for Virginia Beach The new city charter established a council-manager f o r m of government w i t h an 11-member city council as t h e legislative end of t h e g o v e r n m e n t , a n d t h e city manager as the chief administrator. Suddenly, people began discovering t h e new Virginia Beach and f l o c k e d in at t h e rate of 1,000 per m o n t h , a rate that only in recent years has s l o w e d t o 700 per m o n t h . W i t h these people came t h e need for services. The infant city struggled to provide t h e m . A s housing d e v e l o p m e n t s sprouted up on undeveloped land, t h e oceanfront began g r o w i n g and f l o u r i s h i n g as a c o m plete seashore resort. Those w h o saw t h e city t h r o u g h its early g r o w i n g pains must be given credit f o r their patience and perseverance. They were not always k n o w l e d g e a b l e in the ways of building a city, but they worked hard at f i n d i n g the answers. It was not until t h e newly structured g o v e r n m e n t was put into effect that t h e chaos of merging leveled off and organized development took place. The city finally started reaching its potential and it has been e x c e e d i n g all e x p e c t a t i o n s since. �City County James HOST OF THE 1983 VML CONFERENCE Make plans now for you and your family to visit ttie many historical and recreational attractions in James City County while attending the 1983 Conference. �Changing The Beach Through Economic Development "The creation of the Department of Economic Development and its divisions changed industry and tourism." o Q Z < z DC > 44 In one respect, economic development is simply a matter of filling empty spaces. Filling empty hotel rooms at the beach, industrial parks and convention halls. Filling these spaces results in lower tax rates and more jobs. The department responsible for filling the empty spaces in Virginia Beach is the Department of Economic Development, directed by A. James De Bellis. There are three divisions in this department: the Division of Industrial Development, coordinated by Harold L. Gallup Jr; the Division of Convention Promotion, coordinated by Hugh C. Barton; and the Division of Tourist Development, coordinated by James B. Ricketts. Prior to 1970 when the Department of Economic Development came into being, there was very little industry in the city other than the valuable agriculture industry. Tourism, too, was a substantial contributor but very few conventions of any size were coming to Virginia Beach at that time. There were no organized efforts made by the Chamber of Commerce and the independent convention solicitation efforts of some of the innkeepers. One of the most innovative actions that launched Virginia Beach industrially was the unique landbank concept, a brainchild of De Bellis, which led to the development of Oceana West Industrial Park. With the support of the Virginia Beach Chamber of Commerce and the Virginia Beach Development Authority (a seven-member citizen group appointed by City Council to approve and advise in industrial matters), De Bellis set up a program involving 1,000 acres of land near the newly constructed Lynnhaven Parkway. "Through a series of options to buy, the city controlled the growth of Oceana West Industrial Park and the types of industry to go in the park," De Bellis said. "Property owners were paid for the equity in their property as the land was sold to industries. The absolutely unique thing here is that no tax funds were invested in purchasing real estate." One aspect of this program was that in some cases farmers could continue farming their land while industries were being sought, even though the property was officially up for sale. The industrial staff works with local firms when needed and actively solicits Virginia companies, but its main goal is to bring in firms from outside the state. It was with this in mind that the Development Authority established Airport Industrial Park, a 202-acre site adjacent to Norfolk Regional Airport. Airport Industrial Park is currently approaching maximum capacity. The city's third and oldest park, Lynnhaven Industrial Park, is already at full capacity. Oceana West is the newest park and careful attention is given to the types of industry encouraged to locate in Virginia Beach. Of prime interest are nonpolluting support industries, such as light manufacturing, and packaging, warehousing and distribution. Lynnhaven Mall, the first regional mall opened here in 12 years, is part of this industrial park. This type of Industry in no way threatens the balance of the city's multi-faceted economy; it presents no adverse effect on either the agriculture ortourism industries. "Measure of success? About 7,600 jobs and $1.9 million in tax revenues." The impact on the economy of the Airport and Ocean West parks, the two marketed by the Division of Industrial Development and monitored by the Virginia Beach Development Authority, is more than impressive. The two parks in 10 years have created 7,641 new jobs and contributed $1.9 million in tax revenues. But the success story doesn't stop with industrial parks. The department locates businesses throughout the city and has been responsible for the location of 141 new businesses and the creation of 854 new jobs other than those in the industrial parks. An example of the types of industries populating these parks are: Hermes Abrasives Ltd., makers of industrial coated abrasives; Cooper Bearing Co., makers of split roller bearings; Eastern International Company, Inc. and Electrical Cable Division, wholesalers and distributors of wire and cable (this operation encompasses seven acres undercover); Moulinex Manufacturing, Inc., makers of small appliances; and Stihl, Inc., makers and distributors of chain saws. �The m a r k e t i n g program that brought these f i r m s t o Virginia emphasized t h e area's s t r e n g t h s , s u c h as its labor force and the availability of land. There are no geographic barriers to t h e area's labor supply. Even commuters coming from North Carolina or the Peninsula have no more than 30 m i n u t e s traveling t i m e . There is a t r e m e n d o u s female labor f o r c e w h i c h has proved t o be reliable and capable, the military helps because t h o s e leaving t h e service want to remain in t h e area and t h e y o u n g p o p u l a t i o n (the c i t y ' s median age is n o w 26.9) helps attract industry because it represents a w e l l - e d u c a t e d , easily trainable w o r k force. Securing the type of industry Virginia Beach is looking f o r takes t i m e . It c o u l d take f r o m t w o to 10 years f r o m t i m e of c o n t a c t to actual l o c a t i o n ; the average probably is s o m e w h e r e between three to five years. But the m a r k e t i n g program is paying off. Firms are c o m i n g into V i r g i n i a Beach and all areas of the city are recognizing t h e b e n e f i t s of light industry. A n d the industries are recognizing the b e n e f i t s of V i r g i n i a Beach. The Hampton Spirit See America's yesterday. . Hampton Roads, where the Moniton and the Merimac clashed; St. Johns Church built in 1728, Ft. Monroe, where Lee served and Jefferson Davis was imprisoned. Then see America's tomorrow. . . NASA where astronauts learned to walk on the moon, and where you'll see the Apollo 12 spacecraft, David Scott's spacesuit and a piece of the moon. And don't forget today. . . sun, sea and sand for swimming or just plain relaxing; fun for the little folks at a farm full of loveable, pettable animals; monuments and relics; the Hampton Navy; museums; and some of the best seafood eating establishments east of the Mississippi. The Hampton Sprit lives on! Hampton Virginia EFHutlon talks public powerfinanciiig. E.E Hutton's Public Power Finance Group has demonstrated its ability to generate new financing ideas and carry them out successfully We have die experience, the know-how, and the distribution network which could make your next financing a success in ways you may not have anticipated. As managers or co-managers of numerous public financings, we have proven our ability to create innovative approaches to complex tax-exempt financings. We have the second largest capital base in die industry. We also have the willingness to use our capital to maintain a secondary market in issues we manage. And our distribution capability is extensive, with 2 6 5 offices across the country. In addition to our growing retail business, our institutional business has grown to over 1/3 of our total securities business. For your next public power offering, w h y not give Marshall Lancaster a call at (212) 742-2892, Steve Sloan at (212) 7 4 2 - 6 6 5 1 , or Bill Sachau at (213)488-3551. Learn w h y so many people in public power say that It pays to listen when E.F. Hutton tall<s. E.E Hutton & Company Lnc. One Batteiy Park Plaza, New York, New York 1 0 0 0 4 (212) 7 4 2 - 5 0 0 0 When EF Hutton talks, people listien. o o z < z o DC 45 �CITY OF HARRISONBURG CITY OF DANVILLE Congratulates and Extends Best Wishes To AND ITS CITY OF VIRGINIA BEACH For Hosting The 1982 VML Conference WATER, GAS AND ELECTRIC DEPARTMENTS DANVILLE'S MUNICIPALLY OWNED UTILITIES OF O ^^S^ amd ^^^^^^ 0^^€aAa/rd ^Umdvcm . Geo. Washington DOMT T R E A D ON M E Building on our heritage, not over it. �Compliments of Compliments of The City of Chesapeake The City of Bedford challenging the future... ...with the heritage of the past. A complete community, rich in history and tradition, yet progressive in economic development. T h e close proximity to Washington, D . C . links us to the nation, and Loudoun County's Dulles Airport serves as a gateway to the world. �THE CITY OF MANASSAS PARK, VIRGINIA THE CITY WISHES T H E VML AND A L L C O N F E R E N C E P A R T I C I P A N T S A S U C C E S S F U L 1 982 C O N V E N T I O N AN E X C E L L E N T P L A C E T O E S T A B L I S H A B U S I N E S S , IDEAL LOCATION FOR INDUSTRY — E x c e l l e n t s i t e s , w a t e r a n d s e w e r a v a i l a b l e , s o m e with rail — M i n u t e s to D u l l e s International a n d M a n a s s a s Municipal Airports — E a s y a c c e s s to 1-95 a n d 1-66 A GOOD P L A C E TO R A I S E A FAMILY — S m a l l town a t m o s p h e r e , c o n v e n i e n t shopping a n d job opportunities —Affordable housing, single-family and townhouse — T h i r t y m i n u t e s to d o w n t o w n W a s h i n g t o n S I G H T S E E I N G AND H I S T O R I C A L TOURING — C o n n e r H o u s e , field hospital during Battle of M a n a s s a s , under renovation — S i x m i l e s to M a n a s s a s National Battlefield P a r k — B o a t i n g , fishing, hunting, golfing within m i n u t e s FOR MORE INFORMATION ABOUT MANASSAS CONTACT: J E R R Y W. D A V I S , C I T Y M A N A G E R 103 M A N A S S A S D R I V E 703-361-0124 PARK �Agriculture and Tourism Unlikely Partners Working Together "The friends who visit in the summer are very valuable to u s , " says E. R. Cockrell, Jr., Virginia Beach Director of Agriculture, "but that's only part of it. Virginia Beach is many things to many people. "So many people think of Virginia Beach as waves pounding on the shore, of mountains of high-rise buildings. But Virginia Beach is land, lakes, streams, forests and fields. It's running room for the kids, a relaxed time for the middleaged, a place to rest when you're as old as I am." Dick Cockrell is far from being the old codger he'd lead you to believe. He has been working with local farmers for 30 years now. He knows, and is quick to remind, "Virginia Beach is one of the greatest agriculture cities in the world." In 1981 this industry contributed over $98.9 million to the local economy. About $31 million of that amount was attributed to the farm gate value of crops and livestock. Only occasionally will one see giant trucks loaded with swine for market on the interstate. Yet last year 75,000 hogs and pigs were sold by Virginia Beach growers for a total in excess of $7 million. Agriculture reaches its peak about the same time tourism is in full swing, but the vast movements of the two industries scarcely touch each other. The reason, of course, is space. Virginia Beach can easily absorb some 44,000 acres of farmland, a thriving seashore resort, five enormous military installations, three large industrial parks, numerous shopping malls and thousands of acres in housing developments. Still, almost half of the city's total land area remains much as it was when British colonists first began settling it in the 1600s—wild, fertile, and rich in natural resources. Farmland and forests are located primarily in the extreme southern section of the city, extending from the area around the Municipal Complex in Princess Anne Borough to Knotts Island on the North Carolina line. This area follows the Pungo Ridge (named after the Indian Chief Machiapungo), the highest and richest land in the city. There are also prosperous farms in the Lynnhaven and Bayslde boroughs of the city. Once grand plantations lined the banks of the Lynn- Plan to Visit WYTHEVILLE " T h e H u b of Southwest V i r g i n i a " — L o c a t e d at Intersection o f F e d e r a l Routes 1 1 , 2 1 , a n d 52 a n d Interstate Routes 7 7 a n d 81 O Q COOL IN SUMMER A verage Elevation "Agriculture is one of this resort city's leading industries, a little-known fact to tfiose who live or vacation here." haven River, each with its own dock and boat because waterways were the primary means of transportation. Farming has changed considerably over the years. Farms have grown smaller, crop types are no longer the same and methods have improved. In colonial times, the leading money crop was tobacco. It was moved from the farms, mostly by skiff and barge, to Kemps Landing (the area now known as Kempsville), where it was loaded aboard ships for export to England. Today, soybeans are Virginia Beach's leading cash crop. In 1981, local growers produced more than one million bushels of these nutritionally rich beans on 30,200 acres of land for a whopping farm gate value of $7.7 million. Corn was the next highest money crop with 1.4 million bushels valued at $4.5 million, followed by wheat with 845,000 bushels valued at about $3.6 million. There are many lesser crops, of course—those vegetable and fruits that fill the farmer's markets and the special fields, opened to the public to "pick-your-own." "It's unusual for prime agriculture to be located in a resort," Cockrell said, "but I think it's fascinating to find this industry at this stage. I think it's great!" Tourism and agriculture are strange partners, but they have proven compatible in Virginia Beach and the city has prospered by the development of each. 2350 Feet O EFFICIENT GOVERNMENT Council-Manager Form EXCELLENT FACILITIES for Business and since 1924 „ (3 DC Industry CONVENIENT RECREATION including Sports, Camping, Hunting and Fishing 49 �COMPLIMENTS OF THE TOWN O F PEARISBURG, VIRGINIA -J C. J. TAYLOR, MAYOR COUNCILMEN M A R V I N E. C O U L T H A R D G E O R G E G. P S A T H A S W I N S T O N E. F A U S T J O H N B. R O L L E R , J R . G E O R G E E. F L E E M A N F R A N K M. W I N S T O N A. L E E G A L L O W A Y , T O W N M A N A G E R J A M E S A. H A R T L E Y , T O W N A T T O R N E Y Compliments O Q Z < < 5 T H E TOWN OF CHRISTIANSBURG �Tourism— A $210 Million Business popular spot w i t h college s t u d e n t s ; it's a fun place to earn money for school. A n o t h e r plus Virginia Beach offers is a friendly a t m o s p h e r e , a unique fact in itself. Resort areas are not always h o s p i t a b l e ; " l o c a l s " freq u e n t l y take out f r u s t r a t i o n s caused by c r o w d e d c o n d i t i o n s on unwary vacationers. That's not the case in Virginia Beach. " W e are g e t t i n g more and more reports, or I s h o u l d say c o m p l i m e n t s , on the h o s p i t a l i t y of the people in Virginia B e a c h , " says Ricketts. " V i s i t o r s appreciate that. We do get c r o w d e d in the summer, but our residents have c o m e to realize p r o b l e m s are not caused by the tourists." In t o u r i s t d e v e l o p m e n t , s u c c e s s is measured by the n u m b e r s . How m u c h of an increase is it over previous years? For Virginia Beach, the n u m b e r s add up to an o v e r w h e l m ing s u c c e s s . B e t w e e n 1974, w h e n the c i t y ' s Division of Tourist Development was organized under the Department of E c o n o m i c Development, and 1981, Virginia Beach enjoyed a 300 percent g r o w t h in t o u r i s t spending . . f r o m $63.3 m i l l i o n to approximately $210 m i l l i o n . What really b o g g l e s the m i n d is during that t i m e , there were t w o rec e s s i o n s , t w o n a t i o n w i d e gas crises, beach erosion p r o b l e m s and a severe d r o u g h t . The reason for V i r g i n i a Beach's s u c c e s s d u r i n g such periods is surely related to its l o c a t i o n . " W e are so near the heavily populated areas of the East Coast, we have a great advantage," says J a m e s B. Ricketts, c o o r d i n a t o r of the Division of Tourist Development. " W h e n money gets t i g h t , these people take their vacations c l o s e r to h o m e . They c o m e to Virginia Beach." S p e n d i n g may be scaled d o w n , of c o u r s e , and there is evidence t h i s is now h a p p e n i n g . Restaurant revenues, for instance, are off s l i g h t l y . More vacationers, especially families, are eating at fast f o o d places, and less in fancier restaurants. They are also using h o t e l / m o t e l e f f i c i e n cies where they can prepare meals in their r o o m s . Other c u t b a c k s are n o t i c e a b l e . Retail sales in the resort area are still g o o d , but the trend is t o w a r d less expensive m e r c h a n d i s e . Such sales, however, c o n t i n u e to a c c o u n t for 19 percent of the c i t y ' s overall retail sales. Not bad, w h e n you consider the resort area only e n c o m passes 1,600 acres (and very few s h o p p i n g centers) of the 310 square miles that make up Virginia Beach. A l t h o u g h the military and city g o v e r n m e n t are major e m p l o y e e s , t o u r i s m generates 6,000 full t i m e j o b s on a year around basis and another 6,000 part t i m e s u m m e r j o b s . The beach c o n t i n u e s to be a Tourists Help With Taxes Virginia Beach residents also realize their taxes c o n t i n u e to remain a m o n g the lowest in the state, indeed a m o n g the lowest in the country, because city coffers are filled w i t h out-of-town dollars. M u c h of the local taxes are directly derived f r o m the t o u r i s t industry. In 1981, $19.7 m i l l i o n in personal property, real estate and restaurant taxes f r o m t o u r i s t oriented properties went directly in the city treasury. (Continued on next page) WHERE Y O U WILL FIND • RECREATION • JOB • EXCELLENT P L A N T SITES OPPORTUNITY • M O D E R N UTILITIES & SERVICES • H I G H W A Y & RAIL TRANSPORTATION • GOOD • REASONABLE O Q z < SCHOOLS TAXES "ALL IN A LAND OF PLEASANT U V I N C " THE TOWN OF ROCKY MOUNT, V A . 51 �(Continued from page 51) In return, the city spent only $2.9 m i l l i o n in advertising and beach rep l e n i s h m e n t to nourish t h i s valuable industry. Three years ago, the d i v i s i o n ' s advertising message was c h a n g e d f r o m the usual surf-and-sand-andfun to s t r e s s i n g Virginia Beach as a g o o d place to stay w h i l e v i s i t i n g such p l a c e s as Williamsburg, Busch Gardens and o t h e r s . The idea was to get more people to the beach, and t o keep t h e m longer. It w o r k e d . In 1980, 55 percent of the visitors stayed three n i g h t s or more. Last year that percentage j u m p e d to 65. Ricketts has also s o u g h t to expand the t r a d i t i o n a l , s u m m e r t o u r i s t season. " I felt w i t h what we have to offer, we c o u l d take a larger part of the p r o m o t i o n f u n d and sell the offseason m o n t h s . " In 1975, a campaign to p r o m o t e the fall " s h o u l d e r " m o n t h s started. A d s t o u t e d the fall because the weather and water are still warm and the beach is less c r o w d e d . Since 1975, off-season b u s i n e s s has increased 250 percent; the beach now e n j o y s a ninem o n t h season. It all adds up to a s u c c e s s story for Virginia Beach t o u r i s t development. Market Makers and Investment Bankers S a l o m o n B r o t h e r s Inc Member of Major Securities and Commodities Exchanges One New Y o r k Plaza, New York, N . Y . 10004 Respect for Tradition Racing o t h e Toward Future O I- < o DC > Martins v i 11 e �Virginia Beach Welcomes W h e n T h o m a s H. M u e h l e n b e c k a s s u m e d his d u t i e s June 1 as Virginia Beach's new city manager, his reputation as a " w o r l ^ a h o l i c " had preceded him. Advance news reports f r o m A u s t i n , Texas, where he has been d e p u t y manager, spol<e highly of the man s e l e c t e d by the resort's city c o u n c i l . Yet, early-bird e m p l o y e e s arriving at City Hall as early as 7:15 a.m. were s u r p r i s e d w h e n they saw their new boss ahead of t h e m . It is his policy to start his work day about 7 a.m., a trait news reporters found f a s c i n a t i n g . After being q u e s t i o n e d a b o u t his w o r k habits for t w o days he finally r e t o r t e d , " I s that really i m p o r t a n t ? " It w a s n ' t , of course. As the days wore on M u e h l e n b e c k met w i t h department heads, aides, assorted personnel and generally became acq u a i n t e d w i t h his staff and adopted city. All w h o came in t o u c h w i t h him were i m p r e s s e d w i t h his patience and p e r s e v e r a n c e . A l w a y s w i t h the door w i d e o p e n , he had t i m e for everyone and gave each undivided attention. Michigan-born,Texas-bred Muehlenbeck is 41 and prematurely graying. His blue eyes sparkle w i t h a sense of h u m o r and his q u i c k wit and easy laugh i m m e d i a t e l y put people at ease. He is k n o w n again t h r o u g h advance news reports for his tact and d i p l o m a c y , for cultivating c o n t a c t between local government and taxpayers—all valuable a t t r i b u t e s for a city manager, especially in a diversified city like Virginia Beach. He began his career in public adm i n i s t r a t i o n in A t c h i s o n , Kansas in 1967 and has since held four other p o s i t i o n s in c i t i e s in Georgia and Texas. His i m m e d i a t e priorities for Virginia Beach are c o n t i n u i n g the search for a city water supply and d e v e l o p i n g a city capital improvement plan. The new city manager has already purchased a home in the Middle Plantation n e i g h b o r h o o d of the Little Neck Peninsula and will be j o i n e d in Virginia Beach by his w i f e . Myrtle, and t w o teenage children w h e n their house in A u s t i n is sold. NEWPORTNEWS The 21st Century City! JOSEPH C. RITCHIE -Mayor ^ DONALD N. PATTEN'VicoMayor^^ A tJ^glB&t H. FlTZGEMAUm o Q O I- < 53 �Virginia Beach A Meeting Place Virginia Beacii's Pavilion tias in tiie siiort time its been open become tiie cultural hub of the city. With both an exceiient theater and a iarge convention hail the facility can easily handle the cabaret-style concerts of the Virginia Paps or a violin soloist or a theatrical production. o Q O I< o DC 54 The lucrative c o n v e n t i o n business evaded Virginia Beach for m u c h of its d e v e l o p m e n t period, primarily because there was little effort to attract the g r o u p s . But w i t h the creation of the Department of E c o n o m i c Development in 1970 and eventually its Division of C o n v e n t i o n P r o m o t i o n , the city has j u m p e d into the business w i t h both feet. A n d it has paid off. " I ' m p r o j e c t i n g a 20 percent increase in 1982 over 1981," said H u g h C. Barton, c o o r d i n a t o r of the Division of C o n v e n t i o n P r o m o t i o n . " E v e n w i t h the e c o n o m y being a little soft, I foresee no p r o b l e m w i t h conventions." The c o n v e n t i o n b u s i n e s s has bec o m e a f a c t o r in the e c o n o m i c and physical g r o w t h of V i r g i n i a Beach. But it d i d n ' t happen overnight. Back in the mid-1950s s o m e fars i g h t e d citizens and city fathers dec i d e d the t i m e was right to attract the c o n v e n t i o n trade. But there were no f a c i l i t i e s to a c c o m m o d a t e large g a t h e r i n g s , so the Alan B. Shepard Civic Center, n i c k n a m e d the Dome, was built. The Dome, the first g e o m e t r i c shaped s t r u c t u r e to be built in the United States, was a s h o w p i e c e w h e n it opened in 1958. It is a u n i q u e b u i l d i n g for c o n v e n t i o n and t o u r i s t trade alike. In the 1960s, the Dome introd u c e d s o m e of the t o p names in the entertainment world at that time—the Beach Boys, Bobby G o l d s b o r o , Roger Miller, The Rolling Stones and o t h e r s . It attracted large c o n v e n t i o n s such as the MidAtlantic Shrine, the Virginia A s s o c i a t i o n of Rescue Squads, trade s h o w s , art e x h i b i t s , a n t i q u e s h o w s and other events. The resort c o m m u n i t y and the c o n v e n t i o n b u s i n e s s c o n t i n u e d to progress. Steady but not startling . . . but t w o major events o c c u r r e d that had drastic results on the c i t y ' s future. In 1964, the 17-mile Chesapeake Bay Bridge-Tunnel o p e n e d a land c o n n e c t i o n for Virginia Beach w i t h the Eastern Shore and all p o i n t s n o r t h . This provided a direct, timesaving link w i t h the great northern cities. In 1967, w i t h the o p e n i n g of the Virginia Beach-Norfolk Expressway, the city was c o n v e n i e n t l y linked to all n o r t h - s o u t h interstates and all points west. As hotel sizes increased, so did the n u m b e r and size of convent i o n s . Most c o n v e n t i o n solicitation c o n t i n u e d to fall under the responsibility of the Chamber of Commerce and the innkeepers, with the city providing services and financial assistance, mostly in the way of advertising f u n d s . W i t h the creation of the Department of E c o n o m i c Development and its early c o n v e n t i o n p r o m o t i o n activities, however, the city became totally involved in assisting innkeepers in filling facilities and booking larger g r o u p s in the Dome. By the mid-1970s, everyone recognized Virginia Beach's potential as a leading East Coast convention city. It only needed a facility large enough to a c c o m m o d a t e big groups. " W e saw a j u m p in hotel convent i o n s in 1978, w h i c h we attributed to our advertising program directed at t h i s business. It was the first t i m e we had actively s o l i c i t e d convent i o n s , " Barton said. C o n v e n t i o n figures attest to Bart o n ' s s t a t e m e n t . In 1977, the city agency and the innkeepers attracted 32,000 delegates bringing �VVt V t VJV^L ^ 1 1 TV/jiJX/ w J I ^ U C U L ^ X Y J L U L t J J J . 1 V JJ-gJ-llAO. Including Your Community. N e w Water Systems. Cash Management Programs. Waste Treatment Plants. Across the state, communities large and small are determining their financial needs. Needs for today. Needs for tomorrow. A t United Virginia Bank, we realize that once those needs are determined, a Public Finance Specialist should be chosen to work out the details. It's a challenging job to keep local officials and governments informed of all the ways communities can benefit from our assistance, but United Virginia meets those challenges with the resources that only the largest bank in Virginia can provide. If you'd like to set up a meeting, or if you just want to talk, call Jack Stevenson at (804) 782-5586. He's got the whole state covered. United VirginraBankQX V>WVtXtVl, �HSMM TOTAL CONSULTING SERVICES Buildings Compliments of ' Hazardous and Solid Waste Management Communications The Town of Round Hill E n e r g y Conservation Environmental ' Urban Development Flood C o n t r o l / Storm Drainage ' Utilities Wastewater Treatment Landscaping ' Water Treatment Rate S t u d i e s ARCHITECTS ' Transportation • ENGINEERS • PLANNERS P O B O X 13446 R O A N O K E , V I R G I N I A 24034 (703)343-6971 O F F I C E S IN T H E T I D E W A T E R A N D NORTHERN VIRGINIA A R E A S OXw' H E A D Q U A R T E R S FOR TRAFFIC PRODUCTS CONSTRUCTION SIGNS 3M PAVEMENT TAPE POLICE UGHTS/SIREN POLICE CAR MARKINGS 804 2626050 804 2620737 Korman Signs INC. FLAGSSVESTS 3M SHEETING 3M LETTERS SIGN STANDS TRAFFIC SIGNS 3M SIGN FACES STREET SIGNS SIGN BLANKS EMBLEM/DECAL SIGNPOSTS 3029 Lincoln Ave. Richmond, Va. 23228 �"WINCHESTEK " nHETOPOFVII^GINIA" DRIFT INTO HIATORY AND ErNJOY OUR BUIUDING5 OF- OUD. COME- 6E-EOUH MANY FINE ON ViaGIMIA'6 HRSr |>E-PE-6TCIAN MAUU Compliments of The Town of AMHERST A MODERN!,YFT P1,E-A5ANTUY HbTOl^lC COMMUNITY, WINCHt6TE-C 6 HUMMING WITH SGOWING ^ ^ ^ x BU6lNEi>5 AND IhslDU6H2Y ^x-r-^WHIUE- MAINT^MNING I T 6 r HErRJTAGt AND 6Ull?iOUNDINS6. •Uli N COMPREHENSIVE PLAN COMPLIMENTS OF SALEM TOWN OF VINTON, VIRGINIA �I, (Prince William, from page 17) f r a m e w o r k for tfie Board of Supervisors. e stand behind ovoc products at CPfifP. Our field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assiire a successful installation. Concrete Pipe & Products Company, Inc. P.O. Box, 1223, Richmoncl,VA 23209 (804)233-5471 REFURBISHING SPECIALISTS On All Types of Fire Apparatus J. C. MOORE INDUSTRIES • FREDONIA, PA. 16124 "YOU GET MORE FROM MOORE" • MOORE SERVICE • MOORE SATISFACTION • • MOORE WATER • MOORE QUALITY WORKMANSHIP • CALL 24 HOURS A DAY FOR SERVICE PHONE (412)475-3185 REFURBISH REPAIR REPOWER REPAINT — REMODEL- REBUILD RECONDITION FABRICATIONS MODIFICATIONS -IN STATION SERVICE 3. The budget process emphasizes s e t t i n g priorities w i t h i n individual d e p a r t m e n t s and t h r o u g h o u t the c o u n t y . The Prince W i l l i a m C o u n t y budget emphasizes t h i s p r o c e s s of s e t t i n g service priorities and does not avoid t h e difficult task of identifying t h e m a m o n g c o m p e t i n g services and d e p a r t m e n t s . Department heads must list in priority order all new requests. In most instances, t h e C o u n t y executive defers t o t h e d e p a r t m e n t head's priorities in r e c o m m e n d i n g new dollars for the agency. 4. The budget d e m o n s t r a t e s what happens w h e n programs are not f u n d e d . The i m p a c t s of not f u n d ing particular budget requests are d o c u m e n t e d at the department level, evaluated at the budget o f f i c e and c o u n t y executive level and presented In detail to the Board of C o u n t y Supervisors. The financial impact on future years for all board budget decis i o n s Is a current facet in t h e budget process. 5. The budget s y s t e m is flexible. The financial i m p a c t s c o m p u t e r model and t h e budget priority list enable the staff to provide the Board of Supervisors and the public w i t h a s p e c t r u m of budget alternatives. The system can res p o n d to a w i d e range of " w h a t if" q u e s t i o n s by a d j u s t i n g the variables (tax rate, e x p e n d i t u r e s and revenue growth) in the model and by reordering the priority list. Fluctuations in financial resources, such as r e d u c t i o n s in state or federal m o n i e s , can also be q u i c k l y a c c o m m o d a t e d by adj u s t i n g the f u n d i n g line up or d o w n on t h e priority lists. Summary The goal of any budget process s h o u l d be t o provide the best possible d e c i s i o n - m a k i n g framework for elected o f f i c i a l s . To d o so, the budget process must be straightforward and c o n c i s e , yet c o m p r e h e n sive. Prince W i l l i a m County has developed such a process. The Board of C o u n t y Supervisors has the t o o l s to resolve d i f f i c u l t issues and to recognize the i m m e d i a t e and future i m p l i c a t i o n s of its d e c i s i o n s . In the process of local g o v e r n m e n t , there is not better measure of achievement. O Q O I- < CD 59 �Vienna Town Counci I Mayor Councilman Councilman Councilman Charles A. Robinson, Jr. Douglas A. Brook E. Ross Buckley Raymond E . Hicks Councilman George E . Lovelace Councilman Councilman Vincent J . Olson Donald E . Upchurch Come to Historic ABINGDON, VIRGINIA C H A R T E R E D I 778 IN THE VIRGINIA Onemileoff LSI—Exits For a relaxing and Historical HOME The HIGHLANDS 7-8-9 and enjoyable Touring Sightseeing • Fishing' Hunting vacation * Boating • Golfing OF Barter Theatre—The State Theatre Now celebrating The Virginia Annually • Highlands August 1-15 of Virginia its 50th Arts and Crafts • Anniversary Festival May-Octoher �Professional Directory SCS ENGINEERS Southern Engineeriiig STEARNS,CONRAD AND SCHMIDT CONSULTING ENGINEERS, INC. • WATER SUPPLY • WASTEWATER TREATMENT • SANITARY LANDFILL DESIGN , GAS PROTECTION AND RECOVERY 1800 Richmond, Virginia 23219 Peachtree Street, N.W P H O N E 804/649-8627 (404) 352-9200 HIDR H e n m n g s o n . Dunham Engineers DESIGNERS PUBLIC UTILITY Dale Building - Suite 224 • 1504 Santa R o s a Road VA 23288 • Phone fgi BflLDUNfl RHD LTD. Planners Austin Droclwnbrough CIVIL • MECHANICAL • WAV;,CAO%"D'';I - V I Gannett Fleming Consulrirtg Engineers ELECTRICAL E-H.MIIVE CIM 1 HQ^l ^51 804-288-4051 QndA$sock«»$ Engineers Planners Surveyors S. Rtchar^dson Consu t a n c s CONSULTANTS H KOliLR Engineers & Consullanjs ENGINEERS AND PLANNERS FAIRFAX NORFOLK PLANNING S U R V E Y I N G . INDUSTRIAL F6CILIIIES • /Vo 71 Koget Executive Center % Suite 250 Norfolk, VA 23502 D SEWEBAGE SYSTEMS • DRAINAGE • SURVEYING Fw'lax Professional Building » Sw 7 3545 Chain Bridge Road Fairfax VA 22030 MALCOLM'Ti W A T E R W A S T E W A T E R S O U O W A S T E S PIRNIE, I N C . ^ Three Chopt & Parham Roads, Richmond 2 3 2 2 9 CONSULTING AND ENVIRONMENTAL 301 H I D E N ENGINEERS BOULEVARD N E W P O R T N E W S . VA 23606 HANSEN 804-599-5511 Langley and McDonald HURT & PROFFITT, INC. Engineers-Planners-Surveyors ENGINEERS'PLANNERS-SURVEYORS Water. Wastewater. Solid Wastes, Soils & Foundations L a n d Development Site P l a n s Residential. Commercial & Industrial Subdivisions, R o a d , Dams, Airports 1933 F o r i A v e . U n c h b u r g , V A 24Sfll (804) 8 4 7 - 7 7 % Highways-Utilities-Waterfront Facilities • Municipa I Comprehenstve Planning.Industrial Park Development WORKS FREDERICK APPHAI-SALS S E W E R A G E R E F U S E niSPOHAI, 400 East Main Street Atlanta, Georgra 30367-8301 Richmond WATER COMMUNITY DEVELOPMENT CONSULTING C H O D A T . R U 8 A C K & A S S O C I A T E S , INCT H E HATHAWAY HOUSE 103 C E N T R A L S T . P 0 BOX 749 W E L L E S L E Y . M A S S A C H U S E T T S 02181 T E L E P H O N E (617) 237-5815 Studies Design Relaying Metering ¥ PLANNING • LANDSCAPE ARCHITLCTURE • ENGINEERING Southern Engineering Company oi Virgima 1 1 2 6 0 R o g e r B a c o n D r i v e , R e s t o n , V a . 2 2 0 9 0 • (703) 4 7 1 - 6 1 5 0 California • Wasilington •Kentucky • Saulh Carolina Rates Planning System Studies Feasibility HARLAND BARTHOLOMEW & ASSOCIATES, INC. WAZM HATE :1229 Waterlick Koad, Lynchburg, R . S T U A R T R t J Y E R & ASS<)( l A T E S , I N C . Consulting Engineers I 1 5 1 4 WiLi^iw L A W N D B I V B P. (>. B o i 8 6 8 7 ICltMMOVO, VlBClNlA 2 3 2 2 6 (804)282-7657 BUCK, SEIFERT& JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industria Waste Treatment • Treatability Studies • 140 Sylvan Avenue. P.O. Box 1218 Englewood Cliffs. N . J . 07632 201 -567-8990 • 405 So Parliament Drive. Suite 101 Virginia B e a c h . Va 23462 804-499-8508 ( I . ( ; R I F F L \. Consulting Engineers STUDIES VA 24504 Cable (804/237-2044) T i ' l f \ i s i i i n • T V Broadcast • Public munications Systems • A l a r m Safety Com- THE PfTOIUIETER ASSOCIATES (212)267 8288 Engineers Water Waste Surveys Trunk M a i n S u r v e y s Water Distribution Studies Special Hydraulic Investigations 100 C h u r c h S t . , N e w Y o r k , N . Y . 1 0 0 0 7 Chic;igo Columbia Applicii- CONSULTING ENGINEERS 611 Research Road P.O. Box 2901 Richmond, Virginia 23235 t i o n a n d P r e p a r a t i o n • [Dxpcrt Tcstimon.<i a n d W Jlness CH2M Complete Engineering Services : : HILL Municipal and Industrial Waste Treatment, Power Systems, Structures, Solid Wastes, Water Resources, Water Supply and Treatment, Transportation 1941 Roland Clarke PLice Reston, Virginia 220S1 70:i/620-.i200 Nev/ M i l f o r d , C t . BODIE, T A Y L O R AND PUR YEAR, INC. Systems • Rlectrical Design • Federal C o m m u n i c a t i o n s Commission Atlanta 804-794-6823 R. K K X M / r H WKF.KS FNGINEF.RS Water Supply and Purification • Sewerage nnd Sewage T r e a t m e n t • Streets and Highways • Investigations and Reports • SiiiietA'ision ot C'oTiiiiruciioTi. 2733 T m E W A T L B DR. NORFOLK- \. 2350^ �TECNOMICS • R A T E • C O N S O L I D A T I O N / A N N E X A T I O N • M I C R O • T R A N S P O R T A T I O N Consulting YARGER Engineers Environmental Laboratories A N D Industrial a n d Municipal A S S O C I A T E S , I N C . S T U D I E S C O M P U T E R Over S T U D I E S P R O G R A M M I N G 1531 OLVER S T U D I E S 1 00 ARDMORE S T R E E T B L A C K S B U R G 24060 • Solid • Water (2 0 2 I Year Position Classification and P a y 24060 Industrial 2830 M a r y Recovery • Air Pollution Waste Control Street F a l l H C h u r c h , V a . 22042 Treatment 842-1 t 6 0 M Charles fl Velzy Associates. Inc Consulting Engineers 355 Main Street Armonk, New York 10504 K, PI A I N E GERAGHTY & M I L L E R , INC. RssociArEs" I Box K228 Koger Executive Center Richmond. Virginia 23298 944 W E S T S T R E E T , ANNAPOLIS, MD 21401 (301) 268-7730 BATON ROUGE HARTFORD W.PALM BEACH HOUSTON ANNAPOLIS TAMPA Studies* CHAMPAIGN-URBANA Resources Corporation Facility Planning Construction Management Water/Wastewater Design • Operations • Solid Waste T R A F F I C Hydraulic S y s t e m s & Structures Engineers/Consultants Reading, PA 215-378-9300 Hunt Valley, MD 301-667-6020 S A m i A ' ^ • A R C H I T E C T S • P L A N N E R S • S I G N S Shannon-Baum, P.O.BOX 2511 TRAFFIC POSTS TRAFFIC SIGN REFLECTIVE FACES LEE HIC . SUITE 202 BLANKS S U R V E Y O R S (J'J^lara, • SHEETING ALUMINUM (COLLECT) jBlDBniENSGEnE I n c , 7700 ConsultingEngineers 10710 inc. B A L T O . , MD. 2 1 2 1 5 3 0 1 - 3 5 8 - 3 9 0 0 G r c e n l i o r n e Studies Test Construction — Fire and Police Studies Waste/Energy TERRAQUA E N G I N E E R S Plans Management and Organizational K A & PERRY • Surveys 29 th 703/560-6900 PRODUCTS D I V . OrnCE: Virginia (703)552-5548 Pollution C o n t r o l U A R , WASHINGTON Blacksburg, 600 Our Mam S t r e e t INCORPORATED 703-552-5609 RECREATION North F A 1200 15th street N,W. Wastiinglon, LEESBUR> SUITE 302 CHURCH,VA. 22043 703/893-0711 FALLS D C . 20005 (202]861-0026 T h a d S . Roberson. Jr. Boston, Philadelptiia, New York, St. Louis, Syracuse, White Plains consultinQ WATER, SITE W H I T M A N , AND R E Q I J A K D T A S S O C I A T E S ENGINEERS 2315 SAINT BALTIMORE, PAUL STREET MARYLAND A enaineers DRAINAGE,FLOOD DEVELOPMENT. STRUCTURAL CONTROL STREETS , DESIGN, MARINAS HIGHWAYS,BRIDGES V y Ration, Harris, Rust & Assoc. a prolessional corpofalion Engineers . Surveyors C:n;l . Planners Complete professional services (or — Saniiiiiy Sue municipalities and public agencies Main Oflic*: 21218 WASTEWATER, — Suhdwision Plans — Hij^hway JORDAN 10523 Mam Street. Fairfax Virginia 22030 [703)273-8700 — Hydrauh, — H'aier — Studies — /)rij(>?ij^c H'orks Systems & HUTCHERSON, INC. Valln Of tic*: (301) consulting engineers & surveyors 235-3450 100 South Mam Street Bndgewater Virginia 228i2 (703)828-2616 Florida—West Virginia—Georgia—Maryland (804) S U I T E 109 2405 W E S T W O O D A V E . George Cunningham, Field Representaiive COMPLETE "imagineered" PLAYGROUND and PARK PUBLIC WORKS G A M E TIME, I N C . LAND SURVEYING C U N N I N G H A M 9554 Lakeside Phone A S S O C . Sales, Inc SERVICES BENGTSON. D e B E L L . E L K I N CONSULTING Bex American Uniform E N G I N E E R I N G AND EQUIPMENT BY 353-5541 R I C H M O N D . VA. 23230 ENGINEERS & TITUS & SURVEYORS I N C . Br , Rictmiond, V a 23228 P O 8 0 x 4 2 9 13924Braddock 8 0 4 '2622401 P.O. B o x Rd. Centreville. V A 2 2 0 2 0 703-631-9630 83 50-S E d w a r d s Ferry Rd. Leesburg. V A 2 2 0 7 5 703-777-1258 E 7 0 3 941.9332 CE MAGUIRE, INC. o ARCHITECTS/ENGINEERS/PLANNERS Q Z < z 452 SoiJlhlike BoulKard Blauvelt Engineering CoiSulling Engineers FINANCIAL AND Co. MANAGEMENT 142 W fork Slriel S203 Lsesliurg Piks. Suite 8 Rlt:linii>iiil.VA2323S Suite 710 804 749-1174 N l M . V A 23510 703 998-0100 aJNSllLTANTS . Fills CMirch.VA 22041 804 627-2939 Planning • A" Inspection ir«ns.r.ai,09«.ws«^c . HigK^an • Pols . 'etmi (I'.jl DefplDpm."/ • IVaie. Supol. 7 ConM ami Oratrsge • Sntigy Co. • Advisor on Financial a n d Marketing R e l a t i n g to I s s u a n c e ot M u n i c i p a l • A M B U L A N C E S , o > C O M M U T E R B U S E S , 4 dr. L I M O U S I N E S 6 dr Hearse & Ambulance Sales Inc., 8011 Position • Executive Search a n d Selection • Management a n d Organization • Utility a n d P u b l i c W o r k s • Governmental Status IVIUNICIPAL Studies Management A D V I S O R S I N C O R P O R A T E D Ph. 62 1-804-275-2624 Studies Studies Jefferson Davis H w y . , Richmond. V a . 23237 Matters Bonds Classification a n d P a y Studies �PUBUC ADMINISTRATION Telephone S y s t e m s Evaluated Inier-Connect-Bell SERVICE Providing m a n a g e m e n t a s s i s t a n c e and c o n s u l t a n t s e r v i c e s to l o c a l , r e g i o n a l , and s t a t e governments s i n c e 1 9 3 3 . 1497 C h a i n Bridge R o a d M c L e a n , Virginia 22101 (703) T M - « 9 7 0 Abbott - Harksen Communications Consultants 1313 E a s t 6 0 t h S t r e e t C h i c a g o , Illinois 60637 (312) 947-2121 Improve S e r v i c e - R e ( J u c e Cost On Long DistanGc-PBX-911 Billings McMANIS A S S O C I A T E S , INC. Washington, D.C. C E 1 A - H U D , A - 1 0 2 Single Audits Consu Management Consultants to City and County Governments Management A u d i t s • O p e r a t i o n s a n d P r o d u c t i v i t y A n a l y s i s C o m m u n i t y D e v e l o p m e n t • E x e c u t i v e Searches • E c o n o m i c Development 1 2 0 1 C o n n e c t i c u t A v e . , N.W., W a s h i n g t o n , D . C . (202) 4 6 6 - 7 6 8 0 dmq yU4-7'lh-3b84 630 J a y Way Mechanicsville, V A 23111 J A M E S M. BRIDGES, C P A JAMES BRIDGES LTD A PROFESSinNAL CORPORATION Certified Public AtcountarH UOO.l MINNEVILLE RD DALE C i r v VA 2219.! DAVID M. GRIFFITH AND ASSOCIATES, LTD. Computerized Accounting S y s t e m s National Leaders in the Preparation of Cost Allocation Plans noo Loqqer L( nOO Court. i.dirg D Suite 100 Raleigh NC 27609 919 876-804; Books The Public Money Manager's Handbook Guild, Nathaniel B., Grain Books, 740 Rush Street, Ghicago, Illinois 60611. 267 pp. $39.95 In a time w h e n inflation, high interest rates a n d taxpayer revolts have been front page n e w s , i n c r e a s ing p r e s s u r e h a s been placed on the m a n a g e r s of public f u n d s to obtain m a x i m u m y i e l d s at m i n i m u m risk. T h o s e low interest d a y s w h e n the c o s t of leaving s i z e a b l e b a l a n c e s in a c h e c k i n g a c c o u n t over the weekend w e r e negligible are gone. T o d a y ' s public s e c t o r f i n a n c i a l mana g e r s must strive to put every idle dollar to work at the m a x i m u m return, often within very narrow legal c o n s t r a i n t s a s to the definition of " a c c e p t a b l e level of r i s k . " T h e Public Money Manager's Handbook is an e x c e l l e n t guide for f i n a n c i a l m a n a g e r s in s m a l l to medium s i z e local g o v e r n m e n t s . S u c h m a n a g e r s often c a n a l l o c a t e only a portion of their workday to c a s h management and investment decis i o n s , w h e r e a s larger g o v e r n m e n t s c a n hire full time financial e x p e r t s already well trained in the n u a n c e s of i n v e s t m e n t s t r a t e g i e s . T h e s e c - tion perhaps of most immediate interest to a typical reader d e a l s with short term i n v e s t i n g . T h e two chapters in this s e c t i o n detail c a s h forec a s t i n g t e c h n i q u e s and e n u m e r a t e the many short term investment ins t r u m e n t s available to local governm e n t s . Of the v a r i o u s c a s h management a r t i c l e s a n d p u b l i c a t i o n s I have s e e n in recent m o n t h s , this is undoubtedly the most c o m p r e h e n sive and best written. T o build the n e c e s s a r y framework to determine j u s t how m u c h c a n be put into short term i n v e s t m e n t s at any given time, the book e x a m i n e s t e c h n i q u e s for d i s b u r s e m e n t s , coll e c t i o n s , managing float, s e l e c t i n g a bank a n d c o n t r a c t i n g for s p e c i a l ized banking s e r v i c e s . T h e remaining third of the book is devoted to long term i n v e s t m e n t s with public p e n s i o n m a n a g e r s obviously in mind. While t h i s s e c t i o n provides a very interesting overv i e w , it is doubtful that very many m a n a g e r s of s m a l l a n d m e d i u m sized c o m m u n i t i e s would be involved in p e n s i o n investment d e c i s i o n s . T h o s e larger localities with their o w n pension f u n d s would certainly hire s p e c i a l i s t s to m a n a g e their programs, and this s e c t i o n is far too general for that type of manager. N e v e r t h e l e s s , it provides a useful and informative c o n c l u s i o n to a b a s i c primer on the management of public f u n d s . T h e only r e s e r v a t i o n s I have about the book are that it c o n t a i n s several typographical spelling errors, and that it h a s a hefty price tag of $39.95. Unfortunately, I unders t a n d that many college text books are approaching this price range, s o if y o u are looking for a way to upgrade your c a s h management s k i l l s without paying tuition for a s e m i n a r or c o l l e g e c l a s s , this book repres e n t s a good alternative. It is well written, c a n be read in several hours, w a s thoughtfully r e s e a r c h e d and above all, it is up to date. —Report by Bradley Deputy Director, Virginia Municipal K. Harmes, League O Q O I- < z o DC > 63 �Virginia Slims remembers the workhorse of 1898 VRONIA You ve come a long way, baby. Warning: The Surgeon General Has Determined That Cigarette Smoking Is Dangerous to Your Health. 9 mg' 'tar;' 0.7 mg nicotine av. per cigarette by FTC method. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 9 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource September 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198209 https://www.virginiaroom.org/digital/files/original/69/6445/198210.pdf 3c27fdd6a761115a0306481344b18029 PDF Text Text Responding To Hazardous Materials Accidents: How Does Virginia Stack Up? �Where Will Yottbe „ When the With Reliable Cat Machines, You'll Be Out Clearing Roads, Not in the Shop can't handle. Especially in town. Doing all the jobs that winter demands. Plowing or blowing snow. Loading. Sanding. Salting. Scraping. When the big snow hits, the taxpayers expect your people to be out there clearing it. Right now. Not a day or two later when you get your equipment running. And when that last snow finally melts, these versatile machines can shed their winter chores and turn to all the other jobs they do so well the rest of the year. With reliable Cat Motor Graders and Wheel Loaders, you won't have to nnake excuses. Your operators will be out there pronto. Doing the job faster and for less money. *Hits? Call us today for more information about Cat Motor Graders and Wheel Loaders. The economical, year-'round machines that so many street and highway departments have found they can't do without. Cat Series G Motor Graders have the speed, power and maneuverability to make quick work of snow removal. Their comfortable cabs are easy on operators. And service and maintenance is simple. O Q Articulated Cat Wheel Loaders maneuver in and out of tight places trucks Consider the Taxpayer... Consider CAT Your C A T E R P I L L A R Dealer o CARTER MACHINERY COMPANY, INC. o > 2 Salem, Norton, Oakwood, Danville, Virginia • Bluefield, Lewisburg, Pineville, West Virginia VIRGINIA TRACTOR CO., INC. Richmond, Chesapeake, Haymarket, Waynesboro, Virginia Caterpillar, Cat and CB are trademarks of Caterpillar Tractor Co. �Vfrginia Editor Charlotte Kingery Advertising and Business IVIanager Sandra J . Bacas Telephone Volume 17 804/649-8471 VML President Francis T. West Officers C h a r l e s A. R o b i n s o n , J r . L a w r e n c e A. D a v i e s Vincent J . Thomas S a m W. A d a m s Executive Committee J a c k D. E d w a r d s J a n e L. Hough Arlie C . P a y n e iVIartha V. P e n n i n o R o n a l d C . Spiggle Robert T . W i l l i a m s Past President October 1982 Number 10 4 People 5 Fire and Police Chiefs Held Annual Conferences 6 Are We Getting Better at Transporting Hazardous l\/laterials? " C h u c k Ramsey a s s e s s e s Virginia's efforts in responding to hazardous materials accidents." 9 Decisions, Decisions R a y m o n d F. R a t c l i f f e " L y n c h b u r g C o u n c i l member J o a n M a c C a l l u m gives s o m e s u g g e s t i o n s on handling d e c i s i o n making a s a local e l e c t e d official." Executive Director R. Michael A m y x 10 The Future of Virginia's Planning District Commissions On the Cover: H a z a r d o u s materials a c c i d e n t s have been i n c r e a s i n g in Virginia but h a s r e s p o n s e kept up? T h e article on page s i x d i s c u s s e s the i s s u e . VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753 Richmond 23206 " I n this m o n t h ' s C o m m e n t a r y , Barry L a w r e n c e w e i g h s the importance of P D C s . " 11 Old Form, New Function " F r e d e r i c k s b u r g m o v e s into the old post o f f i c e — n o w city o f f i c e s are under one r o o f . . ." 14 IVIarketplace 16 Building Officials Meet This l\/lonth 18 Legal Guidelines " G e n e r a l C o u n s e l Howard Dobbins d i s c u s s e s what h a p p e n s w h e n localities try to solve a legal q u e s t i o n — s o m e t i m e s it may lead to c o u r t . " O Q O I- < O DC �People Ewert, House o a z < z I I< z o > T h i s month w h e n the International City Management A s s o c i a tion (ICMA) m e e t s in L o u i s v i l l e , K e n t u c k y for its A n n u a l Confere n c e , two Virginia city m a n a g e r s will be honored. G. Robert House, the late city manager of Portsmouth, w o n the 1982 L . P . C o o k i n g ham A w a r d for his contributions to young people in local government c a r e e r s while R o a n o k e City Manager H. Bern Ewert received the 1982 O u t s t a n d i n g Management Innovator A w a r d . H o u s e died in a plane c r a s h on May 28, 1982, along with four other P o r t s m o u t h city officials. H o u s e was a s u b t l e manager in s t y l e , yet a strong leader. H i s c a r e e r a s an outstanding p r o f e s s i o n a l , and an u n d e r s t a n d i n g and guiding mentor, s e t the tone for his relationship with a s p i r i n g young p r o f e s s i o n a l s . Many of the p r o f e s s i o n a l s w h o s e r v e d H o u s e have s i n c e moved to occupy important management positions s u c h a s J a m e s City C o u n t y Administrator J a m e s B. Oliver, J r . , and Hopewell City Manager Clinton S t r o n g . He began h i s c a r e e r in 1952 a s a s s i s t a n t city manager of Durham, North C a r o l i n a and s i n c e that time he went to the hold Virginia city manager p o s i t i o n s in E m p o r i a , B e d ford, C h e s a p e a k e , Norfolk, and Suffolk. He w a s a l s o the c o u n t y administrator of F o r s y t h e C o u n t y in North Carolina. E w e r t w a s honored for his c o n s i s tent, innovative projects in local government w h i c h have contributed to the improvement of p r o f e s s i o n a l m a n a g e m e n t t e c h n i q u e s over the years. Under E w e r t ' s l e a d e r s h i p , one of the p r o j e c t s implemented w a s Design 79, a capital improvement project in w h i c h 3,000 people participated in the r e d e s i g n of R o a n o k e ' s d o w n t o w n . T h e revitalization plan generated $35 million in private inv e s t m e n t s , $10 million in federal g r a n t s and a $5 million local bond i s s u e to facilitate the renewal effort. E w e r t began his c a r e e r in public administration in 1971 a s deputy city m a n a g e r in C h a r l o t t e s v i l l e and in 1976 w a s appointed t o w n manager of Stratford, C o n n e c t i c u t . He h a s been city m a n a g e r of R o a n o k e s i n c e 1978. H. B e r n E w e r t Marcia Mashaw w a s appointed B l a c k s b u r g ' s a s s i s t a n t to the town manager. Mashaw previously w o r k e d a s a r e s e a r c h a s s i s t a n t for the Institute of G o v e r n m e n t at the University of V i r g i n i a and s e r v e d a s an administrative a n a l y s t for the City of C h a r l o t t e s v i l l e . Frederick T. Agostino w a s appointed director of the Department of Development for Norfolk. He had been director of marketing for the Virginia P e n i n s u l a on E c o n o m i c Development C o u n c i l . T h e Wytheville C o u n c i l appointed Patsy J . Cox town clerk. S h e s u c c e e d s L u c i l l e V. Milgrim. Jerry W. Davis, treasurer of M a n a s s a s Park, h a s been appointed city manager there. A s treasurer, Davis had recently earned the Certified Municipal F i n a n c e A d m i n i s t r a tor ( C M F A ) c r e d e n t i a l . T h e T o w n of Luray appointed Robert Vanlier a s town engineer and manager of the water and s e w e r plants. He holds a m a s t e r s degree from the University of A l a b a m a . Coleman Brittle is the new town manager of W a k e f i e l d . He s u c c e e d s Stephen S . Owen w h o w a s appointed town manager of Berryville. Barry Lawrence is the new town manager of P u r c e l l v i l l e . Larry J . Brown, e x e c u t i v e director for R a m s e y C o u n t y , M i n n e s o t a , w a s appointed c o u n t y manager of Arlington. P r e v i o u s l y , he s e r v e d a s the administrator of W i s c o n s i n ' s Divis i o n of C o m m u n i t y Development and s e r v e d a s county administrator for R o c k County, W i s c o n s i n and R i c h m o n d County, North C a r o l i n a . F r o m 1969 to 1971, B r o w n w a s the . Robert House county e x e c u t i v e secretary for Loudoun County, Virginia. Charles G. Flinn has been appointed Arlington county attorney by the C o u n t y B o a r d . Flinn has served nine y e a r s with Arlington a s a s s i s t a n t and deputy county attorney and more recently, acting county attorney. He is a graduate of the University of Virginia L a w School. Thadeus L. Hartman w a s appointed deputy chief of police for Fairfax County. He has been a member of the F a i r f a x County Police Department s i n c e November of 1963. C h i l h o w i e named Walter Scott Sexton a s the t o w n ' s new police chief. He w a s previously a c a m p u s police officer at Wytheville Community C o l l e g e . William A. Hewitt w a s appointed chief of police for the T o w n of S o u t h Hill. Sam D. Mountain stepped down a s town manager of C h i l h o w i e . Wytheville T o w n Manager Carter W. Beamer is the V M L representative to the S t a t e ' s newly formed Department of F i r e Programs. B e a m e r w a s recently named to serve by Governor C h a r l e s Robb. Fairfax C o u n t y S u p e r v i s o r J a m e s M. Scott w a s reelected to the Board of Directors of the National A s s o c i a t i o n of C o u n t i e s . He is a l s o a past president of the Virginia A s s o c i a t i o n of Counties. Phillip P. Rowe, superintendent of the City of Newport N e w s ' Solid Waste Division, was recently e l e c t e d president of the T i d e w a t e r R e f u s e C o l l e c t i o n and D i s p o s a l Organization. �Fire Chiefs Meet Fire d e p a r t m e n t s must look to a variety of o u t s i d e r e s o u r c e s in tliis age of budgetary r e s t r i c t i o n s , a c cording to s e v e r a l s p e a k e r s at the recent 52nd A n n u a l C o n f e r e n c e of the S t a t e Fire C h i e f s A s s o c i a t i o n of V i r g i n i a . Nearly 200 people registered for the four day c o n f e r e n c e held in Springfield and hosted by F a i r f a x C o u n t y Fire and R e s c u e Serv i c e s . T h e a s s o c i a t i o n is an affiliate of the V i r g i n i a Municipal L e a g u e . K e y n o t e s p e a k e r Dr. B. J . T h o m p s o n , director of the U.S. Fire A d m i n istration, told the a s s e m b l e d c h i e f s , " T h e r e m u s t be greater commitment on the part of private industry." Fire d e p a r t m e n t s must be creative in meeting the realities of tod a y ' s e c o n o m y . Dr. T h o m p s o n emp h a s i z e d . H i s m e s s a g e w a s reinforced by P r i n c e G e o r g e ' s C o u n t y , Maryland C h i e f J i m E s t e p p w h o c a l l e d for more v o l u n t e e r s to meet the m a n p o w e r n e e d s of growing c o m m u n i t i e s . E s t e p p presented a multi-media production u s e d to recruit v o l u n t e e r s to the county force. Several conference speakers looked at the future and s t r e s s e d the importance of the role of computers in fire d e p a r t m e n t s . Michael W o o d s , a s y s t e m s engineer from I B M in R i c h m o n d , cited the e x a m ple of a New E n g l a n d p h a r m a c i s t w h o a c q u i r e d a s m a l l c o m p u t e r and began applying it to the volunteer fire department w h e r e he w a s a member. T h e department now maint a i n s all its d i s p a t c h and recordkeeping f u n c t i o n s on the computer. Bottom row (left to right): William A. Anderson, Alfred Savia, Walter R. Stickel. Middle row (I to r): Thomas M. Hawkins, Jr. and F. Wesley Dolezal. Top row (I to r): Howard H. Henley and Lynn Miller. Not pictured: Wallace Robertson and Garland Wooddy. S p e a k e r s from the E n v i r o n m e n t a l Protection A g e n c y d i s c u s s e d the role of the federal government in hazardous materials incidents, citing the importance of coordination with local fire and r e s c u e offic i a l s . Diane R o c h e , fire e d u c a t i o n s p e c i a l i s t with the Virginia B e a c h Fire Department, e x a m i n e d fire prevention programs, e m p h a s i z i n g the importance of support from mana g e m e n t for s u c h programs. Conference participants also heard a presentation by C h i e f William Killen of the Metropolitan W a s h i n g t o n Airports on the Air Florida c r a s h at National Airport on J a n uary 13, 1982. H i s report f o c u s e d on the p o s t - c r a s h investigation and pointed out the need for a c c u r a t e record-keeping and planning in the event of s i m i l a r a c c i d e n t s . H e n r i c o C o u n t y Fire Chief Walter S t i c k e l w a s e l e c t e d President for 1982-1983. O f f i c e r s are F i r s t V i c e President Alfred A. S a v i a of F a i r f a x C o u n t y and S e c o n d V i c e P r e s i d e n t William A n d e r s o n of L y n c h b u r g . C o m p r i s i n g the E x e c u t i v e Committee are W e s l e y Dolezal, C h e s t e r field; T o m H a w k i n s , Arlington; Howard Henley, G o o c h l a n d ; L y n n Miller, Winchester; Garland Wooddy, J a m e s City C o u n t y ; and W a l l a c e R o b e r t s o n , Y o r k t o w n , w h o is the immediate past president. Chiefs of Police Hold 57th A n n u a l Conference The Virginia Association of C h i e f s of P o l i c e held their 57th A n nual C o n f e r e n c e at the Marriott Inn in B l a c k s b u r g A u g u s t 22-25. Over 200 c h i e f s and g u e s t s from a c r o s s the s t a t e attended. P r e s i d e n t Harry B. C h i l d r e s s , C h i e f of P o l i c e , P u l a s k i , presided over the m e e t i n g . T h e Honorable G e r a l d L. B a l i l e s , Attorney G e n e r a l , C o m m o n w e a l t h of Virginia gave the keynote a d d r e s s . A l s o a d d r e s s i n g the C o n f e r e n c e were Honorable E l s i e T . M u n s e l l , U.S. Attorney, E a s t e r n District of Virginia, and the Honorable J o h n Perry A l d e r m a n , U.S. Attorney, W e s t e r n District of Virginia. During the A n n u a l B u s i n e s s S e s s i o n on A u g u s t 25 three A w a r d s were p r e s e n t e d . An A w a r d for Outs t a n d i n g Contribution to L a w E n f o r c e m e n t w a s p r e s e n t e d to Lt. J o h n B. Quade of the Arlington C o u n t y P o l i c e Department. In 1977, Lt. Quade w a s one of a five-member State A d - H o c C o m m i t t e e a s s e m bled to form the new Virginia C r i m e Prevention A s s o c i a t i o n . He b e c a m e the first e l e c t e d president of that group in 1978 and w a s reelected the following year. He a l s o b e c a m e a m e m b e r of a s e c o n d A d - H o c C o m mittee to form a Northern V i r g i n i a C r i m e Prevention A s s o c i a t i o n and w a s a founding m e m b e r of the Virginia C r i m e Prevention C o a l i t i o n . Lt. Q u a d e h a s participated in c r i m e prevention w o r k s h o p s throughout the state, a s s i s t i n g other a g e n c i e s in developing s i m i l a r programs. O f f i c e r D. J . C a m p b e l l , Virginia B e a c h P o l i c e Department received an A w a r d for Valor. On February 22, 1982, O f f i c e r C a m p b e l l , w h i l e c r u i s ing his d e s i g n a t e d vicinity in Virginia B e a c h , s a w s m o k e and f l a m e s c o m i n g from a garage apartment and quickly alerted the fire department. Although e n t r a n c e s to the apartment were heavily filled with s m o k e and fire. Officer C a m p b e l l w a s able to forcibly enter the apartment. A s a result of the s k i l l s and quick thinking of O f f i c e r C a m p b e l l , s i x p e r s o n s , three of w h o m were c h i l d r e n , were carried from the h o u s e to s a f e t y . Officer J a m e s V. Papageorge, Fairfax C o u n t y P o l i c e Department, a l s o received an A w a r d for Valor. On November 5, 1982, Officer Papageorge a n s w e r e d a call involving a reported emotionally disturbed woman. H i s knock on the door w a s ans w e r e d by the w o m a n who s e e m e d to be heavily drugged or intoxic a t e d , and r e f u s e d his request to enter the h o u s e . Officer Papageorge requested a r e s c u e s q u a d and in the m e a n t i m e , tried to c o n v i n c e her to open the door. S e v e r a l t i m e s the w o m a n threatened Officer ( C o n t i n u e d , page 13) >- o Q Z < o DC �- -f A r e IVe Getting Better At Transporting Hazardous Materials? By Chuck L. Ramsey When the hazardous materials off i c e got its first call f r o m a local government tvi^o years ago, not all of the e q u i p m e n t had arrived, m u c h less placed on the response unit. How m u c h progress has been made since then? It seems that the C o m m o n w e a l t h has weathered the g r o w i n g pains of a new program and taken the issue of hazardous materials in stride. Quite a bit of progress has been made by the Hazardous Materials Emergency Response Program (HMERP) since 1980, w h e n the program lacked e q u i p m e n t , until now w h e n a full-time hazardous materials officer Is on call 24 hours a day, seven days a week. Despite c o n t i n ued lack of s u p p o r t at state and federal levels, the program has t a c k l e d s o m e of the worst p o s s i b l e accid e n t s and e m e r g e d w i t h o u t the loss of life on t h e part of first res p o n d e r s . Damage t o the environment has also been l i m i t e d by fast response, critical a c t i o n s and g o o d About the Author Mr. Ramsey is t h e hazardous materials o f f i c e r in t h e State O f f i c e of E m e r g e n c y and Energy Services. decisions. The hazardous materials program, located in the State Office of Emergency and Energy Services (GEES), has not advanced by itself, however. The program has depended heavily on the assistance of other state and local agencies. T w o years ago there was no program, or n o t i o n of a s s i s t a n c e roles, in either the Department of State Police or the Department of Highways and T r a n s p o r t a t i o n but today both have staff trained and prepared to respond t o a c c i d e n t s or i n c i d e n t s on a 24 hour basis. The State Police M o t o r Carrier Safety Program (MCS) and M o t o r Carrier Safety Teams have b e c o m e the first eyes and ears for the HMERP In Virginia. The small group of officers, n u m b e r i n g only 2 3 1 , are available t o work as field liaisons for the HMERP, even w h e n the i n c i d e n t s d i d not directly involve t r a n s p o r t i n g a hazardous material. The highway d e p a r t m e n t trains their field personnel on a regular basis a n d , in most localities, their highway f o r c e s render service in the areas of traffic c o n t r o l , barrier and c o n s t r u c t i o n materials, and equipment procurement. The HMERP also relies on other state a g e n c i e s s u c h as Consoli- dated Laboratories, Medical College of Virginia, State Health Department and Fire Programs. As a strong defender of the environment, the State Water Control Board Pollution Response Program has been available and, even while strapped financially, members of the program have quickly responded. Training IVIeans Progress W i t h s t a t i s t i c s running against the Hazardous Materials Emergency Response Program from the outset it w o u l d seem inconceivable that it c o u l d have done even a nominal j o b a t t e n d i n g t o serious hazardous materials a c c i d e n t s . Fortunately, there was latitude w i t h i n the agency (OEES) for the program t o pursue the most e x p e d i t i o u s and productive routes to training res p o n s e . The normal bureaucratic snail's pace of any governmental entity was s t e p p e d up for hazardous materials and has never really s l o w e d d o w n since mid-1979. The pace that was set indicated to other state agencies and local governm e n t s that there was a threat involved and a c t i o n was the appropriate response. Training has been c o n t i n u o u s across the state in the t w o year period w i t h both introduc- �tory and " h a n d s o n " preparation being given. G o i n g into ttie third year of the program, though, the O f f i c e of E m e r g e n c y and E n e r g y S e r v i c e s h a s tai<en a different a p p r o a c h to training. W h e n p o s s i b l e , private industry and transportation r e s o u r c e s have been utilized; s e v e r a l have gone out of their way to be good citizens w h e n providing training or equipment. On one o c c a s i o n the R F & P Railroad w a s a s k e d to help provide training on tank c a r s for fire fighters and hazardous materials t e a m s from s e v e r a l j u r i s d i c t i o n s . R F & P not only provided the tank c a r s but set up an entire train, engine inc l u d e d , for the d e m o n s t r a t i o n . T h e realism of that training c a m e home a few w e e k s later w h e n about forty c a r s of a freight train derailed on R F & P track in the middle of R i c h mond. R e s p o n d i n g fire fighters were alarmed at the ruins but t h o s e who had been trained went Immediately to the w r e c k a g e to find the d a n g e r o u s tank car, wedged among the tangle of c a r s . T h e i r a c t i o n s and the h a r m o n i o u s relations of city and corporate f o r c e s kept the situation under control from start to finish and other e m e r g e n c y w o r k e r s were r e a s s u r e d that the a c t i o n s taken were proper and c a u t i o u s . Localities Train Their Own At least two j u r i s d i c t i o n s have their own permanent response t e a m s . H e n r i c o C o u n t y and the City of Newport N e w s have a c t i v e t e a m s that have been a relief and support for the HIVIERP, s i n c e team members from both j u r i s d i c t i o n s are available to work with the state t e a m s on a 24 hour b a s i s . New t e a m s will a l s o be formed in R o a n o k e City and A u g u s t a County with a heavy c o m m i t m e n t of state equipment and training going to the R o a n o k e Valley r e s p o n s e f o r c e s . During the last G e n e r a l A s s e m b l y s e s s i o n , R o a n o k e Delegate V i c T h o m a s s p o n s o r e d a s p e c i a l addendum to the O E E S budget s o a state r e s p o n s e unit c o u l d be h o u s e d in a locality. T h i s action m a r k s the first time that a state appropriation h a s been granted to equip and and train a r e s p o n s e team a n d , d e s p i t e falling r e v e n u e s at the state level, it is hoped money will be appropriated several t i m e s in the next five y e a r s . With e m p h a s i s on training, the g a i n s in the next three y e a r s c a n be readily m e a s u r e d in t e r m s of lowered c o s t s and more timely emergency responses. Local emergency first r e s p o n d e r s have been doing an admirable job but the r e s p o n s e time for the s o l e state unit v a r i e s de- pending on the hour of the day and the d i s t a n c e to the incident. S i n c e it t a k e s the H M E R P approximately two hours to r e s p o n d , local governm e n t s are left to their own s k i l l s and d e v i c e s until the r e s p o n s e unit arrives. It is hoped that a s t a t e w i d e training c e n t e r will be e s t a b l i s h e d . If s o , e m e r g e n c y w o r k e r s and first r e s p o n d e r s would participate in demanding training s e s s i o n s , preparing the student w o r k e r s for a " w o r s t c a s e " a c c i d e n t in their locality. T h e training c e n t e r would a l s o provide a reserve supply of equipment and r e s p o n s e tools that would be maintained throughout the year by a contractor. A s i d e from the direct learning benefits of the one s o u r c e training center, first res p o n d e r s would have an extended learning period and the r e s p o n s e t e a m s and units in local governm e n t s would be more uniformly developed. "Is there money for training?" F e w governmental entities, however, be it local, state or federal s e e m interested in f i n a n c i n g hazardous materials e m e r g e n c y re(Continued on next page) EFHutton talks public power financiiig. E.F. Hutton's Public Power Finance Group has demonstrated its ability to generate n e w financing ideas and c a n y them out successfully We have the experience, the l<now-how; and the distribution network w h i c h could make your next financing a success in w a y s y o u may not have anticipated. A s managers or co-managers of numerous public financings, w e have proven our ability to create innovative approaches to complex tix-exempt financings. W e have the second largest capital base in the industry. W e also have the willingness to use our capital to maintain a secondary market in issues w e manage. A n d our distribution capability is extensive, w i t h 2 6 5 offices across the country. In addition to our growing retail business, our institutional business has grown to over 1/3 of our total securities business. For yc:)ur next public power offering, w h y not give Marshall Lancaster a call at (212) 7 4 2 - 2 8 9 2 , Steve Sloan at (212) 7 4 2 - 6 6 5 1 , or Bill Sachau at (213)488-3551. Learn w h y so m a n y people in public power say that It pays to listen w h e n E.F. Hutton tall<s. E.F Hutton & Company Inc. One Battery Park Plaza, New York, New York I O O O 4 (212) 7 4 2 - 5 0 0 0 When EFHutbm talks, people listen. >- o Q O I- < z o DC > �s p o n s e programs. Too many people expect the gains of the last t w o years t o sustain Virginia in the next four or five years. It does not take a massive a m o u n t of money t o support a g o o d , w^ell-versed hazardous materials e m e r g e n c y response program a n d , if the program Is tied to other disaster and fire programs, it makes a g o o d catalyst for training and response. The federal door for f u n d i n g has virtually c l o s e d and state resources have been meager f r o m the outset, yet there remain s o m e avenues. Those c o n c e r n e d w/ill have t o apply the same res o u r c e f u l n e s s and d e t e r m i n a t i o n it took t o initiate the original HMERP in 1979-80. Industry and c o m m e r c e are not blind or deaf t o the needs of the c o m m u n i t y , and government (both state and local) can find the necessary resources if the d e m a n d is real and the danger present. Has Virginia been more or less f o r t u n a t e than her n e i g h b o r i n g states in the number of a c c i d e n t s ? W h i l e other states experience a " y o y o " effect in i n c i d e n t s , Virginia has had a steady increase. Some w o u l d argue that Virginia had been living on borrowed time up until 1980 and "How has Virginia fared in liazardous materials response compared to other states in the past two years?" luck, s u c h as it w a s , finally ran out. In reality the sudden rise in Virginia marked a period of increased interstate t r a n s p o r t a t i o n due t o deregulation and a period of industrial expansion and e x t e n s i o n . A l o n g w i t h increased governmental and private citizen awareness, the number of calls for spills and a c c i d e n t s has risen steadily. The past t w o years have been bad for Virginia but there are other states that had even worse years where loss of property and life were at an u n p r e c e d e n t e d rate in hazardous materials a c c i d e n t s . If major local programs and select state s u p p o r t e d programs develop, then Virginia will c o n t i n u e t o improve in the hazardous materials arena. W h i l e many states have either lost the taste for dealing w i t h s u c h a d i f f i c u l t and deadly p r o b l e m , Virginia s e e m s to have c o n t i n u e d to move t o w a r d s heightened awareness and r e c o g n i t i o n of the problem. Many progressive local governm e n t s have been moving either at the same pace or actually in advance of the state effort. From the governor on d o w n , the C o m m o n w e a l t h needs to determine a c o o r d i n a t e d g r o w t h pattern for hazardous materials emergency response and decide on a statewide training and response format that will satisfy the needs of every locality. Training and e q u i p p i n g the responder and then f o l l o w i n g a directed path of g r o w t h is essential. The problem is not going to leave by itself. Hazardous materials will cont i n u e t o plague local and state gove r n m e n t s for a long time to c o m e . 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Collins, Managing Director (212)909-2921 Edward R Meyers, Vice President (212)909-2878 �Decisions^ By Joan W. MacCallum Editor's Note: Last July Lynchburg Council member MacCallum spoke to the newly elected local officials at the Institute For Municipal Officials in Charlottesville. Because her remarks were well-received, VT&C shares excerpts of her address with readers. Let me begin by s a y i n g tliat to whatever extent you ran for office In order to " t h r o w the r a s c a l s o u t " (and t h e r e ' s s o m e of that in all of us), I hope for your s a k e , a s well a s your c o m m u n i t y ' s , that it w a s not your only r e a s o n . S i n c e you have been in office I'm s u r e you know by now you are the r a s c a l ! What m a k e s r a s c a l s of us all? W e make d e c i s i o n s ! Make no m i s t a k e about it—we all spent a lot of time, money and effort to win the right to make tough, unpopular d e c i s i o n s . T h a t ' s the job w e a s k e d for and t h a t ' s the job w e got. During the next few y e a r s there will be a lot of e a s y , even popular, d e c i s i o n s but it is an a b s o l u t e fact of political life that w h e n the tough o n e s c o m e along the practice making e a s y dec i s i o n s d o e s n ' t help a bit. To u nd erstan d this decision making p r o c e s s is to understand the nature of the b e a s t — t h e limits of local government. T h a t is, all the power w h i c h the people gave to government they gave first to the s t a t e s , limited only by the a r t i c l e s of their c o n s t i t u t i o n s . T h e s t a t e s then granted certain p o w e r s to the federal government and certain others to local government; h e n c e , l o c a l i t i e s are d i v i s i o n s of the state, c r e a t e d by it to help carry out its res p o n s i b i l i t i e s , and p o s s e s s only t h o s e p o w e r s granted by the state. T h o s e of u s in local government, t h e n , have to work in this limited framework. Work With Staff W e a l s o have to work within another s t r u c t u r e — t h a t of working with local government staff. Any c o n s i d e r a t i o n of d e c i s i o n making in local government n e c e s s a r i l y inv o l v e s the d istin ctio n between policy and administration. W e , a s local o f f i c i a l s , are r e s p o n s i b l e for making d e c i s i o n s that the administration c a r r i e s out. A good, p r o f e s s i o n a l administration c a n help by pointing out the limitations and the opportunities of the law, by providing information and s u g g e s t i n g options and by being a w a r e of p o s s i b l e implicat i o n s that p o l i c i e s could c a u s e in the future. Decisions But it's our d e c i s i o n . If staff know their job they won't try to interpret a policy, if there is any q u e s t i o n , without c o m i n g to u s . W e m u s t remember that if they're doing their job they're c a u t i o u s , following the letter of the law, taking c a r e to s e e that our locality d o e s n ' t end up out on a limb or in court. Our job is to a s s u r e that policy d e c i s i o n s are not bogged down or thwarted by too m u c h bureaucratic c a u t i o n . If c h a n g e is needed to meet d e m a n d s w e must initiate it. T h e structure within w h i c h w e make d e c i s i o n s a f f e c t s the way w e perceive our role a s representatives. Limited power and r e s o u r c e s c o m b i n e d with e a s y a c c e s s to the public make it very tempting to function a s an a g e n c y type representative—that is to base all d e c i s i o n s on our perception of what the public w a n t s without applying personal judgment or k n o w l e d g e . T h e c o n s t r a i n t s of our s t r u c t u r e and the direct c o m m u n i c a t i o n available with various o p i n i o n s make it imperative that e x p e r i e n c e , k n o w l e d g e and judgment are applied to the p r o c e s s . A g a i n , be r e s p o n s i b l e for tough d e c i s i o n s b e c a u s e they s h o u l d reflect our best j u d g m e n t based on hard won knowledge and experience. T h e a s p e c t s of the d e c i s i o n making role, trustee representation and policy m a k i n g , are obviously made e a s i e r by doing your homework. Doing your homework is e a s i e r in a s m a l l c o m m u n i t y than in a large one. Doing your homework m e a n s , of c o u r s e , reading the reports prepared by the a d m i n i s t r ation, making u s e of the information publis he d by organizations s u c h a s the Virginia Municipal L e a g u e and National L e a g u e of C i t i e s , and keeping abreast of the a c t i o n s taken at the state and federal level. But more than anything e l s e it means communicating. And that's the other a s p e c t of a locally e l e c t e d o f f i c i a l ' s role that s h o u l d be discussed. "Listen to every element of the community." T h e kind of c o m m u n i c a t i o n already mentioned—the listening that g o e s from the citizen to counc i l — i s part of our homework but there are other k i n d s of c o m m u n i c a - Joan W. MacCallum tion that need to be developed. F o r e x a m p l e , with the a d m i n i s t r a t i o n , , particularly in c o u n c i l - m a n a g e r loc a l i t i e s , e l e c t e d o f f i c i a l s and the administration are partners in local government. W e need to c o m m u n i cate freely and openly. E x p e r i e n c e s h o w s that p r o f e s s i o n a l s in any s p h e r e are happy to s h a r e their knowledge and e x p e r i e n c e if a s k e d . S i n c e they're there to a s s i s t , a s k t h e m ! On the other hand, it's not very u s e f u l to wait until a c o u n c i l meeting to a n n o u n c e that s o m e thing is u n c l e a r or n e e d s more explanation—that t e n d s to create an adversary relationship, rather than a partnership of different roles. S o , c o m m u n i c a t e with your professionals. Most of u s ran for c o u n c i l bec a u s e of involvement with other community organizations. T h e r e may be a t e n d e n c y to think your commitment to c o u n c i l m a k e s t h e s e other a c t i v i t i e s difficult or even i m p o s s i b l e to c o n t i n u e . It s h o u l d not happen b e c a u s e the communication and information that c o m e s with t h o s e a c t i v i t i e s in the c o m m u n i t y is e s s e n t i a l . It prov i d e s the insight you need to make policy, a s well a s important a v e n u e s for cooperation with the private s e c tor. "Local officials are more accessible." L e t ' s look hard at what s e e m s to be a d i s a d v a n t a g e — a c c e s s i b i l i t y — the c l o s e n e s s and e a s e of c o m m u nication w h i c h the public h a s with us. W h e n s o m e o n e c a l l s or v i s i t s to d i s c u s s s o m e t h i n g w e have or not done, I talk to them informally. It may mean taking the time to explain a policy or d e s c r i b e the state law that a f f e c t s a situation. Doing s o (Continued, on page 17) O Q o DC �Commentary T h e Future of Virginia's Planning District Commissions By Barry R. Lawrence o Q O I< z o > 10 In 1967 the Virginia Metropolitan Areas Study Commission proposed the creation of regional planning districts in the Commonwealth as one means of fostering interlocal cooperation, to solve problems that transcend jurisdictional boundaries. The General Assembly subsequently passed the Virginia Area Development Act of 1968, which subdivided the Commonwealth into twenty-two planning districts, each to be served by a planning district commission (PDC). Although membership was not mandated by the state, any locality that did not join a PDC was ineligible for certain federal grant programs. The need for federal dollars ultimately proved greater than the fear of regional government intrusion, for by the late 1970s all of Virginia's 325 cities, counties and towns had joined a PDC. Fifteen years later, planning district commissions are a well-established part of Virginia's government. Much of the controversy that surrounded PDCs during their earlier years—allegations of costliness, duplication of services, and affronting local governments—has dissipated overtime. Local hostility has been replaced by a grudging acceptance or, in some cases, fullfledged support. With the tightening of federal money, however, PDCs are not in a position to be overly optimistic about their future. Much of their legitimacy as regional planning bodies has been directly tied to federal grant programs requiring participation and, since the "new federalism" is changing and reducing intergovernmental assistance, PDCs now must reevaluate their roles as intergovernmental liaisons. Additionally, because federal grant programs generally support one-third of a PDCs budget, the dissolution and rechanneling of these programs leaves PDCs without a major source About The Author At the time the Commentary was submitted Mr. Lawrence was affiliated with the Institute of Government at the University of Virginia. He is now the town manager of Purcellvilie, Virginia. of revenue. Frequently, the PDC has been regarded by local officials as little more than a conduit for federal dollars. With this role currently being threatened, some local governments are beginning to question the need for continued membership in a PDC. Last year, Roanoke and Bedford counties as well as the City of Salem decided to withdraw their PDC memberships. Although the Roanoke County Board of Supervisors voted this summer to rejoin its PDC, both Bedford County and Salem continue to go it alone. Gloucester County nearly relinquished its PDC membership several months ago, but after extended discussion voted to continue its $8,159 yearly allocation. In August, Nottoway County differed with the Piedmont Regional PDC over the county's level of support. The PDC was asking for 30 cents per capita in dues, while Nottoway was not disposed to pay more than 25 cents. "PDCs are more dependent than ever upon localities for financial support." The executive committee of the PDC was confronted with two options—either reduce the per capita fee currently required of all participant jurisdictions or dismiss Nottoway's membership. As of late August, the matter remained unresolved. Most planning district directors feel that local dissatisfaction with PDCs is not much greater than at any time in the past. They downplay the PDCs role as a dispenser of federal grants and emphasize its role as a forum for regional planning problems. At the same time, the PDCs are fully aware that, in the wake of federal budget cuts, their futures will depend more and more on state and local governments. This means that the PDCs will need increasingly to offer services that cannot be performed at the local level. For example, the director of one of Virginia's more urban PDCs sees lobbying for regional interests before the General Asembly as an example of a PDCs functions that a locality cannot perform by itself. Because each planning district is different in terms of geography, size, population and financial resources, however, each PDC will have to face problems unique to its region in striving to better serve its local government constituents. Many PDCs may be forced to cut staffs. The Thomas Jefferson PDC reduced its planning staff from five to three a couple of years ago when funds from the federal Department of Housing and Urban Development (HUD) began disappearing (although it may find some support in the new Small Cities Nonentitlement Community Development Block Grant program.) The Southeastern Virginia PDC has cut six of 34 planning positions since the turn of the decade. Although it lost some federal dollars when federal Coastal Zone Management and several HUD grant programs were abolished, the SVPDC continues to receive a sizeable sum of planning money from the federal Department of Transportation. The RADCO PDC has lost five of 10 staff positions over an 18-month period due to federal budget cuts; it is seeking to avoid further reductions by competing for smaller state grants. The Accomack/Northampton PDC, on the other hand, has its largest staff since 1975—a total of five positions. That PDC has been successful in anticipating the few new sources of federal money that became available and competing successfully for small grants at the state level. Whatever the future course of the PDCs may be, the time seems appropriate for the state to reassess the entire regional planning district concept. As the PDC directors themselves concede, PDCs serve primarily at the mercy of their local constituents. A local government should not be expected to contribute financial support to a PDC unless it gets something in return. The increasing scarcity of large federal grants should make it easier to evaluate PDCs on their own merits—not simply as conduits for federal money, but as regional planning bodies providing direct services to local governments. �Old Form^ New Function By Karen W. Hedelt Fredericksburg city fatliers decided it j u s t w o u l d n ' t do for a fine old t o w n like theirs to build a slick new city hall in its National H i s t o r i c District. So w h e n c r o w d e d c o n d i t i o n s became unbearable at City Hall, they t u r n e d their s i g h t s to preservation. The apple of their eye t u r n e d out to be an old U.S. Post O f f i c e building, c o n s t r u c t e d in 1909 and aband o n e d by the postal service for new f a c i l i t i e s in 1979. The location was prime and the s t r u c t u r e was s o u n d w i t h ample space. Besides, the b u i l d i n g looked like what people expect a city hall to look w i t h its massive c o l u m n s and classic a r c h i t e c t u r e . The city b o u g h t the old post o f f i c e b u i l d i n g for $212,000 in 1979 and renovated it for $1.2 m i l l i o n . The new city hall b u i l d i n g is j u s t t w o b l o c k s away f r o m the old city hall s t r u c t u r e in F r e d e r i c k s b u r g ' s busy d o w n t o w n . The old facility had served Fredericksburg since 1874, a l m o s t 170 years ago. The renovation was c o n s i d e r e d an e f f i c i e n t use of public f u n d s and will house city g o v e r n m e n t c o m f o r t ably for years to c o m e . N o t i n g the long service of the old city hall, one c o u n c i l m a n observed that the cost "really w a s n ' t that expensive, especially w h e n you can prorate it over 200 y e a r s . " Serving the public will be easier in the new b u i l d i n g . Formerly scattered in a four-block area, governm e n t o f f i c e s are now housed under one roof and those most f r e q u e n t e d by the general public are located on lower level floors near the building's entrances. The finer qualities of the old post office were preserved —plaster walls, marble f a c i n g , and walnut paneling—and handsome molding, s o u n d - m u t i n g carpet and an elevator for h a n d i c a p p e d access to the entire b u i l d i n g were added. A bald eagle, w a t c h i n g over the foyer since the days of the post o f f i c e , still rests a m o n g the arched c e i l i n g s t w o stories high. The new City C o u n c i l c h a m b e r s feature a c u s t o m - m a d e w a l n u t desk that seats the 11-member body, and seating for the public is t w i c e what the old c h a m b e r s had. A b o u t the A u t h o r Ms. Hedelt is the c o m m u n i c a t i o n s coord i n a t o r in F r e d e r i c k s b u r g ' s Department of T o u r i s m . The renovation to the old post office c o i n c i d e s w i t h a spate of activity in F r e d e r i c k s b u r g ' s d o w n t o w n . New brick s i d e w a l k s and colonial style lamps have been installed and a riverfront project will revitalize the Rappahannock shoreline. The city plans to sell six early 19th century b u i l d i n g s that once housed s o m e of the o f f i c e s now located in city hall, returning prime property in the historic d i s t r i c t to private development. M e a n w h i l e , the future of the old city hall is still being d i s c u s s e d . Many preservation-minded g r o u p s and individuals hope the fine old Georgian s t r u c t u r e , where the Marquis de Layfayette was once entertained, will c o n t i n u e its role in history as a m u s e u m . City c o u n c i l will soon d e t e r m i n e the future use of the old city hall. Yet the city fathers aren't concerned that they have r e l i n q u i s h e d history in the name of c o m f o r t . George W a s h i n g t o n , Fredericksb u r g ' s favorite s o n , o n c e o w n e d the land where the new city hall s t a n d s . Above: Workers remodel the foyer of the old post office to a c c o m m o date m u n i c i p a l needs. Below: City planner Jervis Hairston moves into his new o f f i c e . �Children's Fund Gives Check New Castle Hosts Tour Richmond Mayor Roy G. West (right) accepts an annual contribution from Dr. J a m e s McCracken, executive director of the Christian Children's Fund, Inc. Over a decade ago, when the city government found itself in a tight budget, council asked the city's nontaxable organizations for voluntary help in the form of contributions in lieu of taxes. The Christian Children's Fund, founded in Richmond in 1938 to assist needy children around the globe, immediately replied with a $3,750 check. Of the 663 tax exempt organizations in Richmond, the Fund is not only one of about seven to make a yearly voluntary contribution but, according to the city's budget office, makes the largest donation. The Town of New Castle, along with the Craig County Historical Society, invited the Montgomery Chapter of the New River Historical Society on a grand tour of New Castle. Pictured above are the visitors who toured the New Castle Courthouse and other sites. Constructed in 1851-52, the courthouse bears the architectual design of Thomas Jefferson. "Idlewood" and "The Castle", two grand old homes famous for their part in history, were also part of the visitors' schedule. New Castle Mayor Bobby Kibler presented the members of the New River Historical Society with a key to the town. P U B U C ADMINISTRATION SERVICE Providing m a n a g e m e n t a s s i s t a n c e and consultant s e r v i c e s to l o c a l , r e g i o n a l , and s t a t e governments s i n c e 1933. Managing underwriters and distributors of state, municipal, and government bonds and notes. 1497 Chain Bridge Road McLean, Virginia 22I0I (703) 7M-»970 Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. F o r additional information, please contact one of the following members of our Public Finance Division AUSTIN V . K O E N E N (212-558-3180) JOSEPH A. HARCUM (212-558-3174) BENEDICT T.MARINO (212-558-2840) L E E K . BARBA (212-558-2168) ROBERT M . BROWN, I I I ( 2 1 2 - 5 5 8 - 3 3 5 6 ) MICHAEL P. GEORGE (212-558-2680) ROBERT B.NOLAN (212-558-3360) L e h m a n Brothers K u h n Loeb Incorporated NEW YORK • DALLAS • SAN FRANCISCO ATLANTA • HOUSTON • BOSTON • LONDON • CHICAGO LOS ANGELES • TOKYO 1313 East 60th Street Chicago, Illinois 60637 (312) 947-2121 McMANIS A S S O C I A T E S , INC. Washington, D.C. Management Consultants Consu to City and County Governments Management Audits •Operations and Productivity Analysis Community Development • Executive Searches • Economic Development 1201 Connecticut Ave., N.W., Washington, D.C. (202) 466-7680 dmq DAVID M. GRIFFITH AND A S S O C I A T E S , LTD. Specialists in ADP Systems and Cost Allocation Plans D r a w e r 5 9 , Christiansburg, Virginia 2 4 0 7 3 Telephone S y s t e m s Evaluated Inter-Connect-Bell 703/382-1464 804-746-3684 630 J a y Way Mechanicsville, V A 2 3 1 1 1 Abbott - Harksen Communications Consultants Improve S e r v i c e - R e d u c e Cost On Long D i s t a n c e - P B X - 9 1 1 Billings �(Police, f r o m page 5) Papageorge's life, indicating that she had a gun and w o u l d s h o o t him. Even t h o u g h b o t h hands were in full view, she was wearing a t r e n c h coat w i t h large p o c k e t s . C o n t i n u i n g to talk to her, he recognized an opport u n i t y to get the door open by asking to pet her d o g . The w o m a n agreed and as he reached to pet the dog. Officer Papageorge brushed against the w o m a n ' s p o c k e t s and realized they were e m p t y . He immediately grabbed her by both w r i s t s and pulled her f r o m the house. The VACP A w a r d s program was created in 1981 for persons w h o have made o u t s t a n d i n g c o n t r i b u t i o n s to law e n f o r c e m e n t or w h o have performed o u t s t a n d i n g acts of bravery. The VACP c o n g r a t u l a t e s these individuals for their m u c h deserved r e c o g n i t i o n . The 1982-83 slate of o f f i c e r s was installed by W i l m e r Hedrick, f o r m e r Chief of Police of Henrico County. The new Executive Board m e m b e r s are: Roland A. Lakoski, Chief of Police, Chesapeake, President; James A. Kirby, Chief of Police L e x i n g t o n , First Vice President; Colonel Leslie T. Sheppard, Chief of Police, Henrico County, S e c o n d Vice President; and Harry T. Haskins, Chief of Police, Salem, Third Vice President. The Executive C o m m i t t e e m e n are: Frank W. J o h n s t o n e , Director of Police, University of Virginia; Major Cecil S. J o h n s o n , Jr., Field Supervisor, Department of State Police; W i l l i a m K. Stover, Chief of Police, A r l i n g t o n County; Jack W. Asbury, Chief of Police, Bluefield and Pat G. M i n e t t i , Chief of Police, H a m p t o n . H. B. Childress, Chief of Police, Pulaski will serve on the Board as i m m e d i a t e past president. The next Annual C o n f e r e n c e of the A s s o c i a t i o n will be held at the O M N I International Hotel in Norfolk, A u g u s t 21-24, 1983. ICMA Annual Conference October 17-21,1982 Louisville, Kentucky Call: 202/626-4600 DOOR-ALERT Just $19.50 —• j^ggp ^i^g t h i e v e s and r a p i s t s o u t of y o u r h o m e ! P r o t e c t y o u r s e l f and y o u r loved ones w i t h DOOR-ALERT S i m p l y slip DOOR-ALERT over t h e inside door k n o b . If anyone t o u c h e s t h e door w i t h his h a n d , w i t h a key. or w i t h a t o o l . DOOR-ALERT w i l l let o u t a piercing a l a r m and send t h e i n t r u d e r on his w a y . A n d t h e n it t u r n s o f f a u t o m a t i c a l l y so t h a t it w o n t keep a l a r m i n g t h e n e i g h b o r s . DOOR-ALERT has a 3-second b u i l t - i n delay. This has t w o purposes: 1. So t h e a l a r m w o n t sound if someone j u s t casually touches t h e door, and 2. To give y o u t i m e t o d e a c t i v a t e the alarm. Keep DOOR-ALERT on t h e inside of y o u r f r o n t door b o t h w h i l e y o u are a t h o m e and w h i l e y o u are a w a y . Nobody w i l l be able t o e n t e r y o u r h o m e . A n d , o f course, it is s o m e t h i n g y o u s h o u l d have w i t h y o u on y o u r t r a v e l s . DOOR-ALERT is b e a u t i f u l l y s t y l e d . It measures 4Vz x 2 x 1 and t a k e s up a l m o s t no r o o m . It w o r k s on one 9 - v o l t cell (not included). It costs j u s t $ 1 9 . 5 0 . (you get t w o f o r $ 3 4 . 5 0 ) plus $ 2 . 0 0 postage and h a n d l i n g — a g r e a t i n v e s t m e n t f o r PEACE OF MIND. G U A R A N T E E : S a t i s f a c t i o n is c o m p l e t e l y g u a r a n t e e d ! Use DOOR-ALERT f o r 15 days. Not pleased? You o w e n o t h i n g — n o t even an e x p l a n a t i o n . J u s t r e t u r n f o r c o m p l e t e , p r o m p t r e f u n d . You have e v e r y t h i n g t o g a i n , and n o t h i n g t o lose. In fact you'll wonder h o w y o u ever g o t along without DOOR-ALERT Yes! DOOR-ALERT is for me. Please send me only $19.50 each, plus $2,00 postage and handling residents please add 6 % sales tax). Total $ enclosed. units at (California NAME ADDRESS CITY SEND TO: DOOR-ALERT . STATE. _ZIP_ 6333 Woodman Avenue Van Nuys, CA 91401 13 �Marketplace Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New York ['la/a. New York, N.Y. 10004 HORNI:R. 725 CHURCH STREET 804-846-2711 LYNCHBURG, VIRGINIA PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. PATRICIA A. COOPER THOMAS W. ROBERTS, JR. CAMP DRESSER & McKEE o o 7630 Little River Turnpike, Suite 500 One World Trade Center, Suite 2637 Annandale, Virginia 2 2 0 0 3 New York, New York 10048 703 6 4 2 - 6 5 0 0 212 432-6700 COM environmental engineers, scientists, planners, & management consultants R.W. B E C K AND ASSOCIATES o o 14 Engineers and Consultants Utility Planning, Management and Design Services, Rate and Contract Evaluation Technical and Economic Evaluation , Utility Property Appraisals Load Management and Energy Conservation Analysis Energy Source Evaluation, Fossil - Nuclear - Hydro Solid Waste - Solar 40 ( i r o v e Street Wellesley, M a s s . 02181 (617) 237-4870 1510 K . C olonial D r . O r l a n d o , Kla. 32803 (305) 896-4911 Public Works Director The City of Danville is seeldng a Public Works Director to plan and direct a public works operation of approximately 226 employees. Operations consist of a Transportation System, Street and Sewer Maintenance, Sanitation, Airport, Motor Pool, Cemeteries and Maintenance of Public Buildings, Grounds. Applicants must p o s s e s s comprefiensive knowledge of the principles and practices of civil engineering and progressively responsible experience in public works administration. Salary range from $32,302$41,267. Starting salary commensurate with experience. Submit resume by October 30, 1982 to: Personnel Department, City of Danville, Danville, Virginia 24541. Engineering Division Chief The City of Danville, Virginia is seeking applicants for the position of Engineering Division Chief. Applicants must be graduate Civil Engineers with a minimum of five years of progressively responsible e x p e r i e n c e in Municipal Engineering and have Virginia P.E. Registration within six months of employment. Position is responsible for all engineering services including traffic engineering. Salary range from $22,963 to $29,307. Submit resume by October 30, 1982 to: Personnel Department, City of Danville, Danville, Virginia 24541. Supervisor Support Services Bureau City of Williamsburg. Advanced administrative work in the Police Department coordinating varied management functions in an operating bureau or in a functional supervisory capacity. Employee performs diversified administrative duties including developing, formulating, and implementing departmental programs. Duties include analyzing administrative problems requiring independent judgment in the establishment, interpretation, application and enforcement of ordinances, rules, regulations and departmental policies. Employee works under the general supervision of the Chief of Police. Supervision is exercised over subordinate and specialized employees. Requires a BA or B S De(Continued, on page 17) �Professional Directory SCS ENGINEERS Southern Engnteering STEARNS,CONRAD AND SCHMIDT CONSULTING ENGINEERS, INC. • W A T E R SUPPLY • WASTEWATER TREATMENT • SANITARY L A N D F I L L DESIGN , G A S PROTECTION A N D R E C O V E R Y 11260 Roger Bacon Drive, Reston. Va. 22090 • (703) 471-6150 Colifornia • W a s h i n g t o n Rates •Kentucky •South Corolino PLANNING • LANDSCAPE ARCHITECTURE > ENGINEERING C O M M U N I T Y D E V E L O P M E N T CONSULTING Southern E n g i n e e n n g C o m p a n y of Virginia 1 8 0 0 Peachtree Street, N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 Studies Design Relaying Meter ng PUBLIC UTILITY Engineers & Consuiranis Henningson, DESIGNERS Engineers Planners Surveyors S. R i c h a r d s o n • Planners Dale Building - Suite 2 2 4 . 1504 Santa Rosa Road VA 23288 • Phone 804-288-4051 Austin Droctwnbrough and A$soe(ot»$ Consulting Engineers Gannett Fleming ENGINEERS AND PLANNERS CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . INOUSTBIAL f ACILITIES AND CBOCESS DESIGN • HIGHWAYS • WATER AND SEWERAGE SYSTEMS • DRAINAGE • SURVEYING [NVlOONMEMAL STUDIES • SI'E PLANNING AND NORFOLK FAIRFAX No tl Koger Executive Cenie: fmrlax Professionel Ouild'ng • Suite 250 Norfolk. VA 23502 • Suite 7 3545 Cham Bridge Road Fairfax. VA 22030 VIRGINIA 23219 • PHONE 804/6M-9e3 E CARY S MALCOLM'Ti WATER WASTEWATER S O U D WASTES Three Chopt & Pai+iam Roads, Richmond 2 3 2 2 9 AND HANSEN PIRNIE, I N C . ^ CONSULTING ENVIRONMENTAL ENGINEERS 301 HIDEN BOULEVARD N E W P O R T N E W S , VA 23606 804-599-5511 ENGINEERS Since 1914 Langley and McDonald HURT & PROFFITT, INC. Engineers-Planners-Surveyors ENGINEERS'PLANNERS'SURVEYORS Water. Wastewater. Solid Wastes. Soils & Foundaiions Land Development Site Plans Residential, Commercial & Industrial Subdivisions, Road. Dams, Airports 1933 Fori Ave. Lynchburg, VA 24501 (804) 847-77% Higtiways-Utilities-Waterfront w NEWTOWN ROAD • u r h a m •Consu'tants CONSULTANTS ^ ^ ( ^ LTD. P H O N E 804/649-8627 Engineers Richmond GREGG 400 East M a i n Street Richmond, Virginia 23219 HDR C H O D A T , R U B A C K & A S S O C I A T E S , INC. THE HATHAWAY HOUSE 103 CENTRAL ST,, P, 0 , BOX 749 WELLESLEY, MASSACHUSETTS 02181 TELEPHONE (617) 237-5815 Planning System Studies Feas-bjijty ^ HARLAND BARTHOLOMEW & ASSOCIATES, INC. Facilities-Municipal Compretiensive Planning-lndustrial Park Development WATER WORKS SEWERAGE R E F U S E DISPOHAI. F R E D E R I C K G. G R I F F I N , P.C. APPRAI-SALS M U N I C I I ' A L I'l.ANNlNCi HATE STUDIES Consulting Engineers 3229 Watorlick Road, Lynchburg, R. S T U A R T R O Y E R A A S S ( ) ( l A T E S . I N C . Camulting VA 24504 Engineers 1 5 1 4 Wii,iA>w l.AWN naiVB 1'. <). B o i 8 6 8 7 ItlCHMO.VU. ViHGINIA 2 3 2 2 0 (804)282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • I n d u s t r i a l Waste Treatment • Treatability Studies • 140 Sylvan A v e n u e , P.O. Box 1218 Englevtfood Cliffs, N . J . 07632 2 0 1 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t D r i v e , S u i t e 101 V i r g i n i a B e a c h , Va 2 3 4 6 2 8 0 4 - 4 9 9 ^ 8 5 0 8 (804^237-2044) THE PITOMETCR ASSOCIATES (212) 267-8288 Engineers Water Waste Surveys Trunk M a i n Surveys Water D i s t r i b u t i o n Studies Special H y d r a u l i c I n v e s t i g a t i o n s 100 C h u r c h S t „ N e w Y o r k , N . Y . 1 0 0 0 7 Chic^igo C o l u m b i a A t l a n t a N e w M i l f o r d , C t . BoDiE, T A Y L O R A N D PUR YEAR, INC. o CONSULTING ENGINEERS Q 611 Research Road Cabk' Tflmsion'TV munications R r o a d c a s l • Public- Safety Systt-ms • . V l a r m Design • Ft'dera] C o m m u n i c a t i o n s Oitiv Systems • Electrical CommLssiim .Applica- tion a n d I'n'paration • Kxpert Testimony a n d Witm-ss C H 2 M Complete Engineering Services M u n i c i p d l dnti Industridl Waste TredlI m e n t . Power Systems, Structures, S:HILL engineers Solid Wastes, Water Resources, Water planners economists scientists Supply and Treatment, Transportation 1941 R o l a n d C l a r k e Place Reston, Virginia 22091 701/620-5200 P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 R. K E N ' M / F H W K F . K S FNGINEFRS Water Supply and Purification • Sewerage and S e w a g e T r e a t m e n t • Streets a n d H i g h w a y s • Investigations arid R e p o r t s • Sii|)ei-vision of Ca)nstruciion. 2733 T l D E W . y r i R D R . NoRruLk. < z o > 2350i' 15 �54TH ANNUAL CONFERENCE Virginia Building Officials Association Sheraton Inn Harrisonburg GERAGHTY^ & M I L L E R , INC. S44 WEST STREET. A N N A P O L I S , MD 21401 (301) 268-7730 ANNAPOLIS TAMPA BATON ROUGE W PALM BEACH HARTFORD HOUSTON CHAMPAIGN-URBANA TRAFFIC SrCIMS S h a n n o n - B a u m , Inc. P.O.BOX 2511 TRAFFIC POSTS TRAFFIC SIGN B A L T C , M D .2 1 2 1 5 REFLECTIVE FACES SHEETING ALUMINUM 301-358-3900 BLANKS (COLLECT) SUNDAY, OCTOBER 10 3:00 - 5:00 p.m. 6:00 - 7:30 p.m. MONDAY, OCTOBER 11 8:30 a.m. 9:00 a.m. 10:30 a.m. 12:00 Noon 1:00 p.m. 2:45 p.m. 4:00 p.m. 7700 FALLS f3oule LEESBURC PIKE SUITE 302 CHURCH,VA. 22045 705/893'07ll Enaineennc) CoffDorEJtion consultina eriQineer; WATER, WASTEWATER, DR A IN AGE , FLOOD CONTROL SITE DEVELOPMENT . STREETS , HIGHWAYS .BRIDGE S STRUCURAL DESIGN , MARINAS V . O i ' i / — SanHOry — SMu<i<on ,Sifc Plans — Highway TUESDAY, OCTOBER 12 8:30 a.m. 9:00 a.m. — liydtaulu — ICd/er lloris — Siud\e<. — /JWIHU^C ,S'ystfm\ JORDAN &HUTCHERSON, INC. consuhin^^ engineers & surveyors (804) 353-5541 R I C H M O N D , VA, 23230 SUITE 109 2405 WESTWOOD AVE American Uniform Sales, Inc. 9:30 a.m. 12:00 2:00 3:30 6:30 7:30 noon - 3:15 p.m. - 4:45 p.m. p.m. p.m. WEDNESDAY, OCTOBER 13 9:00 a.m. 10:30 a.m. Registration President's Reception Registration Opening Session Ladies Fastiion Show A r o u n d Pool Luncheon H A N D L I N G T H E NEWS MEDIA T H E 1981 UNIFORM STATEWIDE BUILDING CODE T H E MGM G R A N D HOTEL FIRE Registration STATE REGULATIONS AFFECTING BUILDING OFFICIALS Ladies Trip to Bell Grove Plantation Lunch (on your own) CONCURRENT SESSIONS CONCURRENTSESSIONS Social Hour Banquet SOLAR ENERGY B u s i n e s s Session For further i n f o r m a t i o n and registration c o n t a c t Joni Terry, Administrative Secretary, at 804/649-8471. CAPITAL 9002 M O U N T A I N ROAD EQUIPMENT C O M P A N Y , INC. B R A N C H : 1201 CAVALIER RICHMOND, VIRGINIA 23228 BOULEVARD C H E S A P E A K E , VIRGINIA 23323 804-262-7341 804-485-4485 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS MurucilW A.OMv Federal — H e a d Sian — C E T A - H U D , A-102 Single Audils 703. 590 :1M (703) 670 6300 J A M E S M. BRIDGES, CPA JAMES BRIDGES, LTD A PROFESSIONAL CORPORATION Certitied Pubi.c Acrountar,! HIGHWAY _ h e m i c a l Spreaoers L I N K BELT—Cranes—Excavators F M C / B E A N - S e w e r Cleaner L A Y T O N M F G . C O . - A s p r i a l t Pavers M E Y E R S - S H E R M A N - "Vactor Jet R o d d e r " R I C H M O N D M F G . C O . — Horizontal Boring MactTines E L G I N —Sweepers A T H E Y M A N U F A C T U R I N G C O . - M a i n t a i n e r Grader D Y N A P A C —Vibratory Rollers G I A N T - V A C —Leaf Collectors D A V E Y —Air Compressors R O C O R P . — H y d r a u l i c Cranes 14001 MINNEVILLE RD DALE CITV VA 22193 MONTGOMERY ENGINEERS OF VIRGINIA, INC. O Q Z < z CIVIL AND ENVIROKMEKTAL ENGINEERS WATER AND WASTEWATEB Reslon Inlernalional Denier. Suile 1 1 3 0 l i e O O Sunrise Valle) Drite. Reslon. VA 2 2 0 9 1 703-860-2400 o YARGER AND A S S O C I A T E S , INC. Over 600 Surveys Our 29 th Year Position Classification and P a y Plans Management and Organizational Studies DC > 16 MMM WEST BUT I NORFOLK,VA 23610 I (804)623 164) Wastewater T r e a t m e n t Systems • T ransportaiion M u n i c i p a l F a c i l i t i e s • W a t e r a n d Sewerage S y s t e m s W a t e r f r o n t Facilities • Env i ronm enta l Studies Construction Management • Surveying FINANCIAL AND.. Test Construction - F i r e and Police Studies MANAGEMENT CONSULTANTS • Advisor on Financial a n d Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification a n d Pay Studies • Executive Search and Selection • Management a n d Organization Studies • Utility and Public Works M a n a g e m e n t Studies • Governmental Status Studies 2830 Mary Street Falls Church, Va. 22042 703/560-6900 MUNICIPAL ADVISORS INCORPORATED O , \iO\5 \ I R C ; i N I A 111 A ( . H . \, 234nK 8tl4 422-1711 ' �(Marketplace, f r o m page 14) gree in t h e field of m a n a g e m e n t or a d m i n i s t r a t i o n . Salary is negotiable d e p e n d i n g o n experience and qualif i c a t i o n s . A p p l i c a t i o n s s h o u l d be s u b m i t t e d t o Larry Vardell, Chief of Police, 425 A r m i s t e a d Avenue, Will i a m s b u r g , Virginia 23185, by October 31,1982. TECNOMICS • RATE • CONSOLIDATION/ANNEXATION • MICRO COMPUTER • TRANSPORTATION Consulting STUDIES PROGRAMMING 1531 N o r t h STUDIES STREET BLACKSBURG 703-552-5609 24060 Blacksburg, (~\D OT'OfWro • Water RECREATION WASHINGTON (Decisions, f r o m page 9) can provide a better u n d e r s t a n d i n g of wtiat local g o v e r n m e n t is all about because people w h o understand the process t e n d to be w i l l i n g and valuable participants in it. What is needed is t o encourage cooperat i o n a m o n g the s e g m e n t s of t h e c o m m u n i t y and improve the quality of life for all citizens by w o r k i n g together. There are s o m e notable exa m p l e s of private/public cooperat i o n in L y n c h b u r g and I fervently hope t h i s is only the b e g i n n i n g . So, while f u n c t i o n i n g as the c o m m u n i c a t i o n link f r o m t h e people to their g o v e r n m e n t , d o not overlook the essential channel f r o m the government to the people. (703) M a m Street Virginia 24060 552-5548 • Solid W a s t e / E n e r g y Recovery Pollution Control • Air P o l l u t i o n • Industrial W a s t e Treatment Control PRODUCTS DIV. OFFICE: ( 2 0 2 I 8 4 2 - 1 1 6 0 'ASSOCIATES PERRY K, C h a r l e s R Velzy Associates. Inc Consulling Engineers 355 M a i n Street A r m o n k , N e w York 10504 PLAINE Box K228 Koger Executive Center R i c h m o n d . Virginia 2 3 2 8 8 TERRAQUA Resources Corporation s t u d i e s • Facility Planning C o n s t r u c t i o n Management Design • Operations Water/Wastewater • Solid Waste H y d r a u l i c Systems & Structures 7I E ENGINEERS • ARCHITECTS • P L A N N E R S OrccTt/lornc 10710 LFr Hir.KWAY SUITE • 3AOIIA -luv uu Engineers/Consultants Reading, PA 215-378-9300 H u n t Valley, M D 301-667-6020 S U R V E Y O R S & 0'j^tara, llMOBniENSGERE Inc. ConsultingEngineers 202 David A Minter At least once a m o n t h f o r the last four years s o m e o n e has c o m e up t o me and said, " I d o n ' t know how you stand it, you certainly have a thankless j o b . " I never know what to res p o n d to this well meant c o m m e n t . . . My m o t h e r and father tried not to raise any d u m m i e s , and I certainly d i d n ' t g o t h r o u g h t w o elect i o n c a m p a i g n s in order to get a t h a n k l e s s j o b . If, like m e , y o u are c o m m i t t e d t o and fascinated by t h i s direct example of our d e m o c r a t i c e x p e r i m e n t then the next four years will bring n u m e r o u s f e e l i n g s — f r u s tration, stimulation, disappointm e n t , s a t i s f a c t i o n but " t h a n k l e s s " w o n ' t seem pertinent. Laboratories Industrial a n d Municipal STUDIES 100 ARDMORE Engineers Environmental 1200 15th Street N,W. Washington, D C , 2 0 0 0 5 (202) 861-0026 PnrjNE 703-365-9300 B o s t o n , Philadelphia, N e w York, St, L O U I S , S y r a c u s e , White Plains WHITMAN, REQUARDT AND A S S O C I A T E S Ration, Harris, Rust & Assoc. a professional corporanon Engineers , Surveyors ENGINEERS SAINT PAUL 2315 STREET MamOftic*: 10523 M a m Street, Fairlax Virginia 2 2 0 3 0 [ 7 0 3 ] 2 7 3 - 8 7 0 0 Valley 0 1 f l c « : 100 S o u t h M a m Street B n d g e w a t e r Virginia 2 2 8 t 2 Florida—West Virginia—Georgia C u n n i n g h a m , Field Representative "imagineered" PLAYGROUND a n d PARK Planners m u n i c i p a l i t i e s a n d public agencies BALTIMORE, MARYLAND 21218 (301) 2 3 5 - 3 4 5 0 George . C o m p l e t e p r o f e s s i o n a l services for EQUIPMENT BY G A M E TIME, I N C . CUNNINGHAM A^SOC. INC, B e / 9 5 5 4 L : i k e ; i d e B:., R i c f m i c n d , V a 2 3 2 2 8 P h o n e 8 0 4 262-2401 1'7031 8 2 8 2 6 1 6 —Maryland COMPLETE PUBLIC WORKS ENGINEERING A N D SURVEYING SERVICES LAND BENGTSON, DeBELL, ELKIN & TITUS CONSULTING ENGINEERS & SURVEYORS P,0, 6 0 x 4 2 9 13924 Braddock Rd, Centreville, VA 2 2 0 2 0 703-631-9630 P.O. Box 83 50-S Edwards Ferry Rd, Leesburg, VA 2 2 0 7 5 703-777-1258 I C E MAGUIRE, INC. ARCHITECTS/ENGINEERS/PLANNERS Blauveit: Engineering C o . Consulting Engineers National League of Cities 1982 Congress of Cities 452 Souliilake Boulevard Richmonil.VA 23236 604 749-1174 142 W Yirk SIreel 5203 Liisbiirs Pike. Suite 8 Suite 710 Fills Church. V« 22041 NorlDlk.VA 23510 703 998-0100 804 627-2939 Design^ Inspeclion Mass 'lansir • Briagei inn Si'uctures • UrOan Deve:op men, • Hrjn»avi • Pons • Te.mmais • Comme/c.ai dno o November 27- December 1, 1982 Los Angeles, California Call: 202/626-3000 AMBULANCES, COMMUTER B U S E S , 4 dr. L I M O U S I N E S 6 dr. H e a r s e & A m b u l a n c e S a l e s Inc., O Q Z < Waste Systems ir Mkhaal K. Berlin Municipal Service! Manager East Central Region 8 0 1 1 Jefferson Davis Hwy., Richmond, V a . 23237 Ph. 1-804-275-2624 BROWNING-FERRIS INDUSTRIES PC Bo. 8733 8WI Airport, Moryland 21240 1301] 796-8850 Telex 87-487 17 �Legal Guidelines Breeder Litigation By Howard Dobbins General Counsel R e s o l u t i o n of s o m e legal questions often s e r v e s to breed additional litigation. A recent d e c i s i o n by the Virginia S u p r e m e Court illustrates t h i s problem. All c i t i e s , c o u n t i e s and many t o w n s have e n a c t e d o r d i n a n c e s imposing local l i c e n s e f e e s on motor v e h i c l e s normally garaged, stored or parked therein. A n ordinance adopted by the T o w n of L e e s b u r g requiring the payment of s u c h a lic e n s e fee a l s o required a d i s p l a y of the local l i c e n s e d e c a l on s u c h motor v e h i c l e s . S o m e t i m e prior to May 14, 1980, an A s s i s t a n t Pastor of the Loudoun Baptist Temple was c h a r g e d by the town a s being in violation with this o r d i n a n c e , the vehic l e involved being a bus o w n e d by the T e m p l e . Apparently, in that c a s e the defendant c h a l l e n g e d the ordin a n c e a s being an unconstitutional interference with the d e f e n d a n t ' s right to religious freedom but the Loudoun C o u n t y Circuit Court ruled that the l i c e n s e requirement w a s a " p o l i c e regulatory m e a s u r e " and not a revenue-raising d e v i c e and that a c c o r d i n g l y , it w a s a valid enactment. >- O Q o I- < z o > 18 S u b s e q u e n t l y , a L e e s b u r g police officer stopped two motor v e h i c l e s on the highway, one operated by the pastor of the T e m p l e and the other driven by his w i f e . Both w e r e registered in the name of the T e m p l e , w e r e normally parked or garaged in the t o w n , and neither d i s p l a y e d a town l i c e n s e d e c a l . F o l l o w i n g c o n viction in G e n e r a l District Court, the T e m p l e a p p e a l e d to the Circuit Court w h i c h s u s t a i n e d the t o w n ' s motion that the i s s u e of w h e t h e r the o r d i n a n c e w a s regulatory or revenue-raising had been determined in the earlier p r o c e e d i n g , and held that the T e m p l e w a s collaterally e s t o p p e d from presenting evid e n c e or argument on that question. On a p p e a l , the V i r g i n i a S u preme Court reversed the C i r c u i t Court of L o u d o u n C o u n t y holding that the doctrine of collateral estoppel, w h i c h originated in the civil law, is not n e c e s s a r i l y a p p l i c a b l e in the s a m e w a y in c r i m i n a l c a s e s . Loudoun Baptist Temple v. Town of Leesburg, 292 S . E . 2d 315 ( J u n e , 1982). T h e Court reaffirmed that in civil c a s e s w h e n an i s s u e of ultimate fact h a s o n c e been determined by a valid and final judgment the i s s u e c a n n o t again be litigated a g a i n s t the s a m e parties in any future lawsuit or a g a i n s t parties who are in privity and who o c c u p y a " m u tual or s u c c e s s i v e relationship to the s a m e rights of property or have s u c h an identification in i n t e r e s t s . . . a s to represent the s a m e legal r i g h t s . " However, the opinion by Chief J u s t i c e C a r r i c o c o n c l u d e d that in criminal c a s e s " t h e s a m e p a r t i e s " requirement m u s t be interpreted and applied literally and that i n a s m u c h a s the T e m p l e and the A s s i s t a n t P a s t o r were not " t h e s a m e p a r t i e s , " the T e m p l e w a s not prec l u d e d from re-litigation of the c o n stitutionality of the l i c e n s e ordin a n c e . A c c o r d i n g l y , the c a s e w a s reversed and remanded for more litig a t i o n — a determination of the real i s s u e : d o e s the local motor v e h i c l e l i c e n s e o r d i n a n c e inhibit religious freedom? It i s , of c o u r s e , universally held that under the federal and state c o n s t i t u t i o n s a tax laid s p e c i f i c a l l y on the e x e r c i s e of religion is unconstitutional. However, it is equally well-settled that a l i c e n s e may be legislatively required if it is non-discriminatory and regulatory in character rather than revenue prod u c i n g . B e c a u s e the power to tax may be e x e r c i s e d a s a power to destroy, a tax a p p l i c a b l e to religious institutions w h i c h is not s m a l l or nominal may be restrictive of the freedom of religion and invalid. Although the f a c t s presented and a r g u m e n t s made to the C i r c u i t Court to support its earlier opinion upholding the constitutionality of the ordinance are not recited in the Virginia S u p r e m e C o u r t ' s opinion, it would appear that the Circuit C o u r t ' s initial holding w a s c o n s i s tent with a n a l o g o u s d e c i s i o n s in Virginia and in other j u r i s d i c t i o n s for o r d i n a n c e s requiring l i c e n s e s w h i c h have incidental non-discrimi- natory affect on religious institutions have been uniformly upheld. For e x a m p l e , the right to sell merc h a n d i s e h o u s e to h o u s e h a s held not to be guaranteed by the C o n s t i tution even w h e n sold by m e m b e r s of religious bodies; the requirement of obtaining a l i c e n s e in order to engage in the practice of healing h a s been held p e r m i s s i b l e when challenged by a minister who practiced faith healing; a non-discriminatory l i c e n s e tax on agricultural activities has been held to be validly applicable to a religious body; payment by a religious organization of a mortgage recording fee h a s been upheld; and the denial of the right to perform marriages by t h o s e who fail to qualify a s m i n i s t e r s a s defined by Virginia statute h a s been s u s t a i n e d . However, the L e e s b u r g motor vehicle l i c e n s e ordinance, and all like o r d i n a n c e s , must meet these t e s t s : (1) the town must e s t a b l i s h that the ordinance w a s adopted under its inherent police power and that its s e c u l a r purpose is reasonable and properly related to the public welfare; (2) that the l i c e n s e requirement d o e s not in fact a d v a n c e or inhibit religion a s p r a c t i c e s by the Loudoun B a p t i s t T e m p l e and its congregation; and (3) that the enforcement by the town d o e s not result in entanglement in the practice of religion by the T e m p l e . S e e School District of Abingdon Township v. Schempp, 374 U.S. 203; Lemon v. 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John Deere, Moline, Illinois. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 10 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource October 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198210 https://www.virginiaroom.org/digital/files/original/69/6446/198211.pdf 8533346a34fa530b3e78f1ac1426bbac PDF Text Text Volume 17 November 1982 Number 11 1982 VML Annual Conference Francis West, Raymond Ratcliffe Michael Amyx. Harry Wells - Ethical Dilemmas For Elected Officials —Metropolitan Alternatives —Editorial: Voluntary Annexation Agreements —Community Services Boardjtfj^MH^HHEj Raymond Ratclifie �Two words define expertise in public power financing: Merrill Lynch. To find out why we're a breed apart, call: (212) 637-2540 John D.Miller Francis J. Quinn Ann L . Hagan James N. Baxter Richard H. Molke, Jr. Marsha L . Eisenberg Michael A. Baumrin Municipal Utilities Department Merrill Lynch White Weld Capital Markets Group �Vfrginia olown &City Editor Charlotte Kingery Advertising and Business Manager Sandra J . Bacas Telephone 804/649-8471 VOLUME 17 NOVEMBER 1982 NUMBER 11 VML President Francis T. West 4 Voluntary Annexation Agreements Officers "Richard W e e k s looks at recent concerns of the Commission on Local Government. Are municipalities giving up the right to annex beyond that required by l a w ? " C h a r l e s A. R o b i n s o n , J r . L a w r e n c e A. D a v i e s Vincent J . Thomas S a m W. A d a m s Executive Committee J a c k D. E d w a r d s J a n e L. Hough Arlie C . P a y n e Martha V. P e n n i n e Ronald C. Spiggle Robert T . W i l l i a m s Past President 5 People 6 VML Elects West 7 Marketplace R a y m o n d F. Ratcliffe Executive Director R. M i c h a e l A m y x 8 Metro Alternatives " O n e of the most p r o g r e s s i v e public/private partnerships is occurring in the R i c h m o n d area. Other V i r g i n i a localities could u s e the plan e m b r a c e d by t h e s e local g o v e r n m e n t s . " On the Cover Left P h o t o : Newly e l e c t e d President W e s t with P a s t P r e s i d e n t R a t c l i f f e . Middle Photo: V M L E x e c u t i v e Director A m y x p r e s e n t s V M L A c h i e v e m e n t A w a r d to F a l l s C h u r c h City Manager W e l l s . Right Photo: R a y m o n d Ratcliffe p r e s i d e s over the O p e n i n g S e s s i o n . VIRGINIA TOWN & CITY(ISSN00426784) Is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753 Richmond 23206 10 Legal Guidelines 11 Meeting the Needs of the Mentally III " P a u l i n e Mitchell r e v i e w s the creation of c o m m u n i t y s e r v i c e s boards and how they are a s s i s t i n g V i r g i n i a ' s mentally i l l . " 12 Ethical Dilemmas in Public Procurement " T h e V M L and the V i r g i n i a Attorney G e n e r a l ' s office prepared a quiz for local e l e c t e d o f f i c i a l s regarding c o n f l i c t of interests and p u r c h a s i n g . Do you p a s s ? " 15-16 Professional Directories >O Q O I- < o DC > �Editorial Are Municipalities Giving Up Too Much To Achieve Voluntary Annexation Agreements? By Richard F. Weeks, Jr. In a recent report of the C o m m i s s i o n on Local G o v e r n m e n t , the C o m m i s s i o n raised a point that municipal o f f i c i a l s s h o u l d keep in m i n d w h e n n e g o t i a t i n g a n n e x a t i o n agreem e n t s w i t h c o u n t i e s : Are m u n i c i p a l ities giving up the right to annex bey o n d that required under state law? In its report, the C o m m i s s i o n stated, " t h a t one s i g n i f i c a n t aspect of the agreement does appear to run c o u n t e r to the interests of the S t a t e . " The C o m m i s s i o n is concerned about g r a n t i n g i m m u n i t y to c o u n t i e s by voluntary a g r e e m e n t s . This editorial is not i n t e n d e d as a c r i t i c i s m of any voluntary annexat i o n agreement. Decisions on granting annexation i m m u n i t y s h o u l d not be taken in isolation f r o m other factors of an agreement, i n c l u d i n g the qualitative benefit of lessening the divisiveness b e t w e e n the localities. However, c a u t i o n is required on the part of m u n i c i p a l o f f i c i a l s currently n e g o t i a t i n g or c o n s i d e r i n g annexation. o O H < DC M u n i c i p a l i t i e s s h o u l d use caut i o n in agreeing not to annex for a period beyond that required by State law. Current law p r o h i b i t s further annexation for ten years after an a n n e x a t i o n is granted. A g r e e i n g not to annex for a period longer than ten years c o u l d result in many c o u n t i e s q u a l i f y i n g for partial imm u n i t y before the end of the agreed period. The same g r o w t h pressures w h i c h lead a m u n i c i p a l i t y to seek a n n e x a t i o n for a d d i t i o n a l land will also enable c o u n t i e s to qualify for partial i m m u n i t y . In fact, many c o u n t i e s are e x p e r i e n c i n g g r o w t h well in excess of their n e i g h b o r i n g cities. The C o m m i s s i o n on City-County Relations, o f t e n referred to as the Stuart C o m m i s s i o n , w h i c h cond u c t e d an extensive study of annexa t i o n , did not make a r e c o m m e n d a t i o n on t h i s aspect of the annexat i o n procedure. Prior to the 1979 About the Author Mr. Weeks is the VML Director of Intergovernmental Relations. a m e n d m e n t s to the annexation procedure, State law provided that a city or t o w n c o u l d not seek to annex territory of a c o u n t y w i t h i n five years of the effective date of annexa t i o n or if the a n n e x a t i o n was denied, w i t h i n five years of the filing of the suit. The 1979 a m e n d m e n t s to the a n n e x a t i o n procedure, however, c h a n g e d t h i s l i m i t a t i o n to 10 years and in the case of a denial, the 10 years w o u l d be after the date of the final order. Therefore, a period of no more than 10 years is a longs t a n d i n g policy of the state. Further, the Stuart C o m m i s s i o n arrived at the c o n c l u s i o n that in order for c o u n t i e s to qualify for i m m u nity they " s h o u l d possess populat i o n s of s u f f i c i e n t size and overall d e n s i t y to j u s t i f y and s u p p o r t the c o u n t y ' s d e v e l o p m e n t of a service capability adequate to provide a full range of urban s e r v i c e s . " The f o l l o w i n g are criteria recommended by the Stuart C o m m i s s i o n for c o u n t y i m m u n i t y : —a p o p u l a t i o n e x c e e d i n g 25,000 persons and an average d e n s i t y of at least 200 persons per square mile, based on the latest United States C e n s u s or on a special c e n s u s c o n d u c t e d undercourt supervision; —a d e t e r m i n a t i o n that the urban areas of the c o u n t y are currently being provided w i t h urban services of a quality c o m parable to t h o s e offered by cities in that geographic region of the state; —a d e t e r m i n a t i o n that the c o u n t y will be able to meet e f f i c i e n t l y and effectively the a n t i c i p a t e d public service needs of its urban residents; and —a d e t e r m i n a t i o n that the interests of the state in the area are served in granting a c o u n t y the i m m u n i t y previously d e f i n e d . The final legislation a d o p t e d as part of the " a n n e x a t i o n c o m p r o m i s e " in 1979 closely resembled the Stuart C o m m i s s i o n r e c o m m e n d a t i o n s . Current law i n c l u d e s t w o sets of criteria: c o u n t i e s m u s t have either a p o p u l a t i o n of 20,000 and a d e n s i t y of 300 persons per square mile, or a p o p u l a t i o n of 50,000 and a d e n s i t y of 140 persons per square mile. Current law also includes the requirement that a c o u n t y provide urban-type services before it can be granted i m m u n i t y . The last criteria for i m m u n i t y reco m m e n d e d by the Stuart C o m m i s sion is that the interest of the state be served. This criteria was carried over into the current law. If you ass u m e that the i m m u n i t y criteria were developed w i t h the best interest of the state in m i n d , then an agreement w h i c h has the effect of providing a c o u n t y not otherwise qualified for partial i m m u n i t y w i t h potentially permanent immunity f r o m annexation may not be in the best interest of the State, or the long term interest of the municipality. Public Power Financing .. Experience Innovation Commitment First Boston THE FIRST B O S T O N C O R P O R A T I O N Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 �People N o r f o l k Mayor Vincent J. T h o m a s was a p p o i n t e d to serve as chairman of an influential c o m m i t t e e of the U.S. C o n f e r e n c e of Mayors. T h o m a s will head the C o m m u n i t y Development, Housing and Economic Standing C o m m i t t e e w h i c h advises Congress and the President on p r o b l e m s c i t i e s are e x p e r i e n c i n g in those areas. Fairfax C o u n t y Board M e m b e r Marie B. Travesky was recently elected president of the Virginia Ass o c i a t i o n of Public Transit O f f i c i a l s . Other o f f i c e r s elected were Curtis Payne of the Tidewater Transportat i o n District, first vice president; J o h n A. S i n k i e w i c z of the Petersburg Area Transit, s e c o n d vice president; Dr. Grace Pleasants of the Greater R i c h m o n d Transit, secretary-treasurer; James 0 . Echols of the T i d e w a t e r T r a n s p o r t a t i o n District C o m m i s s i o n , assistant secretary; and Edward Knight of the Peninsula T r a n s p o r t a t i o n District Comm i s s i o n , member-at-large. The ass o c i a t i o n c o n s i s t s of representatives of all j u r i s d i c t i o n s in the state w h i c h have public or private mass t r a n s p o r t a t i o n services. The Falls Church City C o u n c i l app o i n t e d David Ray Lasso as the new city a t t o r n e y effective S e p t e m b e r 13. Lasso will serve a four-year t e r m ; he replaces Paul T. O'Grady. Lasso had been one of A r l i n g t o n C o u n t y ' s three a s s i s t a n t c o u n t y a t t o r n e y s for five years. Saltville T o w n C o u n c i l a p p o i n t e d Larry W o o d s as t o w n manager and M i c h a e l Untiedt as t o w n attorney. Louis R. Clarke, d i r e c t o r of g r o u n d s and maintenance for the City of Seattle, has been hired as R i c h m o n d ' s director of recreation and parks. A graduate of Indiana University, Clarke holds a graduate degree in planning and public adm i n i s t r a t i o n f r o m Princeton University. Clarke j o i n e d the City of Richm o n d on S e p t e m b e r 2 0 . Danville's Electric Utility Director Eldred C. Yerks resigned to accept a p o s i t i o n w i t h Carolina Light & Power C o m p a n y in Raleigh, North Carolina. He is a past president of the M u n i c i p a l Electric Power Assoc i a t i o n of Virginia. T a p p a h a n n o c k ' s t o w n attorney for nearly 30 years, G o r d o n Lewis, retired in A u g u s t . Lewis was first a s s o c i a t e d w i t h the t o w n w h e n he was elected to c o u n c i l in 1936 and served until 1938 w h e n he was elected to the Virginia General Ass e m b l y . He served there three terms. He was a p p o i n t e d to the t o w n attorney post in 1956. Samuel D. S i m p s o n , former c o u n c i l m a n for the T o w n of Rocky M o u n t , died in A u g u s t . S i m p s o n served on c o u n c i l for 30 c o n s e c u tive years, f r o m September, 1932 until September, 1962. Baliles Names L o c a l Officials T o Task Force A n u m b e r of local g o v e r n m e n t officials and experts have been app o i n t e d by Virginia A t t o r n e y General Gerald L. Baliles to serve on a special task force to study the implic a t i o n s of a Supreme Court ruling l i m i t i n g antitrust e x e m p t i o n s for local g o v e r n m e n t . The task force will review Virginia's laws on a n t i t r u s t exempt i o n s for localities and f o r m u l a t e r e c o m m e n d a t i o n s for c o n s i d e r a t i o n by the 1983 Session of the Virginia General A s s e m b l y . Included on the task force f r o m local g o v e r n m e n t are: Harold Atkinson, former city manager of Franklin and past president of the Virginia M u n i c i p a l League; James E. Buchholtz, Roanoke County Attorney; Wil Dibling, Roanoke City A t t o r n e y ; W. T h o m a s H u d s o n , Blacksburg T o w n A t t o r n e y and president of the Local Government A t t o r n e y s Assoc i a t i o n ; R. Michael Amyx, Executive Director of the Virginia Municipal League; Bill Phillips, Lynchburg City A t t o r n e y and Chairman of the Virginia Chapter of National Institute of M u n i c i p a l Law Officers; Paul B u r t o n , H a m p t o n City Attorney; David Stiff, Fairfax County Attorney; George Long, Executive Director of the Virginia A s s o c i a t i o n of Counties; J o s e p h Rapisarda, Henrico County Attorney; R. L. Nutter, Virginia Beach A s s i s t a n t Attorney; and Howard W. Dobbins, General Counsel of the V M L . e stand behind our products at CPfifP. Our field service representatives are trained to lielp the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. o Q Concrete Pipe & Products Company, Inc. EG. Box, 1223, Richmond,VA 23209 (804)233-5471 O H < Z (5 DC > �West Elected VML President Martinsville's C o u n c i l m a n Francis T. West was e l e c t e d President of the Virginia M u n i c i p a l League at its annual conference in Virginia Beach on S e p t e m b e r 2 1 , 1 9 8 2 . In his s p e e c h to c o n f e r e n c e delegates at the annual banquet, V M L President West e n c o u r a g e d Virginia local o f f i c i a l s to accept the New Federalism c o n c e p t and urged the return of local c o n t r o l : " W e c a n n o t avoid the direct c o n f r o n t a t i o n bet w e e n what the citizens want and what the citizens are w i l l i n g to pay for it. I believe we, at the local level, s h o u l d be w i l l i n g to accept the New Federalism c o n c e p t and seriously c o n s i d e r the e x p a n s i o n of our res p o n s i b i l i t i e s . It must be recognized that taking t h i s approach and meaning that we no longer side step the issues and point to W a s h i n g t o n . We got into the present mess, partly because Uncle Sam was too w i l l i n g to take over, and partly because the states and local g o v e r n m e n t s were t o o reluctant to deal w i t h the serious needs of our people. We must not make that mistake a g a i n . " President West was first elected to the Martinsville City C o u n c i l in 1966 and served as the c i t y ' s mayor f r o m 1972 to 1974. He was elected to the V M L Executive C o m m i t t e e in 1978. He has also served on the Governor's Local G o v e r n m e n t Advisory C o u n c i l f r o m 1978 to 1982. West serves as vice chairman of the State Board for C o m m u n i t y Colleges and he is a f o r m e r president and d i r e c t o r of the MartinsvilleHenry C o u n t y Chamber of Commerce. He is the c h a i r m a n of the board of West W i n d o w C o r p o r a t i o n in Martinsville. He is married to Eleanor (June) West and has four c h i l d r e n and eight g r a n d c h i l d r e n . f Francis T. West and his wife, June VML Executive Committee Elected A l s o d u r i n g the A n n u a l Conference, the V M L delegates e l e c t e d the o f f i c e r s and executive c o m m i t tee m e m b e r s of the League. Vienna Mayor Charles A. Robins o n , Jr. was elected first vice president w h i l e Fredericksburg Mayor Lawrence A. Davies was e l e c t e d s e c o n d vice president. Elected third vice president was Norfolk Mayor Vincent J. T h o m a s and Emporia C o u n c i l m a n Sam W. A d a m s was elected f o u r t h vice president. C o m p r i s i n g the executive c o m m i t t e e are N e w p o r t N e w s City Manager Robert W. W i l l i a m s , Salem C o u n c i l w o m a n Jane L. H o u g h , Gord o n s v i l l e Mayor Arlie C. Payne and Pulaski Mayor Raymond F. Ratc l i f f e , i m m e d i a t e past president of the V M L . ^^^^ Officers (from left): President Francis T. West; Second Vice President Lawrence A. Davies; Third Vice President Vincent J. Thomas; and Fourth Vice President Sam W. Adams. Not pictured is First Vice President Charles A. Robinson, Jr. Section Leaders Elected >O Q o I< o DC Chairmen of the Urban, City and T o w n S e c t i o n s also serve on the League's executive committee. Fairfax C o u n t y Vice Chairman Martha V. Pennine was e l e c t e d chairman of the Urban S e c t i o n w h i l e James City C o u n t y Supervisor Jack D. Edwards was e l e c t e d chairman of the City S e c t i o n . Elected chairman of the T o w n S e c t i o n was A p p o m a t tox Mayor Ronald C. Spiggle. Vice c h a i r m e n of the S e c t i o n s are P o r t s m o u t h Mayor J . E. J o h a n s e n (Urban), C l i f t o n Forge C o u n c i l m a n M. Stuart K o e t h c k e (City) and Grottoes Mayor Margie Mayes (Town). IVlembers of the VML Legislative Committee (from left): Fairfax County Supervisor James Scott, Norfolk Mayor Vincent Thomas, Loudoun County Supervisor Frank Rafloand Lynchburg Council Member Joan MacCallum. �ft F r a n k l i n A s s i s t a n t City Manager Mollie B a s s l i s t e n s during W o m e n in L o c a l Government meeting. V M L Policy C o m m i t t e e C h a i r m a n (front left): C h a r l e s Beatley, A l e x a n d r i a ; Elliott Shearer, Lynchburg; J a m e s McCord, Williamsburg, Sandra Duckworth, Fairfax County; C l a u d e Staylor, Norfolk; and E l i z a b e t h B o w l e s , R o a n o k e . Statement of Ownership Management and Circulation 1. Date of F i l i n g : O c t o b e r , 1982 2. T i t l e of P u b l i c a t i o n : V I R G I N I A TOWN & CITY 3. F r e q u e n c y o f P u b l i c a t i o n : M o n t h - R a t c l i f f e with S e n a t e C a n d i d a t e Paul Trible Marketplace City Attorney City of Alexandria. Salary: $46,494$65,416/year. Performs the professional legal services for the City; administers and manages the office of the City Attorney and directs the activities of professional, para-professional and clerical staff. Requires personal and professional integrity; progressive, responsible supervisory experience and the ability to maintain effective working relationships. Must p o s s e s s knowledge of Federal, State and local laws and court decisions affecting the practice of law at the City (IVIunicipal) level; be a graduate of an accredited law school and a member of the Virginia State Bar Association. Must have a minimum of five years experience in the practice of law in the Commonwealth of Virginia, three years of which include experience in municipal corporate law. Is required to become a resident of the City of Alexandria within 120 days of appointment and must remain a resident for the duration of employment with the City. Only City of Alexandria applications will be accepted. Applicants must submit a City of Alexandria application and Supplemental Application form to the City Clerk, Room 302, City Hall, 301 King Street, Alexandria, Virginia 22314 no later than November 10, Senate Candidate Richard J . Davis 1982. Applications received after November 10, 1982 will not be p r o c e s s e d . For additional information or application forms, call (703) 838-4550. Police Chief The Town of Colonial Beach, Virginia population 2,500 is accepting applications for the position of Police Chief. Applicants should have a thorough knowledge of law enforcement practices, experience in police work, and demonstrated leadership qualities. Salary negotiable depending on education and experience. Applicants will not be discriminated against b e c a u s e of age, sex, religion, race, or national origin. Applications should be submitted to the Town Manager, P.O. Box 36, Colonial Beach, Virginia 22443 no later than November 12,1982. A s s i s t a n t C i t y IVIanager Poquoson, Virginia (population 8,726). Applicants must have considerable budgetary, research, and analyses experience and excellent communications skills. Responsibilities will include, but not be limited to, director of finance and purchasing, director of personnel and training, and grants director. Salary $23,234-$32,719. R e s u m e s must be submitted by no later than Wednesday, November 10, 1982 at 4:30 p.m. to: J a m e s W. Lord, City Manager, 830 Poquoson Avenue, Poquoson, Virginia 23662. ly4. L o c a t i o n of know/n o f f i c e of publ i c a t i o n : 1011 E a s t Main S t r e e t . 5. L o c a t i o n of H e a d q u a r t e r s of G e n e r a l B u s i n e s s O f f i c e of Publ i s h e r s : 311 Ironfronts, 1011 E a s t Main S t r e e t , Richnnond, V i r g i n i a 23219. 6. Editor: C h a r l o t t e K i n g e r y , 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. 7. P u b l i s h e r : Virginia Municipal L e a g u e , 311 Ironfronts, 1011 E a s t Main S t r e e t , R i c h m o n d , Virg i n i a 23219. 8.Owner: Virginia Municipal League 9. A v e r a g e No. of c o p i e s e a c h issue during preceding 12 months: T o t a l No. c o p i e s printed: 5,000 Mail S u b s c r i p t i o n s : 4,050 Paid c i r c u l a t i o n : 4,050 Free distribution: 531 Total distribution: 4,581 Office use, etc.: 419 Total: 5,000 10. S i n g l e i s s u e n e a r e s t to filing date: T o t a l No. c o p i e s printed: Mail s u b s c r i p t i o n s : Paid c i r c u l a t i o n : Free distribution: Total distribution: Office u s e , etc.: Total: 5,000 4,014 4,014 563 4,577 423 5,000 I certify that the s t a t e m e n t s made by me are c o r r e c t and c o m p l e t e . Charlotte Kingery Editor O Q O I- < o DC �Metro Alternatives Richmond Area Localities Join Forces with The Chamber, United Way By Charlotte Kingery Many l o c a l i t i e s have formed public/private p a r t n e r s h i p s but Metropolitan A l t e r n a t i v e s in R i c h m o n d is surely s o m e t h i n g to p o n d e r . . . and admire. Metropolitan A l t e r n a t i v e s is a group of individuals representing area local g o v e r n m e n t s , and the private and volunteer s e c t o r s . Members of A l t e r n a t i v e s gather in a roundtable d i s c u s s i o n to s h a r e w h a t they s e e a s n e e d s in their a r e a s , identifying c o m m u n i t y wide i s s u e s a s they talk. F r o m there, the group a c t s like a " b r o k e r " a m o n g the s e c t o r s to develop " a l t e r n a t i v e s " or s o l u t i o n s to the problem. T h e group, however, d o e s not attempt to take on all the i s s u e s only t h o s e that are h u m a n s e r v i c e s related, have a m e a n s for getting resolved and are in the interest of the c o m m u n i t y , corporations and individual m e m b e r s of Metropolitan Alternatives. W h o b e l o n g s ? S i x partners s h a r e equally in the p r o c e s s : R i c h m o n d city, H e n r i c o , Hanover and C h e s t e r field c o u n t i e s . United W a y of G r e a t e r R i c h m o n d and Metro R i c h mond C h a m b e r of C o m m e r c e . T h e public/private m e m b e r s h i p is the b a s i s for Metro A l t e r n a t i v e s . Forming Metro Alternatives o Q o < Z o > Led by H e n r i c o Deputy C o u n t y Manager for H u m a n Resources G e o r g e T . Drumwright, J r . , the county w a s a w a r d e d a H u m a n Serv i c e s Innovations Project by the National A s s o c i a t i o n of C o u n t i e s and Stanford Research International, Inc., one of four projects nationw i d e . Metro A l t e r n a t i v e s w a s born out of that innovations project. Although most projects or grants c o m e with money, H e n r i c o ' s award did not. W h a t H e n r i c o did get w a s the ability to c a l l on S R I for r e s e a r c h and N A C O for staff a s s i s t a n c e w h e n the county w a s s e e k i n g approval from area l o c a l i t i e s and busin e s s e s , and getting e n d o r s e m e n t s from the C o m m o n w e a l t h of V i r g i n i a and the United W a y . About the A u t h o r Ms. Kingery is the V M L Director of C o m m u n i c a t i o n s and H u m a n S e r v i c e s . In that c a p a c i t y , s h e a l s o is the Editor of Virginia Town & City. R i c h m o n d a r e a l o c a l i t i e s have over 35,000 p r e s c h o o l e r s yet only 8,100 s p a c e s in c h i l d day c a r e c e n t e r s . Metro A l t e r n a t i v e s s o u g h t an a n s w e r . What Are Tlie Concerns of the Area? In most c o m m u n i t i e s there are universal n e e d s s u c h a s h o u s i n g , transportation, fire and police protection. W h e n Metro Alternatives went to work on its first project, a c o m m u n i t y wide i s s u e c a m e to the forefront: the need for child day care c e n t e r s . A s cited in the Alternatives position paper, Child Care: A Problem Diagnosis, Richmond a r e a localities have 35,194 children under the age of four yet there are only 8,143 s p a c e s available in day care c e n t e r s or h o m e s . T h e problem b e c o m e s mind boggling w h e n the children in kindergarten and elementary s c h o o l s w h o require additional child c a r e outside s c h o o l hours are c o u n t e d . T h e figure r i s e s over 55,000 for children 10 y e a r s old and under. Looking from the lower end of the age s c a l e , the position paper s h o w s a s c a r c i t y of f a c i l i t i e s for toddlers two y e a r s old and under a n d , with the " b a b y b o o m " generation now bearing their o w n , the d e m a n d will i n c r e a s e . A l s o , parts of the R i c h mond area are growing with industry but e s s e n t i a l s e r v i c e s s u c h a s child day c a r e are not following the growth. Ironically, d e s p i t e the need for day c a r e , f a c i l i t i e s are c l o s i n g in the area b e c a u s e of money problems. Day c a r e c e n t e r s are not all KoolAid and c r a y o n s , they are a busin e s s . C e n t e r s need to be c o s t effec- tive and of high quality but s o m e t i m e s if the quality b e c o m e s what the parents want and e x p e c t for their c h i l d r e n , it is not affordable. All in all it c a n be a tough situation. W h e n Metropolitan Alternatives starting looking at the project, the need for good day c a r e c e n t e r s w a s e c h o e d by several. Corporate pers o n n e l directors had been hearing the plea for y e a r s and even though the L e a g u e of W o m e n Voters actively tried to promote the interest of corporations in day care for three y e a r s , the r e s u l t s were minimal. But how to get t h e s e fragmented groups, e s p e c i a l l y the numerous corporations and industries, in the R i c h m o n d area together? Metropolitan A l t e r n a t i v e s s p o n s o r e d a s e m i n a r entitled Child Care: Corporate Alternatives. Using a diverse group of organizations and busin e s s e s . Metropolitan Alternatives d i s p l a y e d the best public/private mixture R i c h m o n d had s e e n . T h e Federal R e s e r v e B a n k served a s host while the R i c h m o n d J u n i o r L e a g u e provided a mini-grant to cover s e m i n a r materials and lunch for the participants. First and Merc h a n t s National B a n k underwrote the printing for 150 invitations and the Private Industry C o u n c i l provided 150 booklets, w h i c h outline employer tax i n c e n t i v e s for child day care. Held in May, the s e m i n a r w a s " u n b e l i e v a b l e " to s o m e . Fifty-four firms and organizations sent 80 repr e s e n t a t i v e s to the seminar. T h e roster read like a " F o r t u n e 5 0 0 " list: Philip Morris, Blue Cross/Blue S h i e l d of Virginia, E . I. DuPont, B e s t P r o d u c t s C o m p a n y , Inc. and Richfood, Inc. S p e a k e r s e m p h a s i z e d that child day care r e d u c e s employee a b s e n t e e i s m , d r a w s and retains good e m p l o y e e s , k e e p s families together and i n c r e a s e s employee productivity. All good reas o n s to look into child care c e n t e r s . Participants didn't keep the information to t h e m s e l v e s ; by the end of the day all 100 information p a c k e t s were distributed and b e c a u s e of the heavy d e m a n d , Metro Alternatives, with the a s s i s t a n c e of a local bank, produced 100 more . . . in hopes that chief e x e c u t i v e officers would read and take a c t i o n . S o m e action w a s overnight. T h e day after the seminar, a developer from H e n r i c o County inquired how �he could attract a child day care c e n t e r to h i s i n d u s t r i a l p a r k . A n otherdowntown businesscontacted the United W a y about developing d a y c a r e for i t s e m p l o y e e s . T h e res p o n s e resounded outside central V i r g i n i a . T e n n e c o fronn T e x a s c a l l e d a s k i n g a b o u t day c a r e a s did the C l a r k e C o u n t y , V i r g i n i a B o a r d of S u pervisors. O n the h o m e front, the H e n r i c o B o a r d of S u p e r v i s o r s a p proved a rezoning c a s e for property a d j a c e n t to t h e H e n r i c o G o v e r n m e n t C o m p l e x to b e u s e d for a f r e e standing private center which would provide county e m p l o y e e s with day care. E m p l o y e e s working in t h e C h e s a p e a k e a n d P o t o m a c Telephone Regional Building Center, w h i c h i s c l o s e by, c o u l d a l s o utilize the facility. S i n c e the s e m i n a r , all a r e a localities are monitoring several day care projects w h i c h are going through t h e p r o c e s s of a p p r o v a l f o r z o n i n g , p l a n n i n g a n d d e v e l o p i n g , a n d lic e n s i n g but no s p e c i a l c o n s i d e r a t i o n i s b e i n g g i v e n to a p p l i c a n t s . Not only did the position paper on child c a r e and the s e m i n a r motiv a t e t h i n k i n g a n d d o i n g but other ideas and thoughts were expressed. R i c h m o n d A s s i s t a n t City Manager J a m e s Wilson said roadblocks w e r e identified through Metro Altern a t i v e s that m a y not h a v e b e e n otherwise. " T h e city has a specific r e q u i r e m e n t that e a c h child day c a r e c e n t e r h a s to h a v e a c e r t a i n n u m b e r o f f e e t of o p e n s p a c e p e r c h i l d . W i t h t h e c o s t of r e n t i n g o r o w n i n g property, that r e q u i r e m e n t m a y be u n r e a l i s t i c . T h a t regulation m a y b e o n e of t h e r e a s o n s w h y d a y c a r e is e x p e n s i v e a n d w h y more fac i l i t i e s a r e n o t l o c a t e d in p o r t i o n s o f t h e c i t y w h e r e it i s n e e d e d t h e m o s t , in l o w i n c o m e c o m m u n i t i e s . " W i l s o n a l s o s p e c u l a t e s that more " r e d t a p e " m a y be p r e v e n t i n g c e n ters for t h o s e toddlers under two y e a r s of a g e : " R e q u i r e m e n t s a r e e x c e s s i v e for that a g e g r o u p but the red tape i n c l u d e s m o r e t h a n local g o v e r n m e n t . " A s the Alternatives g r o u p k e e p s d i s c o v e r i n g , it w i l l t a k e a l l l e v e l s of g o v e r n m e n t a n d f u r t h e r d i s c u s s i o n to o v e r c o m e t h e r e g u l a tions. T h e day care project w a s a logical p l a c e to s t a r t for M e t r o A l t e r n a t i v e s s i n c e m a n y w e r e a w a r e of t h e n e e d , b u t it t o o k a s p e c i a l p l a n n i n g g r o u p to pull the s o u r c e s t o g e t h e r a n d channel those ideas and energies i n t o a r e s u l t . A s i n d i c a t e d by H e n rico's Drumwright, " T h e ingredients (for the s o l u t i o n to d a y c a r e ) w e r e out there but no o n e w a s stirring the ingredients." "A planning group by description with a trio of government, business and volunteer input by design, Metro Alternatives is rethinking and reorganizing human services in Metro Richmond." Housing For The Mentally III W h i l e in a r o u n d t a b l e d i s c u s s i o n , Metro Alternative m e m b e r s spotted a s e c o n d problem they could tackle. H o u s i n g for the mentally retarded a n d m e n t a l l y ill w a s a n i s s u e t h a t r e occurred during those talks. Richmond alone h a s the majority of g r o u p h o m e s in V i r g i n i a f o r t h e mentally disturbed and other area l o c a l i t i e s a r e b e g i n n i n g to f e e l t h e same pressure. A l t h o u g h the group is w o r k i n g from a regional base, Henrico C o u n t y i s t a k i n g s o m e s t r i d e s of i t s o w n . T h e c o u n t y m o v e d its group h o m e f r o m a h o u s e to a p r i v a t e rental a p a r t m e n t d e s i g n e d for the handicapped. Henrico's Drumwright e x p l a i n e d w h y the c o u n t y c h a n g e d : " T h e national e c o n o m y m a y s e e w a y for a p a r t m e n t s i n s t e a d of h o m e s . A p a r t m e n t s o f f e r f l e x i b i l ity a s f a r a s h o w m a n y r e s i d e n t s t h e r e a r e f r o m m o n t h to m o n t h a n d t h e r e is no n e e d to look for a c o r p o rate i n v e s t m e n t (to b u i l d a f a c i l i t y ) to o f f e r a p l a c e f o r t h e s e r e s i d e n t s . " Chesterfield and Hanover counties are following similar plans. According to C h e s t e r f i e l d ' s R o b e r t M a s d e n , the c o u n t y is a p p l y i n g for a $300,000 grant from the Virginia Dep a r t m e n t of M e n t a l H e a l t h a n d M e n t a l R e t a r d a t i o n to b e u s e d m o s t l y for supervised apartments and group h o m e s . Hanover has applied for a S e c t i o n 8 h o u s i n g grant for mentally retarded individuals. Nan S i l v e r t h o r n e , d i r e c t o r of H a n o v e r ' s social s e r v i c e s department, is also e n t h u s i a s t i c about private assist a n c e : " W e ( H a n o v e r C o u n t y ) received $1,500 from an organization in t h e c o u n t y to b e u s e d f o r s u b s i dized h o u s i n g . T h e contribution dep e n d e d on a n e q u a l m a t c h but, by t h e e n d of S e p t e m b e r , p r i v a t e d o n a t i o n s a l l o w e d u s to m e e t our g o a l . " Analyzing The Cuts Not o n e d o c u m e n t or p a p e r a n a lyzes the funding c u t b a c k s (federal, s t a t e a n d local) e x p e r i e n c e d by a g e n c i e s a n d s e r v i c e s in t h e R i c h m o n d area. W h o k n o w s w h e r e the g a p s a r e , or w h a t is b e i n g duplic a t e d ? No o n e — n o t until Metro Alt e r n a t i v e s g i v e s t h e f i n a l r e p o r t of its f i s c a l i m p a c t s u r v e y w h i c h will m e a s u r e t h e i m p a c t of t h o s e c u t s . A s a Metro Alternatives m e m b e r explained, " T h e survey will a n s w e r three things. B u s i n e s s e s c a n dec i d e w h i c h a g e n c y r e q u e s t s are the m o s t d e s e r v i n g of t h e i r d o n a t i o n s , a g e n c i e s and b u s i n e s s c a n do s o m e long range planning a n d duplication of s e r v i c e s c a n b e r e d u c e d . " The survey, now completed, w a s an ambitious project. Metro Alternatives mailed over 300 standardized q u e s t i o n n a i r e s to a g e n c i e s a n d organizations which received funding in t h e p a s t f e w y e a r s including HOME, Jewish Family Services, The Science Museum, Richmond Redevelopment and Housing Authority, local recreation departments and the Federal Arts C o u n c i l . No organization w a s overlooked. T h e q u e s t i o n s v a r i e d , too. S o m e w e r e s p e c i f i c about funding and the p e r c e n t a g e of f u n d i n g s u p p l i e d by government, private contributions, or u s e r f e e s . O t h e r s w e r e d i r e c t e d at s e r v i c e l e v e l s — p o s s i b l e w a i t i n g (Continued on next page) O Q oI < o DC Reviewing questionnaires from the fiscal impact survey are (from left) George Drumwright, Henrico County, Larry Walton, United Way, Jill McCormick, project director, and James Watts, Metro Chamber. �O Q l i s t s of potential c l i e n t s , or the possibility that s e r v i c e s could be s h a r e d with another organization. A g a i n , the r e s p o n s i b i l i t i e s for the survey w/ere apportioned a m o n g m e m b e r s of Metro A l t e r n a t i v e s . T h e project director, J i l l A. M c C o r m i c k , was e m p l o y e d by United W a y and Metro R i c h m o n d C h a m b e r . A s the deadline a p p r o a c h e d to return the questionnaires, volunteers from Henrico County Homemakers Ext e n s i o n C l u b operated a telephone bank from the C h a m b e r ' s o f f i c e s to remind r e s p o n d e r s to get their survey in the mail. T h e United W a y rec e i v e d the q u e s t i o n n a i r e s and tabulated the r e s p o n s e s by computer. By the first w e e k of October Larry W a l t o n , e x e c u t i v e director of the United W a y , w a s able to give a general direction of the n e e d s of the area and the impact of the funding c u t s . More than 60 percent of the a g e n c i e s and organizations responded. " I n the preliminary report, three a r e a s s t a n d out a s being d r a s t i c a l l y hurt. H o u s i n g , e m p l o y m e n t and p l a c e m e n t a s s i s t a n c e , and employment programs are at the top. Emerg e n c y s e r v i c e s like food, fuel a s s i s t a n c e and s h e l t e r a l s o rank high. R e c r e a t i o n programs are currently s u s t a i n i n g t h e m s e l v e s but the c u t s have certainly af f ec t ed t h e m , " Walton s a i d . Metro Alter nat iv e s h o p e s the b u s i n e s s c o m m u n i t y will refer to the f i s c a l impact survey report. T h e report will be p u b l i s h e d , with the aid of the C h a m b e r and key busin e s s people, in a form u s e f u l to the b u s i n e s s c o m m u n i t y . T h e purpose, a s indicated earlier, is to let the b u s i n e s s e s and i n d u s t r i e s know w h e r e the c u t s are a n d , if they w i s h to help, w h e r e to start. G e o r g e Drumwright c a u t i o n s , " O u r purpose is not to favor one a g e n c y or organization over another, but to provide a v e h i c l e for the b u s i n e s s c o m m u n i t y to fine tune and target on i s s u e s of s p e c i a l interest. T h e f o c u s of the report s h o w s t h o s e s e r v i c e s that have been hit the h a r d e s t . " T h e report will be s e n t to busin e s s , c o m m u n i t y and government leaders. A Positive Force O H < CD DC 10 Metropolitan Alternatives has proven to be a positive force in the R i c h m o n d area b e c a u s e its members are credible and it involves " n o t only the p l a n n e r s but the d o e r s . " Getting private and public p a r t n e r s h i p s going c a n be tiring and frustrating s o to s e e them c h a n g i n g attitudes and making w a v e s pro(Continued on page 17) Legal Guidelines By Howard Dobbins General Counsel A recent opinion by the Virginia S u p r e m e Court is an e x a m p l e of res olv i ng one i s s u e only to raise another. Glenmar Cinestate, Inc. v. Farrell and Bentley, 292 S . E . 2d 366 ( J u n e , 1982). In Glenmar, an off-duty police officer directing traffic out of a drive-in theater onto a S t a t e highway w a s found to be an independent contractor, not an e m p l o y e e of the theater, and therefore, the theater incurred no liability for the offic e r ' s negligent direction of traffic w h i c h resulted in a c o l l i s i o n and injury and death. T h e holding is in a c cord with hornbook m a s t e r and servant legal p r i n c i p l e s for it is apparent from the opinion that in his direction of traffic, the off-duty officer w a s given no i n s t r u c t i o n s by the em p l o y er but instead w a s permitted to direct the traffic by s u c h m e a n s and m e t h o d s a s he c h o s e . Inasm u c h a s the e m p l o y er did not reserve the right to control the officer in c o n n e c t i o n with this operation, the o f f i c e r ' s relationship w a s that of independent c o n t r a c t or and not servant of the theater and w a s suffic i e n t to d i s p o s e of the c a s e . Not content with this d i s p o s i t i o n of the c a s e , the opinion stated further relying on N&W Railroad Company, inc. v. Haun, 167 Virginia 157, 187 S . E . 4 8 1 , that i n a s m u c h a s the officer w a s then directing traffic and w a s s t a n d i n g in the public highway that he w a s engaged in the perf o r m a n c e of a public duty and for this r e a s o n a l s o his e m p l o y er incurred no v i c a r i o u s liability for his c o n d u c t . W e believe that the C o u r t ' s r e l i a n c e on i-iaun w a s misplaced. In Haun two p e r s o n s were appointed s p e c i a l police o f f i c e r s for the railroad under p r o v i s i o n s of S e c tion 3944 of the Code of Virginia of 1942 ( S e c t i o n 56-353 of the 1950 Code of Virginia) permitting s u c h appointment for railroads. Under this statute, though paid by the railroad, the o f f i c e r s , w h o s e appointment w a s approved by a circuit court, w e r e authorized to e x e r c i s e all public p o w e r s w h i c h c o u l d be lawfully e x e r c i s e d by any c o n s t a b l e or police officer for the preservation of p e a c e , the arrest of o f f e n d e rs and disorderly p e r s o n s and the en- forcement of l a w s against c r i m e s . S u c h p e r s o n s were c o m m i s s i o n e d with general police power with res p e c t to trains and railroad property and their a c t i o n s in Haun in attempting to arrest t h i e v e s of the railroad w e r e held to be a s police off i c e r s and not a s e m p l o y e e s of the railroad. But in Glenmar, the officer w a s not directing traffic a s a county officer although he might have been wearing a uniform at the time. It appears that his authority w a s not greater than that of any other person at the time. Furthermore, his a c tion in directing traffic w a s not in the s t r i c t e s t s e n s e a public act but one primarily for the benefit of his theater employer. W h e t h e r or not the Virginia Court w a s correct in its reliance on the principle earlier a n n o u n c e d in Haun, insulation of a private employer from the a f f e c t s of an offic e r ' s n e g l i g e n c e under s u c h circ u m s t a n c e s may a l s o have the effect of defeating injured parties rights to recover against financially r e s p o n s i b l e parties and raises other important collateral q u e s t i o n s . If the officer in Glenmar had been a servant rather than independent c o n t r a c t or would his master be s h i e l d e d from his negligence simply b e c a u s e he acted in s u c h a " p u b l i c c a p a c i t y " ? S e c o n d l y , if the employer, w h e t h e r master or contractor, is s h i e l d e d , is the locality from w h i c h the o f f i c e r ' s authority is derived e x p o s e d to liability for his acts? �Meeting The Needs Of The Mentally 111, Retarded Cornmunity Services Boards Work By Pauline A. Mitchell "Collaboration among the individuals, their families, the community, the local governments, the private sector, the public facilities—all are essential to form a network of services—which must In turn form a single system of care for the mentally ill, mentally retarded and substance abusing citizens of the Commonwealth of Virginia. The Community Services Boards are a basic, vital and necessary part of this holistic system of care." J o s e p h Bevilacqua, Commissioner T h e City of Newport N e w s w a s looking for lielp to solve a problem that n a g s every jurisdiction —identifying, treating, preventing, and educating the mentally ill, or s u b s t a n c e abusing employees. City staff first looked to the private s e c t o r , but were c o n c e r n e d that private vendors would have v e s t e d i n t e r e s t s w h i c h may conflict with city n e e d s s o they c a l l e d upon S t e v e C a p o ' , e x e c u t i v e director of the Hampton-Newport N e w s C o m munity S e r v i c e s B o a r d . After disc u s s i n g their problems and n e e d s , C a p o ' e s t a b l i s h e d an E m p l o y e e A s s i s t a n c e Program on a contractual b a s i s . In the a s s i s t a n c e program, troubled e m p l o y e e s receive confidential c o u n s e l i n g from the serv i c e s board staff, who are s k i l l e d in c o u n s e l i n g , treating and e d u c a t i n g people w h o are d e p r e s s e d , emotionally disturbed or have an alcohol/drug problem. T h e s u c c e s s of this program, said C a p o ' , will be due to our " g o o d liaison with both private and public s e r v i c e providers, and no ties w h i c h would conflict with city i n t e r e s t s . " T h e Newport N e w s E m p l o y e e A s s i s t a n c e Program is only one exa m p l e of how the s k i l l s of the serv i c e s boards c a n support a jurisdiction. How C S B s Work C o m m u n i t y s e r v i c e s boards are relatively new. T h e y c a m e into e x i s t e n c e in 1968 with the e n a c t m e n t of Title 3 7 . 1 , C h a p t e r 10 of the Code of Virginia and the e s t a b l i s h m e n t of two s e r v i c e s boards, one in Prince W i l l i a m C o u n t y and one in ArlingAbout T h e Author Mrs. Mitchell is the Director of Information and P u b l i c E d u c a t i o n for the Virginia Department of Mental Health and Mental R e t a r d a t i o n . Aicohoi Rehabilitation, Inc. of Arlington (ARI), a contractual agency of the Arlington, Fairfax-Falls Church and the Alexandria Community Services Boards, began in 1964 and assists some 200 clients a year. Recovering alcoholics spend a minimum of three weeks in a rural setting on a farm, where clients spend their time growing vegetables and feeding hogs. The client's physical health is first restored, then with the support of program counselors and other recovering alcoholics, the client works to become a productive member of the community while maintaining sobriety. Local businesses in Arlington help place ARI graduates in jobs. ton. Nicknamed "Chapter 10" boards, taken from the chapter w h e r e they are referred to in the Code, the community services boards grew rapidly. By the following year 13 more w e r e created and by 1 9 7 1 , there were 14 C S B s in Virginia, operating on a $480,078 allocation from the Virginia G e n e r a l A s s e m b l y . C o m p a r e that with last y e a r ' s f i g u r e s : 37 c o m m u n i t y serv i c e s boards serving more than 98 percent of the s t a t e ' s population, with approximately 500 s e r v i c e prog r a m s operated either directly or contractually, and having expendit u r e s of approximately $122 million. W h e n creating this network to help the mentally ill/retarded, the state legislature gave local governm e n t s , through the s e r v i c e s boards, the responsibility for s e r v i c e delivery, either by direct s e r v i c e s or by c o n t r a c t s . T h e boards are a c c o u n t able for f i s c a l p r o c e d u r e s and their s e r v i c e programs. S c r e e n i n g and placing patients t a k e s place at the local level and only a s a last resort d o e s the state b e c o m e involved. In recent y e a r s more patients are receiving c a r e in the community, c a u s i n g the number of hospital patients to d e c r e a s e . T h e network of local s e r v i c e s with minimum state a s s i s t a n c e has been s o effective that it is now a mandate ( S e c t i o n 37.1-194 of the Code of Virginia) that every local government have a c o m munity s e r v i c e s board, individually or with another j u r i s d i c t i o n , by J u l y 1,1983. E v e n though state involvement a p p e a r s to be removed, the Virginia Department of Mental Health and IVlental Retardation a l l o c a t e s f u n d s (some w h i c h must be m a t c h e d on the local level), monitors s e r v i c e delivery programs for quality and prov i d e s t e c h n i c a l a s s i s t a n c e and support to the s e r v i c e s boards. (Continued on page 18) O Q O I- < z (5 > 11 �Ethical Dilemmas in Public Procurement A Test For Mayors, Council Members, and County Supervisors By Francis C . Lee and Clay L. Wirt P u b l i c o f f i c i a l s frequently find t f i e m s e l v e s in potential c o n f l i c t of i n t e r e s t s s i t u a t i o n s a r i s i n g in the c o n t e x t of public procurement. W i t h the p a s s a g e of the V i r g i n i a P u b l i c P r o c u r e m e n t A c t ( C h . 7, T i t l e II, Code of Virginia) t h i s past s p r i n g , w h i c h is e f f e c t i v e J a n u a r y 1 , 1983, additional q u e s t i o n s are being a s k e d . A n e t h i c a l d i l e m m a s test for m a y o r s , c o u n c i l m e m b e r s and c o u n ty s u p e r v i s o r s relating to public procurement follows. Hypothetical q u e s t i o n s are p r e s e n t e d . T h e ans w e r s , e x c e p t a s noted, are b a s e d on the V i r g i n i a C o n f l i c t of I n t e r e s t s A c t ( C h . 22, T i t l e 2 . 1 , Code of Virginia) a n d the V i r g i n i a P u b l i c Procurement Act. E a c h q u e s t i o n a s s u m e s that you are a mayor, c o u n c i l m e m b e r or c o u n t y s u p e r v i s o r . T h e r u l e s stated herein, however, have equal application to all o f f i c i a l s and e m p l o y e e s at the local level. A n e x c e p t i o n is that o f f i c e r s and e m p l o y e e s of purely a d v i s o r y a g e n c i e s are not prohibited from entering into c o n t r a c t s w i t h their own a g e n c i e s a s long a s c e r t a i n d i s c l o s u r e s and s a f e g u a r d s are met. T h i s a r t i c l e c o n t i n u e s the c o m bined effort of Attorney G e n e r a l G e r a l d L B a i l i e s and h i s staff, the V i r g i n i a A s s o c i a t i o n of C o u n t i e s and the V i r g i n i a Municipal L e a g u e to e d u c a t e local government offic i a l s about C o n f l i c t of I n t e r e s t s laws. 1. A few days before Christmas, a package arrives at your office. Inside is a card from the president of a large corporation that occasionally d o e s b u s i n e s s with the city. The card s a y s " Y o u are doing a super o Q o cc 12 About the Authors Francis Lee is a senior assistant attorney general with responsibility for reviewing all opinions Issued by the Attorney General. In 1968-1970 he served as chairman of the subcommittee of the State Commission Studying Conflict of Interests which had the responsibility for developing the Virginia Conflict of Interests Act. Clay Wirt Is staff attorney for the VML. He Is co-author of a manual for local government attorneys on the Virginia Conflict of Interests Act and has written extensively about the Virginia Public Procurement Act. Willful violation of the Conflicts Act or the ethics section of the Procurement Act subjects you to removal from office and up to a $1,000 fine or one year in jail. job for our city. K e e p up the good work. W e j u s t w a n t e d y o u to have a token of our g r a t i t u d e . " Y o u open the p a c k a g e a n d find a beautiful c r y s t a l d i s h w h i c h y o u e s t i m a t e to be w o r t h $ 5 0 - $ 6 0 . Do y o u a c c e p t the d i s h ? A n s w e r : No. S e n d it back. A l though very s m a l l gifts of e s s e n tially no value may t e c h n i c a l l y be a l lowed by t h e s e two A c t s , the a u thors s u g g e s t that the s a f e s t practice is to totally d i s c o u r a g e or s h u n all gifts r e g a r d l e s s how s m a l l . If a contractor or potential contractor invites y o u to l u n c h , go dutch-treat. If you are offered t i c k e t s to ball g a m e s , for e x a m p l e , r e s p e c t f u l l y regret. T h e P r o c u r e m e n t A c t w a s ena c t e d to the end that procurement p r o c e d u r e s be c o n d u c t e d with a v o i d a n c e of any impropriety or app e a r a n c e of impropriety. If in doubt w h e t h e r to a c c e p t s o m e token of a p p r e c i a t i o n , don't. 2. F o r many y e a r s , W i l l i a m a n d y o u have been c l o s e f r i e n d s . After attending high s c h o o l a n d c o l l e g e together, y o u w e r e best m a n at e a c h o t h e r ' s w e d d i n g s . Y o u r w i v e s are a l s o good f r i e n d s . F o r the past d o z e n y e a r s , W i l l i a m and h i s w i f e have e s t a b l i s h e d a tradition of taking y o u to dinner on your birthday. W i l l i a m o w n s a large hardw a r e s u p p l y b u s i n e s s a n d h a s done t h o u s a n d s of d o l l a r s of b u s i n e s s e a c h y e a r w i t h the city. L a s t y e a r , y o u w e r e e l e c t e d to the city c o u n c i l for the first time. Y o u have been n a m e d c h a i r m a n of the council committee which oversees p r o c u r e m e n t c o n t r a c t s . Including hardware s u p p l i e s . O n e w e e k before your birthday, y o u r e c e i v e a c a l l from W i l l i a m indicating that he h a s m a d e r e s e r v a t i o n s for your birthday dinner at a f a n c y n e w restaurant in t o w n . Do y o u a c c e p t ? A n s w e r : Y e s . It is c l e a r that the motivation for offering and a c c e p t ing the dinner is b a s e d purely on a mutual friendship and not b e c a u s e you are in a r e s p o n s i b l e position on the c o u n c i l and William is trying to win your favor. P u b l i c s e r v i c e d o e s not require you to give up friends h i p s and traditions that were well e s t a b l i s h e d prior to election to council. 3. Y o u have s e r v e d for s i x t e r m s a s mayor of your town. T h e town h a s r e c e n t l y a w a r d e d bids for remodeling the c o u n c i l c h a m b e r s . T h e m a y o r ' s c h a i r y o u have u s e d for over a d e c a d e i s being replaced to m a t c h the n e w decor. Y o u have many s e n t i m e n t a l r e a s o n s for wanting to p u r c h a s e the c h a i r although it h a s outlived its u s e f u l life. Y o u are more than willing to pay a premium for the c h a i r . May y o u p u r c h a s e it? A n s w e r : No. Y o u may not purc h a s e anything from your governing body e x c e p t (1) public utility serv i c e s or (2) goods or s e r v i c e s offered to the general public on a uniform price s c h e d u l e (e.g. recreational s e r v i c e s ) . Y o u r governing body may r e s c i n d any s a l e made in violation of t h i s prohibition within five y e a r s of the date of the sale. Y o u still may be in luck. T h e chair has lost its e c o n o m i c value. Y o u have provided many y e a r s of faithful s e r v i c e to your t o w n . T h e governing body w o u l d probably not violate the C o n f l i c t s A c t if it s i m p l y gave you the c h a i r a s a token of e s t e e m . 4. Y o u s e r v e on the c o u n c i l . Y o u are a s k i l l e d c a r p e n t e r a n d would like to participate in s e a l e d bidding for remodeling work to be done in the c o u n c i l c h a m b e r s . If y o u were a w a r d e d the bid, may you enter into the c o n t r a c t ? A n s w e r : No. E x c e p t in a limited number of c i r c u m s t a n c e s s p e c i f i cally authorized by the C o n f l i c t s A c t , you are flatly prohibited from entering into any contract with your own governing body. T h e fact that s u c h a c o n t r a c t or s u b c o n t r a c t would be a w a r d e d by competitive bidding is irrelevant. In 1975 the G e n e r a l A s s e m b l y added a fairly major e x c e p t i o n to this prohibition against contracting �I with your own governmental a g e n c y . If y o u are a mayor or c o u n c i l m e m b e r from a town or city under 10,000 in population, you may contract with your c o u n c i l in a m o u n t s up to $10,000 per year or $25,000 if the c o n t r a c t r e s u l t s from a s e a l e d bid. Y o u m u s t , however, make it c l e a r in a d v a n c e to your c o u n c i l that you are the one w h o will be doing the work and you must not participate In a n y w a y a s a mayor or c o u n c i l m e m b e r in the d e c i s i o n to a w a r d the contract. (If you are a c o u n t y s u p e r v i s o r from a county under 10,000 in population, you do not have the benefit of t h i s exemption.) 5. You serve on the council. One of your many financial interests in your community is a 5 % ownership interest in a construction firm. Your council has submitted requests for bids for remodeling work in the council chambers. The firm has aslted that you find out for them the procedures for submitting the bid. May this firm in which you own a 5 % interest do remodeling work for the council? Answer: No. If you o w n a 5 % or more interest in a b u s i n e s s or rec e i v e an a n n u a l aggregate c o m p e n s a t i o n of $5,000 or more from the b u s i n e s s ( e x c l u d i n g dividend and interest in co me), s u c h firm is prohibited from c o n t r a c t i n g with your c o u n c i l . If, though, your o w n e r s h i p i n t e r e s t s are l e s s than these a m o u n t s , the firm may c o n t r a c t with the c o u n c i l . 6. You serve on the council. You have no ownership interests and receive no compensation from a construction firm which w i s h e s to do remodeling work in the council c h a m b e r s . Your 21-year-old s o n who lives in your household, however, has a 5 % ownership interest in or receives compensation totaling $5,000 or more per year from this firm. May this firm do remodeling work for the council? Answer: No. Sorry. A n Interest of your s p o u s e or any other relative w h o lives in your h o u s e h o l d is a s s u m e d to be your interest. 7. You serve on the council. A construction firm w i s h e s to bid on remodeling work for the council chambers. You serve free on the board of directors of this firm, and do not own a s much a s H in the firm or receive a s much a s 1(|; per year in compensation from the firm. You do not have a "personal and pecuniary interest" under the Conflict of Interests Act which would prevent this firm from contracting with your council. But should you participate in the decision of the council to award the contract? Answer: No. E v e n though not a prohibited c o n t r a c t under the C o n f l i c t s A c t , the New P u b l i c Procurement A c t prohibits you ( a s an offic e r with official responsibility in the procurement t r a n s a c t i o n ) from participating in the d e c i s i o n on behalf of your c o u n c i l . Y o u must a l s o not participate if you or any person living in your h o u s e h o l d or one of your b u s i n e s s partners holds a position with t h i s firm s u c h a s an officer, director, trustee, partner or the like. T h o u g h the P r o c u r e m e n t A c t d o e s not s p e c i f i c a l l y require you to do s o , it is a d v i s a b l e that you d i s c l o s e to the c o u n c i l and public w h y you are not participating in the d e c i s i o n to award the remodeling c o n t r a c t. 8. You serve on the council. You are a skilled carpenter and would like to enter into a contract to work for the city fire department. May you do s o ? Answer: Y e s . If you fulfill certain s a f e g u a r d s to e n s u r e that you do not take advantage of your public position, you may contract with a " g o v e r n m e n t a l a g e n c y " other than your governing body if (1) you provide written d i s c l o s u r e of the e x i s t e n c e of your Interest in the potential c o n t r a c t to both your governing body and to the fire department and (2) the fire department either (a) a w a r d s the contract through c o m petitive bidding o r ( b ) d e t e r m i n e s in writing and a s a matter of public record that the c o n t r a c t is not appropriate for competitive bidding. Y o u m u s t a l s o totally refrain from any attempt a s a c o u n c i l m e m b e r to I n f l u e n c e the a w a r d of the c o n t r a c t. Y o u thought that the C o n f l i c t of I n t e r e s t s A c t prohibited you from entering into c o n t r a c t s with your o w n c i t y ? No, only with your own " g o v e r n m e n t a l a g e n c y . " Attorney G e n e r a l opinions have c o n s i s t e n t l y held that e a c h department of a city, county or town is c o n s i d e r e d a sep- arate governmental a g e n c y a s long a s that department h a s authority for i s s u i n g the contract. T h u s , in this e x a m p l e , the fire department and not the city c o u n c i l m u s t be respons i b l e for d e c i d i n g w h o will receive the remodeling c o n t r a c t. T y p i c a l exa m p l e s of s e p a r a te governmental a g e n c i e s within c i t i e s , c o u n t i e s or t o w n s i n c l u d e : the governing body, o f f i c e s of c o n s t i t u t i o n a l o f f i c e r s , loc a l boards of zoning a p p e a l s , public s e r v i c e authorities, fire departm e n t s and s c h o o l boards. C i ty and town c h a r t e r s may be a u s e f u l tool for determining w h i c h local government official or department h a s final authority for city or town activities. 9. You serve on the council. You own an interest in a construction firm or you receive compensation each year from the firm. May this firm contract with your city fire department to provide remodeling work? Answer: Y e s , using the s a m e reas o n i n g a s In c a s e Number 8. But if you own 5 % or more of the firm or receive $5,000 or more per year in c o m p e n s a t i o n ( e x c l u s i v e of divid e n d s and interest) e a c h of the s a f e g u a r d s s e t forth in c a s e number 8 m u s t be met. 10. You are chairman of the Board of Supervisors in your county and own substantial real estate holdings in the county. One of your properties abuts the property where the courthouse sits. Population growth and expanded county services create the need for additional courthouse property. May you contract to sell your property to the county? Answer: Y e s . F o r v a r i o u s public policy r e a s o n s the C o n f l i c t of Intere s t s A c t a u t h o r i z e s a limited number of e x c e p t i o n s from the general rules prohibiting you from contracting with your own governing body (or another governmental a g e n c y u n l e s s the v a r i o u s d i s c l o s u r e , non(Continued, page 17) ORDINANCE CODIFICATION Looseleaf Supplement Service M UNICIPAL CODE CORPORATION I y LavvEdi^oria. Staff p. O. l o x o IMS T A l l A H A S S I I , riOtlDA T . k p h . n . (W4) Modern C o m p u t e r T e c h n o l o g y O Q 32304 574-317. • Serving 1,650 cities and counties in 47 states, 44 in Virginia a > 13 J �P U B U C ADMINISTRATION SERVICE Providing m a n a g e m e n t a s s i s t a n c e and consultant s e r v i c e s to l o c a l , r e g i o n a l , and s t a t e g o v e r n m e n t s since 1 9 3 3 . 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City Telephone. 14 _Title_ Name _ Address_ State. -Zip. �Professional Directory SCS ENGINEERS • WATER SUPPLY • WASTEWATER TREATMENT • SANITARY LANDFILL DESIGN , GAS PROTECTION AND RECOVERY 1 1 2 6 0 R o g e r B a c o n D r i v e , R e s t o n , V a . 2 2 0 9 0 • (703) 4 7 1 - 6 1 5 0 C o l i f o r n i a • WQshinglon • K e n t u c k y Hates Ranning •South Studies reasjbility COMMUNITY DEVELOPMENT CONSULTING 400 E a s t M a i n Street Richmond, Virginia 23219 P H O N E 804/649-8627 Carolina HIDR T H E HATHAWAY H O U S E 103 C E N T R A L S T , P 0 BOX 749 W E L L E S L E Y , M A S S A C H U S E T T S 02181 T E L E P H O N E (61 7) 237-581 5 Studies Design PLANNING • LANDSCAPE A R C H I T E C T U R E • ENGINEERING S o u t h e r n E n g i n e e r i n g C o m p a n y ol V i r g i n i a 1 8 0 0 P e a c h t r e e Street, N.W. Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 C H O O A T , R U B A C K & A S S O C I A T E S , INC System HARLAND BARTHOLOMEW & A S S O C I A T E S , INC. Southern Engineering S T E A R N S .CONRAD AND SCHMIDT CONSULTING E N G I N E E R S , INC. H e n n i n g s o n , D u r h a m S. R i c h a r d s c DESIGNER PUBLIC UTILITY Relaying Metering CONSULTANTS Engineers • Consu'tanCs • Planner Dale Building - Suite 224 . 1504 S a n t a R o s a R o a d Richmond, VA 2 3 2 8 8 - Phone (Si BALDUAn RHD ^ GREGG LTD. 804-288-4051 Austin Drockenbrough ondAssockrtes \ m Cnnnett Fleming Consulting Engineers CIVIL • MECHANICAL ELECTRICAL • PLANNING S U R V E Y I N G • INDUSTRIAL FACILITIES AND PfiOCESS DESIGN • HIGHWAYS • WATER Engineers Planners ^"^1 E N G I N E E R S AND P L A N N E R S N O R F O L K No. 11 Koger Executive • FAIRFAX Center Fairfax Professtonat Suiie 250 Norfolk. VA. 23502 Building • Suife 7 3545 Cham Bnrlge Roar Surveyors Fairlax, VA. 22030 . RICHMOND, VIRGINIA 23219 • PHONE » WATER WASTEWATER SOLID WASTES PIRNIE ENVIRONMENTAL ENGINEERS. SCIENTISTS i PLANNERS Three Chopt & Parham Roads, Richmond 2 3 2 2 9 AND MALCOLM HANSEN PIRNIE, INC 301 H I D E N B L V D . N E W P O R T N E W S , VA 804-599-5511 Langley and McDonald Hurt & Proffitt, Inc. ENGINEERS'PLANNERS'SURVEYORS Engineers • Planners • Surveyors Higtiways-Utilities-Waterfront Facilities-Municipal Comprehensive Planning-lndustrial Park Development 1933 WATKR WtHiKS SEWEIIAGE H E F U S E IMSPOSAI, AlM'ItAlSAl, MI:NI(;I!'AI, I-I.ANNIN' HATE Water, Wastewater, Solid Wastes, Soils & Foundations L a n d Development Site Plans Residential, Commercial & Industrial Subdivisions. R o a d , D a m s . Airports Fort A v e . L y n c h b u r g , V A 2 4 5 0 1 ( 8 0 4 ) 8 4 7 - 7 7 9 6 F R E D E R I C K G . G R I F F I N , I'.C. Consutiing E n g i n e e r s STUDIE 3229 W a t e r l i c k R o a d , r^ynchbiirg, K. S T U A R T R O Y E K & A S S ( ) ( l A T E S , IN<; Consulting V A 24504 Engineers (804/237-2044) THE PITOMETER ASSOCIATES (212) 267-8288 Engineers ^v!:^7^>^-^ Water Waste Surveys Trunk M a i n S u r v e y s Water Distribution Studies Special Hydraulic Investigations TOO C h u r c h St., N e w Y o r k , N. Y . 10007 Chic;igo Columbia Atlanta New^ M i l f o r d , C t . BODIE, T A Y L O R AND PURYEAR, INC. CONSULTING o Q ENGINEERS 611 R e s e a r c h R o a d . Boi 8687 (804) 2 8 2 - 7 6 5 7 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • Industrial W a s t e T r e a t m e n t • Treatability S t u d i e s • 140 S y l v a n A v e n u e , P . O . B o x 1218 EnglewoodClilts, N.J. 07632 201-567-8990 • 4 0 5 S o , P a r l i a m e n t D r i v e , S u i t e 101 Virginia B e a c h , Va 23462 804-499^8508 (able Tfk-vision • TV Broadcast • I'ublic Siifcty Communications Systems • .Marm Systems • I'^lcctrical Dcsijjn • Fedora] Communications C<immission .\pplication and I'rt'p;iration • I-'.xpert Testimon> and Witness CH2M ::HILL I Complete Engineering Services M u n i c i p a l and Industrial Waste Trcat! ment, Power Systems, Structures, engineers \d Wastes. Water R e s o u r c e s , Water planners , S u p p l y a n d T r e a t m e n t , Transportation economists scientists \1 Roland C l a r k e Place • R e s t o n , V i r g i n i a 22091 701/620-5200 P,0, B o x 2901 Richmond, Virginia 23235 804-794-6823 < z o R. KKNNi/rii \S ENGINEERS Water Sup and Purification • Sewerage and 3e\\age 1 r e a t i n e n t Streets and H i g h w a y s • Ituestlgations and Reports • S u i x - i - v i s i o n of C^oiistniciion. 2733 T i D E W A T i R D H , NORFOLK. \. DC > 23509 15 �GERAGHTY & M I L L E R , INC. S44 WEST S T R E E T ANNAPOLIS MD 21401 (301) 2M-7730 S BATON ROUGt HARTFORD HOUSTON W PaLM BEACH CMAMPAIGN-UR6ANA TECNOMICS • RATE S T U D I E S • CONSOLIDATION/ANNEXATION S T U D I E S • MICRO C O M P U T E R PROGRAMMING • TRANSPORTATION S T U D I E S 100 ARDMORE S T R E E T B L A C K S B U R G 24060 703-552-5609 TRAFFIC 2511 B A L T O . , MD. POSTS RECREATION PRODUCTS DIV. 21215 { 2 0 2 ) 842-I160 CFICE: ALUMINUM 'ASSOCIATES BLANKS PERRY Toll F r e e 1 - 8 0 0 - 3 6 8 - 2 2 9 5 LEESBURG PIKE SUITE 502 CHURCH.VA. 22043 703/893-0711 Coroorstion consultiDQ WATER, SITE WASTEWATER, DEVELOPMENT, STRUCTURAL STREETS , , K. P L A I N E s t u d i e s • Facility Planning Design C o n s t r u c t i o n Management • Operations Water/Wastewater • Solid Waste Hydraulic S y s t e m s & Structures IC CONTROL HIGHWAYS.BRIDGES American Uniform Sales, Inc. • A R C H I T E C T S • P L A N N E R S GrccuJiorne 10710 LEE HIGHWAY, SUITE PHONE 703 • S U R V E Y O R S & O'Mara, Inc. PHONE Municipal Audits Federal — Head Start — C E T A — HUD; A - 1 0 2 Single Audits A ENGINEERS 2315 SAINT PAUL STREET BALTIMORE, MARYLAND Reston lntsrnational Dealer. Suile I H D II8DD Sunrise Valley Driie. Reslon. VA 22091 703-860-2400 16 municipalities anid public agencies t o o S o u l t i Mam Street 273-8700 B n d g e w a t e r Virginia 2 2 8 1 2 ( 7 0 3 ] 8 2 8 2616 Florida—West Virgttita—Georgia—Maryland PLAYGROUND and PARK E Q U I P M E N T GAME BY TIME, I N C . CUNNINGHAM AbSOC. INC. B e x 9 5 5 4 L^ikeside B r . , R i c h m o n d , V a . 2 3 2 2 8 Phone 804 262-2401 COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES BENGTSON, D e B E L L , E L K I N &TrrUS CONSULTING ENGINEERS. SURVEYORS & PLANt«ERS Centrevllle. VA 703-631-9630 Silver Spring. MD 301-439-0055 Leesburg. VA 703-777-1258 C E M A G U I R E , INC. MMMIBI!!8^ ARCHITECTS • ENGINEERS • PLANNERS 229 W E S T B U T E S T NORFOLK V A 23510 1 8 0 4 ) 6 2 3 1641 Wastewater Treatment Systems • T ransporlatJon Municipal Facilities • Water and Sewerage Systems Waterfront Facilities • Environmental Studies Construction Management • Surveying z o C o m p l e t e p r o f e s s i o n a l s e r v i c e s for V.ll.» 0(lic«: George C u n n i n g h a m , Field Representative "imagineered" CIVIL AND ENVIRONMENTAL ENGINEERS WATER AND WASTEWATER a D'Cte$s,onal corporation Engineers , Surveyors . Planners 1 0 5 2 3 Mam Street, Fairfax, Virginia 2 2 0 3 0 , ( 7 0 3 ) 21218 235-3450 14003 MINNEVILLE RD DALE CITY VA 22193 MONTGOMERY ENGINEERS OF VIRGINIA. INC. Patton, Harris, Rust & A s s o c . Main Oftica: (301) < Boston, Philadelphia, New York, St, L o u i s , S y r a c u s e . White Plains 941-9382 J A M E S M. B R I D G E S , CPA Q Z < ConsultingEngineers 1 2 0 0 15th Street N,W, Washington, D . C . 2 0 0 0 5 [202) 861-0026 703-385-9800 WHITMAN, REQUARDT AND A S S O C I A T E S J A M E S BRIDGES, LTD A PROFESSIOrJAL CORPORATION Certified Public Accountant lHaBniENSGERE 202 David A. Minter o • Engineers/Consultants Reading, PA 215-378-9300 Hunt Valley, MD 301-667-6020 3ADIIA -laV'UU MARINAS E N G I N E E R S (703) 5 9 0 1 1 3 1 (703) 670 6300 Box K228 Koger Executive Center Richmond, Virginia 23288 T E R R A Q U A R e s o u r c e s Corporation e n a m e e r s DRAINAGE,FLOOD DESIGN Charles R Velzy Associaies. Inc Consullmg Engineers 355 Wain Sireet Afmonk, New Yofk 10504 0^ 7 700 FALLS Enoineenno fBcDL/iG INCORPORATED REFLECTIVE SHEETING TRAFFIC SIGN F A C E S m 1531 North Main Street B l a c k s b u r g , Virginia 2 4 0 6 0 (703) 5 5 2 - 5 5 4 8 r\\R • Solid W a s t e / E n e r g y R e c o v e r y • Water Pollution C o n t r o l • Air Pollution C o n t r o l • Induatrlal W a s t e T r e a t m e n t TRAFFIC SIGNS Shannon-Baum, Inc. P.O. BOX Consulting Engineers Environmental Laboratories Industrial and Municipal ARCHITECTS/ENGINEERS/PLANNERS Blauvelt Engineering C o . Consulting Engineers 452 Soulhlake BoulevanI 142 W Vork Street 5203 Leasbarg Pike. Salle 8 Richmond. VA 23236 Suite 710 Falls Chorcli. VA 22041 804 749-1174 Noilolk.VA 23610 703 998-0100 804 627-2939 AMBULANCES, COIVIMUTER B U S E S , 4 dr. L I M O U S I N E S 6 dr. H e a r s e & A m b u l a n c e S a l e s Inc., 8 0 1 1 Jefferson Davis Hwy., Richmond, Va. 23237 Ph. 1-804-275-2624 Plannlrrg Dealgii InspKlion or aiW Diaxiage • Energy Consenala Waste Systems M i c h a * l K. Berlin Municipol Services Manager ioit Central Region BROWNING-nRRIS INDUSTRIES P.O. Bo. 8733 8WI Airport, Morylond 21240 Bolt^ (301) 796-8850 Telex^ 87-487 �(Ethics, from page 13) participation, and bidding requirements are met). The Conflicts Act authorizes you to enter into a contract with your governing body to sell, lease or exchange real property. You must though, disclose in advance your interests to your governing body and disqualify yourself in your official capacity as county supervisor from participating in any aspect of the discussion or vote whether to purchase the property from you. Your non-participation must be set forth as a matter of public record. 11. You are on the council of your city and work 40 hours a weel( as an employee of General Electric. As a council member and as an employee of General Electric you are not in a position to influence a proposed contract between any agency or any department of your city and General Electric. May General Electric enter into such contract with your locality? Answer: Yes. The Conflicts Act (as an exception to the general anticontracting rules) authorizes this firm to enter into such a contract because your sole interest in the contract is employment by the contracting firm. You loose this exemption, if you have authority to participate on behalf of your local government or the private firm in the procurement or letting of the contract. 12. You are mayor of your town. You have a material financial interest in a local bank. [That Is you have a personal and pecuniary interest in the bank amounting to 5% or more ownership interest or yearly compensation, excluding dividends and interest, of $5,000 or more.] May your municipality invest its idle funds in your bank? Answer: Yes. Another major exception to the anti-contracting rules between you and your municipality is "employment by, ownership of an interest in, or service on the board of directors of public service corporations, financial institutions or companies furnishing public utilities . . ." You must disqualify yourself from any participation in your capacity as mayor in the decision whether or not to invest in your bank. This means that prior to the investment you will notify the governing body of your financial interest. You should do it in such a fashion that the general public will know why you are not participating in the matter. Although you are not specifically required to do so by the Conflicts Act, a good practice would be to have a written letter in the Council file with a copy to the Commonwealth's Attorney stating your nonparticipation and a notation to this effect as part of the council minutes. You must not only not participate in any actual vote to invest but you must totally stay out of any consideration of the matter or attempt to influence the decision. You should also know that each January you are required to file a written disclosure of the existence of your interest in the bank with your governing body and the Commonwealth Attorney of your locality. This filing is required because you should have reason to believe that you have a material financial interest which may be substantially affected by actions of your governing body. 13. You are a council member and your spouse is a principal owner of a contracting land development firm. This firm brings a zoning appeal before the city council for land it proposes to develop. Would you participate in the question? Answer: No. The interest of your spouse (or any family member who resides in your household) is treated as your own interest. You thus have a material financial interest in the zoning decision ("a transaction") before your agency. The transaction is one "not of general application." That is, the transaction directly affects your financial interests. It does not simply have "general application" throughout your town. An example of a transaction of "general application" would be the vote of a council member who is also an owner of real estate on the comprehensive town zoning plan. This transaction is one of general application because a comprehensive plan focuses on the general interests of the community and not the private interests of the council member. You must disclose your interests and disqualify yourself from any consideration of the zoning decision. As suggested in the answer to case number 11, disclose in such a fashion that your governing body and the public will be aware of your interest and in your capacity as a council member, stay out of the zoning decision altogether. 14. You are on the council and are forced to disqualify yourself from participating in a council decision whether or not to rezone your property. Once you have properly disclosed your interest and disqualified yourself from any participation in the matter as a council member, may you move to the other side of the council table and argue your personal interests just like any other private citizen? Answer: Good news. Move to the other side of the table and go to it. Your election to public life does not mean that you have to give up your private rights. But make it abundantly clear that you are speaking (arguing, urging, pleading, scolding) not in your capacity as a council member, but as a private citizen. The drafters of the Conflict of Interests Act took great care to assure that you could serve as a mayor, council member or county supervisor without unduly interfering with your private life. The recent Procurement Act continues this same focus. The Conflicts Act enacted in 1970 repealed and superseded some 25 different conflict of interests statutory provisions and numerous local charter and ordinance provisions inconsistent with the Act. It sought to establish clear and well understood standards to govern ethical conduct so that public officials could be judged fairly by the public and so they could know what is expected of them in terms of continuing their private careers or business interests while fulfilling their public office. We hope that you scored well on our test. As a minimum we hope you have a clearer understanding of what the Virginia Conflict of Interests Act and the new Public Procurement Act expects of you should you find yourself in any of our hypothetical fact situations. ('Metro, from page 10) duces a feeling that makes people lean back in their chairs and sigh an expression of deep relief. As Jim Wilson of Richmond says, "Alternatives has the authority and responsibility to do the things the city can't do. The group used a process as an opportunity to do something. We're hoping the process will become an institution, not the exception." �(Boards, Market Makers and Investment Bankers Salomon Brothers Inc from page 11) Essential to g o o d c o m m u n i t y service is the k n o w l e d g e and experience of m e m b e r s a p p o i n t e d by t h e local governing bodies t o the c o m m u n i t y services boards. Each board m u s t have at least five m e m b e r s and not more than 15. Localities decide t h e number of members and a p p o i n t t h e m e m b e r s based on population or t h e n u m b e r of precincts or magisterial d i s t r i c t s each jurisd i c t i o n has. For example, the most recent established board c o m p r i s e s three j u r i s d i c t i o n s , each having three magisterial d i s t r i c t s . The localities d e c i d e d to have nine members, o n e f r o m each magisterial district in each j u r i s d i c t i o n . The c o m m u n i t y services boards help localities by providing local professional expertise, advising local g o v e r n m e n t s on services and alternate s o u r c e s of revenue, develo p i n g programs for the unmet needs of citizens and serving as an advocate for c l i e n t s and services in their j u r i s d i c t i o n s . Core Services Member of Major Securities and Commodities Exchanges One New Y o r k P l a z a . New Y o r k . N . Y . 10004 «!i5H()RNER «iiS»R^SOAlj:S, 725 CHURCH STREET 804-846-2711 LYNCHBURG, VIRGINIA PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. PATRICIA A. COOPER THOMAS W. ROBERTS, JR. CAMP DRESSER & McKEE o a z < 7630 Little River Turnpike, Suite 500 One World Trade Center. Suite 2637 Annandale. Virginia 22003 New York, New York 10048 703 642-5500 212 432-6700 environmental engineers, scientists, planners, & management consultants R.W. B E C K AND ASSOCIATES Engineers O > 18 COM and Consultants Utility Planning, Management and Design Services, Rate and Contract Evaluation Technical and Economic Evaluation. Utility Property Appraisals Load Management and Energy Conservation Analysis Energy Source Evaluation, Fossil - Nuclear - Hydro Solid Waste - Solar 40 Grove Street Wellesley, Mass. 02181 (617) 237-4870 1510 E . Colonial Dr. Orlando, Fla. 32803 (305) 896-4911 As a result of legislative changes in 1980, five basic core services m u s t s o o n be in place in each locality and available to all citizens, regardless of place or residence; —emergency services on a 24hour basis; —inpatient services for mentally ill, s u b s t a n c e abusing or mentally retarded persons; —day s u p p o r t / o u t p a t i e n t services w/hich i n c l u d e non-residential day s u p p o r t a c t i v i t i e s a n d social s u p p o r t ; —residential services, including respite care f o r individuals living w i t h t h e i r f a m i l i e s ; and —prevention and early intervent i o n services. To ensure that these core services are in place, t h e Virginia Department of Mental Health and Mental Retardation is allocating approximately $11 m i l l i o n during the 1982 -1984 b i e n n i u m to fill in the gaps where the c o m m u n i t i e s lack the necessary resources. Many community services boards, s u c h as in Chesterfield County, or the City of R i c h m o n d , are s i n g l e j u r i s d i c t i o n boards. " T h e s e usually result in a higher sense of o w n e r s h i p by the c o m m u n i t i e s , " said Paul G i l d i n g , c o m m u nity services board administrator for the Virginia Department of Mental Health and Mental Retardation. " H o w e v e r , " he c o n t i n u e d , " s o m e boards, s u c h as t h e Fairfax/Falls Church Board, are multijurisdictional but operate as effectively as a �single j u r i s d i c t i o n b o a r d . " They also enjoy, he a d d e d , g o o d s u p p o r t f r o m t h e local governing jurisdict i o n s , both in tax dollars and interest in p r o g r a m s and services. FINANCIAL AND YARGER MANAGEMENT CC3NSULTANTS ; AND A S S O C I A T E S , INC. Position Classification and Pay Plans Management and Financial Studies Test Construction-~Fire and Police Studies • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification and Pay Studies • Executive Search and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Gove-rnmental Status Studies "It would be a mistake for the community services board s y s t e m to become a 'state' s y s t e m . " Over O, B O X 45 Surveys Year 2830 M a r y S t r e e t F a l l s C h u r c h , V a . 22042 703/560-6900 MUNICIPAL ADVISORS INCORPORATED " T h e greatest s u c c e s s of the services b o a r d s , " said G i l d i n g , " i s in the d e v e l o p m e n t of an effective partnership between local and state g o v e r n m e n t . The state can pull in more tax dollars, w h i c h is understandable, because t h e localities often lack t h e f r e e d o m t o generate local dollars. It w o u l d be a mistake for the c o m m u n i t y services board system to ever b e c o m e a 'state' syst e m . O n t h e local level, it is flexible e n o u g h to reflect local needs a n d interests." 600 Our 30th V I R G I N I A B E A C H , V A , 2.1458 804,422-1711 REFURBISHING SPECIALISTS On All Types of Fire Apparatus J. C. MOORE INDUSTRIES • FREDONIA, PA. 16124 "YOU GET MORE FROM MOORE' • MOORE SERVICE • MOORE SATISFACTION • > MOORE WATER • MOORE QUALITY WORKMANSHIP C A L L 24 HOURS A D A Y FOR S E R V I C E PHONE (412)475-3185 REFURBISH REPAIR REPOWER REPAINT — REMODEL- REBUILD RECONDITION FABRICATIONS MODIFICATIONS -IN STATION SERVICE EFHutton talks public powerfinandi^. E.R Hutton's Public Power Finance Group has demonstrated its abrlity to generate n e w financing ideas and carry them out successixiUy We have the experience, the l<now-how, and the distribution network w h i c h could mal<e your next financing a success in w a y s you m a y not have anticipated. A s managers or co-managers of numerous public financings, w e have proven our ability to create innovative approaches to complex tax-exempt financings. W e have the second largest capital base in the industry. W e also have the willingness to use our capital to maintain a secondary market in issues w e manage. A n d our distribution capability is extensive, w i t h 2 6 5 offices across the country. In addition to our growing retail business, our institutional business has g r o w n to over 1/3 of our total securities business. For your next public power offering, w h y not give Marshall Lincaster a call at (212) 7 4 2 - 2 8 9 2 , Steve Sloan at (212) 7 4 2 - 6 6 5 1 , or Bill Sachau at (213)488-3551. Learn w h y so m a n y people in public power say that it pays to listen w h e n E.F. F-lutton tall<s. E.E Hutton & Company Inc. One Batteiy Park Plaza, New York, Hew York 1 0 0 0 4 (212)742-5000 When EFHuthm talks, people listen. o o o > 19 �TASK CUL-DE-SAC WORK 570A SOJUnON CUT AN 18-FOOT TURNING CIRCLE WITHOUT A SKID Just articulate the frame a full 22 degrees. And make a complete turn in the width of a standard two-lane street. Only John Deere's 570A lets you do cul-de-sac work in just 18 feet (5.49 m). All without a skid. A specially designed lock/unlock differential lets the inside wheels move slower than the outside wheels. That means no spinning or skidding in sharp turns. And a smooth job with fewer passes. Find out how the 570A can fit into your tight places. Contact your John Deere dealer soon. John Deere, Molina, Illinois. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 11 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource November 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198211 https://www.virginiaroom.org/digital/files/original/69/6447/198212.pdf 7d983b6f535256eeb88b99db3591ffd8 PDF Text Text �The Best Price is the Lowest Total Cost Total Cost Evaluation Lets You Know What's Beyond The Purchase Price That low bid price is always tempting. Especially when you're up against reduced revenues and tighter budgets. But sometimes that machine with the appealing price tag costs more in the long run. In unnecessary downtime. Higher maintenance and repair. In lower resale. tell what that machine really costs you. And gives you a better idea of costs to project over the next few years. TCE is logical, accurate, fair. It wasn't designed to make any one brand look good. And the information you need is already in your files. We'll be pleased to help you with a Total Cost Evaluation. Even supply some handy record books. With no obligation. It's just another way we can help you justify your future purchasing decisions. Call us. So before you buy a machine, use a simple formula to find out what your present one is costing you . . . a formula we call Total Cost Evaluation. First, take the purchase price. Add the maintenance costs. Plus the repair charges. Then subtract the machine's probable resale price. The final figures Consider the Taxpayer... Consider CAT CARTER M A C H I N E R Y C O M P A N Y , I N C . Salem, N o r t o n , O a k w o o d , Danville, Virginia • Bluefield, Lewisburg, Pineville, West Virginia V I R G I N I A TRACTOR CO., INC. R i c h m o n d , Chesapeake, H a y m a r k e t , W a y n e s b o r o , Virginia Caterpillar, Cat and tB are trademarks of Caterpillar Tractor Co. �Virginia &City Editor Charlotte Kingery Advertising and Business Manager Sandra J . Bacas Telephone 804/649-8471 VOLUME 17 DECEMBER 1982 NUMBER 12 VML President Francis T. West Officers C h a r l e s A. R o b i n s o n , J r . L a w r e n c e A. D a v i e s Vincent J . Thomas S a m W. A d a m s Executive Committee J a c k D. E d w a r d s J a n e L. Hough Arlie C . P a y n e Martha V. P e n n i n e R o n a l d C . Spiggle R o b e r t ! . Williams Past President R a y m o n d F. Ratcliffe Executive Director R. M i c h a e l A m y x 4 Room and Meal Taxes: Revenue Alternatives for Local Government " W h e r e room and m e a l s t a x e s are levied, they bring about 2.74 percent of tax r e v e n u e s to those l o c a l i t i e s . " 5 People 6 Seaside, California Manages with Less " C i t y Manager Roger K e m p cut c o s t s s o m u c h in his city that It got the attention of a nationwide television s h o w . " 7 The Wallerstein Scholarship 8 Ideas On the Cover Colorful bagpipe b a n d s are a major feature of the Scottish C h r i s t m a s Walk, held annually in A l e x a n d r i a . Old T o w n A l e x a n d r i a , w h i c h i n c l u d e s a number of 18th and 19th century h o m e s , traditionally c e l e b r a t e s C h r i s t m a s in the style of its S c o t t i s h founders. Photograph c o u r t e s y of the Virginia State Travel Service. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1982 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $7 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753 Richmond 23206 10 Localities Use Quality Circles " A l t h o u g h quality c i r c l e s have not been Implemented to an extent In Virginia, other local g o v e r n m e n t s have found them w o r t h w h i l e . " 12 Is Your Police Department Ready For Accreditation? " T h i s accreditation program may give police d e p a r t m e n t s the m a n a g e m e n t tools they n e e d . " 14 As Action Shifts To The State, Local Level, Is D.C. Obsolete? " C o l u m n i s t Neal P e l r c e q u e s t i o n s w h e t h e r C o n g r e s s still holds its powerful position In the network of government." 17 Indexto Volume 17 18 Calendar o Q z < o I- < z o DC > �Commentary Room and Meal Taxes: Revenue Alternatives for Local Government By Steven P. Hornburg o Q O I< o Within the C o m m o n w e a l t h , local g o v e r n m e n t s are i n c r e a s i n g their attention to room and m e a l s t a x e s a s potential non-traditional s o u r c e s of new revenue. T h e revenue potential of t h e s e t a x e s is s u g g e s t e d by the fact that m o t e l s , hotels and restaurants currently a c c o u n t for 5.6 perc e n t of the non-agricultural work f o r c e and 12.8 percent of taxable s a l e s in Virginia. While 22 c i t i e s , two t o w n s and five c o u n t i e s currently levy a room and/or m e a l s tax, not all l o c a l i t i e s p o s s e s s the authority to i m p o s e s u c h t a x e s . C i t i e s and t o w n s generally c a n draw upon the " g e n e r a l taxing p o w e r s " of their c h a r t e r s in order to levy room and m e a l s t a x e s . C o u n t i e s , in c o n t r a s t , must s e e k s p e c i a l legislation from the G e n e r a l A s s e m b l y in order to u s e t h e s e t a x e s . Moreover, unlike c i t i e s and t o w n s , w h i c h are free to e s t a b l i s h w h a t e v e r rates they might c h o o s e , c o u n t i e s authorized to levy a room or m e a l s tax have been restricted to a m a x i m u m rate set by the state legislature. W h a t happened in the 1982 s e s s i o n of the G e n e r a l A s s e m b l y may ultimately lead to general authority for all l o c a l i t i e s to i m p o s e room and meals taxes. House Joint Resolution No. 54, s p o n s o r e d by Delegate Ralph A x s e l l e , created a joint subc o m m i t t e e to study local taxation of lodgings and m e a l s . After a public hearing and working s e s s i o n , that s u b c o m m i t t e e voted 6-to-5 to reco m m e n d to the G e n e r a l A s s e m b l y that the authority to tax rooms and m e a l s be e x t e n d e d to all localities, with no c e i l i n g s on rates. Although this r e c o m m e n d a t i o n h a s encouraged o p t i m i s m a m o n g proponents of t h e s e t a x e s , the H o u s e and S e n ate F i n a n c e c o m m i t t e e s historically have been unreceptive to the creation of general authority for localit i e s to i m p o s e t h e s e t a x e s . Thus, substantial disagreement e x i s t s over the q u e s t i o n of allowing all l o c a l i t i e s to enjoy s i m i l a r authority in imposing t h e s e t a x e s . Major DC > About the Author Mr. Hornburg is affiliated with the Institute of G o v e r n m e n t at the University of Virginia. proponents of room and m e a l s t a x e s are obviously the l o c a l i t i e s that realize revenue from the tax. T h e y argue that this type is a local i s s u e that s h o u l d be decided at the local level. T h e e x i s t i n g patchwork of authority granted to levy the t a x e s is c o n s i d e r e d inequitable bec a u s e it treats l o c a l i t i e s i n c o n s i s tently. ( T h i s problem is e s p e c i a l l y evident in the differential treatment of c i t i e s and counties.) Another argument for the t a x e s is the need for the r e v e n u e s to cover the c o s t s to a locality that t o u r i s m i m p o s e s . Many argue that the t a x e s are progressive b e c a u s e the ability to dine out or stay in a hotel implies ability to pay the tax. L o c a l r e s i d e n t s benefit, it is argued, b e c a u s e " o u t s i d e r s " pay the tax. F i n a l l y , proponents argue that room and m e a l s t a x e s are good b e c a u s e they are relatively e a s y to administer. In addition, a low rate d o e s not interfere m e a s u r a b l y with b u s i n e s s operations. Principal interest group opposition to room and m e a l s t a x e s h a s c o m e from the hotel/motel and restaurant a s s o c i a t i o n s . T h e s e a s s o c i a t i o n s generally argue that even a m o d e s t tax puts t h o s e b u s i n e s s e s in a taxed j u r i s d i c t i o n at a competitive d i s a d v a n t a g e with t h o s e in a non-taxed locality. L o c a l r e s i d e n t s , it is c l a i m e d , bear most of the burden of the m e a l s tax. Furthermore, b e c a u s e the m e a l s tax is a flat perc e n t a g e , it is r e g r e s s i v e in that fastfood e s t a b l i s h m e n t s are taxed a s well a s elegant r e s t a u r a n t s . Oppon e n t s a l s o hold that it is unfair to s i n g l e out a particular industry for taxation, e s p e c i a l l y w h e n inflation has had an effect on t h o s e industries. A final argument is that, although t o u r i s m d o e s i m p o s e c o s t s on l o c a l i t i e s , the industry a l s o brings g a i n s in the form of tax reven u e s and e m p l o y m e n t to an a r e a . T h e current s t r u c t u r e of room and m e a l s t a x e s is a patchwork of varying rates and authority. No statutory c e i l i n g e x i s t s for the 18 c i t i e s that currently levy the m e a l s tax, with rates varying from a low of 1 percent ( A l e x a n d r i a and F a l l s C h u r c h ) to a high of 5 percent ( P o r t s m o u t h , Suffolk, and V i r g i n i a B e a c h ) . No t o w n s currently levy a m e a l s tax. S e v e n c o u n t i e s , however, have s p e c i a l legislation a l l o w i n g the imposition of a room tax. T o date only five c o u n t i e s have opted to impose the room tax; for four of t h o s e c o u n t i e s , the G e n eral A s s e m b l y h a s imposed a ceiling of 2 percent, while Arlingt o n ' s ceiling w a s set at 5 percent. T h e 21 c i t i e s and two t o w n s that levy a room tax have rates ranging from a low of 1 percent (City of Danville) to a high of 5 percent (City of Portsmouth). B a s e d on data c o n t a i n e d in an initial staff report to the joint s u b c o m mittee by J o h n G a r k a of the Virginia Division of L e g i s l a t i v e S e r v i c e s , reve n u e s from room and m e a l s t a x e s , where levied, represent an average of 2.74 percent of tax revenues a c cruing to t h o s e localities. R e l i a n c e s e e m s to be stronger on m e a l s t a x e s , representing on the average 3.14 percent of tax r e v e n u e s , v e r s u s room t a x e s w h i c h a c c o u n t on the average for l e s s than 1 percent. T h e approximate revenue that could be realized through either a room or m e a l s tax c a n be c a l c u l a t e d from data in the Virginia Department of T a x a t i o n ' s T a x a b l e S a l e s , published quarterly with an annual s u m m a r y . T h i s publication lists taxable s a l e s of r e s t a u r a n t s and hotels by locality. Multiplying t h e s e figures by whatever tax rate is being c o n s i dered g i v e s a rough estimate of potential r e v e n u e s for a jurisdiction c o n s i d e r i n g levying s u c h a tax. During the time this i s s u e h a s been under c o n s i d e r a t i o n , many p r o p o s a l s have s u r f a c e d on how the G e n e r a l A s s e m b l y s h o u l d handle local authority over the imposition of room and m e a l s t a x e s , ranging from an elimination of taxing authority to full e x t e n s i o n of the power to tax with no c e i l i n g . One is to eliminate the two t a x e s and have the state provide additional revenue s o u r c e s s u c h a s local option income t a x e s , an additional 1 percent local option s a l e s tax, or an i n c r e a s e of the c e i l i n g s on other s p e c i a l t a x e s now in e x i s t e n c e . While further study is needed c o n c e r n i n g the impact of tourism on local g o v e r n m e n t s , two c o n c e r n s need to be a d d r e s s e d in the u p c o m i n g s e s s i o n of the G e n e r a l A s s e m b l y . First, the current s y s t e m of authority for the imposition of t h e s e t a x e s is i n c o n s i s t e n t and (Continued, page 8) �People John H. Foote was appointed the county attorney for Prince William. He had previously been deputy c o u n t y attorney f o r five years a n d also worked for t h e United States D e p a r t m e n t o f J u s t i c e . F o o t e Is a g r a d u a t e of L o u i s a n n a State University a n d t h e University of Virginia Law School. Prince William County Supervisor J a m e s J . M c C o a r t resigned in September. He had been a member of t h e b o a r d s i n c e 1 9 7 6 . J o h n D. J e n k i n s w a s e l e c t e d t o fill t h e unexpired term of Mr. McCoart. Jenkins is a r e t i r e d A r m y Lt. C o l o n e l . Fairfax City Council appointed T h o m a s L. W r i g h t a s d i r e c t o r o f r e a l estate assessment. He had been a real e s t a t e a p p r a i s e r f o r t h e C i t y o f V i r g i n i a B e a c h . H e is a g r a d u a t e o f H a w a i i P a c i f i c C o l l e g e a n d is a member of the Virginia Association of A s s e s s i n g O f f i c e r s . Fairfax C o u n t y Fire a n d R e s c u e D e p a r t m e n t Chief George H. Alexander will retire effective D e c e m b e r 24 a f t e r 25 y e a r s w i t h Fairfax C o u n ty. H e h a s been in h i s present posit i o n a s c h i e f f o r n e a r l y 12 y e a r s . H e began h i s career in t h e v o l u n t e e r service in 1948 a n d b e c a m e affilia t e d w i t h Fairfax C o u n t y in 1957 a s assistant fire marshal. Fairfax County Supervisor Jos e p h A l e x a n d e r w a s e l e c t e d chairman of t h e American Public Transit A s s o c i a t i o n . T h e a s s o c i a t i o n represents the nation's public transit s y s t e m s . A l e x a n d e r is d i r e c t o r a n d former chairman of t h e W a s h i n g t o n Metropolitan Area Transit Authority. D u r i n g t h e fall c o n f e r e n c e o f t h e Virginia League of Social Service Executives, three local g o v e r n m e n t social services directors were honored. Karen Morris of Albemarle C o u n t y a n d Jerry Parrish of Newport N e w s were given t h e Meritorious Service Award from the Virginia Department of Social Services. Emporia-Greensville Director Samuel Bush received the Most Outstanding A w a r d f o r his contribution t o the p r o f e s s i o n a n d f o r h i s leadership in the Emporia-Greensville office. VML Staff Promoted Margaret A. Nichols w a s appointed V M L finance director. She w i l l w o r k m o r e c l o s e l y w i t h t h e Virg i n i a M u n i c i p a l G r o u p Self Insurance Association as well as having budget/investment duties. Joni Terry, administrative secretary, w a s appointed office coordinator and executive secretary of t h e Virginia Building Officials Association. The V B O A is a n affiliate of t h e Virginia Municipal League. 1968. H e w a s a past p r e s i d e n t o f t h e S t a t e F i r e C h i e f s A s s o c i a t i o n o f Virginia. Deaths Carl A . B u d w e s k y , a f o r m e r Alexandria city m a n a g e r a n d city attorney, w h o w a s t h e c i t y ' s o l d e s t pract i c i n g lawyer, d i e d a f t e r a l o n g illness. B u d w e s k y , 9 1 , begin pract i c i n g l a w in A l e x a n d r i a in 1916. H e served as city attorney f r o m 1929 t o 1938 a n d a s c i t y m a n a g e r f r o m 1938 to 1947. Clay A. Easterly, w h o served as Martinsville fire chief f o r twelve years, d i e d . Easterly, 77, started h i s fire f i g h t i n g career in Bristol in 1930 a n d b e c a m e M a r t i n s v i l l e fire marshal in 1949. In 1955, t h e c i t y ' s fire prevention program, w h i c h Easterly o r g a n i z e d , w a s j u d g e d b e s t in t h e s t a t e f o r c i t i e s of 10,000 t o 20,000 population. The city's program also placed t w e l f t h in t h e nation. H e bec a m e chief in 1957 a n d served until D e Bellis Elected A. J a m e s De Bellis, d i r e c t o r of the Department of E c o n o m i c Development f o r ttie City of Virginia Beach, w a s elected president of t h e S o u t h e r n Industrial Dev e l o p m e n t C o u n c i l during i t s annual c o n f e r e n c e last m o n t h . He has headed the d i v i s i o n since 1970. The S o u t h e r n Industrial Development C o u n c i l is an a s s o c i a t i o n of more than 1,500 p r o f e s s i o n a l industrial developers, d e d i c a t e d t o the e c o n o m i c a d v a n c e m e n t of 17 s o u t h e r n states. CAPITAL EQUIPMENT COMPANY, INC. 9002 MOUNTAIN ROAD BRANCH: 1201 CAVALIER BOULEVARD RICHMOND, VIRGINIA 23228 CHESAPEAKE, VIRGINIA 23323 804-262-7341 804-485-4485 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY chemical Spreaoers LINK B E L T — C r a n e s — E x c a v a t o r s F M C / B E A N — S e w e r Cleaner LAYTON MFG. C O . — A s p h a l t Pavers MEYERS-SHERMAN — 'Vactor Jet Rodder" RICHMOND MFG. C O . - H o r i z o n t a l Boring Mactiines ELGIN—Sweepers ATHEY MANUFACTURING C O . - M a i n t a i n o r Grader DYNAPAC—Vibratory Rollers G I A N T - V A C - L e a f Collectors D A V E Y — A i r Compressors RO CORP. — H y d r a u l i c Cranes FOR SALE o Pre-Owned elevated water storage tanks Turn-Key construction on your property. Completely renovated. I Capacities available: ' 500,000 400.000 250,000 200,000 Gallons Gallons Gallons Gallons pnANi:sHajON,iNC 150,000 Gallons 100,000 Gallons 75,000 Gallons ^ Construction Division p.o. box 735 madison, north Carolina 27025 (919) 427-0289 O I- < z > �Seaside, California Manages With Less By Roger L. Kemp ^ H O Q ^ ? Q I< Z C5 ar If you are recognized on national t e l e v i s i o n , you've either d o n e s o m e t h i n g right or s o m e t h i n g really w r o n g . So, w h a t ' s the story behind Seaside, California? A s u c c e s s story. W h e n the NBC TODAY SHOW featured Seaside last December, the city was praised for its e f f o r t s t o m a i n t a i n public service in the face of state and federal c u t s , not to m e n t i o n the leftovers of Propos i t i o n 13. A rhedium size city of 38,000 citizens. Seaside has c o m e to grips w i t h trying to maintain services w i t h o u t requiring more public f u n d s . It is b e c o m i n g more self r e l i a n t — m a k i n g ends meet w i t h o u t relying on higher levels of g o v e r n m e n t for financial s u p p o r t . The following paragraphs d e s c r i b e several g o o d e f f o r t s to maintain, even increase, the e x i s t i n g level of public services in a city w i t h a fairly static tax base. Many of these costsaving t e c h n i q u e s illustrate a c o m m o n sense approach to managing g o v e r n m e n t . Increased User F e e s — E f f o r t s are being made to make more services c o s t - c o v e r i n g , especially w h e n s p e c i f i c program beneficiaries can be i d e n t i f i e d . California voters recently m a n d a t e d , t h r o u g h the Gann Initiative (Proposition 4), that user fees and charges cannot exceed the c o s t of providing the service. This effort has helped the city to balance its b u d g e t . " F r e e U s e " P e r i o d s — A s fees have been increased, free use periods have been provided in s o m e cases for t h o s e citizens w h o c a n n o t afford to pay the added c o s t . The recent council-approved " F r e e S w i m Day" is one e x a m p l e of this t r e n d . This helps make fee increases more p o l i t i c a l l y a c c e p t a b l e and does not e x c l u d e econ o m i c a l l y disadvantaged citizens f r o m using public services. S l i d i n g User-Fee S c a l e — D i f f e r e n t categories of fees are charged to various c o m m u n i t y g r o u p s that rent city f a c i l i t i e s . Three categories of fees were created, w i t h the c o s t s ranging f r o m free usage to the full charge. N o n p r o f i t g r o u p s are not charged at all, w h i l e profit g r o u p s are assessed the full fee. This has increased usage of city f a c i l i t i e s by n o n p r o f i t organizations and has made more programs available to the public at no e x p e n s e to taxpayers. " P r i v a t e " Providers of Public S e r v i c e s — V a r i o u s g r o u p s are given free use of city f a c i l i t i e s to provide free services to the p u b l i c . A b o u t 50 social and over 40 recreational programs are offered by private g r o u p s at little or no c o s t to the p u b l i c — e v e r y t h i n g f r o m b i n g o g a m e s to c o n s t i t u e n t t i m e s for state e l e c t e d o f f i c i a l s . The full-time staff acts as the m i d d l e m a n in making space a r r a n g e m e n t s . Special E m p l o y m e n t F u n d — T h e f u n d was created to hire part-time e m p l o y e e s w h o d o not receive regular fringe b e n e f i t s a l t h o u g h the initial purpose was t o fill the service v a c u u m left by the t e r m i n a t i o n of the federally-funded CETA p r o g r a m . The city can hire one-third more people because their pay e x c l u d e s fringe benef i t s , w h i c h c o m p r i s e s a b o u t 30 percent of salaries. C o n t r a c t E m p l o y e e s — T h e city started c o n t r a c t i n g e m p l o y e e s to perform specialized recreational prog r a m s . The regular recreation staff are primarily used to direct, c o o r d i n a t e and assist in advertising and implem e n t i n g the p r o g r a m s . These e m p l o y e e s usually reAbout The Author 6 Dr. K e m p Is t h e c i t y m a n a g e r o f S e a s i d e , C a l i f o r n i a . H e i s t h e a u t h o r o f Coping With Proposition 13 a n d a c o n t r i b u t i n g a u t h o r o f Managing With Less. ceive a percentage of the revenues c o l l e c t e d f r o m their particular p r o g r a m . The remaining revenues go into the c i t y ' s general f u n d . Use of V o l u n t e e r s — I n order to provide a greater level of public service at no expense to the taxpayer, a volunteer program was created. V o l u n t e e r s are used to perf o r m nonessential and n o n p r o f e s s i o n a l services. All are t h o r o u g h l y screened t h r o u g h an a p p l i c a t i o n process prior to being placed and their skills are matched to available j o b s . College Internship P r o g r a m — T h i s program was created w i t h a local two-year college. Students do not receive any pay but they receive academic credit and valuable w o r k experience. Interns w o r k various hours in d i f f e r e n t d e p a r t m e n t s d u r i n g the semester depending upon the a c a d e m i c credit they desire. The result has been expanded services at no c o s t to the taxpayers. Decreasing W o r k f o r c e — S e a s i d e has adopted a policy of balancing its b u d g e t t h r o u g h employee attrition and by l i m i t i n g the number of new p o s i t i o n s . Two top m a n a g e m e n t p o s i t i o n s were recently eliminated at an annual savings of nearly $100,000. A new telephone syst e m e l i m i n a t e d the need for a full-time s w i t c h b o a r d operator. New e m p l o y e e s are hired at the entry level salary range. If at all possible, part-time employees are hired under the c i t y ' s Special E m p l o y m e n t Fund to perf o r m services. Civilian Police P o s i t i o n s — P o l i c e officers are relatively high paid w h e n c o m p a r e d to "rank-and-file" public e m p l o y e e s . Because f u n c t i o n s can be more econ o m i c a l l y p e r f o r m e d by civilians, animal control and traffic e n f o r c e m e n t are now performed by civilian pers o n n e l . This has had a p a y - o f f — t h e officers have been relieved of these routine tasks so more of their time is spent on the street f i g h t i n g c r i m e , and the routine tasks are now p e r f o r m e d more e f f i c i e n t l y . C o m m u n i t y I n f o r m a t i o n C e n t e r — M a n y programs are available to y o u n g persons and senior citizens free of charge, but many people are unaware of t h e m . This inf o r m a t i o n was also f r a g m e n t e d because of the many private and public agencies involved. Seaside created a c o m p r e h e n s i v e listing of these services and made this i n f o r m a t i o n available to the public. This list has also been p u b l i s h e d in local newspapers free of charge as a c o m m u n i t y service. Cost of New S e r v i c e s — E l e c t e d officials should know the c o s t s of their d e c i s i o n s . All items appearing on the city c o u n c i l agenda now have a c o s t factor indicated so they know the c o s t prior to making a d e c i s i o n . This i n f o r m a t i o n is also made available to the public. Energy Conservation P r o g r a m — A n all out effort is being made to reduce the c i t y ' s energy c o s t s . Free energy a u d i t s have been provided by a local utility c o m pany. Solar panel units are being installed at City Hall. The c i t y ' s indoor s w i m m i n g pool will soon be retrofitted w i t h solar energy saving devices. Immediate savings are not realized because of the c o s t of installation, but long-term savings are projected t h r o u g h lower utility usage even t h o u g h utility rates will be increasing. Reuse of Existing F a c i l i t i e s — T h e city, rather than spend its limited f u n d s on new c o n s t r u c t i o n , has reused e x i s t i n g f a c i l i t i e s . For e x a m p l e , a vacant house is now a city a t t o r n e y ' s o f f i c e and an old fire station has been t r a n s f o r m e d into a m u n i c i p a l corporation yard. In both cases, only limited f u n d s were spent to renovate the old s t r u c t u r e s to a c c o m m o d a t e the new users, re- �suiting in c o n s i d e r a b l e s a v i n g s to the t a x p a y e r s . Neighborhood Improvement P r o g r a m — C o u n c i l e s t a b l i s h e d the goal of c l e a n i n g up both public and private properties to e n h a n c e the image of the city. Under a new o r d i n a n c e , city w/ork c r e w s c a n c l e a n up privately o w n e d v a c a n t lots and bill the property owner for the work performed. O w n e r s , if they s o d e s i r e , may do the work t h e m s e l v e s to avoid paying the city. T h i s program has beautified the city at no e x p e n s e to the t a x p a y e r s . Deferred Capital Improvements—The city recently developed a multi-year capital improvement plan to determine what p r o j e c t s s h o u l d be c o n s t r u c t e d a s s u m i n g adequate f u n d s were available. It is a s o u n d management practice to know what you need even if you c a n ' t afford it. City staff h a s undertaken s o m e p r o j e c t s bec a u s e federal f u n d s are no longer available for this purpose. In s o m e c a s e s , projects have been c o m p l e t e d more e c o n o m i c a l l y by city work c r e w s . Revenues from E x c e s s City L a n d s — A t the direction of the c o u n c i l , staff prepared an inventory of all cityo w n e d land. An a s s e s s m e n t is being made on w h i c h p a r c e l s of land are not needed for city u s e . T h o s e parc e l s not needed will be d e c l a r e d e x c e s s and either sold or l e a s e d through the competitive bidding p r o c e s s . T h e goal of this program is to rid the city of s u r p l u s property and, at the s a m e time, help the c i t y ' s f i n a n c i a l posture. Local E c o n o m i c Development—The city is marketing several properties for c o m m e r c i a l development to bring in additional s a l e s and room tax r e v e n u e s . S e v e r a l inc e n t i v e s are available to attract development of t h e s e properties. T h e c o u n c i l will maintain control over the timing and type of development, a s well a s s a f e g u a r d a g a i n s t any s p e c u l a t i o n . T h e goal of this effort is to c o n c e n t r a t e more on s e l f - r e l i a n c e to improve the c i t y ' s fairly s t a t i c tax b a s e . IVIost local g o v e r n m e n t s provide an entire range of s e r v i c e s to their c i t i z e n s and the public not only exp e c t s , but d e m a n d s , that they be provided. A s the f i s c a l t i m e s b e c o m e tighter, the line b e t w e e n " h a r d s e r v i c e s " Using volunteers in recreation programs lias freed up professionals to do otfier, necessary tasks. Volunteers in Seaside are carefully screened and their s/c/7/s are matched to available jobs. and " s o f t s e r v i c e s " will b e c o m e blurred. All s e r v i c e s are " h a r d s e r v i c e s " if they c a n n o t be reduced b e c a u s e of political opposition a m o n g an e l e c t e d o f f i c i a l ' s c o n stituents. T h e " b o t t o m - l i n e " is that government will not be growing in the future a s it h a s in the past. T h e u s e of creative m a n a g e m e n t t e c h n i q u e s , s u c h a s t h o s e des c r i b e d above, is e s s e n t i a l in t i m e s of s c a r c e res o u r c e s . A s the future unfolds, other creative management p r a c t i c e s will undoubtedly be developed a s government o f f i c i a l s c o p e to maintain s e r v i c e s to the public in an e r a of limited f i n a n c i a l r e s o u r c e s . T h e Wallerstein Scholarship The Wallerstein Scholarship w a s e s t a b l i s h e d by a gift from R u t h C . and Morton L. W a l l e r s t e i n to the University of Virginia to foster intere s t and r e s e a r c h in Virginia municipal government. T h e s c h o l a r s h i p is a d m i n i s t e r e d by the V i r g i n i a Municipal L e a g u e and the Institute of G o v e r n m e n t , ^University of Virginia. I ELIGIBILITY: An Applicant must be: 1. A n e m p l o y e e or official of a V i r g i n i a municipality w h o would like to s p e n d a year at the University of V i r g i n i a engaged in r e s e a r c h and study with the Institute of G o v e r n ment; or 2. A p e r s o n , preferably an e m ployee or official of a Virginia municipality, s e e k i n g to undertake graduate work at the University of V i r g i n i a in a field related to municipal government. It i s hoped, but not required, that the recipient i n t e n d s to enter or re-enter V i r g i n i a municipal government s e r v i c e upon completion of the graduate work. S E L E C T I O N CRITERIA: While an applicant m u s t s h o w promise of benefiting s u b s t a n t i a l l y from a year at the University and a degree applicant m u s t meet a d m i s s i o n s t a n d a r d s , the s e l e c t i o n c o m mittee will place heavy e m p h a s i s upon the i n d i v i d u a l ' s potential for public s e r v i c e in Virginia. DURATION O F T H E AWARD: T h e a w a r d is made for a twelvemonth period, beginning, at the rec i p i e n t ' s w i s h e s , between J u n e 1 , 1983, and S e p t e m b e r 1 , 1983, and may c o n t i n u e for a s e c o n d y e a r dependent upon the r e c i p i e n t ' s need and his or her first year record. AMOUNT O F T H E AWARD: T h e a m o u n t i s $5,000. APPLICATION PROCEDURE: A p p l i c a n t s for the s c h o l a r s h i p may obtain the n e c e s s a r y f o r m s by writing to the Institute. A p p l i c a n t s s e e k i n g a graduate degree m u s t fulfill all the r e q u i r e m e n t s for a d m i s s i o n to the graduate s c h o o l of the University. Inquiries regarding graduate s c h o o l r e q u i r e m e n t s s h o u l d be a d d r e s s e d to the Dean of the G r a d u ate S c h o o l of A r t s and S c i e n c e s , 438 C a b e l l H a l l , University of Virginia, C h a r l o t t e s v i l l e , 22903. DATES FOR S E L E C T I O N : A p p l i c a t i o n s m u s t be submitted no later than February 1 , 1983. A n applicant may be invited to attend a personal interview held either at the Institute or at the Virginia Municipal L e a g u e o f f i c e s in R i c h m o n d . T h e recipient will be notified no later than April 1 5 , 1 9 8 3 . For further information, please write to Dr. Timothy G. O'Rourke, Institute of Government, University of Virginia, 207 fJlinor Hall, Charlottesville, Virginia 22903. �Ideas Employee Training M e m b e r s o f t h e F r a n k E. M a n n Municipal Educational Foundation Charitable Trust Committee agreed to c o n t r i b u t e $8,186 t o w a r d the t r a i n i n g n e e d s of t h e C i t y of A l e x a n d r i a e m p l o y e e s . In 1 9 6 8 t h e n M a y o r F r a n k E. M a n n c o n t r i b u t e d h i s m a y or's salary to establish this trust to educate municipal employees. City Manager Douglas Harman proposed the e x p e n d i t u r e to train e m p l o y e e s h o w to use a new perform a n c e evaluation s y s t e m and to purchase a transparency maker for t r a i n i n g s l i d e s . B o t h of t h e s e proposals will bring educational benefits to every city e m p l o y e e . Service Takes Care of Cash For a five year p e r i o d f r o m 1976 t o 1981, the City of H a r t f o r d , C o n n e c t i c u t o f f e r e d its elderly a n d e c o n o m ically d i s a d v a n t a g e d r e s i d e n t s an opt i o n in t h e p a y m e n t o f t h e i r r e a l e s tate and motor vehicle property taxes. Persons meeting certain economic eligibility requirements could elect to enter into a personal service contract to volunteer their services to the city, w i t h the proc e e d s of t h e c o n t r a c t b e i n g c r e d ited against property taxes o w e d to the city. A b o u t 584 r e s i d e n t s applied for the p r o g r a m and of t h e s e , 199 e x e c u t e d p e r s o n a l s e r v i c e c o n tracts t o t a l i n g a value of a p p r o x i m a t e l y $ 1 6 5 , 0 0 0 . It w a s r e p o r t e d t o be s u c c e s s f u l by b o t h the taxpayers/participants and city officials. Utility Planning Helps Customers o Q Z < o DC > The Public Power Weekly, the n e w s l e t t e r of t h e A m e r i c a n P u b l i c P o w e r A s s o c i a t i o n in W a s h i n g t o n , D.C., r e p o r t e d t h a t a l i n e c r e w f o r e m a n c o n c e i v e d the idea of t a g g i n g power poles and meters which serve c u s t o m e r s w h o n e e d first priority attention during outages. Richard W e s t n e r of t h e S a n t a Fe C o o p ers Myrtle Beach district proposed to label poles and meters "life l i n e " in r e d i n k s o t h a t t h e l a b e l w i l l s i g nal e l e c t r i c c r e w s t h a t a c u s t o m e r d e p e n d s on an e l e c t r i c a l l y o p e r a t e d piece of m e d i c a l e q u i p m e n t . Previously crew m e m b e r s working t o r e s t o r e p o w e r in a p a r t i c u l a r area had to contact the distribution s u b s t a t i o n m a n a g e r by radio g i v i n g a l o c a t i o n , n u m b e r o f c u s t o m e r s affected and approximately how long the work would take. Then the subs t a t i o n o p e r a t o r w o u l d t a k e a list of c u s t o m e r s k n o w n t o have life supp o r t s y s t e m s in t h a t a r e a a n d r e p o r t back to the crew. " T h i s wa s fine as long as the operator notified the crew before the work was started, but that was not a l w a y s tfie c a s e , " W e s t n e r said. In a d d i t i o n t o t a g g i n g p o l e s a n d m e t e r s , a list of p e r s o n s o n life s u p port s y t e m s w o u l d be distributed to e a c h line c r e w and service representative. Rezoning Notices The City of La Follette, T e n n e s s e e ( p o p . 8,301) h a s a d o p t e d a u n i q u e s y s t e m of d e l i v e r i n g w r i t t e n n o t i c e s o f all p r o p o s e d r e z o n i n g s t o property owners and tenants within 200 feet of t h e p r o p e r t y b e i n g c o n s i d e r e d f o r r e z o n i n g . La F o l l e t t e Fire D e p a r t m e n t p e r s o n n e l are h a n d del i v e r i n g t h e n o t i c e s a n d , if n e c e s sary, briefly a n s w e r i n g questions a b o u t the r e z o n i n g . Citizens have reacted favorably b e c a u s e they feel t h e l o c a l g o v e r n m e n t is d o i n g m o r e than just p u b l i s h i n g required not i c e s in t h e n e w s p a p e r . T o d a t e , t w o key " s p o t r e z o n i n g " m e a s u r e s considered h a r m f u l to the c o n t i n u i t y of residential areas have been turned d o w n , primarily b e c a u s e of citizen input. For m o r e i n f o r m a t i o n , contact John White, City Administrator, 205 S o u t h T e n n e s s e e A v e n u e , La F o l l e t t e , T e n n e s s e e , 37766, 615/5624961.(/C/W/4 Newsletter) Environmental Planning Service for Richmond R i c h m o n d h o p e s it w i l l b e a b l e t o analyze quickly and efficiently the environmental impact and associa t e d c o s t s of p r o p o s e d i n d u s t r i a l a n d r e s i d e n t i a l d e v e l o p m e n t , a f t e r it initiates an environmental advisory p l a n n i n g service m a d e p o s s i b l e by the Virginia Environmental Endowment. The organization awarded a $30,000 grant to the city to initiate t h e s e r v i c e . T h e U n i v e r s i t y of Virginia S y s t e m s Engineering Depart- m e n t w i l l a l s o p a r t i c i p a t e in t h e study. The computerized service will have the capability of s i m u l a t i n g the relationships b e t w e e n natural and urban environments and testing alternatives to provide a better und e r s t a n d i n g of t h e p o t e n t i a l environmental opportunities and probl e m s p o s e d by d e v e l o p m e n t . T h e p r i m a r y a d v a n t a g e of t h e serv i c e is t o a l l o w c o n s i d e r a t i o n of e n v i r o n m e n t a l i m p a c t s a n d issues as part of t h e c i t y ' s overall p l a n n i n g and d e c i s i o n m a k i n g process to a degree not possible today. D i r e c t i n g the p r o j e c t are Charles T. P e t e r s , D i r e c t o r o f t h e C i t y Dep a r t m e n t of P l a n n i n g a n d C o m m u n i t y D e v e l o p m e n t a n d Dr. A n d r e w P. S a g e , C h a i r m a n of t h e U n i v e r s i t y of V i r g i n i a S y s t e m s E n g i n e e r i n g Department. The university will assist R i c h m o n d by p r o v i d i n g t h e c o n c e p t u a l d e s i g n a n d d e v e l o p m e n t of t h e c o m p u t e r s y s t e m . Contact Gerald M c C a r t h y , (804) 6 4 4 - 5 0 0 0 o r C h a r l e s T. P e t e r s (804) 7 8 0 - 4 3 4 6 f o r f u r t h e r information. C C o m m e n t a r y , from page 4) s h o u l d b e r e d e s i g n e d s o t h a t all loc a l i t i e s are t r e a t e d e q u i t a b l y . Seco n d , a n d m o r e i m p o r t a n t , local gove r n m e n t s are in n e e d of a l t e r n a t i v e revenue s o u r c e s b o t h to lessen dep e n d e n c e o n t h e property tax and to d e a l w i t h i n f l a t i o n a n d m a s s i v e revenue cutbacks. (Local revenue sources, along with state mandates a n d state/local r e s p o n s i b i l i t i e s , are t h e s u b j e c t of a s t u d y , a u t h o r i z e d by H J R 105, c u r r e n t l y b e i n g c o n d u c t e d by the V i r g i n i a J o i n t Legislative A u dit and Review C o m m i s s i o n . ) One o u t c o m e that w o u l d satisfy the need for c o n s i s t e n c y and additional r e v e n u e s o u r c e s w o u l d b e t h e ext e n s i o n for localities to have the authority to impose the room and meals taxes, with no ceiling on rates. �Local Officials Must Disclose Holdings In December, January E a c h D e c e m b e r , s p e c i f i e d local o f f i c i a l s representing localities over 3,500 p e r s o n s s h a l l d i s c l o s e all their real e s t a t e i n t e r e s t s or holdings in the locality w h i c h they s e r v e (and their holdings in any firm w h o s e primary purpose is to o w n or develop real e s t a t e and w h i c h h a s real e s tate i n t e r e s t s in s u c h locality). T h e d i s c l o s u r e s h a l l be filed with their c i r c u i t court on forms provided by the S e c r e t a r y of the C o m m o n w e a l t h . T h e C o n f l i c t s A c t requires filing by " m e m b e r s of boards of s u p e r v i s o r s , city and town c o u n c i l s , planning c o m m i s s i o n s , boards of zoning a p p e a l , and real e s t a t e a s s e s s o r s , c o u n t y m a n a g e r s or e x e c u tives and city or town m a n a g e r s and their immediate f a m i l i e s (or s p o u s e or any other relative w h o r e s i d e s in the s a m e h o u s e h o l d ) . " C h a p t e r 22, Title 2 . 1 , S e c t i o n 3 5 3 . 1 , Code of Virginia. Each ployee has a "which believe J a n u a r y , any officer or emof a local government w h o material financial interest he b e l i e v e s or h a s r e a s o n to may be s u b s t a n t i a l l y af- f e c t e d by a c t i o n s of the governmental or advisory a g e n c y of w h i c h he is an officer or e m p l o y e e " s h a l l make written d i s c l o s u r e of the e x i s t e n c e of s u c h interest to his or her a g e n c y and to the C o m m o n w e a l t h ' s Attorney. Individual m e m b e r s of an advisory a g e n c y will be e x e m p t from filing If (1) the advisory a g e n c y has not been s p e c i f i c a l l y provided for by state law and (2) the a g e n c y creating the advisory a g e n c y files with the C o m m o n w e a l t h ' s Attorney a s t a t e m e n t that the m e m b e r s of the advisory a g e n c y may have material f i n a n c i a l Interests w h i c h may be s u b s t a n t i a l l y affected by a c t i o n s of their a g e n c y . C h a p t e r 22, Title 2.1 S e c t i o n 353 and 353.01. Code of Virginia. R E M I N D E R : In addition to t h e s e two a n n u a l filings, local government o f f i c i a l s have s u b s t a n t i a l d i s c l o s u r e r e q u i r e m e n t s under the C o n f l i c t s A c t at any time during the year w h e n they d i s c o v e r they will be involved in a c o n f l i c t of i n t e r e s t s situation. VIRGINIA MarsiciPAL Public Power Financing . . Experience Innovation Commitment.. First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, N.Y. 10055 Kevin J . Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 GROGP S E L F INSURANCE ASSOCIATION A program designed to help control your Workmen's Compensation Costs. MEMBERS' SUPERVISORY BOARD HON. C H A R L E S A. R O B I N S O N , JR. Mayor, T o w n of V i e n n a Chairman HARRY G. KING Member, Prince George County B o a r d of Supervisors FRANCIS T. W E S T C o u n c i l m a n , Martinsville JOHN CUTLIP S h e n a n d o a h County Administrator P E R R Y M. D e P U E J a m e s City County B o a r d of Supervisors LEON JOHNSON Director of F i n a n c e , Suffolk F o r further i n f o r m a t i o n c o n t a c t : Robert Perkins Hall Risk Management Services, Inc. Suite 1 3 0 - J e f f e r s o n Bldg. 8100 Three Chopt R o a d Richmond, Virginia 23288 (804) 2 8 5 - 8 5 2 5 R. M I C H A E L A M Y X Executive Director, V M L Bradley K . Harmes Administrator Virginia Municipal Group Self Insurance Association P.O. Box 753 Richmond, Virginia 23206 (804) 6 4 9 - 8 4 7 1 o o (3 DC �Localities Use Quality Circles By J a m e s L. Mercer and Robert J . O'Neill After being c r e a t e d by the private s e c t o r , m a n y m u n i c i p a l i t i e s have u s e d the c o n c e p t of the quality circ l e to improve productivity. Although only a handful of Virginia loc a l i t i e s have put the procedure in p r a c t i c e , t h e r e ' s no r e a s o n w h y more l o c a l i t i e s c o u l d not u s e t h e m . A quality c i r c l e is a group of v\/orke r s talking a m o n g t h e m s e l v e s in a relaxed environment about c o n c e p t s for improving the quality a n d / or productivity in a work environment. T h e d i s c u s s i o n may evolve around m a n a g e m e n t a p p r o a c h e s or problem so lvin g t e c h n i q u e s . A typical quality c i r c l e c o n s i s t s of a s m a l l group of v o l u n t e e r s , u s u ally about s e v e n p e r s o n s , w h o perform s i m i l a r work s u c h a s in an a c c o u n t i n g office or m a i n t e n a n c e s h o p . Quality c i r c l e s s h o u l d meet regularly and on local government time. T h e c i r c l e leader may be the g r o u p ' s normal work leader, s u c h a s a foreman or s u p e r v i s o r , or c i r c l e m e m b e r s may s e l e c t their o w n leader from a m o n g their group. Dallas Takes Action o O I- < A s cited in h i s 1981-82 management plan, Dallas, T e x a s City Manager C h a r l e s S . A n d e r s o n w a n t e d to provide efficient, quality s e r v i c e at a low c o s t and a l s o , utilize the creativity and r e s o u r c e f u l n e s s of his e m p l o y e e s . B y incorporating the quality c i r c l e program, Dallas h a s improved productivity. Currently, d e p a r t m e n t s w h i c h are u s i n g the p r o c e s s are the c o n v e n tion center, data s e r v i c e s , equipment s e r v i c e s , h o u s i n g and urban rehabilitation, management serv i c e s , p a r k s and r ec r eat ion , police and water. T h e t e a m s in Dallas meet about o n c e a w e e k for about an hour. With one e x c e p t i o n , the circ l e s meet during regular working h o u r s but for the e x c e p t i o n , the part i c i p a n t s r e c e i v e one hour of overtime pay. Quality c i r c l e s provide c o m m u n i cation from the people w h o have a c t u a l l y performed the job to the m a n a g e m e n t of the city. T h e e m p l o y e e s have the opportunity to des c r i b e t h o s e o b s t a c l e s that prevent o DC > 10 About the A u t h o r s Mr. Mercer is with J a m e s Mercer a n d A s s o c i a t e s in A t l a n t a , G e o r g i a . Mr. O'Neill is affiliated with C o o p e r s & L y b r a n d in Newport N e w s , Virginia. "If management doesn't take productivity seriously, there is no reason to expect labor, government, or anyone else to. I think nothing less than a revolution in your attitude is needed. You have to make a commitment to improve your productivity." Dr. Carl W. Noller, Director of the Productivity Center of the U. S . Chamber of Commerce them from performing their j o b s . T h o s e problems are a n a l y z e d and e m p l o y e e s make r e c o m m e n d a t i o n s to m a n a g e m e n t about the best w a y to s o l v e t h e m . If m a n a g e m e n t approves, the e m p l o y e e s do the a c t u a l implementation and monitoring of their proposed s o l u t i o n s . S o m e of the problems that have been identified and s o l v e d by u s i n g quality c i r c l e t e a m s in Dallas inc l u d e the following: — T h e Department of H o u s i n g and Urban Rehabilitation t a c k l ed the procedural problem of rewriting n o t i c e s of violation for e a c h individual unit in an apartment c o m p l e x . T h e quality circ l e team r e c o m m e n d e d that a cover letter be developed that e l i m i n a t e s the rewriting of the notices. —The Convention Center w a s c o n s i s t e n t l y m i s p l a c i n g or losing s u p p l i e s . W h e n s u p p l i e s s u c h a s m o p s , brooms and • d u s t p a n s were i s s u e d from the s t o r e r o o m s to contract labore r s , no procedure to keep track of t h e s e i t e m s e x i s t e d . T h e team developed a c h e c k o u t and followup procedure for t h e s e s u p p l i e s and to date, the s y s tem h a s worked f l a w l e s s l y . — T h e police o f f i c e r s at the So u thw e s t Patrol in Dallas realized that they were not familiar with another o f f i c e r ' s beat w h e n they were r e s p o n s i b l e and did not know who the at-large c r i m i n a l s w e r e , or where key buildings and alarm s y s t e m s were l o c a t e d. T o aid the offic e r s , the S o u t h w e s t Patrol, through the u s e of a quality circ l e , developed a c o m p r e h e n sive c r i m e and information booklet w h i c h is u s e d to identify the c r i m i n a l s on a particular beat and to d e s c r i b e the buildings, a l a r m s and hot s p o t s . T h e o f f i c e r s s e e this a s a tremend o u s aid in preventing crime and apprehending c r i m i n a l s . �Ramsey County Examples The Ramsey County, Minnesota Community Human Services Department began a pilot program of five quality circles. The quality circles are operating in three different divisions v\/ithin the department and involve various classifications of personnel. Three of the circles are located in the income maintenance division: two are in the AFDC case management section and one is in the medical assistance in-tal<e section. The people participating are classified as financial workers and clerk typists. One circle is located in the child protection section of the social services division and another comprises secretaries of the mental health clinic. There are about 45 people participating in the quality circles with the size of the circles ranging from five to 11 members. With the exception of the mental health clinic quality circle, members are from various work units within the same section. After six months of operation, all the quality circles have either completed one or two projects, or are at the proposal presentation phase of their first project. All project proposals were accepted by management for implementation. In general, the first projects focused on procedural improvements and areas close to the workers' day to day job responsibilities and did not require extensive changes outside the scope of the workers. Currently, the circles are selecting their next projects and appear to be interested in tackling more complex issues. It is obvious that quality circles are a long-term process but are a vehicle for employees to find solutions to the problems they experience on their jobs. The key to success is not to mimic what is being done by other localities, but rather to evaluate how quality circles can be used in yourenvironment. Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Yorl< Plaza. New Y o r k , N . Y . 10004 ^!i5HORNER^ «ii*BARKSO^j:a, 725 CHURCH STREET LYNCHBURG. VIRGINIA 804-846-2711 PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARDIPEHIGREW.JR. PATRICIA A. COOPER THOMAS W. ROBERTS, JR. CAMP DRESSER & McKEE 7630 Little River Turnpike, Suite 500 One World Trade Center. Suite 2637 Annandale. Virginia 22003 New York, New York 10048 703 642-5500 212 432-6700 environmental engineers, scientists, planners, & management consultants CDM o Q R.W. B E C K AND ASSOCIATES Engineers and Consultants Utility Planning, Management and Design Services. Rate and Contract Evaluation, Tectinical and Economic Evaluation. Utility Property Appraisals Load Management and Energy Conservation Analysis Energy Source Evaluation, Fossil - Nuclear - Hydro Solid Waste - Solar 40 G r o v e Street Wellesley, M a s s . 02181 < (617) 237-4870 o 1510 E . C o l o n i a l D r . DC > O r l a n d o . F l a . 32803 (305) 896-4911 11 �Is Your Police Department Ready For Accreditation? By Bob Martinez o Q O < CD DC 12 Ho w good is your law enforcement a g e n c y ? D o e s it m e a s u r e up to the best in modern police procedure, or i s it su f f er in g from outdated and p o s s i b l y illegal p o l i c i e s (or more likely, lack of p o l i c i e s ) that c o u l d d e v a s t a t e your c o m m u n i t y ? A s a c o m m u n i t y leader, you s h o u l d know how your law e n f o r c e ment a g e n c y s t a c k s up a g a i n s t national n o r m s . A s a taxpayer, you s h o u l d be very c o n c e r n e d that they have p r o c e d u r e s in place that c o m ply w i t h the latest legal o p i n i o n s affecting law e n f o r c e m e n t a g e n c i e s . In j u s t one area of affirmative a c tion in police hiring p r a c t i c e s , dep a r t m e n t s in A t l a n t a , New O r l e a n s , L o s A n g e l e s , B o s t o n and New Y o r k City are a m o n g many suffering law s u i t s In the past three y e a r s . S o m e have c o s t the t a x p a y e r s c ons ider able a m o u n t s of b a c k pay and dama g e s , o t h e r s resulted in freezing policy hiring; A t l a n t a ' s four-year hiring s u s p e n s i o n is credited by s o m e with hampering the murdered c h i l d r e n investigation. T h e problem is not s o m u c h that police a g e n c i e s don't w a n t to c o m ply with equal opportunity rulings, it's that they don't have the management tools to do s o . " T h e r e are many a g e n c i e s , including my agency, w h i c h got into trouble b e c a u s e they didn't know w h a t to d o , " Atlanta's former P u b l i c S a f e t y Director L e e P. B r o w n s a i d last J a n u a r y . T a x p a y e r s in the S o u t h T u c s o n , A r i z o n a area probably would not rate their police highly. F o u r y e a r s ago a p o l i c e m a n from a neighboring c o m m u n i t y w a s shot a c c i d e n t a l l y and paralyzed by three of a fellow o f f i c e r ' s 17 bullets fired during a d i s t u r b a n c e at a shotgun-wielding man barricaded in his home. He s u e d the city, w h i c h carried only $100,000 in liability i n s u r a n c e bec a u s e of an earlier incident w h e r e a city p o l i c e m a n killed a citizen and the city w a s forced to pay $150,000. Now S o u t h T u c s o n o w e s nearly $4 million to the paralyzed officer, nearly 50 percent more than its annual budget, and the entire town may be forced into bankruptcy. About the Author Mr. Martinez is the mayor of Tampa, Florida and a member of the Board of Director of the National League of Cities. He has been a member of the Commission on Accreditation for Law Enforcement agencies since 1980. T h e war a g a i n s t c r i m e h a s been fought with d o l l a r s and bullets, law s u i t s and legislation, s t u d i e s and initiatives too n u m e r o u s to list. Now, however, the law e n f o r c e m e n t c o m munity is well on the w a y to arming local police a g e n c i e s with what c o u l d be the most important w e a pon yet: national s t a n d a r d s to meas u r e the e f f e c t i v e n e s s of every fac e t of police w o r k — 1 , 2 0 0 s t a n d a r d s in 48 different a r e a s . T h e s e are the product of the C o m m i s s i o n on A c c r e d i t a t i o n for L a w E n f o r c e m e n t A g e n c i e s , a federally funded effort initiated by four national p r o f e s s i o n a l law enforcement groups to e s t a b l i s h a national voluntary program for a c c r e d i t i n g police a g e n c i e s . T h e four law e n f o r c e m e n t a s s o c i a t i o n s — t h e International A s s o c i a tion of C h i e f s of P o l i c e , National Organization of B l a c k L a w E n f o r c e ment E x e c u t i v e s , National S h e r i f f s ' A s s o c i a t i o n and P o l i c e E x e c u t i v e R e s e a r c h F o r u m — b e g a n work in 1979 to create a body of s t a n d a r d s w h i c h promote good m a n a g e m e n t p r a c t i c e s . More than a t h o u s a n d s t a n d a r d s have been prepared, s o m e mandatory and s o m e w h o s e applicability will depend on an a g e n c y ' s s i z e and d u t i e s . After testing and r e v i s i o n , the s t a n d a r d s will appear in final form, though they will be updated a s time p a s s e s . W i t h o u t u s u r p i ng local autonomy, a c c r e d i t a t i o n p r o m i s e s to standardize police procedure, facilitating interdepartment c r i m e solving. C i t i z e n s nationwide will know w h a t to e x p e c t from a c c r e d i t e d a g e n c i e s s u c h a s identical arrest p r o c e d u r e s and identical p o l i c i e s on the u s e of deadly force (only w h e n life is in jeopardy). Po l i ce pers o n n e l will be a s s u r e d of fair and standard hiring, d i s c i p l i n a r y and promotion p o l i c i e s . But p e r h a p s the greatest benefic i a r i e s will be the t a x p a y e r s of t o w n s w h o will avoid the nightmare plaguing S o u t h T u c s o n and d o z e n s of other c o m m u n i t i e s losing damaging law s u i t s . A c c r e d i t a t i o n in itself will not guarantee victory in court for police d e p a r t m e n ts, but it will help greatly in two w a y s . First, police m a n a g e r s will have guidel i n e s available to e s t a b l i s h policies that will s t a n d up in court on s e n s i tive i s s u e s like s e l e c t i o n of officers and u s e of deadly f o r c e — a n d a c creditation will force them to implement t h e m. S e c o n d , the odds are a c c r e d i t e d a g e n c i e s , having applied for and received accreditation after an e x h a u s t i v e , on-site audit, will be able to c o n v i n c e j u d g e s and juries their p o l i c i e s c o m p l y with standard national n o r m s . How c a n you a s a leader become involved? F i r s t , make s u r e your loc a l s h e r i f f ' s and police departments are a w a r e and involved in the accreditation program. T h e testing of the program will be completed by the end of 1982, and the time for exp r e s s i n g your c o m m u n i t y ' s needs and c o n c e r n s is now. S e c o n d , b e c o m e involved. T h e c o m m i s s i o n h a s materials available s o you c a n review the standards. G e t on the mailing list. Talk with m e m b e r s of the c o m m i s s i o n who o v e r s e e the program. Wh i le 11 of the 21 memtjers are from law enf o r c e m e n t, the remaining 10 repres e n t local and state g o v e r n m e n t — a mayor, a state senator, county administrator, county c o m m i s s i o n e r , municipal e l e c t e d officials and managers. A c c r e d i t a t i o n is at least eight m o n t h s off; the draft s ta n d a r ds approved by the c o m m i s s i o n in May m u s t be field tested by representative a g e n c i e s before the p r o c e s s beg i n s . But the time is not far off w h e n every citizen will be able to e a s i l y find out if his t o w n ' s police department m e a s u r e s up by a s k i n g : Is it accredited? �Weld toHeadVBOA E d w a r d J . W e l d , building official of C u l p e p e r C o u n t y , w a s e l e c t e d P r e s i d e n t of the V B O A for tfie 1 9 8 2 - 8 3 year. Other o f f i c e r s include F i r s t V i c e P r e s i d e n t C l a r e n c e Diers i n g , director of code c o m p l i a n c e , Newport N e w s ; S e c o n d V i c e P r e s i dent E d w a r d M. W i l l i a m s , building official, Virginia B e a c h and Sgt.-AtA r m s Emory Rodgers, inspection s e r v i c e s division chief, Arlington County. J o h n H. B y r d , J r . , president of t h e Virginia Building O f f i c i a l s A s s o c i a tion, presided over the 1982 S c h o o l and C o n f e r e n c e in Harrisonburg on O c t o b e r 10-13. Byrd i s the building official for the City of Harrisonburg. D e l e g a t e s a n d g u e s t s were w e l c o m e d to Harrisonburg by Mayor Roy H. Ericl<son during the Opening Session. C o n f e r e n c e t o p i c s included the Impact of the R e v i s e d A r c h i t e c t / E n gineering L i c e n s e L a w on the B u i l d i n g O f f i c i a l , P r o v i s i o n s for the P h y s i c a l l y H a n d i c a p p e d , the 1981 Uniform S t a t e w i d e Building C o d e , R e l a t i o n s h i p of the S t a t e R e g i s t r a tion B o a r d of C o n t r a c t o r s and the B u i l d i n g Official a n d S t a t e Regula- Harborfest, I n c . for Harborfest, the Greater Norfolk Corporation for relocating the C o u s t e a u S o c i e t y ' s national headquarters and the Mayor's C o m m i t t e e for t h e development of Waterside. Mayor Vincent J . T h o m a s a c c e p t e d the award at the 50th U . S . C o n f e r e n c e of Mayors meeting. T h e Arlington C o u n t y E c o n o m i c Development Division a n n o u n c e d that the county received a n award of outstanding a c h i e v e m e n t from the American Planning A s s o c i a t i o n . T h e a w a r d w a s given jointly to the economic development division and the planning division in recognition of the planning a n d implementation efforts for the courth o u s e plaza. C o u n t y Board Chairman S t e p h e n H. D e t w i l e r a n d Board Member Walter F r a n k l a n d a c c e p t e d the a w a r d on behalf of the county board. T h e City of L y n c h b u r g i s o n e of the r e c i p i e n t s of the Virginia Mental Health A s s o c i a t i o n ' s first a n n u a l " E m p l o y e r of the Y e a r " a w a r d . T h e a w a r d s are presented to v a r i o u s e m ployers for their involvement in the growth and development of an e m ployee a s s i s t a n c e program in the central Virginia area. tions Affecting the B u i l d i n g Offic i a l . D e l e g a t e s a l s o v i e w e d a pres e n t a t i o n on the M G M G r a n d Hotel Fire. Dr. J a m e s A n d e r s o n of the N e x u s Group gave a presentation on Handling the N e w s Media and J a c k Proctor, building c o d e director, gave a report from t h e Department of H o u s i n g a n d C o m m u n i t y Development. During t h e B u s i n e s s S e s s i o n on W e d n e s d a y , D. B a i n R e e d , c o m m i s s i o n e r of buildings the City of Roanoke, p r e s e n t e d retiring president J o h n H. B y r d a plaque of appreciation and a past p r e s i d e n t ' s certificate. T h e 1983 S c h o o l and C o n f e r e n c e will be held D e c e m b e r 4-7 in Hampton, Virginia. Three Localities Honored Norfolk, Arlington C o u n t y a n d L y n c h b u r g have all been honored in the past few m o n t h s . Norfolk received the 1982 Mayo r s ' A w a r d from the U.S. Confere n c e of Mayors for the c i t y ' s outs t a n d i n g efforts in public-private p a r t n e r s h i p s . T h e p a r t n e r s h i p s inc l u d e d the c i t y ' s involvement with PUBUC ADMINISTRATION SERVICE Providing management assistance and consultant services to local, regional, and state governments since 1933. Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . K O E N E N ( 2 1 2 - 5 5 8 - 3 1 8 0 ) JOSEPH A . H A R C U M (212-558-3174) BENEDICT T . MARINO ( 2 1 2 - 5 5 8 - 2 8 4 0 ) L E E K . BARBA ( 2 1 2 - 5 5 8 - 2 1 6 8 ) ROBERT M . BROWN, I I I ( 2 1 2 - 5 5 8 - 3 3 5 6 ) M I C H A E L P . GEORGE ( 2 1 2 - 5 5 8 - 2 6 8 0 ) ROBERT B . N O L A N ( 2 1 2 - 5 5 8 - 3 3 6 0 ) Lehman Brothers Kuhn Loeb Incorporated NEW YORK • ATLANTA • BOSTON • CHICAGO DALLAS • HOUSTON LOS ANGELES SAN FRANCISCO • LONDON • TOKYO 1497 Chain Bridge Road McLeui, Vircinia 22101 (703) 7J4-i»70 1313 East 60th Street Chicago, Illinois 60637 (312) 947-2121 McMANIS A S S O C I A T E S , INC. Washington, D.C. Consu Management Consultants to City and County Governments Management Audits • Operations and Productivity Analysis Community Development • Executive Searches • Economic Development 1201 Connecticut Ave., N.W., Washington, D.C. (202) 466-7680 dmq DAVID M. GRIFFITH AND A S S O C I A T E S , L T D . Specialists in ADP Systems and Cost Allocotion Plans D r a w e r 59, C h r i s t i a n s b u r g , Virginia 2 4 0 7 3 AW Telephone S y s t e m s Evaiuated Inter-Connect-Beli 703/382-1464 804-746-3684 630 J a y W a y Meclnanicsviile, V A 23111 Abbott - H a r k s e n Communications Consultants Improve Service-Recduce Cost On L o n g D i s t a n c e - P B X - 9 1 1 Billings �As Action Shifts To The State, Local Level, Is D . C . Obsolete? By Neal Peirce o Q o 14 J u s t a s the national m e d i a prepare to read v a s t import into Democ r a t i c or R e p u b l i c a n g a i n s or l o s s e s in the Nov. 2 c o n g r e s s i o n a l elect i o n s , a v o i c e s u g g e s t s they're covering a non-story. "In politics," s a y s trends analyst J o h n Naisbitt, "it d o e s not really matter a n y m o r e w h o is president, and C o n g r e s s h a s b e c o m e obsol e t e . " T h e inability of W a s h i n g t o n to deal with the n a t i o n ' s gut e c o n o m i c problems, he s u g g e s t s , h a s c a u s e d A m e r i c a to be t r a n s f o r m e d " f r o m the bottom u p . " W h i l e c o n g r e s s men flail around with petty c o n s t i t u ent s e r v i c e s and c a t e r to s p e c i a l - i n terest groups, A m e r i c a n s in c i t i e s , s t a t e s and neighborhoods are seizing political power and forging a w a v e of local s o l u t i o n s to national p r o b l e m s , ranging from energy to transportation to e c o n o m i c development. Downgrading W a s h i n g t o n is j u s t one of the g ener aliz at ion s crafted to s h o c k in N a i s b i t t ' s new book. Megatrends, p u b l i s h e d Oct. 18 by W a r n e r B o o k s . It is a book of s w e e p i n g s t a t e m e n t s . Many of them are, to put it mildly, e x a g g e r a t i o n s : It w o u l d s e e m a little foolhardy, for e x a m p l e , to disregard the president and C o n g r e s s a s long a s they tax u s , raise a r m i e s , print m o n e y and manage S o c i a l S e c u r i t y . E v e n s o . Megatrends likely will be r e m e m b e r e d a s a landmark volume of the early 1980s. It b r e a k s the m o l d s of c o n v e n t i o n a l thought; it Identifies several vital t r e n d s transforming A m e r i c a n s o c i e t y that many p o l i t i c i a n s s e e m u n a b l e — o r unwilling—to grasp. N a i s b i t t ' s lead megatrend is the fast-shifting c o m p l e x i o n of our e c o n o m y . T h o u g h w e c o n t i n u e to think and plan a s if w e still lived in an industrial s o c i e t y , w e have in fact entered an e c o n o m y based on creating and distributing informat i o n — f r o m f i n a n c i a l s e r v i c e s to high technology. Our e c o n o m i c future lie s not in s u c h " s u n s e t " industries a s s t e e l and a u t o s , but rather " s u n r i s e " f i e l d s s u c h a s electroni c s , gene s p l i c i n g , alternative energy s o u r c e s , mining of the s e a b e d s and robotics. T h e c o m p a n y or c o m m u nity that fails to recognize this funda men tal c h a n g e and shift a c c o r d ingly, s a y s Naisbitt, is doomed to a bleak future. W e are shifting " f r o m institutional help to s e l f - h e l p , " b e c o m i n g increasingly disillusioned with every large institution from government to the m e d i c a l e s t a b l i s h m e n t , from c o r p o r a t i o n s to the s c h o o l s y s t e m . I n s t e a d , w e are doing for o u r s e l v e s — i n m e d i c i n e , for ins t a n c e , e m b r a c i n g the h o s p i c e m o v e m e n t , natural childbirth, home births and " w e l l n e s s " programs. Ins t e a d of counting on the police alone, c i t i z e n s are forming crimew a t c h and crime-stopper programs a c r o s s the country. Fifty t h o u s a n d self-help groups have s p r u ng up a s people c o u n s e l their peers on coping with s u c h d i s p a r a te problems a s retirement, w i d o w h o o d , weight c o n trol, drug a b u s e , divorce and child abuse. Self-help, s a y s Naisbitt, is best s y m b o l i z e d by burgeoning entrepren e u r a l i s m , a rejection of large corporations in favor of self-employment and s m a l l b u s i n e s s . New busin e s s s t a r t s are up from 93,000 a year in 1950 to 600,000 yearly now. T h e great A m e r i c a n migration " f r o m North to S o u t h , " amply illustrated by the 1980 C e n s u s , " i s stronger than first thought, and irrev e r s i b l e in our lifetime," Naisbitt a s serts. But the S u n b e l t " e x p l o s i o n , " Naisbitt c o n c l u d e s , " i s really the story of three emerging megas t a t e s " w h i c h have a v a s t prepond e r a n c e of the new w e a l t h and popu l a t i o n — F l o r i d a , T e x a s and California. " F o r e c o n o m i c growth, give me T e x a s , C a l i f o r n i a and F l o r i d a , and you c a n have the other 4 7 , " he w r i t e s s o m e w h a t cavalierly. He identifies 10 " n e w c i t i e s of opportunity" and all are in the S u n b e l t — A l buquerque, A u s t i n , Denver, Phoenix, Salt L a k e City, S a n Antonio, S a n Diego, S a n J o s e , T a m p a and Tucson. T h i s unqualified e n d o r s e m e n t of S u n b e l t growth leaves one a little breathless—and wondering. San J o s e , for e x a m p l e , is already choking on its o w n growth, its " S i l i c o n V a l l e y " i n d u s t r i e s e x p a n d i n g to s t a t e s with l e s s c o n g e s t i o n and pollution and more h o u s i n g in the l e s s than-$150,000 range. I a s k e d Naisbitt if he s e e s any hope for older F r o s t b e l t c i t i e s and he replied y e s — b u t only if they s h o w extraordinary skill in " r e c o n c e p t u a l i z i n g " their e c o n o m i c role and carving out s p e c i a l " n i c h e s " in high-technology or information i n d u s t r i e s. T h e most troubling megatrend w h i c h Naisbitt identifies is " f r o m representative d e m o c r a c y to participatory d e m o c r a c y . " H i s e v i d e n c e is the vast outpouring of citizen initiative m e a s u r e s — o n every i s s u e from tax lids to nuclear a r m s — w h i c h s w e l l e d up in the 1970s and in fact will r e a ch an historic high. Naisbitt rightly notes that initiatives draw s u b s t a n t i a l l y h i g h e r v o t e r t u r n o u t s than e l e c t i o n s for officeholders. H i s s u g g e s t i o n that " w e have outlived the u s e f u l n e s s of representative d e m o c r a c y " is w o r r i so m e. If every d e c i s i o n of s u b s t a n c e has to be referred directly to the voters, then c a r e f ul weighing of competing c l a i m s , civil r i g h t s — a nd indeed the thin w e b of c o n s e n s u s that holds a pluralistic s o c i e t y together—could give w a y to raw majoritarianism. But Naisbitt s h o u l d be read for the q u e s t i o n s he r a i s e s , not final a n s w e r s . Not to note the trends he identifies is to move into the future—blindfolded. © 1982, The Washington Post Company �Professional Directory SCS ENGINEERS Southern Engmeering S T E A R N S . C O N R A D A N D SCHMIDT CONSULTING E N G I N E E R S , INC. • W A T E R SUPPLY • WASTEWATER TREATMENT • SANITARY LANDFILL DESIGN , GAS PROTECTION AND RECOVERY 11260 R o g e r B a c o n D r i v e , R e s t o n . V a . 2 2 0 9 0 • (703) 471-6150 Californio • W a s h i n g t o n • Kentucky • S o u t h Corolino Rales Planning System Studies Feasibility PLANNING • L A N D S C A P E A R C H I T E C T U R E • E N G I N E E R I N G COMMUNITY DEVELOPMENT CONSULTING S o u t h e r n E n g i n e e r i n g C o m p a n y of V i r g t n i a 1 8 0 0 P e a c h t r e e Street, N W. Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 352-9200 4 0 0 E a s t M a i n Street Richmond. Virginia 23219 P H O N E 804/649-8627 HDR C H O D A T , R U B A C K & A S S O C I A T E S , INCTHE HATHAWAY HOUSE 103 CENTRAL ST-, P-0 BOX 749 WELLESLEY, MASSACHUSETTS 02181 TELEPHONE (61 7) 237-5815 Studies Design Relaying Metenng PUBLIC UTILITY Engineers & Consullanis Henningson, Durham G Richardson DESIGNERS CONSULTANTS Dale Building - Suite 2 2 4 . 1504 Santa Rosa Richmond. VA23288 • Phone ^ HARLAND BARTHOLOMEW & ASSOCIATES, INC. BALDUJin AOD GREGG Engineers Engineers Planners Surveyors CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . INDUSTBIAL tAOllTIES AND PHOCESS DESIGN • HIGHIMAYS • WAIEB SEiVFBAGE SYSTEMS • Gannett Fleming ENGINEERS AND PLANNERS NORFOLK FAIRFAX No. V Koger Executive Center • Suite 250 Norlotk, VA. 23502 Fairfax Professtonat Building • Suite 7 3545 Ctiatn Brittge Road Fairfax. VA. 22030 PC BOX4800-4eOOW HUNDRED RD CHESTER.Wft-804 748-8746 WATER W A S T E W A T E R SOLID W A S T E S • Planners 804-288-4051 Austin Drockenbfough and Associates Consulting Engineers LTD. • Consut:ant:s Road PIRNIE E^ ENVIRONMENTAL ENGINEERS. SCIENTISTS i PLANNERS Three Chopt & Parham Roads. Richmond 2 3 2 2 9 AND HANSEN ENGINEERS Since 1914 M A L C O L M PIRNIE, INC. 301 H I D E N B L V D . N E W P O R T N E W S , VA 804-599-5511 Hurt & Proffitt, Inc. Engineers • Planners • Surveyors Langley and McDonald ENGINEERS'PLANNERS'SURVEYORS HighwayS'Utililies-Waterfront Facilities • Municipal Comprehensive Planning-Industrial Park Development UATEH WORKS HEWEIIAGB I I B F U S E lUSi'OHAI, Water, Wastewater, Solid Wastes, Soils & Foundations L a n d Development Site Plans Residential, Commercial & Industrial Subdivisions, R o a d , D a m s , Airports 1933 Fort Ave. Lynchburg, VA 24501 (804)847-7796 FREDERICK G. GRIFFIN, P.C. Consulting Engineers Ari'RAISALS M U N I C I I ' A L I'l.ANNINC; KATE STUDIES V A 24504 Consuln.g Eng.neers (804) 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • I n d u s t r i a l Waste Treatment • Treatability Studies • 1 4 0 S y l v a n A v e n u e , P.O B o x 1 2 1 8 E n g l e w o o d C l i l l s . N.J. 07632 201-567-8990 • 4 0 5 S o P a r l i a m e n t D r i v e , S u i t e 101 V i r g i n i a B e a c h , Va 23462 804-499-8508 THE PITOMETER ASSOCIATES (212) 267-8288 Engineers Water Waste Surveys Trunit Main Surveys Water Distribution Studies Special Hydraulic Investigations 100 Church St., New/ York, N. Y. 10007 Chic;igo Columbia Atlanta New M i l f o r d , Ct. BODiE, T A Y L O R AND (804/237-2044) >- PuRYEAR, INC. 3229 Waterlick K o a d , Lynchburg, R. S T U A R T R O Y E R A A S S O * l A T E S , I N C . 1514 W i L i ^ w l.AWN P H I V E p. (1. B o i 8 6 8 ? ItiLiiMO.vi). ViHr.iNiA 2 3 2 2 6 1 . ^ V . 1 ^ o Q Z < CONSULTING ENGINEERS 611 R e s e a r c h R o a d Cablt Tuk'visKin • I T Broadiiiat • Public Safely Ccim- P . O . Box 2901 munitatiiins Systems • Alarm Systems • Electrical IX'sif^n • Feder;d Cnrnmunicatidns ('(immLs,siiin .Application and IVi'p;iratii)n • Kxpert Testimony and Witness CH2M KHILL • Richmond, Virginia 23235 804-794-6823 o I- Complete Engineering Services M u n i c i p a l a n d I n d u s t r i a l Waste Treatm e n t . P o w e r Systems, S t r u c t u r e s . Solid W a s t e s . Water R e s o u r c e s . W a t e r Supply a n d T r e a t m e n t , T r a n s p o r t a t i o n 1941 R o l a n d C l a r k e Place R e s t o n , V i r g i n i a 22091 701/620-5200 R. KEXNKTH WF.l.KS F\GINEF.R,S W a t e r S u p p l y a n d r u r i f i c a t i o n • Sc\%craRc a n d Sewage T r e a t m e n t • Streets a n d H i g h w a y s • Iinrstictatiniis a n d Reports • S u [ ) e r - v i s i o n of C'onstmctioii. 2733 T i n t w . M T R l ) n NoRroi.K. < z o DC > 2350!? 15 �(ii:KA(;HrY & MILM-.K, INC. Consulting Engineers Environmental Laboratories I n d u s t r i a l and Municipal B44 WEST STREET, ANNAPOLIS, MO 21401 (301) 268-7730 1531 N o r t t i FORD HOUSTON QU^^p B l a c k s b u r g , Virginia P.O.BOX 2511 TRAFFIC POSTS TRAFFIC SIGN • Solid • Water • REFLECTIVE 24060 • RATE • CONSOLIDATION/ANNEXATION STUDIES • MICRO COMPUTER • TRANSPORTATION 100 ARDMORE STUDIES STREET Waste/Energy Control Induatrlal Toll Free 1-800-368-2295 24060 Control Treatment 1202) 'ASSOCIATES BLANKS BLACKSBURG Recovery • Air Pollution Waste SHEETING ALUMINUM STUDIES PROGRAMMING 703-552-5609 Pollution BALTO., MD. 21215 FACES Street (703)552-5548 INCORPORATED TRAFFIC SIGNS Shannon-Baum, Inc. Mam TECNOMICS Charles R Velzy Associales. Inc Consulting Engineers 355 M a i n Street A r m o n k New York 10504 842-1160 K A ' & I Box K228 Koger Executive Center R i c r i m o n d , Virginia 23288 7 700 LEESBURG PIKE SUITE 302 CHURCH,VA. 22043 703/833-0711 FALLS r > Boule Enamasnno s t u d i e s • Facility P l a n n i n g Design e n o i n e e r s Construction t^anagement • Operations consultinQ WATER, VJASTEWATER, SITE DRAINAGE,FLOOD DEVELOPMENT, STREETS STRUCTURAL , TERRAQUA Resources Corporation Corporation CONTROL HIGHWAYS,BRIDGES DESIGN , MARINAS Water/Wastewater Engineers/Consultants TE ^ d O U d ^^»V American Uniform • S o l i d Waste Hydraulic Systems & Structures U R e a d i n g , PA 215-378-9300 H u n t V a l l e y , (vID 3 0 1 - 6 6 7 - 6 0 2 0 U 9.0.^caP^'^'aAfi- Sales, I n c . JINEERS • ARCHITECTS • P L A N N E R S • SURVEYOR Blauvelt Engineering Co. CJrccnlutrnc Industrial DevelODmenl • Wsfe; Supply • Seterage • flood Conlml sia Drainage • Energy Consen/alion LEE HIGHWAY, SUITE 202 • am, Inc. FAIF David A. tvlinler Municipal Audits Federal — Head Start — CETA — HUD; A-102 Single Audits 1703) 590 1131 1703) 670-6300 10710 ^-f PHONE 7O3-385.98O0 JAMES M. BRIDGES, CPA JAr^ES BRIDGES. LTD A PROFESSIONAL CORPORATION Certified Public Accounlant 14003 MINNEVILLE RD DALE CITY. VA 22193 IBMOBniENSGERE Consulting Engineers 1200 1 5 t h Street W a s h i n g t o n , D.C. (202] J A M E S M. IVIONTGOiyiEflY, CONSOLTING E N G I N E E R S , INC. CIVIL AKDENIIflONMEKTAL TP N.W, 20005 861-0026 Boston, Philadelphia, 703-860-2400 O Q < Plains RaitDn Inltrnillonil Certer, Suits 1)30 1 1 800 Sunrise Villsr Drin, ReslDr, VA 2Z031 MMIVII8M ^21) V'JESl BUTT ST. NORFOLK V A 23510 RCHITECTS + ENGINEERS + P L A N N E R S (8041 623 1641 A Patton, Harris, Rust & Assoc. a orotessional COrporalion Engineers , Surveyors , Planners C o m p l e t e p r o f e s s i o n a l services for rrtunicipalities artd p u b l i c agertcies 100 Soutt? f^ain Street PLAYGROUND Florida—Wesi Virginia—Georgia—Maryland Field Representative a n d PARK GAME (7031273-8700 B n d g e w a t e r Virginia 2 2 8 1 2 ( 7 0 3 ) 8 2 8 2616 Cunningham, "imag ineered" Vall«y 0 ) l i c « : CUNNINGHAM Box 9554 Lakeside Phone EQUIPMENT BY TIME, I N C . AiSOC. INC. B:., R i c t m i o n d , V a . 23228 804 '262-2401 COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES BENGTSON, DeBELL, ELKIN & TITUS Michael K. Btrlin CONSULTING ENGINEERS. SURVEYORS & PLANNERS Municipal ServicM Manoger Centreville. VA Leesburg. VA 8 0 1 1 Jefferson Davis Hwy., 703-631-9630 703-777-1258 1-804-275-2624 George Main O t i i c * : H e a r s e & A m b u l a n c e S a l e s Inc., Richmond, V a . 23237 16 (301) 235-3450 1 0 5 2 3 M a m S l r e e l Fairfax Virginia 2 2 0 3 0 Wastewater T r e a t m e n t Systems • T r a n s p o r t a t i o n IVlunicipal F a c i l i t i e s • W a t e r a n d S e w e r a g e S y s t e m s Waterfront Facilities • E n v i r o n m e n t a l Studies Construction Management • Surveying Ph. BALTIMORE, MARYLAND 21218 W * T E f l « N D WASTEWATER AMBULANCES, COMMUTER BUSES, 4 dr. L I M O U S I N E S 6 dr. > 2315 SAINT PAUL STREET New-York, St. L o u i s , S y r a c u s e , W h i t e ENGINEERS ^^H^'y^I^Mi WHITMAN, RKQIIARDT AND A S S O C I A T E S ENGINEERS Silver Spring. tvID 301-439-0055 East Cenlrdl Region BROWNING-FHtRIS INDUSTRIES P.O. Bo* 8733 BWI Aiipofl Mar/land 2\7iO : (301) 796-B850 Telex: 67-487 �Index To Volume 17, January-December, 1982 COMMENTARY Mo. Voluntarism Virginia's Long Trek to Safety Assistance For Abused Spouses Frostbelt/Sunbelt—What's Happening To Our Urban Areas . . . . The Future of Virginia's Planning District Commissions . . . . Room and Meal Taxes Oct. 10 Dec. 4 York County Bridges the Communication Gap Vinton Dedicates Town Hall Something Old, Something New The Other Virginia Beach Old Form, New Function May 10 JuneS June 9 Sept. 5 Oct. 11 COMMUNITY ACTIVITIES Feb. 2 Mar. 9 May 24 July 2 Reasons and Remedies For Antitrust Anxieties Breeder Litigation LOCAL GOVERNMENT Elected Officials and Income Taxes—What You Should Know Harrisonburg Electric Commission . . . Councils Beware: Decisions Must Be Made With Care The Fredericksburg/Spotsylvania Agreement Owning Your Own Electric System . . . The Council Member: How To Be A Team Player Antitrust Laws—New Problems For the Old Ways of Doing Business Complying With The Procurement Act Portsmouth's One Fleet System Decisions, Decisions Voluntary Annexation Agreements . . . Ethical Dilemmas In Public Procurement COMMUNITY & ECONOMIC DEVELOPMENT Comparing Virginia's Economic Development Efforts Want More Business and Industry? . .. Norfolk—Breaking Ground For Tomorrow Keeping Downtown Active Starting An Economic Development Program Industrial Development In Transition.. Enterprise Zones—Virginia's Approach The Certified Development Company . Southside Localities Form Corporation Norfolk's Housing Program Changing The Beach Through Economic Development Tourism—A$210 Million Business . . . Aug. 2 Aug. 4 Aug. 8 Aug. 9 Aug. 10 Aug. 11 MUNICIPAL MANAGEMENT Aug. 19 Aug. 20 Aug. 21 Sept. 18 PUBLIC SAFETY Virginia's Congressional Delegation .. As Action Shifts To the State, Local Level, Is D.C. Obsolete? Jan. 12 FINANCES & TAXATION Portsmouth's Municipal Finance Commission A Policymaker's Responsibility For The Municipal Audit Process... Prince William Takes The Confusion Out Of The Budget Process.. GENERAL ASSEMBLY Finding Your Way During The Session HUMAN RESOURCES June 6 June 20 Sept. 16 Jan. 9 Local Option Apr. 2 Can The Private Sector Fill The Gap?.. May 4 Falls Church Group Home Sept. 12 Metropolitan Alternatives Nov. 8 Meeting The Needs of The Mentally III Nov. 11 INTERVIEWS Interview With Paul Trible Lt. Gov. Davis Talks About Local Government June 12 Recent Judicial Miscellany Keeping The Government From Bringing Petty Cases Licensing The Sale of Drug Paraphernalia Municipal Tort Immunity Jan. 14 LEGAL GUIDELINES July 7 July 11 Sept. 20 Oct. 9 Nov. 4 Nov. 12 Mar. 4 Mar. 10 Henrico Firefighters Decision Fire Information On Wheels Suits Made Against Police High Schoolers Get Credit For Fire Training Teens Learn To Fight Fires Stop Kids From Setting Fires Junior Fire Fighters Bill Fairfax City Teaches ABCs Of Fire Safety Is Your Police Department Ready For Accreditation? Jan. 8 Apr. 9 Apr. 10 Herndon Gets The Gold What Kind of Parks Do Citizens Want? Mar.16 May 14 RECREATION VML July 4 Mar. 19 Sept. 11 Dec. 14 Apr. 4 May 5 Lynchburg Offers Counseling For Employees Hampton Turns Refuse To Energy . . . . Are We Getting Better At Transporting Hazardous Materials? FEDERAL GOVERNMENT Feb. 14 May 16 Dec. 6 Dec. 10 PERSONNEL & TRAINING Oct. 6 Jan. 4 Feb. 8 What To Throw Away and How To Manage What You Keep Recordkeeping, Microfilming & Computers For Small Local Governments There's Much More To Municipal RM Than Just Minding The Store . .. Managing With Less Localities Use Quality Circles Sept. 44 Sept. 51 ENVIRONMENT July 9 Oct. 18 Apr. 12 Apr. 19 Apr. 19 Aug. 26 Sept. 14 Dec. 12 VMLCohosts Reaganomics Seminar . Feb. 4 VML Annual Report Sept. 27 O Q Z < .z I Aug. 17 Feb. 10 May 12 June 10 17 �Calendar VML L E G I S L A T I V E DAY, February 2, 1983, J o h n Marshall Hotel, R i c h m o n d , Virginia. VIRGINIA S E C T I O N INTERNATIONAL CITY MANAGEMENT ASSOCIATION ANNUAL CONFERE N C E , May 1 8 - 2 0 , 1983, S h e r a t o n Inn, F r e d e r i c k s b u r g , Virginia. MUNICIPAL E L E C T R I C P O W E R A S S O C I A T I O N O F VIRGINIA ANNUAL C O N F E R E N C E , J u n e 1 - 3 , 1983, Holiday Inn 39th S t r e e t , Virginia B e a c h , Virginia. STATE FIRE C H I E F S ASSOCIATION O F VIRGINIA ANNUAL C O N F E R E N C E , J u l y 1 3 - 1 6 , 1983, Holiday Inn Airport, R i c h m o n d , Virginia. VIRGINIA ASSOCIATION O F C H I E F S O F P O L I C E ANNUAL C O N F E R E N C E , A u g u s t 2 1 - 2 4 , 1983, O M N I , Norfoll<, Virginia. VIRGINIA MUNICIPAL L E A G U E 78TH A N N U A L C O N F E R E N C E , S e p tember 1 8 - 2 0 , 1983, Hilton, J a m e s City C o u n t y , Virginia. VIRGINIA BUILDING O F F I C I A L S ANNUAL C O N F E R E N C E , D e c e m ber 4 - 7 , 1983 Holiday Inn, H a m p t o n , Virginia. ATTENTION The Virginia Department of Highways and Transportation has adopted new Road and Bridge Standards, which will be effective with the December, 1982, construction bid advertising schedule. Copies are available from the Department at $13 each, including state sales tax. Policy provides free copies to qualified counties, municipalities, and governmental agencies. Copies may be obtained by sending request, with check made payable to Treasurer of Virginia, to H. M. Shaver, Jr., State Location and Design Engineer, Department of Highways and Transportation, 1221 East Broad Street, Richmond, Virginia 23219. Virginia Department of Highways and Transportation REFURBISHING SPECIALISTS On All Types of Fire Apparatus J . C. MOORE INDUSTRIES • FREDONIA, PA. 16124 "YOU GET MORE FROM MOORE" • MOORE SERVICE • MOORE SATISFACTION • » MOORE WATER • MOORE QUALITY WORKMANSHIP CALL 24 HOURS A DAY FOR SERVICE PHONE (412)475-3185 FINANCIAL AND MANAGEMENT CONSULTANTS in Richmond Quality Inn Commonwealth H O Q O H < (5 tr Just 10 blocks from Capitol Square. Across from Virginia Commonwealth University, Monroe Park, and Mosque. Convenient to Richmond Coliseum. Features newly refurbished rooms. 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For the past several years FCA has been assisting federal, city, county and state governments convert delinquent receivables to cash, cash that is badly needed by just about every government entity in America today. If you would like more information on how FCA can improve your cash flow please write for our booklet "Collection Program for State, County and Municipal Governments" and our current annual report. Bob Prince, Director, Government Division FINANCIAL C O L L E C T I O N AGENCIES Suite 100, 175 Strafford Avenue, Wayne, Pennsylvania 19087 (215) 687-4601 C H A R L E S T O N • (304) 343-8813 R I C H M O N D • (804) 353-9525 FINANCIAL COLLECTION AGENCIES 45 offices coast-to-coast throughout the United States EFHutlon talks public powerfinanciiig. E.F. Hutton's Public Power Finance Group has demonstrated its ability to generate n e w financing ideas and carry them out successfijlly We have the experience, the l<now-how, and the distribution network w h i c h could mal<e your next financing a success in w a y s y o u m a y not have anticipated. A s managers or co-managers of numerous public financings, w e have proven our ability to create innovative approaches to complex tax-exempt financings. W e have the second largest capital base in the industry. W e also have the willingness to use our capital to maintain a secondary market in issues w e manage. A n d our distribution capability is extensive, w i t h 2 6 5 offices across the country, i n addition to our growing retail business, our institutional business has grown to over 1/3 of our total securities business. For your next public power offering, w h y not give Marshall Lancaster a call at (212) 7 4 2 - 2 8 9 2 , Steve Sloan at (212) 7 4 2 - 6 6 5 1 , or Bill Sachau at (213)488-3551. Learn w h y so m a n y people in public power say that it pays to listen w h e n E.F. Hutton tall<s. E.E Hutton & Company Inc. One Battery Park Plaza, New York, New York I O O O 4 (212) 7 4 2 - 5 0 0 0 When EF Hutton talks, people listen. o Q O h< C5 DC 19 �� Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 17, Number 12 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource December 1982 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198212 https://www.virginiaroom.org/digital/files/original/69/6448/198301.pdf a5cd53947853e23c969f3bc597110d87 PDF Text Text Vrgmia VOLUME 18 JANUARY 1983 *City The S e s s i o n Convenes NUMBER 1 �Editorial Local Government • . . Competition or Cooperation? By Jack D,. Edwards The q u e s t i o n raised in t h e editorial in t h e N o v e m b e r issue of VIRGINIA T O W N & CITY is phrased m o s t clearly in t h e t i t l e : Are Municipalities Giving Up Too Mucti to Actiieve Voluntary Annexation Agreements? The editorial c o n c l u d e s that an a n n e x a t i o n agreement w i t h a m o r a t o r i u m longer than 10 years " m a y n o t be in t h e best interest of t h e state, or t h e long t e r m interest of t h e m u n i c i p a l i t y . " This view is c o n s i s t e n t w i t h t h e report of t h e C o m m i s s i o n on Local G o v e r n m e n t in t h e case involving Fredericksburg and S p o t s y l v a n i a C o u n t y . The q u e s t i o n is a central one; it may n o t be an exaggeration to say that t h e s u c c e s s of t h e new statute d e p e n d s o n h o w localities approach this q u e s t i o n . The recent history of t h e Virginia Municipal League and t h e C o m m o n wealth of Virginia s h o u l d help us t o a n s w e r this q u e s t i o n , as well as t w o o t h e r s : H o w does t h e a n s w e r t o t h e q u e s t i o n above affect t h e relations h i p s b e t w e e n local n e i g h b o r s ? How does t h e a n s w e r a f f e c t t h e welfare of all local g o v e r n m e n t s ? o Q 5 o > The a n n e x a t i o n s i t u a t i o n , and Virg i n i a a n n e x a t i o n law, e n s u r e s that a city and its n e i g h b o r i n g c o u n t y will see each o t h e r as adversaries. Over t i m e this s i t u a t i o n has proved t o be divisive and harmful t o a c o m m u n i t y — t h e long-term damage resulted in t h e s t a t e w i d e m o r a t o r i u m w h i c h lasted f r o m 1971 t o 1980. T h o m a s J . M i c h i e , Jr., t h e n in t h e H o u s e of Delegates, w a s t h e driving f o r c e behind t h e legislation w h i c h became e f f e c t i v e in 1980. He indicated that t h e f o u r main goals of t h e s t a t u t e all related t o f i n d i n g alternatives t o a n n e x a t i o n . The s t a t u t e r e c o g n i z e d , however i m p e r f e c t l y , that t h e goal m u s t be amicable s e t t l e m e n t s rather than divisive and About the Author Mr. Edwards Is a supervisor for James City County and as chairman of the League's City Section, is a member of the VML Executive Committee. c o s t l y adversary p r o c e e d i n g s . In several ways, t h e statute encouraged c o o p e r a t i o n , n e g o t i a t i o n and s e t t l e m e n t . The s t a t u t e has been at least partly s u c c e s s f u l in this respect since t h e n u m b e r of localities w h i c h have entered n e g o t i a t i o n is far greater than ever before. Why d o c o u n t i e s j o i n c i t i e s at t h e n e g o t i a t i n g table? One of t h e major reasons is t h e p o s s i b i l i t y of longt e r m local peace, one that will permit both c o u n t i e s and c i t i e s t o plan their d e v e l o p m e n t and services. If a n n e x a t i o n n e g o t i a t i o n s d o not inc l u d e t h e p o s s i b i l i t y of a moratorium e x c e e d i n g 10 years, it is unlikely that w e will see many agreements. All of t h i s s u g g e s t s that Frede r i c k s b u r g and Spotsylvania are t o be praised, not c h a s t i s e d or p i t i e d . They w o r k e d o u t t h e t e r m s w h i c h were necessary for a local agreement; one of those t e r m s ensures a long period w h i c h will be free of potentially harmful a n n e x a t i o n s . W h i l e I d o not know w h e t h e r each agreement is t h e best o n e w h i c h c o u l d be devised, I am c o n v i n c e d that e l e c t e d o f f i c i a l s in t h o s e c o m m u n i ties are in the best p o s i t i o n t o know what t e r m s are essential f o r an agreement. The s t r e n g t h of local g o v e r n m e n t lies in t h e fact that d e c i s i o n s are made by t h o s e w h o are closest t o the p r o b l e m s . One of t h e advantages of a negotiated s e t t l e m e n t , as c o m p a r e d to a court battle, is that local o f f i c i a l s and citizens c o n t r o l their o w n d e s t i n y rather than c o m m i t t i n g it to t h e d e c i s i o n of outsiders. As a historical matter, cities and c o u n t i e s have f o u g h t each other w i t h an intensity w h i c h w o u l d make a f o o t b a l l c o a c h p r o u d . This may please state o f f i c i a l s in R i c h m o n d , w h o realize that s u c h in-fighting prevents local g o v e r n m e n t s f r o m b e c o m i n g a potent force in state p o l i c i e s . R i c h m o n d has relied upon our t e n d e n c y t o use up m u c h of our energy this way, and it has rarely been d i s a p p o i n t e d . There were t w o major e x c e p t i o n s in t h e 1970's. In 1977, s o m e localities were p u s h i n g f o r an additional one cent t o t h e sales tax, w i t h t h e proceeds t o be divided a m o n g local g o v e r n m e n t s . State authorities c o u n t e d on our inability t o agree on a f o r m u l a for d i s t r i b u t i o n b u t , in fact, V M L and t h e Virginia Association of C o u n t i e s (VACO) a p p o i n t e d a j o i n t c o m m i t t e e and hammered out an a c c e p t a b l e c o m p r o m i s e . The leadership of V M L President Anne Kilgore, then mayor of H a m p t o n , was i n s t r u m e n t a l in achieving that agreement. Unfortunately, the.state did not accept t h e r e c o m m e n d a t i o n , but it s h o w e d local and state officials that cooperation c o u l d build a new local force. In t h e late 1970's, the annexation issue began t o d o m i n a t e local t h i n k i n g . V M L and VACO a p p o i n t e d a j o i n t task force t o search for c o m mon g r o u n d . Many observers t h o u g h t it w a s fruitless, given t h e nature of t h e issue. Again, t h e t w o g r o u p s f o u n d important areas of agreement. These points were sugg e s t e d to Delegate Michie and others w h o were working on t h e legislation, and many of the suggest i o n s were incorporated in the law. There is a great difference bet w e e n our usual f i g h t i n g and t h e t w o examples of cooperation j u s t c i t e d . The old d i s p u t e s a s s u m e a fixed pie; t h e q u e s t i o n is h o w it will be divided a m o n g localities. Cooperation a s s u m e s that there might be a larger pie for local government. The old d i s p u t e s reflect a preoccupation w i t h t h e politics of d i s t r i b u t i o n ; c o o p e r a t i o n sees the possibility of a p o l i t i c s of g r o w t h . There may have been an earlier and happier t i m e w h e n local governm e n t s c o u l d afford to worry only about t h e d i s t r i b u t i o n of t h e pie. Now t i m e s are t o u g h for many local g o v e r n m e n t s , and they are going t o get tougher. W e need to expand our resources and our authority. To d o that, cities and c o u n t i e s must treat each other as partners, not adversaries, in order t o show a united front. The Virginia Municipal League should provide leadership in this d i r e c t i o n . �Virginia Editor Charlotte Kingery Advertising and Business Manager Sandra J . Bacas &City Editorial Assistant Joni Terry Telephone 804/649-8471 V M L President Francis T. West Officers C h a r l e s A. R o b i n s o n , J r . L a w r e n c e A. D a v i e s Vincent J . Thomas S a m W. A d a m s Executive Committee Jacl< D. E d w a r d s J a n e L. Hough Arlie C . P a y n e Martha V. P e n n i n e Ronald C. Spiggle Robert T . W i l l i a m s Past President Raymond F. Ratcliffe Executive Director ft. Michael A m y x On the Cover The South portico of Virginia's C a p i t o l . T h e Virginia G e n e r a l A s s e m b l y has been meeting in this building s i n c e 1788 and on J a n u a r y 12, the 1983 s e s s i o n will convene. Photo by Charlotte Kingery. Statements and opinions presented in this magazine do not necessarily refiect ttie policies of the Virginia Municipal League, VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of tfie Virginia Municipal League. It is publJsfied monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and If granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richm.ond 23206 V0LUME18 2 J A N U A R Y 1983 NUMBER 1 Local Government—Competition or Cooperation? " J a m e s City C o u n t y S u p e r v i s o r J a c k E d w a r d s replies to the Nove m b e r e d i t o r i a l on voluntary annexation a g r e e m e n t s . " 4 Resolving Land Use Disputes Between State Agencies and Local Governments " L e g i s l a t i o n should be e n a c t e d that would require state a g e n c i e s and institutions to c o n f o r m to local regulations a s a general rule, but would permit them to s e e k relief where they believe an e s s e n t i a l state interest is involved." 5 People 6 Cost Cutting Series " W i t h this i s s u e of V I R G I N I A T O W N & C I T Y , a number of a r t i c l e s will f o c u s on w a y s localities have cut their c o s t s . " 6 Becoming Your Own Customer—Norfolk's Self Insurance Program " E r n e s t Franklin e x p l a i n s how Norfolk started its own program to s a v e money and the b a s i c c o n c e p t s that localities need to c o n s i d e r if they are interested in e s t a b l i s h i n g s u c h a program." 8 ZBB: Charlottesville's Tool For Cutback Management " T h e city began i m p l e m e n t i n g zero-base budgeting in 1976." 10 Assigning Vehicles and Training Supervisors Save Suffolk Money " A n u m b e r o f programs have cut c o s t s in Suffolk but none have been a s s u c c e s s f u l a s the personalized police v e h i c l e and supervisory training p r o g r a m s . " 12 Protecting Our Older Adults—Has Everything Been Done? " J o h n T w i s d a l e a p p l a u d s the adult protective s e r v i c e s law in Virginia but he c o n t e n d s it's not e n o u g h . " 14 Marketplace 14 Calendar 18 User Charges: Why Aren't Virginia Cities Using Them More? " V i r g i n i a c i t i e s need to e x a m i n e every a v e n u e for f u n d s but why are u s e r f e e s being o v e r l o o k e d ? " �Resolving Land Use Disputes Between State Agencies and Local Governments By Frank Buck and R o g e r C . Wiley, Jr. B a c k in t h e 1970's, t h e C o m n n o n w e a l t h of V i r g i n i a tried t o locate a p r i s o n in t h e G r e e n S p r i n g s area of L o u i s a C o u n t y . It a l s o t r i e d t o e x p a n d t h e f o o t b a l l s t a d i u m at T h e C o l l e g e of W i l l i a m & Mary, w h i c h is in t h e c i t y l i m i t s o f W i l l i a m s b u r g . Recently, the state wanted a coal l o a d i n g pier in P o r t s m o u t h a n d a h a z a r d o u s w a s t e d i s p o s a l s i t e in t h e quiet, rural s u r r o u n d i n g s of B u c k i n g h a m C o u n t y . A l l t h e s e att e m p t s by t h e state failed but local g o v e r n m e n t s as well as citizens are o f t e n s u r p r i s e d t o learn that local zoning ordinances give t h e m no protection, regardless of the impact, w h e n the state wants to locate a f a c i l i t y in t h e i r a r e a . W h i l e t h e r e is n o s t a t u t e o r Virg i n i a c o u r t d e c i s i o n s p e c i f i c a l l y exempting state institutions and agencies from local zoning control, s t a t e o f f i c i a l s u s u a l l y rely o n a 1971 o p i n i o n o f t h e A t t o r n e y G e n e r a l {Report of the Attorney General, 197172, p. 103) c i t i n g t h e c o m m o n l a w rule t h a t t h e s o v e r e i g n is n o t b o u n d by a n y s t a t u t e u n l e s s t h e s t a t u t e specifically says so. That opinion correctly notes that a majority of state c o u r t s have t h u s held state e n tities e x e m p t from local zoning ordinances. While some sound, contrary a r g u m e n t s are available, m o s t local g o v e r n m e n t s have a s s u m e d that the Supreme Court of Virginia, which has frequently upheld state sovereignty in o t h e r instances, w o u l d agree with the Attorney General's opinion. o D O H < (3 C o u r t s in several o t h e r s t a t e s , however, have recognized that granting state agencies absolute i m m u n i t y from local zoning control is u n s a t i s f a c t o r y . R a t h e r t h a n r e l y ing on a strict rule that t h e state's s o v e r e i g n t y is s u p e r i o r , t h e y have a d o p t e d a " b a l a n c i n g of governmental interests" test that recognizes both statewide c o n c e r n s and the needs of local citizens. > About The Authors Mr. Buck is the mayor of Charlottesville while Mr. Wiley is the city attorney. Perhaps the first of t h e cases t o adopt this more reasoned view was Rutgers, State University v. Piluso, 6 0 N . J . 1 4 2 , 2 8 6 A . 2 d 6 9 7 ( 1 9 7 2 ) , in w h i c h t h e c o u r t c o n s i d e r e d t h e nature and s c o p e of authority of the state institution, the kind of land use or function involved, the extent of t h e s t a t e w i d e p u b l i c i n t e r e s t t o be served, t h e e f f e c t t h e local regulation w o u l d have o n t h e state activity a n d t h e i m p a c t u p o n l e g i t i m a t e local interests. W i t h slight modific a t i o n s t h e s e factors have s i n c e been adopted as the "balancing t e s t " b y a p p e l l a t e c o u r t s in D e l a ware, Florida, Minnesota, North and S o u t h D a k o t a a n d K a n s a s in d e c i d ing w h i c h governmental entities s h o u l d b e e x e m p t f r o m z o n i n g restrictions. "Legislative action can modify the extent of state agencies' immunity from local zoning control." E v e n if t h e c o u r t s a d h e r e t o t h e o l d e r v i e w of state s o v e r e i g n t y , legislative action c a n , of course, modify t h e e x t e n t of s t a t e a g e n c i e s ' i m m u n i t y f r o m local z o n i n g c o n t r o l . Interestingly, the legislatures of North a n d S o u t h Carolina have b o t h abolished state immunity altog e t h e r , t r e a t i n g s t a t e a g e n c i e s in the s a m e m a n n e r as private landowners for zoning purposes. Officials of the University of North Carolina and the T o w n of C h a p e l Hill have reported satisfaction with theirexperience underthis law, w h i c h h a s n o w b e e n in e f f e c t for more than ten years. Predictably the local g o v e r n m e n t officials were m o r e e n t h u s i a s t i c , b u t t h e university administrators admitted that t h e r e q u i r e m e n t t o c o m p l y w i t h local o r d i n a n c e s had made them more sensitive to local c o n c e r n s and had never prevented U N C f r o m d o i n g a n y t h i n g it " r e a l l y n e e d e d t o do." A l t h o u g h t h e N o r t h C a r o l i n a experience has apparently been successful, state officials might legitimately be c o n c e r n e d that localities w o u l d u s e their z o n i n g p o w e r t o exclude unpopular but essential state facilities s u c h as prisons, mental institutions or waste disposal sites. N e v e r t h e l e s s , it s h o u l d b e e v i d e n t that not every state s p o n s o r e d activity serves an essential statewide p u r p o s e , a n d that s t a t e a g e n c i e s often ignore local zoning out of convenience or mere indifference rather than necessity. For example, a Radford city official reported that Radford University purchased h o u s e s in s i n g l e f a m i l y r e s i d e n t i a l zones and leased t h e m to fraternities, disregarding local zoning regulations. Recognizing the need for a better way to deal with this problem. Sena t o r T h o m a s J . M i c h i e of Charlottesville introduced legislation last year that w o u l d have required state agencies and institutions to c o n f o r m to local regulations as a general rule, b u t w o u l d have permitt e d t h e m t o seek relief w h e r e t h e y believed an essential state interest was involved. Under the proposal, the appeal w o u l d not be m a d e through the courts, but through an a d m i n i s t r a t i v e p r o c e s s at t h e s t a t e level. That process w o u l d apply a balancing test, similar to that used i n t h e Rutgers case, and w o u l d give the governor final authority to decide w h e t h e r the state agency's interest outweighs the interests served by t h e local regulation. While this legislation was not a d o p t e d last year. S e n a t o r M i c h i e p l a n s t o r e i n t r o d u c e it in t h i s y e a r ' s s e s s i o n . It e f f e c t i v e l y p r e s e r v e s t h e c o n c e p t of state sovereignty w h i l e r e c o g n i z i n g l e g i t i m a t e local intere s t s . If a d o p t e d , it w o u l d r e m o v e a f r e q u e n t s o u r c e o f i r r i t a t i o n in s t a t e and local relationships and w o u l d guarantee citizens protection from a r b i t r a r y s t a t e a c t i o n in t h e s a m e w a y that t h e c o u r t s have already p r o t e c t e d t h e m f r o m arbitrary local government action. Local officials should express their support for Senator Michie's proposal to other m e m b e r s of t h e General A s s e m b l y . �People Chesterfield Appoints Two J . Royall Robertson fills the vac a n c y left by E. Merlin O'Neill on the C h e s t e r f i e l d Board of Superv i s o r s . R o b e r t s o n r e p r e s e n t s the M a t o a c a District and his appointment e x t e n d s through next year. He is a retired manager of the R i c h mond office of the Production Credit A s s o c i a t i o n . Dr. Burt H. Lowe w a s named director of the C h e s t e r f i e l d County Department of Mental Health/Mental Retardation and S u b s t a n c e A b u s e . He holds d e g r e e s from G e o r g e t o w n University and Miami University of Ohio. Dr. L o w e rep l a c e s Albert W y n n e w h o recently retired. Livinski Promoted J o s e p h R. Livinski w a s appointed director of the F a l l s C h u r c h Department of P u b l i c Utilities. L i v i n s k i rep l a c e s Howard W. Smith w h o retired in October. S m i t h w a s with the city for 22 y e a r s , working his w a y up from e n g i n e e r to department director. L i v i n s k i , former a s s i s t a n t director, h a s been with the city for 14 y e a r s and is a p r o f e s s i o n a l engineer and a m e m b e r of the A m e r i c a n S o c i ety of Civil E n g i n e e r s and the American Water W o r k s A s s o c i a t i o n . Mauro Named City Clerk Jacl(ie IVIauro w a s named city clerk of F a i r f a x City. S h e h a s been a c t i n g director s i n c e J u l y , having been appointed deputy city clerk in October of 1980. Mauro s u c c e e d s S u z a n n e Albin. Honors Ray A. J a c k s o n , chief of utility operations f o r t h e city of R i c h m o n d , w a s a w a r d e d the D i s t i n g u i s h e d Serv i c e A w a r d by the Virginia S e c t i o n of the A m e r i c a n W a t e r W o r k s A s s o ciation ( A W W A ) at its annual meeting in R o a n o k e . He w a s given the a w a r d for his outstanding participation, c o u n s e l , and p r o g r e s s i v e leadership to the state s e c t i o n . A W W A is a nonprofit s c i e n t i f i c and educational s o c i e t y for profess i o n a l s in the water w o r k s industry. Judith S . Robinson, C M C , recorder of the town of W i n d s o r , h a s been a c c e p t e d into the A c a d e m y for A d v a n c e d E d u c a t i o n of the Interna- tional Institute of Municipal C l e r k s . T h e a c a d e m y is a p r o f e s s i o n a l body of m u n i c i p a l c l e r k s who have c o n tinued their high level e d u c a t i o n a l a c h i e v e m e n t beyond the attainment of the prestigious Certified Municipal Clerk ( C M C ) A w a r d . I I M C president T h o m a s M. R e d a n a u e r , ann o u n c e d , " I a m p l e a s e d to w e l c o m e Mrs. R o b i n s o n a s a m e m b e r in the IIMC A c a d e m y for A d v a n c e d E d u c a tion. S h e is an inspiration to all m e m b e r s of our p r o f e s s i o n and a fine e x a m p l e of a dedicated public s e r v a n t . " S h e w a s appointed recorder for the town in J u l y , 1972 and 1977, s h e b e c a m e zoning administrator and s e c r e t a r y - t r e a s u r e r to the planning c o m m i s s i o n . Angle Dies Served 20 Years Alpheus Nathaniel "Runt" Angle, a member of the R o c k y Mount T o w n C o u n c i l for 20 y e a r s , died November 22. A n g l e a l s o s e r v e d on the board of t r u s t e e s of F r a n k l i n Memorial H o s p i t a l . He is survived by his wife and two c h i l d r e n . R. Howard Robinson fills the vac a n c y left by C o u n c i l m a n Angle. The WaUerstein Scholarship The WaUerstein Scholarship w a s e s t a b l i s h e d by a gift from R u t h C . a n d Morton L. WaUerstein to the University of V i r g i n i a to foster intere s t and r e s e a r c h in Virginia municipal government. T h e s c h o l a r s h i p is a d m i n i s t e r e d by the Virginia Municipal L e a g u e and the Institute of G o v e r n m e n t , University of V i r g i n i a . E L I G I B I L I T Y : An Applicant m u s t be: 1. A n e m p l o y e e or official of a V i r g i n i a municipality w h o w o u l d like to s p e n d a year at the University of V i r g i n i a e n g a g e d in r e s e a r c h a n d s t u d y with the Institute of G o v e r n ment; or 2. A p e r s o n , preferably an employee or official of a Virginia municipality, s e e k i n g to undertake graduate work at the University of V i r g i n i a in a field related to municipal government. It i s hoped, but not required, that the recipient intends to enter or re-enter Virginia municipal government s e r v i c e upon c o m pletion of the graduate work. SELECTION CRITERIA: W h i l e an applicant must s h o w promise of benefiting s u b s t a n t i a l l y from a year at the University and a degree applicant m u s t meet a d m i s s i o n s t a n d a r d s , the s e l e c t i o n c o m mittee will p l a c e heavy e m p h a s i s upon the individual's potential for public s e r v i c e in Virginia. DURATION O F T H E AWARD: T h e a w a r d i s m a d e for a twelvemonth period, b e g i n n i n g , at the recipient's w i s h e s , between J u n e 1, 1983, a n d S e p t e m b e r 1 , 1983, and may c o n t i n u e for a s e c o n d y e a r dependent upon the r e c i p i e n t ' s need and his or her first year record. AMOUNT O F T H E AWARD: T h e amount is $5,000. APPLICATION PROCEDURE: A p p l i c a n t s for the s c h o l a r s h i p may obtain the n e c e s s a r y f o r m s by writing to the Institute. A p p l i c a n t s s e e k i n g a graduate degree m u s t fulfill all the r e q u i r e m e n t s for a d m i s s i o n to the graduate s c h o o l of the University. Inquiries regarding graduate s c h o o l r e q u i r e m e n t s s h o u l d be a d d r e s s e d to the Dean of the G r a d u ate S c h o o l of A r t s a n d S c i e n c e s , 438 C a b e l l H a l l , University of Virginia, C h a r l o t t e s v i l l e , 22903. DATES FOR SELECTION: A p p l i c a t i o n s must be s u b m i t t e d no later than February 1 , 1983. A n applicant may be invited to attend a personal interview held either at the Institute or at the V i r g i n i a Municipal L e a g u e o f f i c e s in R i c h m o n d . T h e recipient will be notified no later than April 1 5 , 1 9 8 3 . For further information, please write to Dr. Timotfiy G. O'Rourke, Institute of Government, University of Virginia, 207 Minor Hail, Charlottesville, Virginia 22903. O Q z < z o o DC �HP Cost Cutting Series One of the s e s s i o n s at the 1982 Virginia IVIunicipal League Annual Conference in Virginia Beach was "Innovative Local Government Cost Reductions." This s e s s i o n was sponsored by the Virginia Local Government Analysts Network, a group of budget and management analysts working in local governments throughout the state. Bec a u s e many attendees wanted to know more about the projects presented, VIRGINIA TOWN & CITY will publish a series of articles, beginning TBTTB this month, describing the cost reduction programs. Allen A. Turnbull, administrative analyst for J a m e s City County, coordinated the cost reduction s e s s i o n a s well a s this series of articles. For further information about the analysts network, contact Mr. Turnbull at P.O. Box J C , Williamsburg, Virginia 23187. The members meet several times a year to hold workshops and seminars on topics of interest. Becoming Your Own Customer Norfolk's Self-Insurance Program By Ernest Franklin >O Q o I< Z o > No q u e s t i o n about it, the e a s i e s t a p p r o a c h for a municipality to gain protection from liability and property r i s k s Is to transfer the risk to s o m e o n e e l s e , that i s , buy insura n c e . But through a c o n c e r t e d effort, by City Manager J u l i a n F. Hirst and a nu mbe r of city d e p a r t m e n t s , one of Norfolk's most s u c c e s s f u l c o s t s a v i n g Innovations Is Its self i n s u r a n c e program for all fire, automotive and general liability r i s k s . T h e program h a s been s u c c e s s f u l not only in t e r m s of reduced c o s t s but in more c o m p l e t e c o v e r a g e a s well. Until self I n s u r a n c e , Norfolk, like a number of Virginia l o c a l i t i e s , had Insured for c a s u a l t y and liability risk through local i n s u r a n c e agent a s s o c i a t i o n s . T h e city relied on a c ons or tium of I n s u r a n c e e x p e r t s to a d v i s e , make r e c o m m e n d a t i o n s and generally handle all I n s u r a n c e n e e d s . T h e Norfolk self I n s u r a n c e c o n cept b a s i c a l l y Is, that In lieu of paying p r e m i u m s through existing a g e n t s , an I n s u r a n c e reserve fund Is e s t a b l i s h e d b a s e d on the s a m e a m o u n t that would o t h e r w i s e be paid a s straight i n s u r a n c e premiu m s . A s i g n i f i c a n t portion of the fund is u s e d to pay for e x c e s s or catastrophic insurance coverage. T h e remaining f u n d s are u s e d to pay the n u m e r o u s s m a l l e r c l a i m s a g a i n s t the city. T h e program is not a pure self ins u r a n c e program. A l m o s t half of the i n s u r a n c e fund dollars are u s e d for the p u r c h a s e of e x c e s s i n s u r a n c e c o v e r a g e . A n o t h e r w a y to look at About the Author Mr. Franklin is the senior administrative analyst for the City of Norfolk. Automotive coverage is part of Noriolii's program. this Is going from a program w h e r e i n s u r a n c e Is paid from the first dollar of l o s s to a program with a deductible higher than any s i n g l e c l a i m paid by the city over the previo u s five y e a r s . T h e original self I n s u r a n c e c o n cept w a s identified three y e a r s before it w a s initiated. T h e goals of the original study, w h i c h c o n t i n ue to be the major f o c u s of the program, are the protection of the city against f i n a n c i a l c a t a s t r o p h y and the minimization of long term total costs. In exploring the self I n s u r a n c e possibility, three b a s i c s t e p s Involved with any risk m a n a g e m e n t program were taken. F i r s t , the city Identified and m e a s u r e d all r i s k s that have a potential l o s s for the city. S e c o n d , Norfolk e s t a b l i s h e d control, s a f e t y and l o s s prevention programs. E x c e p t i n g a c t s of G o d , most l o s s e s are preventable—the extent and s u c c e s s of a safety program could make or break a self Ins u r a n c e program. T h e third step w a s d e c i d i ng how to best s e c u r e protection against those risks w h i c h pose major or nonabsorbable l o s s potential. It w a s w h i le determining the best and most affordable protection against Identified r i s k s that Norfolk c a m e to the c o n c e p t of self insura n c e . A s mentioned earlier, the e a s i e s t w a y to protect oneself from risk is to transfer the risk to someone e l s e by buying I n s u r a n c e . A �r simple rationale, however, applies: insurance should only be purchased for losses that are too large to be handled internally or are catastrophic in nature. Risks that are either reasonably predictable (occur regularly) or are relatively small in size (low cost) are best handled by paying from working/operating funds or paying from a reserve set aside for that purpose. Norfolk found it was making the common mistake of purchasing insurance, paying to transfer risks, for losses which were neither catastrophic nor particularly disabling in amount. Determining what is disabling is no easy question. Several approaches were taken. One rule of thumb relates affordable losses to normal fluctuations that might be expected in the city's annual gross revenues. Total operating revenues had in the past deviated as much as 3 1/2 percent from the anticipated or budgeted revenue amounts. The assumption was made that Norfolk could absorb or retain property and liability losses of one-tenth of that deviation. This realization helped determine both the size of the self insurance fund as well as the maximum affordable loss retention levels. The bottom line on deciding to go ahead with a self insurance program "The extent and success of a safety program could make or break a self insurance program.' was provided by an evaluation of Norfolk's historical insurance loss records. Breaking down annual claims by number or occurrences and categorizing them by dollar loss size, it was found that the significant majority of claims were of the predictable low cost variety. Losses that could, in effect, be reasonably expected in the normal course of business and, therefore, budgeted for in total with some degree of accuracy. There are numerous other considerations in establishing an in~ house self insurance program, including the cost to administer, cash flow, competitive bid process for excess insurance and the ability to draw appropriate bid specifications making it possible for bidders to offer plans optimum to local needs. Also, the difficult job or actually identifying all potential risks is a key consideration. A final set of obstacles include the procedural and organizational difficulties in managing a risk man- agement program, delegating responsibility and authority, establishing a financial and accounting system and arranging for claims handling. Now several years after addressing these various problems, Norfolk has a protected risk management program with greater coverage at half the cost of the original full insurance effort. We Want N e w s fronn your locality for V I R G I N I A T O W N & C I T Y magazine. If you have recent a p p o i n t m e n t s , a new facility or a project/program that can benefit other Virginia local governments, let us know. Contact Charlotte Kingery at 804/649-8471. EFHuttam talks public powerfinanciiig. E.F. Hutton's Public Power Finance Group has demonstrated its ability to generate n e w financing ideas and carry them out successfully We have the experience, the l<now-how, and the distribution network w h i c h could mal<e your next financing a success in w a y s y o u m a y not have anticipated. A s managers or co-managers of numerous public financings, w e have proven our ability to create innovative approaches to complex tax-exempt financings. W e have the second largest capital base in the industry. W e also have the willingness to use our capital to maintain a secondary market in issues w e manage. A n d our distribution capability is extensive, w i t h 2 6 5 offices across the country. In addition to our rowing retail business, our institutional business as g r o w n to over 1/3 of our total securities business. For your next public power offering, w h y not give Marshall Lancaster a call at (212) 7 4 2 - 2 8 9 2 , Steve Sloan at (212) 7 4 2 - 6 6 5 1 , or Bill Sachau at f 21- -3551Learn w h y so m a n y people in public power say that it pays to listen w h e n E.F. Hutton tall<s. E.F. Hutton & Company Inc. One Battery Park Plaza, New York, New York I O O O 4 (212) 7 4 2 - 5 0 0 0 When EFHuttxMi talks, people listen. o Q O I- < (5 J �ZBB: Charlottesville's Tool For Cutback Management By Suzette Denslow Zero-base b u d g e t i n g , or Z B B , is a process w h i c l i had a big popularity a f e w years ago, and is now more of a " b a c k b u r n e r " c o n c e p t . For a w h i l e , Z B B was talked about a l o t t o o m u c h , and, in fact, many have p r e c o n c e p t i o n s or poor i n f o r m a t i o n on the m e c h a n i c s of the process or what it can be used for. Zero-base b u d g e t i n g is not meant to be a p r o c e s s that s h o u l d be used by everyone, and it s h o u l d not be presented as one. Instead, it is a m e t h o d of b u d g e t i n g backed by usable and practical p r i n c i p l e s w h i c h are i m p o r t a n t in t h e m s e l v e s . The p r o c e s s used by the City of Charlottesville is a m o d i f i e d version of ZBB. Z B B , a major one being that it is not practical or useful to reevaluate all services annually. This is certainly true, and one of the main reasons the Charlottesville process can be referred to, at best, is m o d i f i e d zerobase b u d g e t i n g . A Modified Version—The Charlottesville Way Charlottesville began implem e n t i n g ZBB in 1976 w i t h a few dep a r t m e n t s . Now. all city depart- . . . But First, Some Basics >O D O < Zero-base b u d g e t i n g is a p r o c e s s that: —starts at the g r o u n d - l e v e l — zero—rather than at the current level of service; —forces managers to prioritize their programs and f u n c t i o n s ; and, —moves away f r o m i n c r e m e n t a l b u d g e t i n g and a l l o w s d e c i s i o n makers to f o c u s on p o l i c i e s and programs, instead of p e n c i l s and p a p e r c l i p s . In c o n t r a s t , incremental budgeting is based on the idea that the services currently provided are at the right level, and will need an incremental increase of f u n d s in order to c o n t i n u e . Incremental budgeting not only a l l o w s but e n c o u r a g e s s t a g n a t i o n . It e n c o u r a g e s people to do t h i n g s " t h e way they've always been d o n e " instead of looking for better m e t h o d s . The basic c o n c e p t of Z B B is to evaluate all programs d u r i n g each budget c y c l e and d e t e r m i n e w h i c h services are m o s t i m p o r t a n t and in what order. After all programs are ranked, a f u n d i n g level is set, and programs falling below the level are not f u n d e d . There are many c o m p l a i n t s about A b o u t the A u t h o r Ms. Denslow is a legislative analyst w i t h the State Joint Legislative A u d i t and Review C o m m i s s i o n (JLARC). From September, 1980 to J u n e , 1982, she was a b u d g e t analyst for the City of Charlottesville. m e n t s are involved in the process, and c o u n c i l is c o m f o r t a b l e w i t h it. A l t h o u g h there are t w o ways to approach the process, both begin at the d e p a r t m e n t or division level. The first m e t h o d begins w i t h the base level of service that can be provided. The base level is d e f i n e d as services that are legally required or necessary. Obviously, the determination of the m i n i m u m level of service requires s o m e give-and-take between the d e p a r t m e n t manager and the b u d g e t officer. After t h i s m i n i m u m level has been determ i n e d , the i n c r e m e n t a l levels of increased services are s p e c i f i e d . S o m e t i m e s rules are set to help the d e p a r t m e n t manager decide how to f o r m u l a t e the levels; each level m u s t include one full-time employee, and have a c o s t that is approximately 10 percent of the total a m o u n t of the p r o p o s e d departmental or divisional budget. A good example of this approach is the fire d e p a r t m e n t ' s budget. The fire chief felt that the base level of service w o u l d provide five fire c o m panies w i t h 46 e m p l o y e e s , maintain a response time of 4.1 m i n u t e s , and provide the fire fighters w i t h 600 hours of training per year. The second increment w o u l d cost an additional $390,000, and w o u l d add 19 e m p l o y e e s , an additional fire c o m pany, and the service of making ins p e c t i o n s of businesses. It w o u l d also increase the training hours f r o m 600 to 4,000 per year. The third increment adds a trainer to the department, reduces the water application t i m e (as a result of better training), and provides necessary training in fire-cause d e t e r m i n a t i o n at an added cost of $30,000. The final service level w o u l d cost $50,000, add three firefighters, reduce the response t i m e and provide 70 public e d u c a t i o n programs per year. To d e t e r m i n e the f u n d i n g level for the d e p a r t m e n t in the u p c o m i n g budget year, a d e c i s i o n is made based on the desired level of service. If a c u t b a c k in f u n d s is necessary, the c u t s start w i t h the last level of service s h o w n , w h i c h is the least important or least necessary increment. The s e c o n d m e t h o d of w o r k i n g t h r o u g h the b u d g e t i n g process is to examine the level of service currently provided and decide what part of the service is the least important. This b e c o m e s the last service increment. The second least important service level is then det e r m i n e d , and the process is repeated until a m i n i m u m level of service is left as the base. For example, three levels of service were d e t e r m i n e d by the refuse c o l l e c t i o n division chief. The division currently provides pickup of refuse f r o m residences and c o m mercial d u m p s t e r s , and has a Saturday pickup provided to restaurants and a few other high-volume businesses. The chief decided that the Saturday c o l l e c t i o n was the least important, and calculated that it c o s t s about $20,000 a year to provide. The s e c o n d least important service was the free c o m m e r c i a l dumpster pickup which costs $170,000 annually to operate. The base level of service, as d e t e r m i n e d by the d i v i s i o n , was residential �p i c k u p , at a c o s t of $720,000. Tlie m e c l i a n i c s of d e v e l o p i n g these types of b u d g e t service levels are s t r a i g h t f o r w a r d , but the process is t i m e c o n s u m i n g . Involving department managers f r o m the start in m a k i n g priority d e c i s i o n s on their o w n programs is the main internal benefit. Managers have t o examine and evaluate these programs t o plan the best use of f u n d s and the correct rankings of their various services. In a d d i t i o n , all d e p a r t m e n t heads are involved in a process of ranking the Importance of targeted services across d e p a r t m e n t a l lines. T w o f a c t o r s serve to keep department managers " h o n e s t " ; that Is, keeping t h e m f r o m p r o p o s i n g the s h u t d o w n of a popular recreational facility w h i c h w o u l d raise public ire. First, many managers truly feel the o b l i g a t i o n to provide the best service possible t o the p u b l i c . S e c o n d , m o s t managers realize that if they do not do a g o o d j o b in p r o p o s i n g ranked service levels, then someone else will have t o make c u t b a c k d e c i s i o n s based on t o o little or misi n f o r m a t i o n . Most d e p a r t m e n t managers can be c o n v i n c e d that in budget s i t u a t i o n s , i n f o r m e d d e c i s i o n s are generally better all-around than u n i n f o r m e d ones. Why It's U s e d . . . The Benefits There are at least six major benefits of t h i s p r o c e s s of having department heads d e c i d e " w h e r e the c u t s s h o u l d c o m e " If they are needed. 1. The p r o c e s s f o r c e s department managers t o rank or prioritize their o w n p r o g r a m s . It is a useful Internal tool for each manager t o use. 2. It f o r c e s managers t o a n s w e r the q u e s t i o n , " W h a t Is the minim u m , adequate level of s e r v i c e ? " 3. It Involves d e p a r t m e n t or division heads In the d e c i s i o n making p r o c e s s , rather than trying t o force a d e c i s l o n on t h e m . 4. It uses expert k n o w l e d g e . No one person can have In-depth k n o w l e d g e of all programs. Expert k n o w l e d g e , provided by the program managers, is the best s o u r c e of this I n f o r m a t i o n . 5. It e n c o u r a g e s the enhancement of services. Setting priorities enables e n h a n c e m e n t s of programs to take p r e c e d e n c e over less important, c u r r e n t l y provided services. Without priority-setting, stagnation w o u l d o c c u r in bad e c o n o m i c t i m e s . The e x a m i n a t i o n of the current level of services paves t h e way t o the exa m i n a t i o n of m e t h o d s , w i t h an emphasis on e f f i c i e n c y and quality. 6. The b u d g e t i n g process used in Charlottesville enables policy makers to make d e c i s i o n s based on g o o d i n f o r m a t i o n . D e c i s i o n s are easier because the potential areas of reduced services and t h e outc o m e s of f u n d i n g c u t b a c k s are spelled o u t early in t h e process. Done properly, Charlottesville's m o d i f i e d zero-base b u d g e t i n g process can be used to avoid unpleasant surprises after the d e c i s i o n s are made. Public Power Financing . . . Experience Innovation Commitment. Richmond Halfway House D u e According to the Richmond Times-Dispatch, R i c h m o n d will bec o m e the first city in the state to offer a regional, residential program for people c o n v i c t e d of nonviolent c r i m e s w h o are put In a c o m m u n i t y program Instead of being sent t o jail. City C o u n c i l authorized Richm o n d t o accept a $126,000 grant f r o m the Department of C o r r e c t i o n s to establish a halfway house, or residence for s u c h f e l o n s . The program is being set up und e r t h e C o m m u n i t y Diversion Incentive A c t of 1980, w h i c h gives j u d g e s the o p t i o n of returning non-violent o f f e n d e r s t o the c o m m u n i t y . Generally, y o u n g o f f e n d e r s , o f t e n w i t h drug p r o b l e m s , w h o are convicted of property c r i m e s , fall into this category. Since the law was ena c t e d , 163 o f f e n d e r s have been diverted f r o m p r i s o n s in t h e state and only eight were later sent back t o jail. The halfway house will be a shortt e r m place t o stay and residents are e x p e c t e d t o pay a fee for h o u s i n g and find e m p l o y m e n t . A c c o r d i n g t o C. P. B r u m f i e l d , a regional c o u n t y c o r r e c t i o n s specialist for the state, the halfway house will bear no expense to the city government. First Boston THE FIRST B O S T O N C O R P O R A T I O N Park Avenue Plaza New York, N Y 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 Invest ^ina planner As public funding tightens, our communities face serious cutbacks in housing, transportation, energy, social services— the full spectrum of social, economic and physical needs. And reacting to these cutbacks simply isn't enough. The key to improving the quality of life is planning. Planning to do more with less. The kind of planning only a professional can provide. Tough community problems require the t)est planners. Planners who have met cur professional and academic standards are members of the American Institute of Certified Planners. The designation "AlCP" is looked to by many employers as the mark of a seasoned professional. Have y o u had a p r o b l e m w i t h any advertiser in our magazine in the last 90 days? If so c o n t a c t VIRGINIA T O W N & CITY at P.O. Box 753, Richm o n d , Virginia 23206, A t t e n t i o n : A d v e r t i s i n g Manager. For information on what a planner can do tor you or your community write the American Institute of Certified Planners, 1776 Massachusetts Ave., N.W., 7th floor, Washington. D.C. 20036, or call (202)872-0611. o O I- < z American Institute of CerlKled Planners AlCP is an InstiluISol IheAmericBr Planning AsaociatIon �Suffolk Police Cfilef Gilbert F. Jackson discusses niques with one of his officers assigned to the Personalized Police Vehicle Program. patrol techdepartment's Personnel Officer Kay Davenport begins her lecture Suffolk's Supervisory Training Program. as part of Assigning Vehicles A n d Training Supervisors S a v e Suffolk Money ByMyles E. Standish o Q o C5 DC 10 Within recent y e a r s S u f f o l k h a s instituted c o s t s a v i n g s and effic i e n c y improvement programs s u c h a s implementing a word p r o c e s s i n g s y s t e m , developing a p a r k s and recreation m a i n t e n a n c e m a n a g e m e n t s y s t e m , and installing a new/ c o m puter-coupled telephone system w h i c h provides m a n a g e m e n t reports. But two other programs, Pers o n a l i z e d P o l i c e V e h i c l e and Supervisory T r a i n i n g , have been key c o m p o n e n t s in the c i t y ' s c o s t s a v i n g s plan. What h a p p e n s w h e n a city gives police o f f i c e r s their own v e h i c l e s ? Quite a lot w h e n the r e s u l t s s h o w lower m a i n t e n a n c e c o s t s , more police visability and productivity, higher morale, and greater fuel efficiency. S i n c e J u l y , 1980, the P e r s o n a l ized P o l i c e V e h i c l e Program h a s a s s i g n e d a v e h i c l e to an individual officer and it is his or her r e s p o n s i b i l ity to operate and maintain the vehic l e . T o be eligible, o f f i c e r s have to p a s s probation and live in the city. F a m i l y or friends may not ride in the v e h i c l e and o f f i c e r s m u s t be neatly d r e s s e d and monitor the radio and respond to c a l l s on w h i c h he or s h e c a n be of a s s i s t a n c e . A personally About the Author Mr. S t a n d i s h is a s s i s t a n t city m a n a g e r of Suffolk. a s s i g n e d v e h i c l e is c o n s i d e r e d a fringe benefit and c a n be revoked for d i s c i p l i n a r y r e a s o n s . Pool c a r s last an average of one year yet S u f f o l k h a s found that pers o n a l i z e d v e h i c l e s last three to four y e a r s , probably b e c a u s e t h o s e vehic l e s not operated on a shift b a s i s rec e i v e better preventative mainten a n c e . A l s o , s i n c e pool v e h i c l e s are driven 24-hours a day it c o s t s the department about $100 a month to maintain them a s opposed to $46 for personalized v e h i c l e s . T h e department h a s been able to shift from e x p e n s i v e and inefficient eight c y l i n d e r v e h i c l e s (needed for 24-hour u s e ) to more e c o n o m i c a l s i x c y l i n d e r v e h i c l e s for patrol u s e and four c y l i n d e r v e h i c l e s for administrative and detective u s e . A s the larger v e h i c l e s are r e p l a c e d , substantial fuel e c o n o m y is a c h i e v e d . Productivity and police visability have i n c r e a s e d a s a result of the program. In addition to the u n c o m pensated overtime o f f i c e r s have devoted to handling off duty c a l l s for s e r v i c e and a s s i s t a n c e , the pers o n a l i z e d v e h i c l e program has added an average of four hours per w e e k (42 to 46) to the police offic e r ' s s c h e d u l e by including traveling time to and from work for e a c h officer. T h i s h a s resulted in over $100,000 in u n c o m p e n s a t e d , inc r e a s e d productivity. B e c a u s e police o f f i c e r s live in every s e c t i o n of Suffolk, police visability and capa- bilities are e x t r a benefits of the program. Training Supervisors How c o u l d Suffolk develop a program that would c o m p e n s a t e for the l o s s of 160 C E T A e m p l o y e e s yet maintain the s a m e level of s e r v i c e ? Like many local governments, the city could not depend on the C o m p r e h e n s i v e E m p l o y m e n t and Training A c t ( C E T A ) program after 1981 a s a s o u r c e for staff and related training. T o c o m p l i c a t e matters, employee s a f e t y records, staff turnover rate, i n c r e a s i n g employee eff e c t i v e n e s s and reducing employee related c o s t s ( s u c h a s health and workmen's compensation insurance) had to be c o n s i d e r e d . Realizing i n c r e a s i n g c o s t s of labor would make it financially impossible to hire additional p e r s o n n e l , the city manager d e s i g n e d and initiated a S u p e r v i s o r y Training Program, not only to maintain e x i s t i n g s e r v i c e levels but to improve t h e s e levels a s w e l l . "Employee turnover and health care c o s t s have decreased." S i n c e J u l y , 1981, S u f f o l k ' s supervisory staff attend s e s s i o n s on a variety of t o p i c s and information from t h e s e s e s s i o n s is provided to �s u b o r d i n a t e s . A s a result, t h e city has d o c u m e n t e d substantial savings, increased p r o d u c t i v i t y and safety records, and improved morale a m o n g e m p l o y e e s . In o n e s e s s i o n e m p l o y e e s were s h o w n h o w usage a f f e c t s t h e c o s t of medical coverage, a n d now S u f f o l k ' s health care c o s t s have been reduced by 92 percent. Employees were not d i s c o u r a g e d f r o m using their b e n e f i t s but rather ins t r u c t o r s emphasized how they can use their benefits only when medically necessary and how t o c o n s i d e r all t h e t r e a t m e n t o p t i o n s . The message e m p l o y e e s received? Using b e n e f i t s carefully not only keeps health care c o s t s in line but also saves t h e m money in t h e f o r m of lower rates for their f a m i l i e s . Since t h e initiation of supervisory t r a i n i n g , e m p l o y e e turnover has decreased t o 20 percent as c o m p a r e d to 33 percent t h e previous year. T h e decrease in the n u m b e r of e m ployee t e r m i n a t i o n s is a t t r i b u t e d t o the program because w i t h t r a i n i n g , e m p l o y e e s experience a greater feeling of s a t i s f a c t i o n f r o m their work. In a d d i t i o n , t h e process of training helps e m p l o y e e s t o be more effective because it develops appropriate habits of skill and attitudes. S u f f o l k ' s a c c i d e n t injury rate w a s t o o high In 1981, c a u s i n g t h e c i t y ' s workmen's compensation insurance to be jeopardized. To remedy the s i t u a t i o n , w o r k s h o p s o n t h e dangers of falls, electrical hazards and defensive driving were incorporated into t h e supervisory training p r o g r a m . T h e number of w o r k m e n ' s c o m p e n s a t i o n c l a i m s has since dramatically r e d u c e d . Local g o v e r n m e n t cost savings programs d o not have to be c o m plex or massive in size. S u f f o l k f o u n d that e x i s t i n g m e t h o d s can be utilized, a n d , w h e n i m p l e m e n t e d , can result in improved e f f i c i e n c i e s and e c o n o m i e s . Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One N e w Y o r k Plaza, New Y o r k , N . Y . 10004 «!i»HORNER «ia»BARKSDAlEf;() 725 CHURCH STREET LYNCHBURG, VIRGINIA 804-846-2711 PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, J R . PATRICIA A . COOPER THOMAS W. ROBERTS, J R . CAMP DRESSER & McKEE 7630 Little River Turnpike. Suite 500 One World Trade Center, Suite 2637 Annandale, Virginia 22003 New York. New York 10048 703 642-5500 212 432-6700 environmental engineers, scientists, planners, & management consultants COM R.W. B E C K AND ASSOCIATES Engineers and Consultants VML Legislative Day Wednesday, Febraary 2, 1983 The John Marshall Hotel Richmond, Virginia utility Planning, Management and Design Services, Rate and Contract Evaluation, Technical and Economic Evaluation, Utility Property Appraisals, Load Management and Energy Conservation Analysis, Energy Source Evaluation, Fossil - Nuclear - Hydro Solid Waste - Solar O Q Z < z o I- 40 Grove Street Wellesley, Mass. 02181 (617) 237-4870 < z o 1510 E . Colonial Dr. Orlando, Fla. 32803 (305) 896-4911 > 11 �Protecting Our Older Adults Has Everything Been Done? By John L. Twisdale o D < (3 DC > 12 Late o n a recent Friday evening an 82-year old w i d o w w a s b r o u g l i t to t h e e m e r g e n c y room of a Richm o n d hospital w i t h m u l t i p l e bruises and facial lacerations. She appeared c o n f u s e d and d i s o r i e n t e d and w o u l d not d i s c u s s how she had s u s t a i n e d t h e injuries. Later she adm i t t e d t o an A d u l t Protective Services (APS) w o r k e r w i t h t h e city welfare d e p a r t m e n t that her middleaged s o n , in a d r u n k e n rage, had beaten her. A r o u n d t h e same t i m e , another APS worker was i n v e s t i g a t i n g a c o m p l a i n t f r o m a n e i g h b o r of a 73year old man w h o alleged that t h e man w a s c o n f i n e d t o bed and neg l e c t e d by his d a u g h t e r d u r i n g her hours of e m p l o y m e n t . The worker discovered a nonambulatory, incont i n e n t , elderly male, lying in a soiled hospital bed in t h e living room of his h o m e w i t h no provision for f o o d , water, or personal care d u r i n g t h e nine hours his d a u g h t e r w a s e m ployed each day. A t h i r d case under APS investigat i o n that week involved t w o wealthy sisters in their late 70's w h o lived in a large h o m e in t h e w e s t e r n part of R i c h m o n d . Out-of-town relatives c o m p l a i n e d that a d i s t a n t niece had appeared on t h e scene t o c o n v i n c e the sisters t o transfer their property to her. Sure e n o u g h , t h e APS worker f o u n d that t h e sisters had s i g n e d over their house and other property to t h e niece, in return for her promise t o take proper care of t h e m . Unf o r t u n a t e l y , t h e care being provided was a n y t h i n g but adequate. Yet a n o t h e r charge came that week f r o m a c o n c e r n e d n e i g h b o r of an elderly man d e s c r i b e d as a recluse w h o w a s seriously n e g l e c t i n g himself. Indeed, t h e 70-year old male w a s s u f f e r i n g f r o m malnutrit i o n and a g a n g r e n o u s leg and workers learned that he had not left his a p a r t m e n t for several w e e k s and had taken m i n i m a l n o u r i s h m e n t during that t i m e . He agreed t o be taken About the Author Mr. T w i s d a l e is the s u p e r i n t e n d e n t of adult services for R i c h m o n d . He s a l u t e s the w o r k of V i r g i n i a Delegate Frank Slayt o n , the R i c h m o n d A d u l t Protective Services staff and o t h e r s in g e t t i n g A P S law in V i r g i n i a . Most older adults chose to remain in their homes and with a good companion, possible. Nonetheless, many find themselves in a threatening environment. (Photograph courtesy of The National Council on the Aging, Inc.) to t h e e m e r g e n c y room but, u n f o r t u nately, t r e a t m e n t w a s t o o late. Doctors had t o a m p u t a t e his leg in order to save his life. Richmond's Program In R i c h m o n d , as in most other localities in t h e C o m m o n w e a l t h , t h e welfare d e p a r t m e n t a d m i n i s t e r s t h e local APS p r o g r a m . A l t h o u g h adm i n i s t e r e d t h r o u g h that department, adult protective services are not limited t o welfare r e c i p i e n t s , but are made available on a "universal a c c e s s " basis t o aged or incapacitated adults of any i n c o m e level. Calls are received f r o m t h e p o o r a s well as t h e w e a l t h y . Of t h e 3,493 APS c o m p l a i n t s received in Virginia last year 345 or 9.9 percent of t h o s e were in R i c h m o n d . Of that figure, 59 percent of t h o s e c o m p l a i n t s were f o u n d t o be valid complaints involving confirmed cases of adult abuse, neglect, and/ orexploitation. The four case examples c i t e d earlier represent actual case s i t u a t i o n s investigated by t h e APS staff of the R i c h m o n d Welfare Department and u n f o r t u n a t e l y , they are typical of the kinds of c o m p l a i n t s received by the d e p a r t m e n t . For t h o s e five a d u l t s , it can be said that " h o m e is where t h e hurt i s . " That sad little phrase, c o i n e d by a VCU s t u d e n t it is w o r k i n g on an adult protective services i n f o r m a t i o n poster, accurately describes t h e serious problems enc o u n t e r e d by many elderly and incapacitated a d u l t s . For a n u m b e r of these citizens, home is, indeed, where t h e hurt is. These endangered adults are being a b u s e d , n e g l e c t e d , and/or exploited by relatives or other persons res p o n s i b l e for their care. Then, t o o , many elderly adults have been f o u n d seriously neglecting t h e m selves because of t h e onset of senility or other physical, mental or f i nancial p r o b l e m s . Generally, t h e provision of adult protective services involves the social worker intervening into the life of the endangered adult. That intervention can range f r o m short-term c o u n s e l i n g to emergency assistance in securing the basic necessities of life, i n c l u d i n g food, fuel, shelter, and personal and medical care. Because of the lack of f u n d i n g for the APS progam (to be disc u s s e d in more detail later), these financial services are generally secured t h r o u g h other private or public agencies. For t h e most part, the APS worker acts as a catalyst bringing t o g e t h e r the endangered adult w i t h c o m m u n i t y resources that are needed to meet his needs. In cases where the adult is living �in a d a n g e r o u s situation, tlie A P S worker h a s the authority to take e m e r g e n c y court action to rennove the adult. T h e primary objective in adult protective s e r v i c e s i s to insure that the adult r e c e i v e s proper care, s u pervision a n d protection from a b u s e , neglect (including self-neglect) or exploitation. T o that e n d , the A P S w^orker generally w o r k s toward helping the adult to maintain and/or r e e s t a b l i s h a stable and adequate level of function. W h e n e v e r p o s s i b l e , the f o c u s of adult protective s e r v i c e s is to maintain the adult in h i s o w n home. W h e n the adult c a n no longer be s a f e l y maintained in h i s o w n home, the A P S worker arranges for and a s s i s t s with an appropriate p l a c e m e n t outside the home. Getting Legislation T h e 1974 Virginia G e n e r a l A s s e m bly e n a c t e d legislation that permitted local w e l f a r e d e p a r t m e n t s to provide adult protective s e r v i c e s . T h e e n a c t m e n t of that law, and its s u b s e q u e n t a m e n d m e n t s , w a s the culmination of growing recognition in Virginia, and the nation, that significant n u m b e r s of a d u l t s were being a b u s e d , n e g l e c t e d , and/or exploited. S e l f - n e g l e c t w a s emerging a s a major a s p e c t of the problem. T h e p a s s a g e of the adult protective services legislation repres e n t e d a major step a n d in many w a y s , V i r g i n i a ' s A P S legislation c a n be c o n s i d e r e d " m o d e l " legislation. Most s t a t e s have A P S legislation but many do not s a f e g u a r d c i t i z e n s ' civil liberties a n d guarantee " d u e p r o c e s s " under law. Under t h e s e points, V i r g i n i a law is e x c e l l e n t . On the other hand, the legislation stopped short of a d d r e s s i n g three a r e a s vital to the s u c c e s s of the local A P S program. First, the legislature failed to appropriate money to employ staff to operate local prog r a m s . Fortunately, most local welfare d e p a r t m e n t s have c o n s i d e r e d adult protective s e r v i c e s a priority s e r v i c e a n d have used Title X X , or more recently, block grant funding to staff their A P S programs. S t a t e appropriations s p e c i f i c a l l y earmarked for this program would demonstrate greater state c o m m i t m e n t . S e c o n d , the legislature failed to appropriate funding for e m e r g e n c y services, s u c h a s emergency shelter, food, fuel or in-home personal c a r e s e r v i c e s . Frequently, t h e s e short-term e m e r g e n c y s e r v i c e s , e s pecially personal c a r e in the home, c a n make the d i f f e r e n c e between maintaining the a b u s e d or neg l e c t e d adult in h i s o w n home, or having to place him in a protective institutional setting. F o r the most part, local A P S staff have to rely on donated c o m m u n i t y r e s o u r c e s to meet t h e s e e m e r g e n c y n e e d s . T o o often t h e s e c o m m u n i t y r e s o u r c e s b e c o m e o v e r u s e d a n d quickly disappear. Third, the legislature failed to mandate the adult protective serv i c e program on a s t a t e w i d e b a s i s . Indeed, there is no provision in t h e A P S legislation that requires localities to take any action beyond s i m ply reporting the fact that a c o m plaint w a s received in that locality. Of c o u r s e , it c a n be argued that it would be inappropriate f o r t h e legislature to mandate a program for w h i c h they have been unwilling to appropriate f u n d s . N e v e r t h e l e s s , it is interesting that practically every local welfare j u r i s d i c t i o n in Virginia h a s offered adult protective serv i c e s in their local plan during the past s e v e r a l y e a r s . In fact, last year 122 out of 124 local welfare jurisdictions provided adult protective serv i c e s , even though the only state m a t c h i n g f u n d s made available for the program (five percent) were through Title X X . T h e mandating of adult protective s e r v i c e s , if for no other r e a s o n , would give state recognition to a program that h a s a l ready been given priority by the localities. Conclusion While e x i s t i n g legislation recognized the n e e d s of t h e s e endangered a d u l t s , it falls short in providing local welfare d e p a r t m e n t s with the n e c e s s a r y financial res o u r c e s to fully provide a compreh e n s i v e A P S program. Most local w e l f a r e d e p a r t m e n t s have demonstrated a c o m m i t m e n t to the adult protective s e r v i c e s program a n d have s h o w n creativity in delivering t h e s e s e r v i c e s with l e s s than adequate r e s o u r c e s . G i v e n the full res o u r c e s to a c c o m p l i s h the m i s s i o n , local w e l f a r e d e p a r t m e n t s c a n provide the level of s e r v i c e that is inherent in the intent of the e x i s t i n g A P S legislation. ORDINANCE CODIFICATION Looseleaf Supplement Service M UNICIPAL CODE CORPORATION p. O . tax 223S TALLAHASSEE, FLORIDA 32304 U l a p h e n * (904) S74-3171 L a w Editorial Staff Modern C o m p u t e r Technology • Serving 1,650 cities and counties in 47 states, 44 in Virginia REFURBISHING SPECIALISTS On All Types of Fire Apparatus J . C . M O O R E INDUSTRIES • F R E D O N I A , P A . 16124 o "YOU GET MORE FROM MOORE" • MOORE SERVICE • MOORE SATISFACTION • • MOORE WATER • MOORE QUALITY WORKMANSHIP • C A L L 24 H O U R S A D A Y FOR S E R V I C E PHONE (412)475-3185 REFURBISH REPAIR REPOWER REPAINT — REMODEL- REBUILD RECONDITION FABRICATIONS MODIFICATIONS -IN STATION SERVICE O I< o QC 13 �Marketplace Police Chief The Town of Herndon, Virginia is seeking qualified applicants for the position of Police Chief. The person sought should have demonstrated management skills, extensive education and training in law enforcement, oral a s well a s writing skills and ability to work harmoniously with community groups and public officials. Salary Range: $27,200 to $36,500. Excellent fringe benefits are provided. Equal Employment Opportunity. This position offers an opportunity for career development and to work with a professionally oriented team. Interested persons should s e n d a resume and letter of application to Town Manager, Town of Herndon, P.O. Box 427, Herndon, Virginia 22070 by January 15, 1983. All applications should be marked " C O N F I D E N T I A L " on the envelope. o Q < o > 14 Director Regional Wastewater Treatment Facility. Salary Range: $34,817$42,079. For 50 MGD industrial w a s t e , pure oxygen activated sludge plant with chemical systems, heat treatment, vacuum filtration and incineration. Experience must consist of a minimum of 10 years in wastewater treatment plant operations or sanitary engineering of which 5 must be in a responsible managerial capacity. Experience with plant p r o c e s s e s , s y s t e m s and equipment employed by the regional wastewater treatment plant desirable. College degree required, preferably in Civil, Chemical or Sanitary Engineering, Chemistry or Biological S c i e n c e . S-1 Certification a s a Wastewater Treatment Operator in the State of Virginia. Registration as Professional Engineer is desirable but not mandatory, or any equivalent combination of experience and education that provides the necessary skills and abilities. Send letters and resumes to: City of Hopewell, Personnel Office, 300 Main Street, Hopewell, Virginia 23860. Closing Date: January 31, 1983. Give-A-Book Program T h e city librarian of T i g a r d , Oregon, has developed a unique program w h i c h involves a contribution to the city, i n c r e a s e d s e r v i c e s and a discount p u r c h a s e price under w h i c h m a y be c o n s i d e r e d a tax deductible u s e r f e e . F a c e d with a limited budget for new books, the library began what is c a l l e d the " G I v e - A - B o o k " program. T h e program a l l o w s patrons to order j u s t - p u b l i s h e d books through the library at a d i s c o u n t price provided they make a personal donation in the amount of the purc h a s e price of the book. T h e patron i s first to read the book a n d r e c e i v e s a federal i n c o m e tax deduction for the donation, a n d then returns the book to the library w h i c h obtains a book it w a n t e d but c o u l d not afford. All books p u r c h a s e d In the " G i v e A - B o o k " program must be c o n s i s tent with the library's book s e l e c tion policy. (Idaho Cities) Information Request Water and Wastewater Treatment A town of approximately 2,500 population h a s requested information on standardized daily operating p r o c e d u r e s for a s m a l l w a t e r plant and w a s t e w a t e r treatment facility. If you have written p r o c e d u r e s for a s m a l l operation, p l e a s e s e n d u s a copy. A l s o , this town is interested in k n o w i n g of the policy of other t o w n s in s u p p l y i n g w a t e r and s e w e r s e r v i c e beyond the town limits. If your town s u p p l i e s s u c h s e r v i c e outside the t o w n , do you have a written contract between the town and the u s e r ? If s o , p l e a s e supply the V M L with a copy of the contract. (Contact: Brad H a r m e s . ) FINANCIAL AND MANAGEMENT CONSULTANTS• Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification a n d P a y Studies • E x e c u t i v e S e a r c h and Selection • Management and Organization Studies • Utility and Public W o r k s Management Studies • Governmental S i a t u s Studies MUNICIPAL ADVISORS INCORPORATED .O, BOX 45 VIRGI.NIA B E A C H , VA. 23458 804/422-1711 © THE MACUIRE GROUP Calendar VML L E G I S L A T I V E DAY, February 2, 1983, J o h n Marshall Hotel, R i c h m o n d , Virginia. VIRGINIA S E C T I O N INTERNATIONAL CITY M A N A G E M E N T A S SOCIATION ANNUAL CONFERE N C E , May 18-20, 1983, Sheraton Inn, F r e d e r i c k s b u r g , Virginia. MUNICIPAL E L E C T R I C P O W E R A S S O C I A T I O N O F VIRGINIA ANNUAL C O N F E R E N C E , J u n e 1-3, 1983, Holiday Inn 39th Street, Virginia B e a c h , Virginia. STATE FIRE C H I E F S ASSOCIATION O F VIRGINIA ANNUAL CONF E R E N C E , J u l y 13-16, 1983, Holiday Inn Airport, R i c h m o n d , Virginia. VIRGINIA ASSOCIATION O F C H I E F S O F P O L I C E ANNUAL CONF E R E N C E , A u g u s t 21-24, 1983, O M N I , Norfolk, Virginia. VIRGINIA MUNICIPAL L E A G U E 78TH ANNUAL C O N F E R E N C E , September 1 8 - 2 0 , 1983, Hilton, J a m e s City C o u n t y , Virginia. VIRGINIA BUILDING O F F I C I A L S ANNUAL C O N F E R E N C E , D e c e m ber 4 - 7 , 1 9 8 3 Holiday Inn, Hampton, Virginia. YARGER AND ASSOCIATES, INC. Position Classificalion and Pay Plans Management and Financial Studies TesI Construction—Fire and Police Studies Over 600 Surveys Our 30th Year 2830 Mary Street Falls Church, V a . 22042 703/560-6900 Architects • Engineers • Planners C E Maguire, Inc. 5203 Leesburg Pike, Falls Church. VA 22041 (703) 998-0100 452 Southlake Blvd., Richmond. VA 23236 (804) 794-1174 142 «(esl York Street, Norlolk, VA 23510 (804) 627-2939 I Wllttlim, MA, ProvldBncB, Rl; Nlw Britllfi, CT, Spiflinburg, SC: Florgnci, SC, Phoenix, AZ: Bolton, MA: I Ctlirlotto, NC: Fill! Cllurctl, VA: Norfoik, U: Richmond. VA: Allxindrli. LA: PIlliburBtl, PA: Honololo, HI �Professional Directory SCS ENGINEERS • WATER SUPPLY • WASTEWATER TREATMENT • SANITARY L A N D F I L L DESIGN , G A S P R O T E C T I O N AND R E C O V E R Y 11260 R o g e r B a c o n Drive, R e s t o n , V a . 22090 • (703) 471-6150 Colifornia •Washington •Kentucky Rates •South HARLAND BARTHOLOMEW & ASSOCIATES, INC. Southern EngmeGnng S T E A R N S . C O N R A D AND SCHMIDT CONSULTING E N G I N E E R S , INC. PLANNING • L A N D S C A P E A R C H I T E C T U R E • E N G I N E E R I N G COMMUNITY DEVELOPMENT CONSULTING 400 East Main Street Richmond. Virginia 23219 Southern E n g i n e e r i n g C o m p a n y of Virginia 1800 P e a c h b e e Street N W. Atlanta, G e o r g i a 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 P H O N E 804/649-8627 Corolino HDR C H O D A T , R U B A C K & A S S O C I A T E S , INC Planning T H E HATHAWAY HOUSE 103 C E N T R A L ST., P 0 . BOX 749 W E L L E S L E Y , M A S S A C H U S E T T S 02181 T E L E P H O N E (61 7)237-5815 System Studies Feasibility Studies Design PUBLIC UTILITY Henningson, DESIGNERS Engineers CONSULTANTS Durham S Richardsor • ConsuCants Planner^ Relaying Engineers & Consulranrs Metering D a l e Building • Suite 224 . 1504 S a n t a R o s a Richmond, V A 23288 • Ptione BALDUNn AHD GREGG . LTD. Road 804-288-4051 Ausfin Drockenbrough end Associates Gannett lleming Ctxisultjng Engineers CIVIL • ELECTRICAL Engineers Planners Surveyors E N G I N E E R S AND P L A N N E R S MECHANICAL • PLANNING NORFOLK S U R V E Y I N G . INDUSTRIAL FACILITIES AND SEWEHAGf S-rSTEMS • DRA.NAGE • SUBVEVIMG FAIRFAX No. 1! Koger Executive Center • Fairfax f^ofessional Suite 250 Norton^, VA. 23502 BuMng • Surte 7 3545 Cftein Bridge Road Fairfax, VA PC BOX4e00-4800W HUNDRED RD • CHESTER,\A-804.748-B746 22030 W A T E R W A S T E W A T E R S O L I D W A S T E S ENVIRONMENTAL ENGINEERS, SCIENTISTS i PLANNERS T h r e e Chopt S P a r h a m R o a d s , Richmond 2 3 2 2 9 ' AND ENGINEERS S.nce 1914 HANSEN MALCOLM PIRNIE. INC. 301 HIDEN BLVD. NEWPORT NEWS, VA 804-599-5511 Langley and McDonald Hurt & Proffitt, Inc. ENGINEERS'PLANNERS'SURVEYORS Highways-Utilities-Waterfront Facilities-Municipal Comprehensive 1EWT0W^ ROAD Planning-Industrial P a r k Development APPRAISALS M L N I C H ' A L l-I.ANNlN»i RATE STUDIES WATER WORKS SEWERAGE R E F U S E niSPOSAI. Water, Wastewater, Solid Wastes, Soils & Foundations L a n d Development Site Plans Residential, C o m m e r c i a l & Industrial Subdivisions, R o a d , D a m s , Airports 1933 Fort A v e . L y n c h b u r g , V A 24501 (804)847-7796 FREDERICK G. GRIFFIN, P.C. Consulting Engineers ;i229 Watrrllck Koad, Lynchburg, VA 2A:m (804/2;i7-2044) R. S T U A R T R O Y E K tV A S S O C I A T E S , I N C . Consuttirig ]314 WILLOW Engineers I.AWN DBIVB V. (). B o i H 6 B 7 R i t i i M c i M i . ViKCiiwiA 2 3 2 2 6 (804) 282-7657 —^ —JBSy ' BUCK, SEIFERT&JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 S y l v a n A v e n u e , P . O . B o x 1218 EnglevtfOodClills, N . J . 07632 201-567-8990 • 4 0 5 S o , P a r l i a m e n t D r i v e , S u i t e 101 Virginia B e a c h , Va 23462 804-499-8508 THE PrrOMETER ASSOCIATES (212) 267-8288 Engineers • Planners • Surveyors Cable Ti'li'iisKin • TV Kroadc-iisl • I'ublk- SuTely Ciimmijn!fation.s Systems • .Alarm Systems • Kk'ctrii-al Design - Fedefill ('(imnmnieatidns Oimmksion .Application and Pn-paratiun • Kxpcrt Teslimony and Witness CH2M HHILL engineers planners economists scientists Complete Engineering Services M L i n i c i p a l a n d Industrial W a s t e Tre.itment, Power Systems, Structures, Solid W a s t e s , Water R e s o u r c e s , Water Supply and Treatment, Transportation 1941 R o l a n d C l a r k e Place R e s t o n , V i r g i n i a 22091 70T/620-5200 Engineers Water Waste Surveys Trunk M a i n S u r v e y s Water Distribution Studies Special Hydraulic Investigations 100 C h u r c h St., Nev^ Y o r k , N . Y . 10007 Chic^^go Columbia Atlanta New Milford, Ct. BoDiE, TAYLOR AND PUR YEAR, INC. CONSULTING ENGINEERS o 611 Research Road Q P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 o R. KKNNK'rH W K F . K S FAG INKERS W a t e r S u p p l y a n d P u r i f i c a t i o n • Sc\vcra,(?e a n d S e u a g e T r e a t m e n t • Streets a n d H i g h w a y s • Investi,i^ati(>ns a n d R e p o r t s • Sujier-vision of Construction. 2733 T i D i ; w , v T i R D n , NORFOLK. o > \. 33509 15 �G B R A G H T Y & M I L L E R , INC. Consulting Engineers Environmental industrial and Laboratories Municipal &44 WEST STREET ANNAPOLIS HD 21401 (301) 2Sa-7730 ANNAPOLIS TAMPA ITON HOUGE PALM BEACH 1531 OLVER Nortti Mam Street B l a c k s b u r g . Virginia 2 4 0 6 0 TECNOMICS • RATE • CONSOLIDATION/ANNEXATION • MICRO COMPUTER • STUDIES TRANSPORTATION 100 ARDMORE ( 7 0 3 ) 5 5 2 - 5 5 4 8 2511 TRAFFIC POSTS TRAFFIC SIGN • Solid Waste/Energy • Water Pollution Control BALT0.,MD. 21215 REFLECTIVE FACES Toll Free BLACKSBURG 24060 703-552-5609 SIGNS Shannon-Baum, Inc. P.O.BOX STUDIES STREET INCORPORATED TRAFFIC STUDIES PROGRAMMING Recovery •Air • Industrial Waste Pollution Control Treatment RECREATION SHEETING ALUMINUM WASHINGTON BLANKS 1-800-368-2295 PRODUCTS OFFICE (202 I DIV. " ^ ^ 8 4 2 . 1 1 6 0 j M 7\SS0CIATES Charles R Velzy Associates, Inc. Consulting Engineers 355 Main Street Armonk, New York 10504 Box K228 Koger Executive Center Rictimond, Virginia 23288 (804) 288-6061 0 •! T 2 0 0 0 RiVf HS'til D« • n - S • RICHMOND. Va. E 3 2 2 5 'S04' 212 5dno PERRY K. Pl.AINE 7700 LEES8URG PIKE SUITE 302 CHURCH ,VA. 2 2 0 4 3 703/8 9-5-0711 FALLS f3oule Enctineenno Coroorstion consultmo WATER, WASTEWATER, ORAINAGE,FLOOD SITE DEVELOPMENT, STREETS , STRUCTURAL DESIGN , MARINAS m.M*W^ •Water n^^^^ Resource Recovery Transportation • Wastewater enQineers CONTROL HIGHWAYS.BRIDGES V 1 1 1 2 0 NevK H a m p s h i r e A v e . Metcalf&Eddy S u i t e 2 0 0 Silver S p r i n g , MD 2 0 9 0 4 American Uniform Sales, Inc. ENGINEERS Blauvelt • ARCHITECTS • P L A N N E R S • SURVEYORS Engineering C o . Consulting Engineers & i ) ' M a r a , Cyrectifiornc PHONE 7 0 3 Mass liansil • Br-Ogei and St.ucliws • wbar> Develop Planning Design JAMES SUITE David A 14003 MINNEVILLE RD DALE CITY. VA 22193 • IMQBniENSGEnE ConsultingEngineers 820 Corporate Landover, CIVIL AND ENVIRONMENTAL ENGINEERS MD 22030 703-385-9300 Boston, Philadelphia, New Rttlon Inlirniliontl Cgnler, Suili 1130 1 1800 Sunrisg Vlii<) Driie. R«!lon, VA 72091 229 WEST BUTE S I NORFOLK, V A 2315 SAINT PAUL STREET York, St. L o u i s , S y r a c u s e , W h i t e Plains BALTIMORE, MARYLAND 21218 (301) 23510 (804) 623 1641 A Patton, Harris, Rust & George , Surveyors . agencies VaM«y O t f i c a : Florida—Wesl Virginia—Georgia—Maryland COMMUTER BUSES, AND PLANNING SERVICES 8 0 1 1 Jefferson Davis Hwy., Ricfimond, V a . 2 3 2 3 7 1-804-275-2624 Representative PARK CUNNINGHAM 100 S o u t h M a m S l r e e l B n d g e w a l e r . Virginia 2 2 8 1 2 [ 7 0 3 ) 8 2 8 2616 COMPLETE PUBLIC WORKS H e a r s e & A m b u l a n c e S a l e s Inc., arid EQUIPMENT Bex 9.^^54 L i k e i i d e Phone AiSOC, Br , R i c f u i i c n d , 804 BENGTSON. DeBELL. ELKIN & TITUS Michoal K. Barlin CONSULTING ENGINEERS. SURVEYORS & PLANNERS Municipal Service! Monager Centreville. VA Leesburg. VA 703-631-9630 703-777-1258 301-439-0055 INC. V a . 23228 262.2401 Waste Systems ENGINEERING. SURVEYING Sliver S p r i n g . M D BY G A M E TIME, I N C . Main OHica: AMBULANCES, 4 dr. L I M O U S I N E S 6 dr. Field "imagineered" PLAYGROUND 1 0 5 2 3 M a m Street. Fairfax Virginia 2 2 0 3 0 . [ 7 0 3 1 2 7 3 - 8 7 0 0 Wastewater T r e a t m e n t Systems • T r a n s p o r t a t i o n M u n i c i p a l Facilities • Water and Sewerage Systems Waterfront Facilities • Environmental Studies C o n s t r u c t i o n Management • Sut^'eying Cunningham, Planners C o m p l e t e p r o f e s s i o n a l services tor m u n i c i p a l i t i e s and public 235-3450 Assoc. a Diolessional c o r p o r a l i o n Engineers REQUARDT ASSOCIATES ENGINEERS 20785 * * T E H AND W A S T E W A T E R MMMIgm Ph. PH<INF AND J A M E S M. MONTGOMERY, CONSULTING E N G I N E E R S . INC. 703'660-;40D iiMiA F » Minier WHITMAN, Drive (301)731-5622 '"'^JJ^^^^^g^ • M. BRIDGES, CPA JAMES BRIDGES. LTD A PROFESSIONAL CORPORATION Certified Public Accountant ' 202 f/ooi) Conl'OI ana Diainage • ineigt ConifrvatiO" Municipal AiidilK Federal — Heart Slari CETA " HUD. A-102 Small ALJdUS (703) 590 1 131 (703i 6 7 0 6 3 0 0 I n c . 0^11.9382 t a i l Cenlfol Regio" BROWNING-FERRIS INDUSTRIES PO. Bo< 8733 BVy-i Airport, Maryland 21240 Bolt- (301) 796-8850 Telex: 87-487 �Are you still gambling Some water meters are like loaded dice! Costly to operate. Costly to maintain. But more important, costly to your system when they allow water to trickle through unmetered, unbillable! KENT'S C-700 bronze and polymer positive displacement water meters can solve all of those problems, and more! Accurate at flows as low as gpm, KENT'S C-700 was designed to overcome all of the everyday problems of meter operation. So stop gambling your future revenues away! Contact us today for immediate delivery. We can provide a trial order, submit a competitve bid or provide specification assistance. KENT future water revenues? KENT METER SALES, INC. P.O. Box 1852 Ocala, Florida 32678 904-732-4670 Outside Fiorida TOLL F R E E 1-800-874-0890 I I'm tired of shoooting snake eyes! I Tell me more about the C-700. Name _ _Title_ Address. City State. -Zip. Telephone. VIRGINIA MUMICIPAL GROUP S E L F INSURANCE ASSOCIATION A program designed to help control your Workmen's Compensation MEMBERS' S U P E R V I S O R Y BOARD Costs. HON. C H A R L E S A. ROBINSON, JR. Mayor, Town of V i e n n a Chairman HARRY G. KING Member, Prince George County B o a r d of Supervisors FRANCIS T. W E S T C o u n c i l m a n , Martinsville JOHN CUTLIP S h e n a n d o a h County Administrator PERRY M.DePUE J a m e s City County B o a r d of Supervisors LEON JOHNSON Director of F i n a n c e , Suffolk F o r further information c o n t a c t : R. M I C H A E L A M Y X Executive Director, V M L Robert Perkins Hall Risk Management Services, Inc. S u i t e 130—Jefferson B l d g . 8100 T h r e e C h o p t R o a d Bradley K . Harmes Administrator Virginia Municipal Group Self Insurance Association P . O . B o x 753 R i c h m o n d , V i r g i n i a 23288 R i c h m o n d , V i r g i n i a 23206 (804) 285-8525 (804) 649-8471 O Q O I- < CD DC 17 �User Charges: Why Aren't Virginia Cities Using Them More? By John H. Bowman On the average, large c i t i e s in Virg i n i a r a i s e a far s m a l l e r portion of their revenue from direct c h a r g e s on u s e r s of s p e c i f i c s e r v i c e s than do c i t i e s throughout the country. Moreover, while U . S . c i t i e s a s a group have i n c r e a s e d their r e l i a n c e on s u c h " u s e r c h a r g e s " in recent y e a r s in r e s p o n s e to tighter c o n trols on local t a x e s and s l o w e r growth of federal a i d , s e v e r a l large V i r g i n i a c i t i e s r e d u c e d their relia n c e on s u c h c h a r g e s . W h y are u s e r c h a r g e s an u n d e r u s e d s o u r c e of city revenue in V i r g i n i a ? Looking At Virginia o Q o DC > 18 A c c o r d i n g to the U. S . C e n s u s B u r e a u ' s annual City Government Finances (1979-1980), m u n i c i p a l i t i e s a c r o s s the nation realized 20.7 percent of their revenue, a s i d e from intergovernmental a i d , from user c h a r g e s , yet only t w o large Virginia c i t i e s , P o r t s m o u t h a n d R o a n o k e , rec e i v e d over 20 percent of their f u n d s from t h e s e f e e s . Most of the 10 c i t i e s reported in Finances rec e i v e d only about 10 percent to 17.6 percent of their r e v e n u e s from t h i s s o u r c e of i n c o m e . A l e x a n d r i a fell well below the 10 percent mark. Moreover, while c i t i e s in e a c h population c l a s s nationwide inc r e a s e d their r e l i a n c e on currentcharge revenue between 1975-76 and 1979-80, in Virginia it w a s true only for four c i t i e s , a n d two c i t i e s dropped from above average and average to well below average. A broader m e a s u r e of userc h a r g e s i g n i f i c a n c e is obtained by adding utility c h a r g e s to current c h a r g e s and to general revenue (not including intergovernmental aid). Under this broader m e a s u r e , the user-charge f i n a n c i n g role j u m p s a n y w h e r e from 15.6 to 24.6 percentage points for all city s i z e c l a s s e s . T h i s c h a n g e , however, a f f e c t s the f i g u r e s for the s e v e r a l Virginia c i t i e s quite differently. At one e x t r e m e , A l e x a n d r i a and H a m p t o n , already low in user-charge About the Author Dr. Bowman is associate professor of economics at Virginia Commonwealth University. The author gratefully acknowledges the editorial assistance of Charlotte Kingery, editor of VIRGINIA TOWNS. CITY. reliance, become comparatively even lower, for neither city had utility r e v e n u e s in the period s t u d i e d . At the other e x t r e m e , the broader m e a s u r e s h o o t s R i c h m o n d ' s userc h a r g e reliance figure from 14.6 perc e n t to 39.4 percent of o w n - s o u r c e revenue from below the above the national average for comparably sized c i t i e s . R i c h m o n d is the only V i r g i n i a city w h o s e user-charge relia n c e , b a s e d on this broader meas u r e , w a s above the national norm in 1979-80. Norfolk, a l s o above average in 1975-76, w a s decidedly off the national p a c e by 1979-80. Newport N e w s , P o r t s m o u t h , Roanoke, and Virginia B e a c h , a s well a s R i c h m o n d , all i n c r e a s e d their relia n c e upon u s e r c h a r g e s , broadly m e a s u r e d , over the period from 1975-76 to 1979-80. A s noted, all but R i c h m o n d remained below the national a v e r a g e s for c i t i e s in their respective size c l a s s e s — a n d Richm o n d ' s position eroded relative to the average. User Charge Pros and Cons In the private s e c t o r , a s p e c i f i c fee (price) is paid for a s p e c i f i c good or s e r v i c e . P e r s o n s w h o feel the good or s e r v i c e is not worth the market price c a n opt not to buy. P r i c e s ration available s u p p l i e s to t h o s e w h o value them most and s h o w w h i c h goods and s e r v i c e s are most valued. G e n e r a l t a x f i n a n c e of public s e c tor s e r v i c e s , by c o n t r a s t , d e m a n d s a mandatory payment from u s e r s and n o n - u s e r s alike s o there is little relationship b e t w e e n payment and receipt of s e r v i c e s . E v e n if no s u b s i d y is involved, there is a t e n d e n c y for the public to s e e tax liabilities and s e r v i c e benefits a s independent f a c t o r s ; t a x - f i n a n c e d s e r v i c e s tend to be regarded a s e s s e n t i a l l y free goods a n d , therefore, to be over c o n s u m e d . " D e m a n d " for a s e r v i c e e x p r e s s e d without recognizing and being willing to pay its c o s t clearly differs from market d e m a n d , and is an i m p r e c i s e guide for public decision m a k e r s . Are They Efficient? C r e a t i n g a u s e r c h a r g e for a previo u s l y " f r e e " s e r v i c e generally will "Even where user fees are desirable, the cost of administering them might outweigh potential gains." result in reduced u s e of the s e r v i c e . If the c h a r g e c o v e r s program c o s t s , s u c h a reduction will indicate a more efficient u s e of r e s o u r c e s s i n c e u s e r s did not value the serv i c e highly enough to justify the previous level of expenditure. T h e r e s p o n s e to p r i c e s a l s o provides information on relative s e r v i c e v a l u e s , w h i c h c a n be used in redirecting available r e s o u r c e s to more valued u s e s . A s e r v i c e w h o s e u s e remains strong in the f a c e of a cost-recovering c h a r g e may be a good candidate for e x p a n s i o n , while a s e r v i c e w h o s e u s e drops off could be curtailed. T o recognize the potential advant a g e s , however, the charge should be s e n s i t i v e to the level of u s e . A flat charge for residential water serv i c e r e g a r d l e s s of level of u s e (e.g., $15 per month) previously funded through property taxation would permit a reduction in t a x e s and/or an i n c r e a s e in other s e r v i c e s , but s u c h a f e e would provide no incentive to alter the u s e of water. It is c l e a r that not all s e r v i c e s are equally a m e n a b l e to user charge fin a n c i n g ; for s o m e s e r v i c e s , pricelike c h a r g e s would diminish effic i e n c y . Many publicly provided serv i c e s are in the public s e c t o r prec i s e l y b e c a u s e private s e c t o r pricing would result in an inappropriate level of provision. T h i s is true where the b e n e f i t s extend in significant degree to the c o m m u n i t y a s a w h o l e , rather than being captured largely by t h o s e w h o might pay for them through f e e s . Control of c o m m u n i c a b l e d i s e a s e s , streetlighting along through-streets and roads, and s n o w removal are e x a m p l e s of s e r v i c e s w h i c h non-payers cannot be prevented from enjoying; in s u c h c a s e s , t a x e s are needed to a s s u r e that b e n e f i c i a r i e s pay. B u t even w h e r e u s e r c h a r g e s are otherwise desirable, the c o s t s of administering appropriate user c h a r g e s �m i g h t o u t w e i g h p o t e n t i a l gains a n d , therefore, be i n e f f i c i e n t . Are User Fees Equitable? A p p e a l i n g to the ability-to-pay c o n c e p t , s o m e argue that certain services s h o u l d be available to persons even if they cannot afford to pay for t h e m . Examples m i g h t inc l u d e some m i n i m u m level of housing, n u t r i t i o n , or medical care. But e q u i t y may also be evaluated under the benefits-received concept. Under this a p p r o a c h , equity requires that t h o s e w h o benefit pay and, conversely, that those w h o do not benefit not be c o m p e l l e d to pay. User charges w o u l d p r o m o t e this notion of e q u i t y . In c o n c l u s i o n , Virginia c i t i e s may want to examine w h y user fees are not i m p l e m e n t e d more and in what areas of m u n i c i p a l g o v e r n m e n t they are feasible. It s e e m s in these t i m e s of short f u n d i n g , V i r g i n i a c i t i e s need to take the hint f r o m other U.S. cities and examine every avenue for revenue s o u r c e s . PUBUC We! ' e stand behind our products at CPfifP. Our field service representatives are trained to help the contractor w i t h any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. Concrete Pipe & Products Company, I n c . P.O. Box, 1223, Richmond,VA 23209 (804)233-5471 ADMINISTRATION SERVICE Providing management a s s i s t a n c e and c o n s u l t a n t s e r v i c e s to l o c a l , r e g i o n a l , and s t a t e g o v e r n m e n t s s i n c e 1 9 3 3 . Managing underwriters and d i s t r i b u t o r s of state, 1497 C h a i n Bridge R o a d M c L e a n , V i r g i n i a 22101 (703) 7 M - « 9 7 0 1313 E a s t 60th S t r e e t C h i c a g o , Illinois 60637 (312) 9 4 7 - 2 1 2 1 municipal, and government bonds a n d notes. Investment bankers and advisers to m u n i c i p a l i t i e s a n d g o v e r n m e n t a u t h o r i t i e s for r e v e n u e bond p r o j e c t financing. F o r additional information, please c o n t a c t o n e of t h e f o l l o w i n g m e m b e r s of o u r Public FinanceDivision AUSTIN V . K O E N E N (212-558-3180) JOSEPH A. HARCUM (212-558-3174) BENEDICT T.MARINO (212-558-2840) L E E K . BARBA ( 2 1 2 - 5 5 8 - 2 1 6 8 ) ROBERT M . BROWN, I I I ( 2 1 2 - 5 5 8 - 3 3 5 6 ) M I C H A E L P. GEORGE ( 2 1 2 - 5 5 8 - 2 6 8 0 ) ROBERT B.NOLAN (212-558-3360) YORK • ATLANTA • BOSTON HOUSTON SAN FRANCISCO • • McMANIS ASSOCIATES, INC. Washington, D.C. lagement Consu Management Consultants to City and County Governments Management Audits •Operations and Productivity Analysis Community Development • Executive Searches • Economic Development 1201 Connecticut Ave., N.W., Washington, D.C. (202) 466-7680 dmq DAVID M. GRIFFITH AND ASSOCIATES, LTD. 703/382-1464 Telephone Systems Evaluated Inter-Connect-Bell CHICAGO 804-746-3684 630 Jay Way Mechanicsville, VA 23111 Abbott - H a r k s e n LOS ANGELES LONDON Specialists in ADP Systems and Cost Allocation Plans Drawer 59, Christiansburg, Virginia 24073 L e h m a n B r o t h e r s K u h n Loeb Incorporated NEW DALLAS Communications Consultants TOKYO Improve Service-Reduce Cost On LongDistance-PBX-911 Billings �THE B U D G E T TIGHT THE BACKHOE= J O H N DEERE Fuel-efficient c l o s e d center h y d r a u l i c s provide power on d e m a n d . A constant-pressure, variable-displacement, rotary-piston p u m p c h a r g e s the system. Self-adjusting, wet-disk brakes are mounted i n b o a r d , s e a l e d from c o n t a m i n a n t s that c a u s e premature wear. They run c o o l a n d c l e a n in a filtered o i l b a t h to prov i d e s m o o t h , straight, d e p e n d a b l e stops. Fast c y c l e times s a v e t i m e a n d m o n e y . Smooth, m o d ulated, no-clutch direction r e v e r s i n g at full e n g i n e r p m s p e e d s l o a d e r work, s l a s h e s c y c l e times. You k n o w h o w m u c h m u n i c i p a l b u d g e t s a r e p i n c h e d . T a x d o l l a r s must b e spent w i s e l y . Voters d e m a n d it. T h a t ' s w h y m u n i c i p a l i t i e s a r e taking a close look at budget-stretching J o h n D e e r e b a c k h o e s . A n d t h e y l i k e w h a t t h e y see. P r o d u c t i o n . S t a n d a r d f e a t u r e s l i k e 2-lever b a c k h o e control, s i n g l e - l e v e r l o a d e r control, on-the-go d i f f e r e n t i a l l o c k a n d m o r e boost production. Selection. Horsepower selection r a n g e s f r o m 4 3 to 80 (32.1 to 59.7 k W ) a n d d i g g i n g d e p t h s e l e c t i o n f r o m 13 ft. 7 i n . to 17 ft. 2 in. (4.14 to 5.23 m ) . Y o u c a n r e a l i z e the e c o n o m i e s of m a t c h i n g the m a c h i n e to t h e job. D e p e n d a b i l i t y is d e s i g n e d in. C l o s e d - c e n ter h y d r a u l i c s , for e x a m p l e , d e l i v e r p o w e r w i t h less h e a t b u i l d u p a n d less w e a r o n rings, seals a n d bushings. A n d p l a n e t a r y final drives a n d wet-disk b r a k e s a r e m o u n t e d inboard, s e a l e d from contaminants. These a n d other J o h n D e e r e b a c k h o e features a r e h e l p i n g m u n i c i p a l i t i e s stretch t a x d o l l a r s . To l e a r n m o r e , see your dealer. John Deere, - M o l i n e , Illinois. JOHN DEERE ON THE MOVE AVAILABLE IN MOST MUNICIPAL STATES LEASE SEE A PARTICIPATING DEALER � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 18, Number 1 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource January 1983 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198301 https://www.virginiaroom.org/digital/files/original/69/6449/198303.pdf 39f47cf38101dc57e8c220354638ded1 PDF Text Text Chase City Puts School To New Use �Commentary Crisis in Corrections By Albert W. Spengler o Q < o > T w o knifings at the Virginia S t a t e Penitentiary on J a n u a r y 1, 1983 left one inmate dead and another w o u n d e d . S i n c e 1980 four other killings have taken place at the state penitentiary. In one of the four prior i n c i d e n t s , one victim had been w a t c h i n g a movie in the m e s s hall w h e n another inmate cut his throat. V i o l e n c e is not new to the Virginia correctional s y s t e m . In the mjd-70s, for e x a m p l e , a number of reforms were undertaken after a state c r i m e c o m m i s s i o n investigation revealed that the penitentiary w a s nothing more than a " w a r e h o u s e " w h e r e brutality w a s the rule rather than the e x c e p t i o n . Nor is v i o l e n c e limited to the state penitentiary. On November 3, 1982, about a dozen p r i s o n e r s at the B r u n s w i c k C o r r e c t i o n a l C e n t e r att a c k e d two prison guards in a disturbance that began w h e n a guard stopped a prisoner to c h e c k for c o n traband. While prison v i o l e n c e is the most disturbing and most publicized problem facing prison authorities in Virginia and other s t a t e s , it is only one of many s e r i o u s and interrelated problems affecting state correctional s y s t e m s . In recent y e a r s , correctional institutions have had to c o p e with a dramatic rise in inmate populations. B e t w e e n 1978 and 1982 inm a t e s in federal and state correctional institutions jumped from 294,580 to 394,380; over the s a m e period, the number of i n m a t e s in V i r g i n i a ' s correctional s y s t e m grew from 8,344 to 9,146. T h i s development h a s f o c u s e d attention on the i s s u e of prison overc r o w d i n g , s i n c e the growth in the number of inmates h a s overw h e l m e d the c a p a c i t y of state pris o n s . T h i s overcrowding a l s o h a s contributed to i n c i d e n t s of homos e x u a l rape, a s s a u l t and robbery within the institutions' w a l l s and led to i n c r e a s i n g judicial s c r u t i n y of c o n d i t i o n s inside p r i s o n s . Thirtytwo s t a t e s are under court orders to About the A u t h o r Mr. S p e n g l e r is affiliated with the Institute of G o v e r n m e n t at the University of Virginia in C h a r l o t t e s v i l l e . reduce overcrowding and improve c o n d i t i o n s in their p r i s o n s . T h i s month Virginia will go before a federal judge w h o will d e c i d e if the atm o s p h e r e of v i o l e n c e in the state penitentiary is an unconstitutional form of p u n i s h m e n t . Currently Virginia r a n k s s e v e n teenth in the nation (Corrections Yearbook, 1982) in the number of inc a r c e r a t i o n s per 100,000 population. T h e a l m o s t 9,200 i n m a t e s that now fill V i r g i n i a ' s p r i s o n s c o n s t i tute the largest number in the s t a t e ' s history. S i n c e the number of a s s i g n a b l e b e d s is 9,197, the problem of overcrowding might appear to be negligible. T h e s t a t i s t i c s are m i s l e a d i n g , however, in part bec a u s e s e v e r a l hundred felons are locked up in local j a i l s awaiting t r a n s f e r s to state f a c i l i t i e s . On J a n uary 1 1 , 1983 there were 6,031 inm a t e s in V i r g i n i a ' s local j a i l s , w h i c h have a rated m a x i m u m c a p a c i t y of 5,664. Of the 99 local correctional f a c i l i t i e s in the state (city and c o u n ty j a i l s and farms), nearly half, or 48 of t h e m , w e r e at 100 percent c a p a c i ty or above (two of w h i c h were at over 200 percent c a p a c i t y ) . T h e problem of prison overcrowding in Virginia is rather modest relative to overcrowding in other s t a t e s . In 1981, for i n s t a n c e , the population of V i r g i n i a ' s p r i s o n s stood at one percent over c a p a c i t y , a s compared to 50 percent in S o u t h C a r o l i n a and 30 percent in Maryland. Neverthel e s s , overcrowding is an i s s u e that Virginia cannot ignore, although the state h a s sought to avoid it by building new p r i s o n s and finding alternatives to incarceration for certain offenders. Even under the present construction s c h e d u l e , however, the state will be 3,000 beds short of its n e e d s by 1990. It c o s t s the state approximately $55,000 per cell to build a new correctional facility; maintaining an inmate in an institution c o s t s the state $22,748 per y e a r — t h e highest c o s t per inmate in the country, a c c o r d i n g to the Corrections Yearbool<. In addition, t h e s e c o s t s do not reflect hidden c o s t s s u c h a s an i n m a t e ' s not paying t a x e s or a p r i s o n e r ' s inability to support his family or to pay restitution. Building additional j a i l s may solve the long-term problem of over- c r o w d i n g , but it will not take c a r e of the immediate situation. (One step the state is taking to reduce its need for more p r i s o n s is double bunking of c e l l s ; however, this practice could be overturned in the federal courts.) G i v e n the high c o s t of incarceration, are their other alternatives w h i c h will make better u s e of our s c a r c e r e s o u r c e s ? In order to reduce the prison population, the G e n e r a l A s s e m b l y in 1980 e n a c t e d the C o m m u n i t y Diversion Incentive Act (GDI), w h i c h s e e k s to deinstitutionalize nonviolent offenders and to have them make restitution to the community. T h i s program, w h i c h is funded by the state but locally administered h a s been s u c c e s s f u l in the 10 c i t i e s and 15 c o u n t i e s that have established a program. T h e GDI has resulted in a 36 percent c o s t s a v i n g s to the state w h e n compared to the c o s t of incarceration, with a 200-bed s a v i n g s at an annual c o s t avoidance amount of $865,200. Participants in the program have paid back the victims and c o m m u n i t i e s with $9,000 in direct restitution to v i c t i m s , $18,727 worth of s e r v i c e s donated to local government and private nonprofit a g e n c i e s and 5,500 community s e r v i c e hours. While divers i o n a p p e a r s to be a useful alternative to incarceration, whether this approach along with planned prison c o n s t r u c t i o n will be enough to solve the long-term problem of overcrowding r e m a i n s to be s e e n . Indeed, the future of the correctional s y s t e m is clouded by b a s i c uncertainties about emerging trends in crime rates, judicial s e n tencing p r a c t i c e s and incarceration rates. T h e fate of correctional policy a l s o d e p e n d s on the attitudes of legislators, law enforcement offic i a l s and the general public with regard to persistent c o n t r o v e r s i e s c o n c e r n i n g the goals of s e n t e n c i n g and the roles of p r i s o n s . In c o n c l u s i o n , two q u e s t i o n s need to be a s k e d : Do w e follow the path of stricter s e n t e n c i n g and build more p r i s o n s to a c c o m m o d a t e the i n c r e a s e in inmates or do we look for alternatives that aim at rehabilitating rather than punishing the c r i m i n a l ? Do the alternatives to (Continued on page 17) �Virginia Editor Charlotte Kingery Editorial A s s i s t a n t Joni Terry *City Telephone 804/649-8471 V0LUME18 MARCH 1983 NUMBERS VML President Francis T. West Officers Chiarles A. R o b i n s o n , J r . L a w r e n c e A. D a v i e s Vincent J . T h o m a s S a m W. A d a m s Executive Committee J a c k D. E d w a r d s J a n e L. Hough Arlie C . P a y n e Martha V. P e n n i n e Ronald C . S p i g g l e Robert T . W i l l i a m s Past President 2 " V i r g i n i a h a s the highest c o s t per inmate in the country—$22,748 per y e a r . " 4 People 5 V M L Legislative Day " A b o u t 200 local officials visited R i c h m o n d on the L e a g u e ' s Legislative Day." 6 R a y m o n d F. R a t c l i f f e R. Michael A m y x Statements and opinions presented in this magazine do not necessarily reflect the policies of the Virginia ti/Iunicipal League. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It Is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster Send address changes to VT&C, P.O. Box 753, Richmond 23206 C h a s e City Solves A Building Problem In An Unusual Way " T o w n officials wanted to l<eep an old s c h o o l building in use without spending a lot of m o n e y — a n d they d i d . " Executive Director On T h e C o v e r It's no longer a s c h o o l building but now a c o m m u n i t y center for C h a s e City. R e a d how the T o w n C o u n c i l put the building to better u s e without c o s t i n g c i t i z e n s more tax dollars. Crisis in Corrections 8 How To Stay Out Of Trouble And Still Get Things Done! " T h e K a n s a s league director offers 33 tips for local o f f i c i a l s . " 10 ICM A S u r v e y — V A ' s R e s p o n s e s " E v e n though s o m e Virginia m e m b e r s want to pull out of the prof e s s i o n , most rank the manager profession very h i g h . " 11 VML Achievement Awards Program 13 Chesterfield I s s u e s Fire Instructions in Braille " V i s u a l l y handicapped p e r s o n s were left out of fire safety prog r a m s until the C h e s t e r f i e l d County Fire Department prepared training materials e s p e c i a l l y for t h e m . " 14 Marketplace 17 Calendar 18 Tax Rates o Q oI< (5 DC �People Atkinson Named Harold S. A t k i n s o n , former V M L president, was a p p o i n t e d by Governor Charles S. Robb to the C o m m i s sion on Local Government. A t k i n son is a former city manager of Franklin, having retired in 1981. During his tenure as city manager, he was also president of the Virginia S e c t i o n , International City Management A s s o c i a t i o n and was chairman of the Southeastern Virginia Planning District C o m m i s s i o n . Alexander Heads Fire Programs George H. Alexander, retired director of the Fairfax C o u n t y Fire and Rescue Department, is the new executive director of the Department of Fire Programs. He began his 25 year career as a volunteer for Fairfax C o u n t y in 1948. He entered the paid ranks in 1950 as a firef i g h t e r at the Fort Belvoir Engineering Center but affiliated w i t h the c o u n t y in 1957 as assistant fire marshal. One of the h i g h l i g h t s of Alex- ander's career was the creation of the Medic program w h i c h now offers advanced life s u p p o r t to all of Fairfax C o u n t y ' s 600,000 residents. He a s s u m e d his d i r e c t o r s h i p of Fire Programs on February 1,1983. Falls Church Appoints T w o VanDevanter Appointed Halsey Green is the c i t y ' s new finance director. He fills the vacancy left by retiring Clarence Eckert. Green j o i n e d Falls Church in 1978 as assistant finance director. Jay Z i m m e r was a p p o i n t e d as the social services coordinator. He held previous p o s i t i o n s as director of C h i l d r e n ' s W o r l d , Inc., a child care center, and as assistant director of c o m m u n i t y services w i t h the United M e t h o d i s t Church in L a k e w o o d , New Jersey. Jean VanDevanter was named director of Fairfax C o u n t y ' s O f f i c e of Public Affairs. VanDevanter was acting director at the time of her app o i n t m e n t . A graduate of the University of Tennessee, she was an equal e m p l o y m e n t o p p o r t u n i t y specialist at the U.S. Department of Health, Education and Welfare (now Health and Human Services) and was the public i n f o r m a t i o n officer for the A r l i n g t o n County Department of Public W o r k s and the Fairfax County Park Authority. Anders Resigns Bedford City C o u n c i l m a n R. C. A n d e r s a n n o u n c e d that he will resign f r o m c o u n c i l due to medical p r o b l e m s . Elected to c o u n c i l in e stand behind our products at CPfifP. Our field service representatives are trained to help the contractor with any prot)lem. They can repair damaged pipe, coordinate shipments, and do everythingnecessary to assure a successful installation. O Q o < CD DC 1980, Anders has suffered f r o m illness since taking office. Before running for c o u n c i l , Anders was director of the c i t y ' s Electric Department from 1965 to 1976. Utility issues were one of his specialties during his time on c o u n c i l . Concrete Pipe & Products Company, I n c . P.O. Box, 1223, Richmond,VA 23209 (804)233-5471 V i r g i n i a n s N a m e d By N L C Seven Virginians have been app o i n t e d to the National League of Cities' Steering C o m m i t t e e s . Officials are chosen on the basis of their expertise and interest in a certain area to develop NLC policy and r e c o m m e n d a t i o n s to c o n g r e s s i o n a l and a d m i n i s t r a t i o n initiatives. Dr. Willa Bazemore, vice mayor of Chesapeake, was appointed vice chairman of the C o m m i t t e e on Human Development. Others selected to the c o m m i t t e e s are the f o l l o w i n g : Alexandria Mayor Charles Beatley, C o m m u n i t y and Economic Development; Newport News Council M e m ber Mary Sherwood Holt, Transportation and C o m m u n i c a t i o n s ; Norfolk C o u n c i l Member Joseph A. Leafe, Intergovernmental Relations; Norfolk Mayor Vincent J. T h o m a s , C o m m u n i t y and E c o n o m i c Development; R i c h m o n d Council Member Claudette B. McDaniel, Human Dev e l o p m e n t ; and Virginia Beach Council Member Meyera E. Obendorf. Energy, Environment and Natural Resources. �VML Legislative Day Since the League started holding the VML Legislative Day during the Virginia General Assembly, the largest gathering occurred this February 2 at The John Marshall Hotel. Over 200 local officials attended the afternoon session and over 100 legislators, out of a possible 140, came to the reception. Many others w/ere represented by their legislative aides. The date chosen for the annual event proved to be the best time for local officials to be in Richmond. Many key bills were still in committees and had to be reported out of their house of origin that w^eek. This allowed officials the time to discuss items with their legislators or appear before committees, as several officials did. During the afternoon work session, VML Executive Director Michael Amyx welcomed the crowd to Richmond and encouraged local offcials to visit with their legislators during the evening's reception. Rick Weeks, the league's director of intergovernmental relations, gave a detailed view of the budget. This was a critical issue to attendees since, for the first time in recent history, the governor was forced to cut state aid to local government. Other league staff members outlined budget matters in their perspective areas and discussed major bills, such as conflict of interests and compensation for constitutional officers. Above and below, local officials listen while VML staff discuss the budget and key bills. Lexington City Manager John Doane and Franklin City Manager Ted Reed. Colonial Heights City Manager Bryon Haner talks to Roanoke City Attorney Wil Dibling. • The Virginia Beach delegation exchanges information during the coffee/coke break. From the left, Council Member Nancy Creech, City Attorney Dale Bimson, Council li/lember Robert Jones and Council Member Meyera Oberndorf. �Chase City's new community center has many uses. health clinic nurse prepares to see patients. Above, a theatrical production takes place and, on the right, a Chase City Solves A Building Problem In An Unusual Way o Q O I< Z o DC > W h a t d o e s a s m a l l town in rural Virginia do with a s c h o o l building that is probably too c o s t l y to maintain and operate but at the s a m e time is a landmark that nearly all its r e s i d e n t s c a n identify with and want to u s e ? For over 50 y e a r s , the Robert E . L e e s c h o o l building, located in the d o w n t o w n district of C h a s e City, served a s both elementary and high s c h o o l for s e v e r a l generations of the t o w n ' s c i t i z e n s . T h e s t r u c t u r e ' s unique and stately a r c h i t e c t u r e , functional d e s i g n , proximity to " M a i n S t r e e t " and e x c e l l e n t auditorium not only contributed to the e d u c a t i o n of the youth of the town and surrounding area, but gave a high degree of unity, purpose, spirit and pride to the c o m m u n i t y . Y e a r s later w h e n the building w a s no longer a s c h o o l facility. C h a s e City found itself with a " w h i t e elep h a n t " that could be an a s s e t if the price w a s right but, if not, a building in the hub of town that is boarded up, v a n d a l i z e d , and surrounded by litter, trash and w e e d s . It w a s c l e a r that an o v e r w h e l m i n g number of the c i t i z e n s w a n t e d to s a v e the old s c h o o l building, w h i c h represented a part of j u s t about e v e r y b o d y ' s personal e x p e r i e n c e . J u s t w h a t it could be s a v e d for and how the town government could afford the luxury of what could be a vast " m o n e y pit" remained u n s a i d . Would the s c h o o l board and the C o u n t y of Mecklenburg r e l e a s e property worth a half a million dollars to the town for little or no c o m p e n s a t i o n ? T h e county indicated that it would be a m e n a b l e to the transfer if the grounds and struc- ture could be put to good u s e . S h o u l d a s m a l l town with an equally s m a l l budget a c c e p t the fiscal burden imposed by s u c h a large building? T h e s c h o o l included an auditorium s e a t i n g 6 0 0 , 1 2 full-sized classrooms, a cafeteria, assorted utility rooms and failing boiler. T h e c o s t of heating the building and upkeep on the e x t e n s i v e grounds w a s enough to give even the most stalwart c o u n c i l m e m b e r s nightmares. T h e town treasurer reported with a very long f a c e and tight string on the town purse that maintaining the property could c o n s u m e a full 10 percent of the general fund and a goodly s h a r e of the utility fund. T h e director of public w o r k s added to the w o e s of the e l e c t e d leadership w h e n he a d v i s e d them that the old s c h o o l had been allowed to deteriorate in anticipation of its c l o s i n g and p r e s e n t e d a lengthy list of capital improvements that had to be completed before the building could be u s e d for any purpose. It w a s obvious that if C h a s e City were to a c c e p t the responsibility for the property, the s c h o o l would have to pay for itself, w h i c h in retrospect appeared i m p o s s i b l e . Undaunted by the odds, c o u n c i l decided that the town c o u l d not afford to lose a valuable landmark near the t o w n ' s center and a c c e p t what would b e c o m e a blighted area. T h e d e c i s i o n w a s made to a c c e p t the property but two q u e s t i o n s rem a i n e d : What purpose would the building with its grounds be u s e d ? W h e r e would the money c o m e from to operate the c o m p l e x ? Fortunately, the c l o s i n g of the old red brick s c h o o l h o u s e did not c o m e a s a sur- prise, therefore, approximately two y e a r s of planning were available to decide these issues. It w a s clear from c i t i z e n s that a community center w h i c h could serve a s a focal point for s o c i a l , serv i c e and educational needs for the area w a s most desired. T h e building could a l s o provide office s p a c e for s e r v i c e oriented a g e n c i e s . But t h e s e two ideas do not produce money. T h e breakthrough c a m e from an unusual source. Traditionally, C h a s e City h a s been the home station of C o m p a n y E of the 116th Infantry, V i r g i n i a Army National G u a r d . T h i s proud unit, however, had not been reactivated in the town s i n c e its men marched off to war in 1941. Public sentiment, c o u pled with the availability of armory s p a c e w h i c h the Robert E . L e e building offered prompted town off i c i a l s to c o n t a c t the Adjutant G e n eral of the C o m m o n w e a l t h . T h e general w a s told of the advantages to the National Guard and the town if the G u a r d e s t a b l i s h e d a unit in C h a s e City. T h e town could provide the National G u a r d with not only relatively i n e x p e n s i v e facilities near the G u a r d ' s training areas but a l s o a fertile, untapped recruiting area and the support of the town government and r e s i d e n t s . On the other hand, the G u a r d could offer the town the benefits of a payroll, part-time jobs for youth and could s u p p l e m e n t the c o s t of the old s c h o o l building and its grounds. T e r m s of agreement were reached by the National Guard and C h a s e City w h i c h marked areas of respon- �sibility, shared c o s t s , reconfigurat i o n and new c o n s t r u c t i o n . The agreement left t h e t o w n w i t h more than adequate space to house a wide variety of m e e t i n g places, off i c e s and t h e a u d i t o r i u m . Having sealed t h e agreement w i t h the Guard, t h e t o w n w a s free t o enter into agreements w i t h other agencies and service organizations, several of w h i c h c o u l d c o n t r i b u t e to the s u p p o r t of t h e s c h o o l c o m p l e x . On July 4, 1981 a plaque dedicating t h e Robert E. Lee C o m m u n i t y Center, in t h e name of the c o u n c i l and t h e people of Chase City, was unveiled by the mayor. The uses the o l d b u i l d i n g has, in fact, surprised even the most ardent supporters of the project. During the past year or s o , the " n e w " c o m munity center has been t h e site of trade fairs, major theatrical product i o n s , c o n v e n t i o n s , gospel sings and rallies. A l s o , t h e center is the regular m e e t i n g place f o r classes, the Jaycees a n d organizations for the elderly and y o u t h . The public health service c l i n i c even sets up shop in the center. Thus far the center has been an o v e r w h e l m i n g success, w i t h the only u n e x p e c t e d problem of trying t o s c h e d u l e all the events that want t o be held there. Equally s u r p r i s i n g has been the center's ability to operate on a near pay as y o u go basis. The fear voiced by many that the t o w n w o u l d ass u m e t h e c o m p l e x along w i t h a vast " m o n e y p i t " into w h i c h the taxpayers' money w o u l d be heaped f r o m the treasury j u s t never materialized. The Robert E. Lee C o m m u n i t y Center in Chase City is a vivid example of what a small rural t o w n can do t o protect itself f r o m decay and at t h e same t i m e improve t h e quality of life of its residents. Invest in Si planner As public f u n d i n g tightens, o u r c o m m u n i t i e s f a c e serious c u t b a c k s in h o u s i n g , t r a n s p o r t a t i o n , e n e r g y , social s e r v i c e s — the full s p e c t r u m of social, e c o n o m i c a n d p h y s i c a l n e e d s . A n d reacting to t h e s e c u t b a c k s s i m p l y isn't e n o u g h . T h e key t o i m p r o v i n g t h e quality of life is p l a n n i n g . Planning to d o m o r e w i t h less. T h e kind of planning only a p r o f e s s i o n a l c a n provide. We Want N e w s from your locality for V I R G I N I A T O W N & CIT'Y magazine. If you have recent a p p o i n t m e n t s , a new facility or a project/program that can benefit other Virginia local governments, let us know/. Contact Charlotte Kingery at 804/649-8471. T o u g h c o m m u n i t y p r o b l e m s require t h e best planners. Planners w h o h a v e m e t our professional and a c a d e m i c standards are m e m b e r s of the A m e r i c a n Institute of Certified Planners. The d e s i g n a t i o n " A l C P " is looked to by m a n y e m p l o y e r s a s t h e m a r k of a s e a s o n e d p r o f e s s i o n a l . For i n f o r m a t i o n o n w h a t a p l a n n e r c a n d o for y o u or your c o m m u n i t y w r i t e t h e A m e r i c a n Institute of Certified Planners, 1776 M a s s a c h u s e t t s Ave,, N.W.. 7 t h floor, W a s h i n g t o n , D.C. 2CX)36, or call (202) 8 7 2 - 0 6 1 1 . ^1 A m e r i c a n Institute of Certified Planners AlCP IS an inslitule o( ineAmenoanPlefinina At EFHutton talks puMk powerfinanciiig. E . E Hutton's Public Power Finance Group has demonstrated its ability to generate n e w financing ideas and carry them out successfully We have the experience, the l<now-how; and the distribution network w h i c h could mal<e your next financing a success in w a y s y o u m a y not have anticipated. A s managers or co-managers of numerous public financings, w e have proven our ability to create innovative approaches to complex tax-exempt financings. W e have the second largest capital base m the indtistry. W e also have the willingness to use our capital to maintain a secondary market i n issues w e manage. A n d our distribution capability is extensive, w i t h 2 6 5 offices across the country. In addition to our growing retail business, our institutional business has g r o w n to over 1/3 of our total securities business. For your next public power offering, w h y not give Marshall Lancaster a call at (212) 7 4 2 - 2 8 9 2 , Steve Sloan at (212) 7 4 2 - 6 6 ^ 1 , or Bill Sachau at (213)488-3551. Learn w h y so m a n y people in public power say that It pays to listen w h e n L.F. Hutton talcs. E E E-lutton & Company Inc. One Batteiy Park Plaza, New York, New York I O O O 4 (212) 7 4 2 - 5 0 0 0 When EFHutton talks, people listen. o Q O I- < tr �How To Stay Out of Trouble And Still Get Things Done! >_ t 0 Q ^ 1 O I< z O E > 8 Editor's Note: Tiiis report from tfie Kansas Government Journai puts togettier some suggestions for local officials—both elected and appointed—on how to stay out of trouble, but still get things done, which seems to be an increasingly difficult thing to do. This was the theme of a general luncheon panel discussion at the 71st Annual City Conference of the League of Kansas Municipalities held October 12, 1981. The observations were edited and supplemented by Kansas League Director E. A. Mosher. 1) If you're a governing body member, allow yourself enough time to be e f f e c t i v e . J u s t attending c o u n c i l m e e t i n g s is not e n o u g h — you m u s t study and d i s c u s s the p r o b l e m s , and keep y our s el f informed on w h a t ' s going on. T o do even a fair job t a k e s a lot of time. 2) P a c e yo ur s elf . Limit the number of m e e t i n g s you have. S e t s o m e priorities, recognize the need to s p e n d time with your family, and don't " b u r n " y our s el f out. R e c o g nize that life—and local governm e n t — i s dependent on a lot of t h i n g s w e have little control over, 3) A s an individual, even if you're the mayor, don't m a k e p r o m i s e s you c a n ' t deliver! Most major decis i o n s and a c t i o n s require approval of the governing body, and this t a k e s a majority vote. 4) T r e a t everyone the s a m e . Be consistent. 5) If you're a governing body member, don't s p e n d most of your time c h e c k i n g on what your staff h a s already done. Y o u r primary job is to provide s o m e p o l i c i e s and dir e c t i o n s . For e x a m p l e , instead of s p e n d i n g time reviewing c l a i m s , make s u r e you have a good purc h a s i n g p ract ic e by w h i c h c l a i m s are incurred in the first p l a c e . 6) A l w a y s deal with people a s if you will have to deal with them a g a i n . Even if you don't, s o m e o n e will. 7) T a k e your budget preparation job s e r i o u s l y , for it d e t e r m i n e s what your locality d o e s or d o e s n ' t do for the c o m i n g year. It's the biggest policy development tool available to govern a municipality. And w h e n budget c u t b a c k s are e s s e n t i a l , don't cut back on t h o s e a c t i v i t i e s that are vital to the critical operation of the government. 8) B e alert for the little t h i n g s . T h e y are the things w h i c h a l w a y s s e e m to grow and c o m e back to you. 9) E s t a b l i s h policy s t a t e m e n t s . Written policy s t a t e m e n t s let the public, and staff, know w h e r e they s t a n d . T h e y help the governing body govern, and writing them prov i d e s a p r o c e s s to develop c o n c e n s u s . " T h a t ' s the way it's a l w a y s been d o n e " is not good enough to either stay out of trouble or to get t h i n g s done. 10) Maintain the infrastructure! Make certain you are adequately keeping up what you now have before taking on any new projects. Deferring m a i n t e n a n c e c o s t s to the future s i m p l y s h i f t s your trouble to t h o s e w h o follow you in the future. 11) Don't give quick a n s w e r s w h e n you're not s u r e of the real ans w e r . It may be e m b a r r a s s i n g to appear ignorant, but it c a n be more e m b a r r a s s i n g to tell a person s o m e thing w h i c h is wrong. 12) Don't be s t a m p e d e d into a c tion. Don't be m i s l e d by the strong d e m a n d s of s p e c i a l interest groups who want it done now, their w a y. Y o u r job is to find the long-term public interest of the c o m m u n i t y , and you may be hearing from the wrong people. 13) Don't spring s u r p r i s e s on your fellow governing body members of your staff, e s p e c i a l l y at formal m e e t i n g s . If a matter is worth bringing up for d i s c u s s i o n , it's worth being on the a g e n d a . Surp r i s e s may get you s o m e publicity, at the e m b a r r a s s m e n t of others, but tend to erode the " t e a m " a p p r o a c h to g o v e r n a n c e . 14) Don't b y p a s s the s y s t e m ! If you have a city m a n a g er or other chief administrative official, governing body m e m b e r s s h o u l d s t i c k to policy and avoid personal involvement in the day-to-day operations. 15) And don't let others b y p a s s your s y s t e m — i n s i s t that people s u c h a s bond s a l e s m e n or equipment s u p p l i e r s first work with your local government staff. If direct c o n t a c t with governing body members is a d v i s a b l e , this s h o u l d be with the governing body a s a whole and not on a one-on-one b u s i n e s s . 16) F o r m a l i z e your personnel rules and regulations. Make s u r e they're clear. For e x a m p l e , if you don't pay for u n u s e d s i c k leave w h e n an e m p l o y e e is terminated, put it in writing. O n c e the rules are e s t a b l i s h e d , governing body members s h o u l d avoid the temptation to get involved in personnel matters. 17) Give notice for all your meetings. If it is not a regular meeting w h e r e everyone in town k n o w s the time and place, publish a notice in the n e w s p a p e r . If a major i s s u e is to be c o n s i d e r e d , publish a s p e c i a l notice. If you know s o m e o n e who is directly involved on the a g e n d a , give them notice. 18) Distribute your c o u n c i l agend a to m e m b e r s and other c o n c e r n e d individuals several days before e a c h meeting. It should be no s e c ret what you are going to d i s c u s s , and a planned a g e n d a permits orderly meetings. 19) Don't have c l o s e d m e e t i n g s . In government, there shouldn't be any s e c r e t s . Y o u are there to represent the public; don't hide anything from t h e m , for your attempt to do s o will certainly result in trouble. Follow the law for any e x e c u t i v e s e s s i o n s you think are n e c e s s a r y for the public interest. 20) K e e p your c o n s ti tu te n ts informed, s u c h a s a weekly editorial in the local newspaper, radio int e r v i e w s or n e w s r e l e a s e s . B e friendly and deal effectively with the n e w s media. L a c k of proper c o m m u n i c a t i o n s is one of the biggest problems of c i t i e s . 21) K e e p your e m p l o y e e s informed—particularly those on the front line who make d e c i s i o n s or are in frequent c o n t a c t with the people. 22) Appoint citizen advisory c o m m i t t e e s w h e n you need t h e m , but be prepared to follow their advice if you u s e t h e m. Appointing your opposition to a u s e f u l committee c a n let them work for y o u , instead of against y o u . 23) Hire the best people you c a n and give them a s m u c h responsibility they c a n and will handle. T h e r e is a l w a y s the possibility that they will get you into trouble at first, but if you stand behind t h e m , eventually they c a n keep you out of trouble. 24) C h a r ge your e m p l o y e e s with being r e s p o n s i b l e for new ideas and better w a y s . L i s t e n to what they have to s a y . 25) Have your local government attorney attend your governing �body meetings. But don't expect the attorney to know all the answers, right on the spot. Give the attorney the chance to research the matter. 26) Don't simply ask your attorney whether or not you can do something. Sometimes, the most appropriate question is "how can we legally accomplish this objective?" 27) If yours is a typical locality, don't expect your attorney to be an expert on every matter. Local government is too complex. On occasion, you will need outside counsel and it will be a good investment of public funds. 28) Elected officials should accept their leadership responsibilities, such as selling new programs to the public. The staff should not act as if they were elected. 29) Make sure you have a good financial accounting and reporting system, and comply with the cash basis and budget laws. Some localities have gotten into financial troubles in recent years, simply because they spent more money than they had available for the whole year and nobody knew it. 30) Don't act as if local government operates in a vacuum. We must work within the intergovernmental system to be effective. Keep in contact with your federal, state, county and school officials. Use your municipal league. 31) Never trust a consultant. You are the one who will be around to yell at if things don't turn out right. The consultant should realize this. Even though we can't expect them to go against their best judgement, they should expect us to want to look over their shoulder. 32) Don't be hesitant to budget money for your officers and employees to attend meetings and seminars. These provide learning opportunities and personal contacts which can be valuable to your local government. 33) Finally, define what trouble means to you. We must realize that we work in a fish bowl environment and that most of the things we do affect people. Many times they will be affected in a manner they don't like. If trouble means having someone mad at you, you're in the wrong business! We should handle each item in a straightforward way that we know or believe to be correct. If things don't turn out the way they should—after all, public officers and employees can make mistakes —no one can accuse you of improper motives, and you will know you did what you thought was proper. Leesburg Named Leesburg is one of 89 communities across the nation to receive HUD'S National Recognition Award for community development partnerships. The award is for the Plaza Street Park project which was completed in April of 1982. Leesburg was innovative in the selection of the park site within the Loudoun House project area and its commitment to use town forces to provide much of the labor for park construction without grant reimbursement. Only 10 projects were recognized within the Philadelphia region. HUD D.G. Area Office Manager Terry G. Chisholm visited Leesburg to present the award in a special ceremony. PUBUC ADMINISTRATION SERVICE Providing management assistance and consultant services to local, regional, and state governments since 1933. 1497 Chain Bridge Road M c l M O , Virginia 22101 1313 East 60th Street Chicago, Illinois 60637 (312) 947-2121 (703) 7M-ga70 O- THE MAGUIRE GROUP dmq Architects • Engineers • Planners C E Maguire, Inc. 5203 Leesburg Pike, Falls Church. VA 22041 (703) 998-0100 207 Business Park Drive, Virginia Beach, VA 23462 142 West York Street, Norfolk, VA 23510 (804) 627-2939 I Wlltlin. »k Provldinci Rl: Ni» Briliin. CT: SmrunHurg. SC: Flgrinci. SC: noaiiK. «2: Boiton. Mt: I ClilrMl. NC: Fill! CliurU. V«: Kiirtilt. VA: Klcliiiionil. VA: Alninilrli. LA: PllUburgli. PA: Honolulii. HI DAVID M. GRIFFITH AND ASSOCIATES, LTD. Specialists in ADP Systems and Cost Allocation Plans Drawer 59, Christiansburg, Virginia 24073 AH Teleptione Systems Evaluated Inter-Connect-Bell 703/382-1464 804-746-3684 630 Jay Way Mechanicsville, V A 2 3 1 1 1 Abbott - Harksen Communications Consultants Improve Service-Reduce Cost On Long Distance-PBX-911 Billings Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . K O E N E N ( 2 1 2 - 5 5 8 - 3 1 8 0 ) JOSEPH A . HARCUM ( 2 1 2 - 5 5 8 - 3 1 7 4 ) BENEDICT T . MARINO ( 2 1 2 - 5 5 8 - 2 8 4 0 ) L E E K B A R B A (212-558-2168) ROBERT M . BROWN, I I I ( 2 1 2 - 5 5 8 - 3 3 5 6 ) M I C H A E L P . GEORGE ( 2 1 2 - 5 5 8 - 2 6 8 0 ) ROBERT B.NOLAN (212-558-3360) Lehman Brothers Kuhn Loeb Incorporated NEW YORK • ATLANTA • B O S T O N • CHICAGO DALLAS • HOUSTON LOS ANGELES SAN FRANCISCO LONDON TOKYO O Q O H < Z o DC > �ICMA Survey VA's Responses By Kimberly S. Crannis For the most part, the profession of city, town and county management is perceived the same in Virginia as it is nationwide. This reflection is the result of the International City Management Association survey on the "State of the Profession." Distributed last fall through the ICMA Newsletter to all subscribers, the questionnaire asked members about council-manager relations, job satisfaction and finances in the local government management field. o Q < o CD DC > 10 Results of the survey, on a nationwide basis, have been published in subsequent ICMA Newsletters. The results of the survey were also tabulated according to state. Thirty-six Virginia members responded to the survey. When comparing the job market to three years ago, 77 percent of the individuals surveyed nationwide and 66 percent of the Virginia respondents felt that job opportunities in the profession had either remained the same or decreased. The ICMA Newsletter stated that "managers are confident but concerned" about the future of the profession. This causes some degree of concern among prospective managers. With fewer job opportunities available in this field, some will be turning to other areas for career advancement. When asked how many were considering a change, at least four Virginia managers said they were "actively seeking" to leave the local government profession. Still, the opportunities are there. The relationship a manager has with his council, board or commission is an important factor if a local government is to run smoothly. Of the 36 Virginia respondents, 78 percent indicated that their relationship had either improved or remained the same. They also rated the level of support from their councils fairly high. Eighty-six percent of the individuals rated the level of support they receive between very supportive and moderately supportive with only three percent claiming About the Author Ms. Crannis was a legislative intern with the Virginia Municipal League during the 1983 General Assembly Session. She is a senior in public administration at Ferrum College. them to be mostly unsupportive. When judging the effectiveness of councils according to factors such as the speed and ease with which they reach consensus and how well they work together as a unit, 77 percent of the Virginia managers rated their councils high. Only six percent indicated that their councils were very ineffective. This good working relationship also helps to increase the level of satisfaction local government managers have towards their job. Taking into consideration all the rewards, difficulties and frustrations associated with the job of manager, 83 percent of the Virginia managers rated their level of satisfaction between highly satisfying and moderately satisfying. No one rated it as highly dissatisfying. One of the biggest challenges in the management profession is that of the budget. When asked what the prospects were for having a greater, lesser or the same budget in the current fiscal year than in the previous fiscal year, the majority of the Virginia managers answered that their budgets would be greater. Nationwide, managers reported that while their current budgets are at the same levels as last year, the budgets are a " r e a l " reduction because of inflationary cost increases which, although reduced, are still there. When looking at other financial factors, the number of full-time employees, except for police, have either decreased or remained the same as the previous year. Fiftythree percent of the managers will increase the number of employees in their police departments. The only major budget decrease was in grants from state and federal sources attributable to the sharp budget cuts imposed by President Reagan. The levels of service remained relatively constant. But to continue the present level will require a high level of management know-how, employment cooperation and the development of new and more effective ways to provide municipal services. Managing local government is a complex but rewarding field. The complexity is indicated through the many services provided by local government and the increasing struggle for finances. Indicative of the rewards of the management pro- fession are the high ratings on job satisfaction, council/manager relations and council effectiveness given by the respondents. Overall, the managers ranked the profession very high among other professions. VA Managers Schedule Events The Virginia Section, International City Management Association has planned many functions for this spring. On March 31-April 1, 1983, members will celebrate the 75th anniversary of the council-manager form of government in Staunton, Virginia, the birthplace of the manager profession. A reception will be held Thursday evening on the campus of Mary Baldwin College and a ceremony and luncheon are scheduled for Friday morning in the garden of the Woodrow Wilson birthplace. Many leaders in the profession and local government will attend. The registration, which includes the reception and luncheon, is $25. A registration form has been sent to members and enclosed with February 17 and March 3 LEAGUE LETTERS. If you want to attend and did not receive a registration form, please contact Sheree Carter at 804/649-8471. Each attendee should make his/ her room reservation. The VA Section has reserved a block of rooms at three motels until March 10. Please make your reservation by that date. The facilities, phone numbers and room rates are the following: Holiday Inn-Downtown, 703/886-3401, $30 single/39 double; Holiday Inn-North, 703/248-5111, $24 single/35 double; Ingleside-Red Carpet, 703/248-1201, $39 single/48 double. The VA Section's Annual Conference is May 18-20 at the Sheraton Inn-Fredericksburg. President Ronald H. Miller will preside over the three day conference. The theme is "The Profession and the Association." Leaders from the International City Management Association and the Section plan to discuss what each association should be offering members. Special sessions for assistants and retired members are planned as well as programs that look at the new technology. Members will be sent registration information and a tentative program. For more information about the conference, call Charlotte Kingeryat 804/649-8471. �Entries due by Monday, April 25 �1983 Achievement Awards Program Virginia Municipal League B e a winner. Last year H a m p ton, J a m e s City County, and Falls C h u r c h were among the localities that carried home an a w a r d . A l l m e m b e r l o c a l i t i e s a r e eligible to enter but a n entry c a n n o t be s h a r e d by m o r e t h a n two l o c a l i t i e s a n d both l o c a l i t i e s h a v e to be m e m b e r s of the V M L . C h o o s i n g a n entry L o c a l i t i e s s h o u l d select a prog r a m t h a t h a s a s s i s t e d its citizens or e m p l o y e e s r e g a r d l e s s of h o w s i m p l e it m a y s e e m c o m p a r e d w i t h other p r e v i o u s a w a r d e n t r i e s . P r o g r a m s in e m p l o y e e t r a i n i n g , transportation, recreation and solid w a s t e , a m o n g o t h e r s , a r e a l l eligible for a n A c h i e v e m e n t A w a r d entry. N e w s e r v i c e s offered by l o c a l i t i e s a r e s o u r c e s for a w a r d e n t r i e s . A r e i n f o r m a t i o n a l b r o c h u r e s for senior citizens or r e c r u i t m e n t c a m p a i g n s for public safety p e r s o n n e l being used? W a s a new f o r m a t for c o u n cil meetings created that made t h e m more productive? A r e department heads working together m o r e closely b e c a u s e of a different a p p r o a c h to staff m e e t i n g s ? A w a r d entries do not h a v e to s a v e m o n e y — t h e y c a n s a v e t i m e a n d prevent h e a d a c h e s . A m a i n c o n c e r n is w h e t h e r the p r o g r a m h a s s h o w n good r e s u l t s . If a new s e r v i c e is c h o s e n for a n e n t r y , m a k e s u r e enough t i m e h a s evolved between the t i m e the serv i c e goes into effect a n d the t i m e of entering the p r o g r a m . P r e p a r i n g t h e entry E a c h entry s h o u l d be typed double s p a c e d a n d s h o u l d not e x c e e d eight ( 8 ) p a g e s . A cover page i n d i c a t i n g the n a m e of t h e project, c a t e g o r y , l o c a l i t y a n d b e a r i n g the s i g n a t u r e of t h e c h i e f elected official is r e q u i r e d . B l a c k a n d w h i t e p h o t o g r a p h s , line a r t , r e n d e r i n g s or n e w s p a p e r c l i p p i n g s c a n be sent w i t h the entry but c a n n o t be l a r g e r t h a n letter s i z e . T h e r e m u s t be t h r e e (3) c o p i e s of e a c h entry a n d of a l l p h o t o g r a p h s , line a r t , etc. T h e entry s h o u l d s u m m a r i z e the program's background, activities a n d r e s u l t s : w h a t the p r o g r a m i s ; w h y the p r o g r a m w a s needed; w h a t t h e p r o g r a m w a s set out to do; h o w the p r o g r a m w a s set up; h o w the p r o g r a m operates; w h a t it c o s t s ; w h o benefited from the prog r a m ; w h a t the p r o g r a m h a s a c h i e v e d a n d w h a t the future is of the p r o g r a m . K e e p the entry s i m ple a n d c l e a r . S e v e r a l of the entries a r e e n c l o s ed in notebooks or report c o v e r s . W h i l e t h i s is a good p r a c t i c e , it is not m a n d a t o r y . A screening committee as well a s the p a n e l of judges w i l l r e v i e w the e n t r i e s . A p p e a r a n c e , g r a m m a r , a n d good w r i t i n g style a r e considered. Categories Twelve awards are available — one for t o w n s , a n d one for cities a n d counties in e a c h of the s i x a r e a s t h a t p a r a l l e l t h e V M L policy c o m m i t t e e s . L o c a l i t i e s m a y enter a l l six c a t e g o r i e s but m a y only h a v e one entry in a given c a t e g o r y . T h e p a n e l of judges h a s the a u t h o r i t y to w i t h h o l d a n a w a r d in a n y category if no entry is except i o n a l . B e l o w a r e the c a t e g o r i e s : — Community Development (housing and urban renewal) — Effective G o v e r n m e n t (budget, m a n a g e m e n t , t r a i n i n g programs) — E n v i r o n m e n t a l Quality (water quality, l o c a l p l a n n i n g a n d l a n d use, energy u s e , solid w a s t e management) — H u m a n Development (child care programs, health care, a l c o h o l a n d m e n t a l h e a l t h programs, recreational services, education, employment) — P u b l i c S a f e t y (court s y s t e m , fire a n d rescue s e r v i c e s , e m e r g e n c y p r e p a r e d n e s s , l a w enforcement) — T r a n s p o r t a t i o n (streets a n d r o a d s i m p r o v e m e n t , public transportation systems, bicycle w a y s , t r a n s p o r t a t i o n of the handicapped) Deadline A l l entries m u s t be p o s t m a r k e d on or before M o n d a y , A p r i l 2 5 , 1 9 8 3 . U n l i k e in p a s t y e a r s , there is no a p p l i c a t o n f o r m but don't del a y — s t a r t now s e l e c t i n g a n d p r e paring your entry. Announcement W i n n e r s a r e a n n o u n c e d in S e p t e m b e r a n d a w a r d s a r e given at the L e a g u e ' s A n n u a l C o n f e r e n c e , S e p t e m b e r 1 8 - 2 0 in J a m e s City County. A l l entries b e c o m e the property of the V i r g i n i a M u n i c i p a l L e a g u e . Need more information? C a l l Charlotte Kingery, 8 0 4 / 6 4 9 8471. �Chesterfield Issues Fire Instructions In Braille Until a couple of y e a r s ago, tfie visually h a n d i c a p p e d person w a s almost ignored w h e n it c a m e to fire safety. T h e person who had difficulty s e e i n g could not call the fire department u n l e s s he had memorized the telephone number. W o r s e , the handicapped had to depend on a sighted person to lead him out of the burning building. All of this c h a n g e d w h e n the C h e s t e r f i e l d County Fire Department learned of the visually handic a p p e d p e r s o n ' s plight. "The majority of visually handicapped citizens are not totally blind but are partially sighted and have the ability to distinguish between light and darkness. They would be more likely to panic in a fire situation than a totally blind person." Kay Marano, fire safety education officer for C h e s t e r f i e l d , d i s c o v e r e d the problem w h e n s h e w a s conducting fire s a f e t y education c l a s s e s for fifth graders in the county s c h o o l s y s t e m and for organizations and other groups. S i n c e that time, c h a n g e s have been made to help the visually h a n d i c a p p e d . Training Materials With the a s s i s t a n c e of Frank P e n land, former e x e c u t i v e director of the Virginia C o m m i s s i o n for the Visually H a n d i c a p p e d , the fire department developed a fire e s c a p e planning handbook, a home fire hazard survey and a general fire s a f e t y book. T h e c o m m i s s i o n reproduced the materials in braille and large print. V i s u a l l y h a n d i c a p p e d p e r s o n s c a n learn how to develop their own home e s c a p e plan and c o n d u c t e m e r g e n c y drills. How to identify potential fire hazards in the home is a l s o included in the books. T h e s e braille and large print materials are primarily distributed through the Virginia Department for the V i s u a l l y H a n d i c a p p e d and citiz e n s c a n c h e c k them out from the C h e s t e r f i e l d C e n t r a l Library. Braille Labels Fire Chief Robert L. E a n e s , who didn't think t h e s e m e a s u r e s went K a y Marano, fire safety education officer sticker on Frank Penland's telephone. far enough to a s s i s t the visually h a n d i c a p p e d , developed emergency phone number s t i c k e r s in braille. T h e county previously provided the capability for an e m e r g e n c y teletype s y s t e m for the hearing impaired s o the braille labels were a natural followup to provide for its handicapped c i t i z e n s . E d u c a t i o n officer Marano got the heavy duty label material suitable for typing braille and S t e v e Delaney, a blind operator for the county employee c a f e t e r i a , typed the labels with a braille typewriter—all in one weekend. T h e s t i c k e r s put the caller in touch with the fire department and r e s c u e s q u a d s . A blind or visually handicapped p e r s o n ' s best alternative in \he event of fire is to call the department rather than try to locate the fire. T h e s m e l l of s m o k e is very frightening for the sighted person and the fear is c o m p o u n d e d w h e n a person cannot s e e . For t h o s e partially s i g h t e d , C h e s terfield c h a n g e d the color of the labels to help the individual read the label. T h e state Department for the Visually Handicapped suggested trying larger print on a dull yellow label instead of the bright red s t i c k e r now used by the sighted p e r s o n . T h e s e large print labels are a l s o helpful to county r e s i d e n t s who have difficulty reading s m a l l print. of Chesterfield, places a braille "About 12,300 legally blind individuals reside in Virginia and an estimated 858 new cases of legal blindness are added each year." T h e s t i c k e r s , available from the Fire Prevention B u r e a u and the Department for the V i s u a l l y H a n d i c a p p e d , are distributed through the c o u n t y ' s 12 fire s t a t i o n s . P e n l a n d , legally blind for the past 14 y e a r s , received the first braille e m e r g e n c y telephone label. " I t ' s like having a neighbor who is there 24 hours a day. T h i s braille label is my entree into the fire department," he s a i d . T h e materials are s o s u c c e s s f u l that the Maryland S c h o o l for the Blind now u s e s them and at least 50 fire departments, including the L o s A n g e l e s County Fire Department, have requested c o p i e s of the information. T h e r e s p o n s e to the program has been e n t h u s i a s t i c and although it is relatively s i m p l e , it gives the visually handicapped a s e n s e of s e c u r i ty in an area that before created m u c h anxiety in their m i n d s . �Marketplace Market Makers and Investment Bankers Salomon Brothers inc Member of Major Securities and Commodities Exchanges One New Y o r k F'la/a, New Y o r k , N . Y . 10004 Wi0 725 CHURCH STREET lORNER, 804-846-2711 LYNCHBURG, VIRGINtA PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. PATRICIA A. COOPER THOMAS W, ROBERTS, JR. CAMP DRESSER & McKEE 7630 Little River Turnpike, Sjite 500 Annandale. Virginia 22003 703 642-5500 o a One World Trade Center, Suite 2637 New York, New York 10048 212 432-6700 environmental engineers, planners, & management scientists, consultants COM R.W. B E C K AND ASSOCIATES o I- < o DC 14 Engineers and Consultants Utility Planning, Management and Design Services Rate and Contract Evaluation Technical and Economic Evaluation . Utility Property Appraisals Load Management and Energy Conservation Analysis Energy Source Evaluation, Fossil - Nuclear - Hydro Solid Waste - Solar 40 ( i r o v e Sireel Wellesley. M a s s . 02181 (617) 237-4870 1510 K . C o l o n i a l D r . O r l a n d o , F l a . 3280.3 (305) 8 % - 4 9 l l Manager, Parks & Recreation Roanoke, Virginia. (Pop. 100,000). Duties Include but are not limited to the professional management and supervision of a perm, staff of 16 full-time employees and approx. 400 extra help and temporary positions during each fiscal year; 54 parks totaling 1,400 acres, 10 recreation centers, 2 pools, 57 tennis courts, 40 ball fields, a city stadium and armory. The applicant must possess the knowledge, skills and abilities to handle a budget of $850,000 + dollars; control expenditures of appropriated funds; supervise preparation of reports and maintenance records. Knidge. of community recreational activities and their administration. Must possess any combination of education and experience to graduation from an accredited college or university with major work in recreation, city planning or related field and extensive experience in the administration of recreational programs and in the development and planning of parks and recreation facilities. Closing date April 1, 1983. Salary range $25,124.88$32,066.81. Roanoke City offers a comprehensive benefit package. Send resume to Department of Personnel Management, Room 158, Municipal Building, 215 Church Avenue, S.W., Roanoke, Virginia 24011. Civil Engineer II The Department of Development Administration of Prince William County, Northern Virginia (population 150,000). Supervise a six person plan review office for all trade disciplines. Requires any combination of education and experience equivalent to BS in Civil Engineering and/or registration as a professional engineer, and 2-3 years experience, preferably in concrete and steel design and/or analysis. Eligible for registration as a Professional Engineer in the Commonwealth of Virginia. Prefer candidate with excellent oral and written communication skills. Duties include performing structural review and analysis on plans and specifications submitted for permit, coordinating and scheduling the review of the other disciplines, and performing periodic field inspections when required. Excellent benefits package and starting salary of $21,655 to $25,069 (salary commensurate with experience). Apply by April 1, 1983, Personnel Director, 9300 Peabody Street, Manassas, Virginia 22110. (703) 360-9280. �Professional Diiectory SCS ENGINEERS Southern Engjmeenng S T E A R N S , C O N R A D AND SCHMIDT CONSULTING E N G I N E E R S , INC. • WATER SUPPLY • WASTEWATER • SANITARY LANDFILL DESIGN , GAS PROTECTION AND RECOVERY TREATMENT 11260 R o g e r B a c o n Drive. R e s l o n , V a . 22090 • (703) 471-6150 Colifornio • W a s h i n g t o n •Kentucky • Soutti Corolina Rales Ranning System Studies Feasibility PLANNING • LANDSCAPE A K C H I T E C T U R E • E N G I N E E R I N G COMMUNITY DEVELOPMENT CONSULTING S o u t h e r n E n g i n e e r i n g C o m p a n y ot V i r g i n i a 1 8 0 0 P e a c h l r e e Street. N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 352-9200 400 E a s t M a i n Street Richmond, Virginia 23219 PHONE 804 649-8627 HDR CHODAT, RUBACK & ASSOCIATES, INC, THE HATHAWAY HOUSE 103 CENTRAL ST,P 0. BOX 749 WELLESLEY tvlASSACHUSETTS 02181 TELEPHONE (617) 237-5815 Studies Design Relaying Metering H e n n i n g s o n , • u n h a m S. R i c h a r d s o n DESIGNERS PUBLIC UTILITY Engineers & Consu/fanrs CONSULTANTS Dale Building - Suite 2 2 4 RictimoniJ ^ HARLAND B A R T H O L O M E W & ASSOCIATES, INC. • 1504 Santa R o s a V A 23288 • Ptione Engineers Engineers Planners Surveyors 201 GRAYSON i^ CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . INDUSTRIAL fACIUTltS WD PROCESS DESIGN . HIGHWAYS • WAIER Gannett Fleming E N G I N E E R S AND P L A N N E R S NORFOLK FAIRFAX No. 11 KogeF Executive Center • Suite 250 Norloik. VA. 23502 Fairlax Protessit>nal Building • Suite 7 3545 Chain Bridge Road Fairfax. VA. 22030 PO BOX4800-4800W-HUNDREDnD.CHESTEH,W-8W 748-8746 WATER WASTEWATER SOLID W A S T E S • Pisnners 804-288-4051 J>Aist'in Drockenbrough and Associates Consulting Engineers <SREGa . LTD • Consu'tancs Road ENVIRONMENTAL ENGINEERS. SCIENTISTS > PLANNERS Three Chopt & Parham Roads, Richmond 2 3 2 2 9 A N D MALCOLM PIRNIE, INC. 301 HIDEN BLVD. NEWPORT NEWS, VA 804-599-5511 HANSEN MMMIgm Hurt & Proffitt. Inc. 229 W E S T B U T E ST. NORFOLK, V A 23510 Engineers • Planners • Surveyors Water, Wasiewater, Solid Wastes, Soils & Foundaiions Wastewater T r e a l m e n t S y s t e m s • 1 ransportalJon Municipal F a c i l i t i e s • Water and Sewerage S y s t e m s Waterfront F a c i l i t i e s • E n v i r o n m e n t a l S t u d i e s C o n s t r u c t i o n Management • S u r v e y i n g L a n d Development Site P l a n s Residential, Commercial & Industrial Subdivisions. Road, Dams, Airports 1933 Fort Ave. Lynchburg. VA 24501 (804)847-7796 WATER WORKS R E F U S E nisrcsAi. I . J M APl'ltAlSALS ^irl KATE STUIMES F R E D E R I C K G. G R I F F n \ ' , P.C. Consulting Engineers :i229 Waterlick Kiiad, Lynchburg, R . S T U A R T K O Y K R tV ASS<>< l - V T E S , I N < : . Curijuiling VA 2-1504 Engineers 1314 WlLM.W I.AWN H B I V K !•. C>, B o x S 6 8 7 Rli.HMnM>. ViKi^iNiA 2 3 2 2 6 (804) 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial W a s t e T r e a t m e n t • T r e a t a b i l i t y Stuidies • 140 S y l v a n A v e n u e , P . O . B o x 1 2 1 8 Englewood Clifls. N.J. 07632 201-567-8990 • 4 0 5 S o . Parliatnent D r i v e . S u i t e 101 V i r g i n i a B e a c h . Va 23462 804-499^8508 (804;2:i7-20.14) THE PITOMETER ASSOCIATES (212) 267-8288 Engineers Water Waste Surveys Trunk M a i n S u r v e y s Water Distribution Studies Special Hydraulic Investigations TOO C h u r c h S t . , N e w Y o r k , N. Y . 1 0 0 0 7 Chic^igo C o l u m b i a A t l a n t a Nevtr M i l f o r d , C t . BODiE, T A Y L O R A N D P U R YEAR, INC. CONSULTING ENGINEERS 611 R e s e a r c h R o a d (able Tilivision • TV Uriiadiasl • I'ublii- Safity Ci>mmunifations Systi'ms • .Marm SysU-ms • Klfi-trical Dcsifjn • l''cdiT;il ('i)mmunit'ati(nis ('(immission .Vpplication and Prfp;iralii)n • Kxpi-rl IVslimony and Witm-ss CH2M HHILL engineers planners economists scientists Complete Engineering Services M u n i c i p a l a n d Industrial Waste Treatm e n t . P o w e r Systems. S t r u c t u r e s . Solid Wastes. Water R e s o u r c e s . Water Supply and Treatment. Transportation 1941 R o l a n d C l a r k e Place R e s l o n . V i r g i n i a 22091 701/620-5200 P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 o R. K H N X K I H Wr.I.KS KXGINEF.R.S Water Supply a n d Purification • Sewerage a n d Sewage T r e a t m e n t • Streets a n d H i g h w a y s • In\estittatii)ns a n d R e p o r t s • S u p e r v i s i o n of C.onstruciinii 2 , .33 T i n t w A T ! R DK. Nonroi.K. o o z < z < z o > \ ' A . 2350S 15 �VA Cities Capture Awards GERAGHlY & M I L L E R , INC. 444 WEST STREET. ANNAPOLIS MOZ1401 (301) 268-7730 ITON ROUGE PALM BEACH HARTFORD HOUSTON The Norfolk, R i c h m o n d and Virginia Beach city g o v e r n m e n t s have w/on five awards in the Sixth Annual City Hall Public I n f o r m a t i o n A w a r d s C o m p e t i t i o n , a national c o n t e s t that honors m u n i c i p a l i t i e s f o r excellence in c o m m u n i c a t i n g w i t h their e m p l o y e e s and the public. A w a r d s were a n n o u n c e d by Raym o n d L. Bancroft, editor-publisher of C/7y Hall Digest, the m o n t h l y municipal g o v e r n m e n t n e w s l e t t e r that has s p o n s o r e d t h e c o m p e t i t i o n since 1977. The Virginia w i n n i n g entries were: Norfolk. A Grand Award f o r "Norfoli<: Breathing G r o u n d For T o m o r r o w " in the general public a t i o n s category; an Award of Merit f o r " M a c e " in the e m p l o y e e periodical category; and an A w a r d of Merit f o r " N o r f o l k S t o r y " in t h e annual report category. R i c h m o n d . A n Award of Merit for the " C i t y of R i c h m o n d Annual Report: 1981-82" in the annual report category, Virginia Beach. A n Award of Merit f o r " Y o u r Speaker F i l e " in the general p u b l i c a t i o n s category. A l m o s t 300 entries f r o m cities of all sizes in t h e U.S. a n d Canada were entered in the 1982 c o n t e s t ' s eight categories w h i c h included publications, public information projects a n d audiovisual productions. J u d g e s were m u n i c i p a l public inf o r m a t i o n o f f i c i a l s and other public relations experts f r o m across t h e nation. The goal of the c o n t e s t is t o encourage the i m p r o v e m e n t of various modern communications techniques used by city government t o i n f o r m their e m p l o y e e s and resid e n t s about m u n i c i p a l developments. TRAFFIC SIGNS Shannon-Baum, Inc. P.O.BOX 2511 TRAFFIC POSTS TRAFFIC SIGN BALTO., M D . 21215 REFLECTIVE FACES SHEETING ALUMINUM BLANKS Toll F r e e 1 - 8 0 0 - 3 6 8 - 2 2 9 5 FALLS e o u ' G 7 700 LEESBURG PIKE SUITE 302 CHURCH,VA. 22043 703/8 93-0711 Encjinsenncj CorfDOfEition consultiDQ WATER, WASTEWATER, SITE DEVELOPMENT, STRUCTURAL e n a i n e e r s DRAINAGE .FLOOD CONTROL STREETS , HIGHWAYS.BRIDGES DESIGN , MARINAS American Uniform Sales, Inc. 9 « O I C G E N , WASHINGTON C Municipal Audrts Federal — HeadSiari •C E T A - H U D , A-102Singlt AudilS (703) 590 1131 (703) 6 7 0 6 3 0 0 J A M E S M. B R I D G E S , C P A JAMES BRIDGES, LTD A PROFESSIONAL CORPORATION Certified Public Accountant 14003 IwllNNEVILLE RD DALE CITY VA 22193 JAMES M. MONTGOMERY, CONSULTING ENGINEERS, INC, C I V I L AND ENVIRONMENTAL T? ENGINEERS WATER AND W A S T E W A T E R Rllton InlarnitiDnil Csnlei, Suile 1130 II8D0 Sunrisi Vlller Driti. Railon. VA ZZm o Q < 2 O h- < z o > Hiring Contractors Saves YARGER The Division of Streets a n d Sewers of Jersey City, New Jersey saved an e s t i m a t e d $235,000 last year by using city personnel a n d e q u i p m e n t instead of hiring private c o n t r a c t o r s for s o m e j o b s , and the division c o u l d save as m u c h as $500,000 t h i s year by " i n - h o u s e " work, said Mayor Gerald M c C a n n , McCann based his e s t i m a t e s o n reports s u b m i t t e d t o h i m by John J a m e s , d i r e c t o r of t h e Department AND A S S O C I A T E S , INC. Position Classification and Pay Pians Management and Financial Test Construction—Fire Studies and Police Studies Over 600 Surveys Our 30th Year 2830 Mary Street Falls Church, Va. 22042 703/560-6900 16 3 of Public Works, and J o h n Moersdorf, director of t h e streets and sewers d i v i s i o n . In 1983, a c c o r d i n g t o M c C a n n , the division Moersdorf heads will s c h e d u l e " i n - h o u s e " t h e resurfacing of 50,000 feet of short, deadend side streets, the r e c o n s t r u c t i o n of 200 corner catch basins and sect i o n s of the Liberty Park area, the rec o n s t r u c t i o n of ttie main sewer on Canal Street, t h e overhaul of t w o pump stations and the resurfacing of 800 feet of Industry Avenue, Last year's savings by t h e division of streets and sewers were aff e c t e d by r e d u c t i o n s in the cost of labor and materials for the recons t r u c t i o n of three streets, and other city projects. VCU Offers Classes Virginia C o m m o n w e a l t h University is o f f e r i n g a certificate program in public management a n d if e n o u g h interest is s h o w n by local government employees, the faculty will offer classes on site at government o f f i c e s . Recently offered by the Department of Public A d m i n i s t r a t i o n at VCU, t h e special feature of the cert i f i c a t e program is the w i l l i n g n e s s of the faculty to offer classes for 12 or more e m p l o y e e s either at lunch time or after w o r k to eliminate c o m m u t i n g t o VCU. Currently, the program is offered o n campus along w i t h other classes and at the Division of Motor Vehicles, McGuire Veteran's Hospital and Richmond City Hall. The CPM enables practitioners to gain a d d i t i o n a l knowledge a n d skills in public a d m i n i s t r a t i o n without s t u d y i n g f o r a master's degree. The program is designed for persons interested in taking a limited number of c o u r s e s or in being exposed t o new ideas and c o n c e p t s . It requires a total of 18 credits at the graduate level in a sequence of management d e v e l o p m e n t and public service c o u r s e s w h i c h are t h e same as t h o s e offered t o fully matriculated MPA s t u d e n t s . Students in the CPM program will take core courses along w i t h a c h o i c e of several specialties made up of electives and a c o n c l u d i n g three-day weekend w o r k s h o p t o produce a professional d e v e l o p m e n t plan. For an a p p l i c a t i o n form or more i n f o r m a t i o n , write t o University Enrollment Services/Graduate Admiss i o n s , V C U , 821 West Franklin Street, R i c h m o n d , VA 23284 or call, 804/257-0334. �Calendar ^l^f •4^ r\\D '•'UJjao^ S340 • Solid Waste/Energy Recovery • Water Pollution Control • A i r Pollution Control • Industrial Waste Treatment Vbteys'ASSOCIATES Charles R Velzy Associates, inc. Consulting Engineers 355 Main Stree! Atmonk, New Yofk 10504 (Z02) OFFICE; 6 4 2 - 1 1 6 0 2DOO RIVERSIDE DR M1.S> RICHMOND, V A , 2 3 2 2 5 Box K228 Koger Executive Center Richmond, Virginia 23288 (804) 288-6061 (804) 232.5400 0 PERRY K. I PLAiNE m,M*^^ • Water R ^ ^ ^ S •Wastewater Metcalf&Eddy • Resource Recovery • Transportation 111 20 New Hampstiire Ave. Suite 200 Silver Spring. MD 20904 MSMOBniENSGEnE E N G I N E E R S • A R C H I T E C T S P L A N N E R S • S U R V E Y O R S ConsultingEngineers Boston, Philadelphia, New York, St, Louis, Syracuse, White Plains from page 2) i n c a r c e r a t i o n promise real rehabilitation or do they amount to a " s l a p on the w r i s t " that neither rehabilit a t e s nor p u n i s h e s ? T o be s u r e , t h e s e are q u e s t i o n s that admit to no easy answers. A • Patton, Harris, Rust & A s s o c . a professional corporalion Engineers . Surveyors . Planners Complete prolessional s e r v i c e s for municipalities and public agencies M*inOftJc«: 10523 Main Street. Fairlax Vtrgmta 2 2 0 3 0 (703)273-8700 Val)«y O l l i c « : Assembly R E RECREATION PRODUCTS DIV. WASHINGTON 820 Corporate Drive Landover, MD 20785 (301)731-5622 (Commentary, • RATE STUDIES • CONSOLIDATION/ANNEXATION STUDIES • MICROCOMPUTER PROGRAMMING • TRANSPORTATION STUDIES 100 ARDMORE S T R E E T B L A C K S B U R G 24060 703-552-5609 1531 North Main Street B l a c k s b u r g , Virginia 2 4 0 6 0 INCORPORATED VIRGINIA S E C T I O N INTERNATIONAL CITY M A N A G E M E N T ASSOCIATION ANNUAL CONFERE N C E , May 18-20, 1983, S h e r a t o n Inn, F r e d e r i c k s b u r g , Virginia. MUNICIPAL E L E C T R I C P O W E R A S S O C I A T I O N O F VIRGINIA ANNUAL C O N F E R E N C E , J u n e 1 - 3 , 1983, Holiday Inn 39th Street, Virginia B e a c h , Virginia. STATE FIRE C H I E F S ASSOCIATION O F VIRGINIA ANNUAL C O N F E R E N C E , J u l y 1 3 - 1 6 , 1983, Holiday Inn Airport, R i c h m o n d , Virginia. VIRGINIA ASSOCIATION O F C H I E F S O F POLICE ANNUAL CONF E R E N C E , A u g u s t 2 1 - 2 4 , 1983, O M N I , Norfolk, Virginia. VIRGINIA MUNICIPAL L E A G U E 78TH A N N U A L C O N F E R E N C E , S e p tember 18-20, 1983, Hilton, J a m e s City County, Virginia. VIRGINIA BUILDING O F F I C I A L S ANNUAL C O N F E R E N C E , December 4 - 7 , 1983 Holiday Inn, H a m p t o n , Virginia. TECNOMICS Consulting Engineers Environmental Laboratories Industrial and Municipal 100 South Mam Street Meets Bndgewater. Virginia 22812 [703)828-2616 Florida—West Virginia—Georgia—Maryland The second Virginia Assembiy on Corrections wiii develop solutions to some of the problems facing the state correctional system. The assembly will be held at Wintergreen on June 16-18, 1983. For further information about the Virginia Assembly on Corrections, the four regional conferences that will follow it and how you can participate in them, please contact Albert W. Spengler, Institute of Government, 207 Minor Hall, University of Virginia, Charlottesville, VA 22903 (telephone 804/924-0950). Greenliorne 10710 LEE HIGHWAV. SUITE & O'Mara, Inc. 202 David A. Minter PHONE 703-385-9800 WHITMAN, REQUARDT AND A S S O C I A T E S ENGINEERS 2315 SAINT PAUL STREET BALTIMORE, MARYLAND 21218 (301) 235-3*50 COMPLETE PUBLIC \«ORKS G e o r g e C u n n i n g h a m , F i e l d R e p r e s e n t at ive "imagineered" ENGINEERING. SURVEYING AND PLANNING SERVICES BENGTSON, DeBELL, ELKIN & TITUS CONSULTING ENGINEERS. S U R V E Y O R S & P L A N N E R S Centreville.VA 703-631-9630 Silver Spring. MD 301-439-0055 Leesburg. VA 703-777-1258 PLAYGROUND and PARK EQUIPMENT BY GAME TIAAE, INC. C U N N I N G H A M AbSOC. INC. B e x 9 5 5 4 l a k e s i d e Br , R i c h m o n d , V a , 2 3 2 2 8 Phone 804,/262-240l o Q z < z § o I< z o ^AicKoftl K* B e r l i n MuniC'pol Services Manager P.O. B o x 7 8 9 Bluefield. Virginia Urban Planning Landscape Architecture I Annexation Studies Development Planning > Eoit Canlrat Region BROWNING-FERRIS INDUSTRIES 1800 P a r k w a y Dr. Hanover, MD 21076 B a i t . (301) 796-8850 T e l e x 87.487 17 �Tax Rates Available Public Power Financing .. Experience Innovation Commitment.. First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, N Y 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 FINANCIAL AND MANAGEMENT CONSULTANTS ' • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classilication and Pay Studies • Executive Search and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL A D V I S O R S INCORPORATED 11, Bt)X 4 ^ \ l l « ; i M A BLAC 11, \, :14S,S Hl)4 4 2 2 - 1 7 1 I wagner • hohns • i n g l i s • inc. o Q O (- < z o > CONSTRUCTION CONSULTANTS • CPM Scheduling • • • • • Project Management Claims Litigation and Support Document Management and Retrieval Laboratory Testing Services Construction Management Seminars 208 High Street S Mount Holly, New Jersey 0806(i, (609) 261-0100 W A S H I N G T O N D.C. • TAMPA K A N S A S CITY • NEW O R L E A N S LOS ANGELES • SAN FRANCISCO 18 T h e I n s t i t u t e of Governnnent, t h e Virginia Municipal League and the V i r g i n i a A s s o c i a t i o n of C o u n t i e s are pleased to a n n o u n c e the first edit i o n o f Tax Rates in Virginia Cities, Counties and Selected Towns. The new p u b l i c a t i o n i n c l u d e s t h e inform a t i o n that previously w a s pres e n t e d in t h r e e s e p a r a t e p u b l i c a t i o n s . T h e r e p o r t , p u b l i s h e d by t h e I n s t i t u t e of G o v e r n m e n t , i n c l u d e s 1 9 8 2 t a x d a t a f o r all V i r g i n i a c i t i e s a n d c o u n t i e s a n d 77 o f t h e 9 0 t o w n s w i t h a p o p u l a t i o n o f 1,000 o r m o r e . ( T h e 13 t o w n s w i t h a p o p u l a t i o n o v e r 1,000 t h a t w e r e e x c l u d e d f r o m t h e r e p o r t d i d n o t r e s p o n d t o o u r req u e s t for data.) Tax Rates is d i v i d e d i n t o t w o s e c t i o n s , an analytical s e c t i o n and a s e t o f 17 a p p e n d i x e s t h a t p r e s e n t in tabular f o r m the actual tax rates and tax p r o v i s i o n s for a variety of local t a x e s in t h e s u r v e y e d l o c a l i t i e s . T h e analytical sections presents a summ a r y of s e l e c t e d 1982 l e g i s l a t i v e c h a n g e s in t h e Virginia Code with r e s p e c t t o local t a x a t i o n as well as i n - d e p t h e x a m i n a t i o n o f t h e u s e of f o u r e x c i s e s a l e s t a x e s by l o c a l i t i e s . The discussion of these four t a x e s — t h e meals tax, the transient o c c u p a n c y tax ( c o m m o n l y referred t o as t h e r o o m s tax), the c i g a r e t t e tax and the a d m i s s i o n s tax — i s summarized below. T h e c u r r e n t s t r u c t u r e of t h e f o u r e x c i s e t a x e s is a p a t c h w o r k of varying rates and a u t h o r i t y . T h e variat i o n in t h e a u t h o r i t y t h a t l o c a l i t i e s h a v e t o l e v y t h e s e t a x e s is p r o b a b l y t h e m o s t c o n t r o v e r s i a l i s s u e surr o u n d i n g these taxes. As a rule, c i t i e s a n d t o w n s are g r a n t e d the aut h o r i t y ( i n d i r e c t l y ) t o levy these taxes under the "general taxing p o w e r s " f o u n d in t h e i r c h a r t e r s . Counties, on the other hand, can levy t h e s e t a x e s o n l y by s e c u r i n g special enabling legislation from t h e G e n e r a l A s s e m b l y . In r e c e n t years t h e q u e s t i o n of w h e t h e r the authority to impose the rooms and m e a l s t a x e s o u g h t t o be e x t e n d e d t o all l o c a l i t i e s h a s b e e n t h e s u b j e c t of m u c h d e b a t e in t h e G e n e r a l A s sembly. As this article went to p r e s s , l e g i s l a t o r s in t h e 1 9 8 3 G e n eral A s s e m b l y s e s s i o n w e r e still discussing this question. T h e r e l u c t a n c e of t h e l e g i s l a t u r e to e x p a n d local a u t h o r i t y t o levy t h e m e a l s t a x , n o w l e v i e d b y 18 c i t i e s , m a y b e d u e in p a r t t o t h e c h a r g e t h a t t h e t a x is r e g r e s s i v e . T h e m e a l s tax a p p l i e s to b o t h f a s t - f o o d establishments and "five-star" restaurants and thereby falls upon low-in- c o m e and high-income c o n s u m e r s alike. One alternative to the m e t h o d c u r r e n t l y u s e d by c i t i e s t o i m p o s e t h e m e a l s tax m i g h t m a k e t h e tax more progressive. The so-called "hotdog exemption" would exempt meals under a certain dollar amount—say, meals under$2—from the tax. A l t h o u g h this e x e m p t i o n m i g h t m a k e the tax m o r e d i f f i c u l t to a d m i n i s t e r , t h e r e v e n u e lost by t h e e x e m p t i o n c o u l d be o f f s e t by inc r e a s i n g the tax on t h o s e me a ls not e x e m p t e d . For e x a m p l e , i n s t e a d of l e v y i n g a t w o p e r c e n t t a x o n all meals, a city might impose a three p e r c e n t tax o n m e a l s over $2. The transient occupancy tax, w h i c h is l e v i e d b y 29 l o c a l i t i e s , t e n d s to be less c o n t r o v e r s i a l t h a n t h e m e a l s t a x , in p a r t b e c a u s e t h e r o o m s tax l a c k s t h e r e g r e s s i v e chara c t e r i s t i c s of t h e m e a l s t a x . F r o m t h e p e r s p e c t i v e of l o c a l i t i e s levying t h e r o o m s tax, its a t t r a c t i o n may be a t t r i b u t e d t o t h e f a c t t h a t t h e t a x is paid p r i m a r i l y by n o n r e s i d e n t s . A l though more localities impose the r o o m s tax t h a n the m e a l s tax, the r o o m s tax t e n d s to be a less lucrative s o u r c e of local revenue than t h e meals tax. On the average, the sales tax o n m e a l s p r o v i d e s a b o u t t h r e e p e r c e n t of total local revenue as opp o s e d t o o n e p e r c e n t of t h e t a x o n rooms. In c o n t r a s t t o t h e r o o m s a n d meals taxes, other local excise taxes have a t t r a c t e d little s t a t e w i d e a t t e n t i o n in r e c e n t y e a r s . T h e u s e of t h e s e o t h e r t a x e s , h o w e v e r , is n o t insignificant. Twenty-three localities c u r r e n t l y i m p o s e a tax on cigar e t t e s , w h i l e n i n e c i t i e s have an adm i s s i o n s tax. Four c o u n t i e s have the p o w e r to i m p o s e an a d m i s s i o n s tax but have c h o s e n not to do so. W h i l e o n l y a m i n o r i t y of V i r g i n i a ' s l o c a l i t i e s e m p l o y o n e or m o r e of t h e local excise t a x e s — w h e t h e r on cigarettes, admissions, rooms, or m e a l s — t h e p r o s p e c t is f o r w i d e r a d o p t i o n of t h e s e t a x e s . W i t h federal and state c u t b a c k s , localities are l o o k i n g for a l t e r n a t i v e r e v e n u e sources that will allow t h e m to cont i n u e p r o v i d i n g p u b l i c s e r v i c e s at their c u r r e n t levels w i t h o u t resorti n g t o i n c r e a s e s in t h e p r o p e r t y t a x . For this reason, these four excise sales t a x e s are very a p p e a l i n g . T h e y are relatively easy to a d m i n i s t e r a n d can generate substantial amounts of r e v e n u e . (Copies of tained from tute.) Tax Rates tfie League may be obor ttie Insti- �G R I F F I N I® Ductile Iron Pipe for water and sewer installations .i.iijjii CAST IRON SOIL PIPE & FITTINGS C3RIFFIN P I P E P R O D U C T S CO. . -. /\insted BOX 740 • L Y N C H B U R G , V I R G I N I A 2 4 5 0 5 • 8 0 4 - 8 4 5 - 8 0 2 1 VIRGINIA MUNICIPAL G R O U P S E L F INSURANCE ASSOCIATION A p r o g r a m d e s i g n e d to h e l p c o n t r o l y o u r W o r k m e n ' s C o m p e n s a t i o n C o s t s . MEMBERS' SUPERVISORY BOARD H O N . C H A R L E S A. R O B I N S O N , J R . M a y o r , T o w n of V i e n n a Chairman H A R R Y G. KING Member, Prince George County B o a r d of S u p e r v i s o r s FRANCIS T. W E S T C o u n c i l m a n , Martinsville JOHN CUTLIP S h e n a n d o a h County Administrator P E R R Y M. D e P U E J a m e s City County B o a r d of S u p e r v i s o r s LEON JOHNSON D i r e c t o r of F i n a n c e , Suffolk For further information contact: Robert Perkins Hall Risk Management Services, Inc. Suite 130 —Jefferson Bldg. 8100 Three Cfiopt Road Richmond, Virginia 23288 (804)285-8525 R. M I C H A E L A M Y X Executive Director, V M L Bradley K. Harmes Administrator Virginia Municipal Group Self Insurance Association P.O. 8.0x753 Richmond, Virginia 23206 (804)649-8471 >- o Q o > 19 �WE WANT TO BE YOUR CUTTIKG EDGE sunuEn John Deere dealers are ready to supply all your needs in motor grader cu\\:\ng edges. The designs, sizes, and materials to meet all your requ\rerr)en\s and specifications are available at very competitive prices. Bids on edges in any quantities will gladly be made. So whether you have a fleet or own one grader, old or new, John Deere or another make, you can take advantage of the longwearing qua\\[\es of Dura-Max" \hrough-hardened and selecll'^ehardened edges and expect substantial savings. A Ml range of non-heat-treated carbon steel edges is available too. For firsthand ^ac\s, check the Ye\lo\N Pages for the John Deere construction equipment dealer nearest you. John Deere, Moline, Illinois 6^2e5. FITS A N r MAKE MOTOR GRADER � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 18, Number 3 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource March 1983 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198303 https://www.virginiaroom.org/digital/files/original/69/6450/198304.pdf fe110049f376b2bca4aac2112a737e5a PDF Text Text Volume 18 April 1983 Number 4 �INNOVATIVE, PROVEN, HIGH PRODUCTION BACKHOE LOADERS FROM JOHN DEERE It's dawn. The beginning of a new day. The dawn of a new era in backhoe production and efficiency. The era of Series B Backhoe Loaders from John Deere. An era of high breakout forces, unmatched lift and craning ability, and fast cycle times that make quick work of the toughest jobs. Here's new operating efficiency as free flowing, fuel efficient, closed-center hydraulics provide more power at low engine speeds to boost production. Slash fuel consumption. An era of design features that keep these backhoe loaders on the job. Earning their keep day after day, year after year. Series B. They look like no other backhoe loader on the market. The styling—crisp, clean and contemporary, yet rugged. It's obvious that these are totally new backhoes. Backhoes that have been designed from the ground up to help you do your job more efficiently today and for a long time to come. AVAILABLE IN MOST MUNICIPAL SEE A PARTICIPATING STATES LEASE DEALER Take long d a y s in stride with one of the roomiest, most comfortable, best appointed operator's stations in the industry. Optional cab c o m e s with heater, defroster and front and rear wipers standard. Net horsepower Transmission Backhoe Digging depth, maximum Lift capacity, boom at 65 degrees Digging force, bucket cylinder in power dig Loader 8feal<out force Lift capacity Raise to full heigfit Bucket dump Bucket lower (power down) SAE operating weight Optional mechanical front-wheel drive (scheduled for later availability) en g ag es on the go, under load. Disengages automatically. Features a limited-slip differential. 41 OB 62 hp (46 kW) f\^anual shift. 4 speed, single stage. dual-phase torque converter 510B 70 hp (52-2 kW) Manual shift. 4 speed, single stage. dual-phase torque converter 7108 100 hp (75 kW) Full Power Shift 8 speeds forward 4 i^everse 14 ft. 6 in. (4.42 m) 40001b (1810 kg) 15 ft, Bin. (4.78 m) 50001b, (2270 kg) 17 ft-11 in, (5 46 m) 60001b, (2720 kg) 10.200 lb. (45 kN) 10,200 lb. (45 kN) 13.5001b. (50 kN) 7800 lb. (35 kN) 5000 lb, (2270 kg) 4.4 sec. 1.0 sec. 3.0 sec. 14,100 !b. (6400 kg) 9200 lb. 141 kNI 6180 lb. (2810 kg) 4,5 sec1,0 sec. 3.0 sec. 15,300 lb, (6950 kg) 10.6001b. (47 1 kN) 6900 lb, (3140 kgl 3 8 sec. Usee. 3.0 sec. 21,8001b, (99f0kg) �Virsinia Editor Charlotte Kingery Publications A s s i s t a n t C h r i s t i n e A. E v e r s o n *City Editorial Assistant Joni Terry Telephone 804/649-8471 V0LUME18 APRIL 1983 NUMBER4 VML President Francis T. West Officers C h a r l e s A. R o b i n s o n , J r . L a w r e n c e A. D a v i e s V i n c e n t J . Thonnas S a m W. A d a m s Executive Committee Jack D. E d w a r d s J a n e L. Hough Arlie C . P a y n e Martha V. P e n n i n e Ronald C . S p i g g l e Robert T . W i l l i a m s 4 People 5 Starting the City Manager Form of Government " S t a u n t o n hired the first city manager in the nation —in 1908." 6 The Elected Official & The Manager " R i c h a r d J . Davis, former mayor of P o r t s m o u t h , reflects on his experience with the c o u n c i l - m a n a g e r form of government." Past President R a y m o n d F. Ratcliffe Executive Director 8 R. Michael A m y x On T h e C o v e r A l e x a n d r i a City Manager and noted cartoonist Douglas H. Harman s k e t c h e d the c o v e r and the cartoon on page s e v e n . He is a m e m b e r of the V A S e c t i o n E x e c u t i v e Committee. T h i s m o n t h ' s i s s u e is devoted to the c o u n c i l - m a n a g e r form of government and to t h o s e m a n a g e r s and e l e c t e d o f f i c i a l s w h o s o ably s e r v e local government. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of tfie Virginia Municipal League. It Is publisfied montiily at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 r Which Way Is Up? " B e i n g an a s s i s t a n t m a n a g e r a f t e r y o u ' v e been in the top seat isn't a l w a y s bad. Bob Herbert tells his story." 10 Louis Brownlow—A Giant in Public Administration " F a i r f a x City Manager Ed Wyatt r e v i e w s B r o w n l o w ' s c a r e e r and his c o n t r i b u t i o n s to the manager p r o f e s s i o n . " 12 A Whale Has B e a c h e d in Luray Caverns " M a n a g e r Don S m i t h p o k e s humor at the p r o f e s s i o n . " 13 Managing Human Services " E d i t o r Charlotte Kingery t a l k s about the new person in the mana g e r ' s o f f i c e — t h e a s s i s t a n t for human s e r v i c e s . " 18 R e s p o n s e to New Procurement Act >o Q O I< z o DC > �People versity a n d h a s c o m p l e t e d s e v e r a l c o u r s e s in m a s s c o m m u n i c a t i o n s . S h e fills the v a c a n c y left by S a n d y B a c a s , former staff a s s i s t a n t for advertising and e x h i b i t s . if absorbed through the s k i n . Norfolk fire fighters are first r e s p o n d e r s to life threatening medical emergencies. Bedford Names Howard A. Johnson resigned a s secretary-treasurer of the Virginia chapter of the A m e r i c a n Water Works Association (AWWA). He helped start the organization 48 y e a r s ago and h a s served a s s e c r e tary-treasurer for the past 17 y e a r s . In stepping d o w n , he w a s made " S e c r e t a r y - T r e a s u r e r E m e r i t u s " of the state chapter. J o h n s o n retired from the Danville water and s e w e r department in 1970 a s superintendent of production. Johnson Steps Down Manager, Councilman Everson Everson Joins VML C h r i s t i n e (Christy) A . E v e r s o n bec a m e the L e a g u e ' s publication a s s i s t a n t on IVIarch 7. S h e is r e s p o n s i ble for a d v e r t i s e m e n t s and general writing a s s i g n m e n t s for Virginia Town & City. In the future, s h e will a s s u m e responsibility for L E A G U E L E T T E R , the V M L newsletter. Other r e s p o n s i b i l i t i e s include s e l l i n g e x hibits for the V M L a n n u a l confere n c e and serving a s e x e c u t i v e s e c retary for t w o affiliates of the L e a gue, the S t a t e Fire C h i e f s A s s o c i a tion of Virginia a n d the Municipal E l e c t r i c P o w e r A s s o c i a t i o n of Virginia. Prior to joining the L e a g u e , C h r i s ty w a s editor of Virginia Builder Wews, the monthly n e w s l e t t e r of the H o m e B u i l d e r s A s s o c i a t i o n of Virginia. S h e a l s o w a s a part-time editor of The Late News, the n e w s letter of the H o m e B u i l d e r s A s s o c i ation of R i c h m o n d . C h r i s t y holds a B . A . in E n g l i s h from Virginia C o m m o n w e a l t h Uni- o ^ADITAI o < DC Jack A. G r o s s , former a s s i s t a n t city manager of Kingsport, T e n n e s s e e , i s the new manager of Bedford. He holds graduate d e g r e e s in city management and communications from E a s t T e n n e s s e e S t a t e University. G r o s s ' appointment w a s effective April 1 . Walter Thomas Lazenby w a s appointed to the Bedford City C o u n c i l . A s e m i r e t i r e d production worker at R u b a t e x Corporation, L a z e n b y is past c h a i r m a n of the c i t y ' s Redevelopment and H o u s i n g Authority and currently s e r v e s on the authority's board. He a l s o is a past member of the Central Virginia Mental Health Board. Cook Named F o r m e r Bedford City Manager D. Keith Cook i s the new personnel officer for R o a n o k e C o u n t y . C o o k served a s Stafford County a d m i n i s trator before b e c o m i n g Bedford city manager in 1973. Fire Fighter Honored Norfolk Fire Fighter David R. Francisco w a s recently s e l e c t e d by the Virginia J a y c e e s a s O u t s t a n d i n g Y o u n g Fire Fighter of 1982. H e s a v e d a s h i p y a r d worker w h o w a s overc o m e by toxic g a s f u m e s in a tank at the bottom of a s h i p . He donned a c h e m i c a l g a s suit to reach the worker b e c a u s e the g a s f u m e s were emitted by a c h e m i c a l w h i c h is fatal B R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , V I R G I N I A 23323 804-485-4485 1009 D E L A W A R E S T . S A L E M , VA 24153 703-389-6673 V^Mr I I ML9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 C O M P L E T E LINES O F EQUIPMENT FOR MUNICIPAL G O V E R N M E N T S HIGHWAY—Chemical Spreaders LINK B E L T — C r a n e s — E x c a v a t o r s THOMSEN P R O D U C T S - E P O K E Spreader LAYTON MFG. C O — A s p h a l t Pavers PEABODY M Y E R S - ' V a c t o r Jet Rodder" RICHMOND M F G . C O . — Horizontal Boring Machines ELGIN—Sweepers ATHEY MANUFACTURING C O . - M a i n t a i n e r Grader D Y N A P A C —Vibratory Rollers G I A N T - V A C - L e a f Collectors DAVEY — A i r Compressors RO C O R P . —Hydraulic C r a n e s Downtown Revitalization Conference J . Randall E v a n s , e x e c u t i v e director of R i c h m o n d R e n a i s s a n c e , is the keynote s p e a k e r for the Downtown Revitalization C o n f e r e n c e April 17-19 in Staunton at the Holiday Inn-Downtown. T h e c o n f e r e n c e i s s p o n s o r e d by the Virginia Department of H o u s i n g and C o m m u n i t y Development with program planning a s s i s t a n c e from the Donaldson B r o w n C e n t e r for Continuing Education, E x t e n s i o n Division, Virginia Tech. Other s p e a k e r s include T o m Moriarity, program a s s o c i a t e of the National Main Street Program, a n d Kent Moore, president of the International Downtown E x e c u t i v e A s s o ciation ( I D E A ) . Registration is $35, w h i c h inc l u d e s s o m e m e a l s , coffee b r e a k s , and a textbook. T o register, c o n t a c t A l e x a n d e r D. Beattie, J r . of the Virginia Department of Housing a n d C o m m u n i t y Development at 804/ 786-4966. T h e w o r k s h o p is limited to 125 p e r s o n s . We Want News from your locality for VIRGINIA TOWN & CIT'Y magazine. If you have recent appointments, a new facility or a project/program that can benefit other Virginia local governments, let u s know. Contact Charlotte Kingery at 804/649-8471. �Starting the City Manager Form of Government Giving a task to a c o m m i t t e e usually r e s u l t s in delay, frustration and total l o s s of control. Thiis w a s evident to ttie S t a u n t o n City C o u n c i l in 1905, w h e n the city operated by no l e s s than 15 committ e e s . For a citizen to obtain a street light, he tiad to receive approval of the light c o m m i t t e e and concurrence of the c h a i r m a n of e a c h legislative body. (The city had a bicameral s y s t e m : a board of aldermen and a c o m m o n council.) T h e light c o m mittee had to request the street c o m m i t t e e to dig a hole to install the light. P a y m e n t material had to be authorized by the light, f i n a n c e and audit c o m m i t t e e s , not to mention the two governing bodies. T h e i n e f f e c t i v e n e s s of the s y s tem c a u s e d city leaders to s e a r c h for a way to apply b u s i n e s s pract i c e s in city operations. T h r e e m e n — J o h n C r o s b y , W.O. S y n d o r and Hugh C . B r a x t o n — d e serve major credit for initiating the manager movement. A s clerk of the A u g u s t a C o u n t y Board of Supervis o r s , C r o s b y could not s e e why the b u s i n e s s affairs of the city could not be managed in the s a m e manner a s those of the county. H i s idea w a s to " s i m p l i f y the governmental machinery and replace the c o m m i t t e e s with a general manager appointed by the c o u n c i l , and working under the c o u n c i l . " S y n d o r , an alderman and the local agent for the C h e s a p e a k e and Ohio Railroad, w a s interested in applying b u s i n e s s m a n a g e m e n t methods to correct Staunton's mismanagement. He w a s the first to draw a parallel between the director of a busin e s s corporation and a municipal director or city manager. B r a x t o n , a member of the c o m m o n c o u n c i l and the street c o m m i t t e e , w a s a practical man w h o , w h e n f a c e d with a difficult problem, e m b r a c e d the manager plan a s the most practical solution. On April 2, 1908, the c o u n c i l appointed C h a r l e s E . A s h b u r n e r of R i c h m o n d a s the first general manager of S t a u n t o n . A s h b u r n e r ' s s u c c e s s a s manager w a s highlighted by the Staunton Daily Leader, which cited street improvements, bridge c o n s t r u c t i o n and water supply ex- t e n s i o n s a s part of his a c c o m p l i s h m e n t s . He remained manager until J u l y , 1911. T h e s u c c e s s of the manager plan w a s due to the continued support of the c o u n c i l m e n and aldermen who had s p o n s o r e d the plan, the appointment of A s h b u r n e r and the resulting e c o n o m y and e f f i c i e n c y in municipal operations. — Information and part of the text were taken from The Origin Of The City Manager Plan in Staunton, Virginia. EFHiitton talks public powerfinancii^ E . F . H u t t o n ' s P u b l i c P o w e r Finance G r o u p has demonstrated its a b i l i t y to generate n e w financing ideas a n d c a r r y them out successfully. W e h a v e the experience, the k n o w - h o w , a n d the distribution n e t w o r k w h i c h could m a k e y o u r next financing a success i n w a y s y o u m a y not have anticipated. A s managers or co-managers of n u m e r o u s public financings, w e have p r o v e n our a b i l i t y to create i n n o v a t i v e approaches to complex tax-exempt financings. W e have one of the largest capital bases i n the i n d u s t r y . W e also have the willingness to use our cap- ital to m a i n t a i n a secondary m a r k e t i n issues w e manage. A n d our distribution capability is extensive, w i t h 320 offices across the c o u n t r y . I n addition to our g r o w i n g retail business, our institutional business has g r o w n to over 1/3 of our total securities business. For y o u r next public p o w e r offering, w h y not give M a r s h a l l Lancaster a call at (212) 742-6087, Steve S l o a n at (212) 742-6651, or B i l l S a c h a u at (213)488-3551. L e a r n w h y so m a n y people i n public p o w e r say that it p a y s to listen w h e n E . F . H u t t o n t a l k s . E. F. Hutton & Company, Inc. O n e Battery P a r k P l a z a , N e w Y o r k , N e w Y o r k 10004 (212) 742-5000 When EF Hutton talks, people listen. �The Elected Official and The Manager A Former Mayor Reflects on the Council-Manager Form By Charlotte Kingery " T h i n k of m u n i c i p a l government as a b u s i n e s s , " says Richard J . Davis. " T h e e l e c t e d o f f i c i a l s are the board of d i r e c t o r s , and the management team is the e x e c u t i v e b r a n c h . T h e directors set the policy, and the manager runs the s h o w . In private b u s i n e s s , there is a certain i n c o m e level and a certain e x p e n s e level and the d i f f e r e n c e either g o e s to undivided profits or d i v i d e n d s . In public b u s i n e s s , there are i n c o m e and e x p e n s e l e v e l s and the dividend is the quality and quantity of services." Dick Davis, V i r g i n i a ' s lieutenant governor, t h i n k s like a b u s i n e s s m a n and a banker, and p e r h a p s a l w a y s will. But if you listen to him, he t h i n k s like a mayor, too. He spent s e v e n y e a r s in P o r t s m o u t h a s the chief e l e c t e d official, and during his tenure the city undertook s o m e of its hardest p r o b l e m s . He laughs w h e n he t a l k s of the s m a l l card he carried in his pocket listing s i x proj e c t s he w a n t e d to fulfill during his term a s mayor. At the time he would o c c a s i o n a l l y grab the card out of his pocket to review w h e r e the city w a s and touch b a s e with other offic i a l s and staff if n e c e s s a r y . He either c o m p l e t e d or started all s i x projects. A record to be a little proud of and one that took a lot of work. D a v i s is not quick, however, to take the credit himself. W h e n he r e m i n i s c e s about his mayoral d a y s , he s a y s the city a c c o m p l i s h e d m u c h b e c a u s e of one thing: the c o u n c i l - m a n a g e r form of government. o Q O I- < cr "It's difficult to balance the duties of mayor and not step into the manager's shoes." He firmly b e l i e v e s the c o u n c i l manager form of government is best for V i r g i n i a ' s local governm e n t s . T h e idea of two s e p a r a t e b r a n c h e s , policy-making (elected officials) and e x e c u t i v e (the mana g e m e n t team), h a s brought s u c c e s s and growth to the C o m m o n w e a l t h . D a v i s t h i n k s the s y s t e m will About ttie Author Ms. Kingery is the editor Town & City. of Virginia Richard J. Davis c o n t i n u e to bring growth to the C o m m o n w e a l t h a s long a s e a c h branch k n o w s its role. T h e idea that s o m e may not know their p l a c e bothers Davis. He k n o w s how the s y s t e m w o r k s but he k n o w s s o m e m a y o r s w h o do n o t — t h o s e would have " d r i v e n my m a n a g e r s c r a z y . " Davis w a n t e d a manager to w h o m he could c o m m u n i c a t e his ideas and w h o , in turn, could make them work. He had that and he is grateful. Making It Work But how to make the s y s t e m w o r k ? F i r s t , there are w a y s e l e c t e d o f f i c i a l s c a n help m a n a g e r s do their jobs. " A d v i s e m a n a g e r s on priorities," Davis s a y s . " T h e n , o n c e having advised t h e m , leave them alone to carry out the r e s p o n s i b i l i t i e s of their o f f i c e s . " D o n ' t try to blame everything on the manager. Very frequently, offic i a l s are willing to hide behind that s h i e l d . T h e e l e c t e d official s o m e t i m e s tells a citizen he would have liked to have done s o m e t h i n g but the manager wouldn't let him do it," he c o n c l u d e s . Davis a l s o g i v e s a d v i c e to mana g e r s on working with e l e c t e d officials. M a n a g e r s s h o u l d keep c o u n c i l informed of good n e w s and bad n e w s . Never let c o u n c i l be s u r p r i s e d . " F o r e x a m p l e , maybe during the budget hearing the manager would say the city is $18 million short. T h i s d o e s not give the e l e c t e d official time to prepare what n e e d s to be a proper r e s p o n s e and it a p p e a r s that the e l e c t e d official d o e s n ' t have a handle on w h a t ' s going o n , " he explains. T h e former mayor thinks mana g e r s s h o u l d a l w a y s alert c o u n c i l to things that are going wrong, and things do go wrong. H u m a n s aren't perfect. He s u g g e s t s that m a n a g e r s not only relay the situation but offer p o s s i b l e s o l u t i o n s . None of the solutions may be pleasant, but at least they are alternatives. T h o s e in mana g e m e n t , s a y s Davis, are more qualified, more p r o f e s s i o n a l and more objective and therefore, better able to r e c o m m e n d a n s w e r s . In spite of good feeling for the c o u n c i l - m a n a g e r form of government, the past few y e a r s have been rough on those in the p r o f e s s i o n . A c c o r d i n g to a recent survey by the International City Management A s s o c i a t i o n , a number of m a n a g e r s are actively s e e k i n g to leave the field. Davis, however, thinks c o u n c i l s and boards of s u p e r v i s o r s c a n help s l o w that movement d o w n . " E l e c t e d o f f i c i a l s must be certain that the r e w a r d s of management responsibility are recognized through fringe benefits and they must insulate m a n a g e r s from most of the criti c i s m heaped upon them by citizen groups and o t h e r s , " he s a y s . " L o c a l i t i e s c a n attract good staff if they are willing to pay, but the c o u n c i l manager form of government will never survive if local governments won't pay the p e r s o n . " Davis f e e l s there has been too m u c h blame placed on planning directors or public w o r k s directors and too m u c h feeling that a particular locality h a s a "rotten manager." L o c a l e l e c t e d officials have been unwilling to s a y , " I t ' s true this pers o n goofed, but on the balance this person h a s been pretty good." Davis w a n t s m a n a g e r s and administrators to have a forward thrust and be p r o f e s s i o n a l , but he c o n c e d e s it t a k e s courage to be p r o f e s s i o n a l . W h e n he last s p o k e to the Virginia S e c t i o n , ICMA, he charged them with the responsibility of upgrading their own profession. " T h e r e are bound to be s o m e rotten m a n a g e r s , and m a n a g e r s thems e l v e s need to w e e d them out. W h e n s u c h a manager is applying for a job in E a s t K l e e n e x , " Davis told t h e m , " D o n ' t write a letter of recommendation; police yourselves." �Touching Base While Davis w a s mayor of Portsmouth, he had the good fortune to work with a reputable staff, particularly m a n a g e r s . He reviewed what good m a n a g e r s a r e made of and what traits they have. He e x p e c t s good m a n a g e r s to recognize that all r e s p o n s i b i l i t i e s are placed on the governing body and a g a i n , m a n a g e r s need to keep their governing body informed. Even during h i s tenure w h e n Portsmouth had s o m e unrest in the police department, no n e w s reporter ever a s k e d h i m , " D o y o u know s o and s o ? " He a l w a y s k n e w what w a s happening. G o o d m a n a g e r s s h o u l d have the ability to c o m m u n i c a t e to the mayor, w h e t h e r the mayor is e l e c t e d by c o u n c i l or by the people. Davis rec a l l s that people were c h a r m e d by the w a y P o r t s m o u t h c o u n c i l meetings ran. All v o t e s were 7-0 and not all c o u n c i l m e m b e r s were of the s a m e political i n c l i n a t i o n s , but bec a u s e they w e r e informed and knew what w a s going o n , no u n e x p e c t e d issues arose. Council members were a l s o a p p r i s e d about n e w s s u c h a s the appointment of a department h e a d — n o t that they had anything to do with the appointment—but a s a matter of c o u r t e s y before they read it in the n e w s paper. T h e c o u n c i l - m a n a g e r form of government is a two-way street. J u s t a s the manager h a s the obligation to keep the c o u n c i l informed, it is up to the e l e c t e d local official to inform the manager, pointing out that this is w h e r e o f f i c i a l s want to go, this is what o f f i c i a l s want to do. It gives the manager the oportunity to aim h i s e n e r g i e s and direction toward accon^plishing the plan, or to say t h e s e g o a l s are beyond realization in the particular locality. T h e n c o u n c i l h a s to tailor its "overzealous ambitions." Davis recalled one project in w h i c h he and other m e m b e r s of c o u n c i l were interested but on w h i c h nothing w a s happening. He had to tell the manager he w a s not bringing the s u b j e c t up a n y m o r e , but the project w a s " a very important thing for the city that they m u s t d o . " T h e manager dropped everything a n d p u r s u e d it. T h e o u t c o m e w a s m u c h beyond D a v i s ' e x p e c t a tions. Good, direct communication. "The governing body should never ask the manager to do something for purely political reasons." Not every manager, of c o u r s e , has s u c h a mayor a s Dick Davis. He understood the lines of r e s p o n s i b i l ity and c o m m u n i c a t e d very well to the m a n a g e m e n t team and they to him. B u t i t ' s not u n r e a s o n a b l e for e l e c t e d local o f f i c i a l s to work on their r e l a t i o n s h i p s with m a n a g e r s . Davis f e e l s the two c a n build a quality relationship by first having res p e c t for e a c h other. " B o t h have to have r e s p e c t . My advice is that if r e s p e c t is not mutual, then the a s s o c i a t i o n s h o u l d be d i s s o l v e d . If I w e r e a manager, I would never a c c e p t a job offer on a 5-4 or 10-9 vote. L i k e w i s e , if the manager d o e s n ' t have general res p e c t for t h o s e on the governing body, then he s h o u l d not a c c e p t the offer. T h e r e have been e x c e p t i o n s where the vote w a s c l o s e and the relationship w a s good, but not m a n y . " Davis f e e l s the relationship m u s t include candor. T h e local elected official and the manager m u s t s h a r e a dialogue that is open and above board. One Weakness ^^^^^^ CITIZEN ASSISTANCE ROLE " F r o m the c i t i z e n ' s perception, the lack of citizen participation is one w e a k n e s s w e ' v e not been able to a c c o m m o d a t e in the c o u n c i l manager form of government. Citiz e n s c o m p l a i n w h e n they call their c o u n c i l or board member the member s i m p l y turns the complaint over to the manager to correct. T h e citizen, however, is frustrated that he c a n ' t get the political person for w h o m he voted to directly r e s p o n d . He is more frustrated by not being able to go directly to the manager but insulation is s o m e t h i n g the e l e c t e d official must provide for the manager s o he c a n do his j o b , " s a y s Davis. In c o n c l u d i n g h i s thoughts about the c o u n c i l - m a n a g e r form, Davis s u m m a r i z e s three beliefs: " F i r s t , I believe it is the best s y s t e m yet dev i s e d to deliver the s e r v i c e s to the people at the p r i c e s they c a n afford to pay. S e c o n d , local elected offic i a l s s h o u l d very carefully scrutinize both the r e s p o n s i b i l i t i e s and obligations of their office. T h i r d , m a n a g e r s m u s t continue their vigila n c e to preserve the s y s t e m . T h e r e are s e v e r a l p l a c e s where the s y s t e m is not regarded a s highly a s I've just graded it. T h e i r performance of exc e l l e n c e is the best argument for the perpetuation of the s y s t e m . " VBOA Holds 1983 Mid-Year Meeting President Edward J . W e l d , building official, C u l p e p e r County, pres i d e d over the 1983 Mid-Year Meeting of the Virginia Building O f f i c i a l s Association. Approximately 75 m e m b e r s attended the one-day meeting February 2 8 , 1 9 8 3 in R i c h m o n d . T h e V B O A Meritorious S e r v i c e A w a r d , given annually during the b u s i n e s s s e s s i o n of the Mid-Year meeting, w a s presented to J o s e p h Bertoni, chief building inspector of Fairfax C o u n t y , for h i s outstanding service in the b u i l d i n g code profession. Bertoni, c h a i r m a n of the V B O A C o d e C h a n g e C o m m i t t e e , gave a presentation on the proposed code changes. J a c k Proctor, building code director. Department of H o u s i n g and C o m m u n i t y Development, led a disc u s s i o n on the E T S e x a m i n a t i o n . J a m e s R. L o w e r y , c o n s t r u c t i o n engineer I I , F a i r f a x C o u n t y , and Robert Gregory, state building code supervisor. Department of H o u s i n g and C o m m u n i t y Development, offered a t t e n d e e s helpful information on how to take a test. T h e V B O A e n d e a v o r s to promote the interest and welfare of the building c o n s t r u c t i o n code enforcement a g e n c i e s , and to promote a c l o s e r more informed relationship a m o n g t h o s e engaged in the profession of building c o n s t r u c t i o n code administration and e n f o r c e m e n t within Virginia. M e m b e r s h i p a p p l i c a t i o n s c a n be obtained by writing J o n i Terry, E x ecutive Director, V B O A , P.O. B o x 753, R i c h m o n d , Virginia 23206 or calling 804/649-8471. T h e 1983 V B O A A n n u a l S c h o o l and C o n f e r e n c e will be held D e c e m ber 4 - 7 , 1983 at the Holiday Inn, Hampton, Virginia. >O Q O h- < (5 DC �Which Way Is Up? F r o m Manager T o Assistant B y W . Robert Herbert H O Q Career development is a result of both opportunity and individual decisions. While the decision to enter the field of municipal management may have been made in college, the decision of how to advance is made each time a job change is considered. If the decision is strictly one of taking or making an opportunity, the groundwork of solid experience may contain gaps. If the decision is made on the basis of building extensive experience to be prepared for greater opportunities, the decision is one of planning for the future. A career move which leaves behind both status and title as the head of the chain of command should not be presumed to be a move downward. An outward movement, the widening of horizons, may be more significant in developing a career. In my case, I had been an assistant to the city manager in Bowling Green, Kentucky (population 36,000), and later became city manager of Covington, Virginia (population 10,000). I then moved to director of administration and public safety for the City of Roanoke (population 100,000-f )and later to assistant city manager. I regard this as a step outward . . . as a means of gaining breadth of experience which ultimately will allow me more freedom to develop my career. My career potential is greater because my urban city experience will complement my small and medium population experiences. Other benefits of the change were in salary and lifestyle but the main factor was the option to be master of my future. Growth comes from new experience, not from repetition. < F r o m S m a l l T o Large ^ 5 ^ < 2 ^ The problems of a major full service city are vastly different from those of a small city. Moving to an urban environment required me to replace my direct hand of administration with one of delegation of re- > 8 A b o u t The A u t h o r Mr. Herbert is a s s i s t a n t city manager of Roanoke, Virginia. sponsibility. One of the hardest lessons I have learned is the delegation of management, which differs vastly from delegation of detail. In management, accountability rests with the delegator and decisions rest upon the quality of those to whom one delegages. I've not only learned to deal with the infrastructure but in greater measure with human behavior and motivation. I've learned to recognize the differing agendas, the myopic view of some technical specialists, the search for power among others, and the departmentalized structures' vision or lack of vision of the total city. These factors are not peculiar to Roanoke but universal, and learning to allow for them is an essential part of management. An additional layer of the decision process also exists. As assistant, my decisions must be affirmed by those above and below me. The group process becomes reality since a consensus is required to assure that all objectives are met. Also, anticipation of alternatives becomes vital to the process. While I must deal primarily with the workings of the city, I must also deal with the media because issues featured in the headlines can create imbalances and force attention to factors not always in the best interest of good management. In a small jurisdiction, the media is not such a concern because three television stations, a full-time newspaper reporter and several radio stations are not analyzing and reviewing everything management does. But effi- ciency can be influenced by public interest created in response to the news. Whatever the problem, I must be both proactive and reactive. Part of the role of an assistant city manager is to test proposals for change. Another role is to refine issues by assuring that all possible contingency plans are made prior to effecting change. Unlike the private sector, government usually does not encourage innovation be tested or promoted. Budgeting has become less a matter of funding essentials and more a matter of optimum use of resources. Sometimes the gain in interest from investment will provide a better use of funds than expediting project timetables. Sometimes the project resistance must be weighed against the benefits to be accomplished. Thus the use of funds becomes a matter of judgment rather than of achievement. Developing an orderly and meaningful budget system has been one challenge I can attend to in detail. Furthermore, the process expands my comprehension of the urban city infinitely. E g o Impact The psychological impact of my outward versus upward move (as usually defined by one's peers) has involved many adjustments. High visibility allows for a certain amount of ego stroking. I've gone from prominence to low visibility. I no longer get credit outside of the organization for my ideas (good or bad). I was formerly recognized on the street; I am scarcely known outside the staff today. In addition, my sense of having an impact on history through local government has been eroded by the fact I no longer make the final decisions. I must be satisfied with the innate knowledge of my contributions rather than by footnotes and signatures giving credit to my perception. Where once my personality could dominate, today I must mesh mine with others. The restrictions could frustrate me, but I know I have enlarged my options. I am using my skills and increasing my knowledge to enable my future. My career development is in my hands. �VIRGINIA MUNICIPAL G R O U P S E L F INSURANCE ASSOCIATION A p r o g r a m d e s i g n e d to h e l p c o n t r o l your W o r k m e n ' s C o m p e n s a t i o n Costs. MEMBERS' SUPERVISORY BOARD HARRY G.KING HON. C H A R L E S A. R O B I N S O N , JR. Member, Prince George M a y o r , T o w n of V i e n n a JOHNCUTLIP F R A N C I S T. W E S T Shenandoah County C o u n c i l m a n , Martinsville PERRY County B o a r d of S u p e r v i s o r s Chairman LEON M.DePUE Administrator JOHNSON D i r e c t o r of F i n a n c e , S u f f o l k James City County B o a r d of S u p e r v i s o r s R. M I C H A E L A M Y X F o r further information Executive Director, V M L contact: Bradley K. Harmes Administrator Virginia Municipal Group Self Insurance Association Robert Perkins Hall Risk Management Services, Inc. Suite 130 —Jefferson B l d g . 8100 TfireeChopt Road Ricfimond, Virginia 23288 (804) 2 8 5 - 8 5 2 5 Are you still gambling P.O.B.OX753 Richmond, Virginia 23206 (804)649-8471 S o m e w a t e r m e t e r s are like l o a d e d d i c e ! C o s t l y to o p e r a t e . C o s t l y to m a i n t a i n . B u t m o r e i m p o r t a n t , c o s t l y t o y o u r s y s t e m w h e n t h e y a l l o w w a t e r to t r i c k l e t h r o u g h u n m e t e r e d , unbillable! K E N T ' S C-700 b r o n z e a n d p o l y m e r p o s i t i v e d i s p l a c e m e n t w a t e r m e t e r s c a n s o l v e all of t h o s e p r o b l e m s , a n d more! A c c u r a t e at f l o w s a s l o w a s Vt, g p m , K E N T ' S C-700 w a s d e s i g n e d t o o v e r c o m e all of t h e e v e r y d a y p r o b l e m s of m e t e r o p e r a t i o n . S o s t o p g a m b l i n g your future revenues a w a y ! C o n t a c t u s t o d a y for i m m e d i a t e delivery. W e c a n p r o v i d e a trial order, s u b m i t a c o m p e t i t v e b i d or p r o v i d e s p e c i f i c a tion assistance. KENT KENT METER SALES, INC. P.O. Box 1852 Ocala, Florida 32678 904-732-4670 Outside Florida TOLU=REE 1^800^74-0890 _ o Q I I'm tired of shoooting snake eyes! I Tell me more about the C-700. revenues? I Name I Address, I I City j O 1- < _Title o State. DC -Zip_ Telephone. •J 9 �Louis Brownlow A Giant in Public Administration By Edward A. Wyatt T h e first city manager of Petersburg w a s one of A m e r i c a ' s outs t a n d i n g p e r s o n s in the field of public administration. " B r o w n i e , " a s L o u i s B r o w n l o w w a s affectionately c a l l e d , c a m e to P e t e r s b u r g from W a s h i n g t o n , D.C., w h e r e he had served a s president of the Board of C o m m i s s i o n e r s . He w a s appointed to this post by P r e s i d e n t W o o d r o w W i l s o n , w h o m he l^new while working a s a n e w s p a p e r reporter. During his s e r v i c e in P e t e r s b u r g , he w a s r e s p o n s i b l e for developing a number of positive programs. H i s s u c c e s s in P e t e r s b u r g w a s largely due to his ability to e s t a b l i s h a rapport with the leadership in the c o m munity. In his autobiography,/A Passion for Anonymity, B r o w n l o w demo n s t r a t e s how a manager c a n establish e f f e c t i v e n e s s in a c o m m u n i t y . K ' « ' ' ^ K f e ""Im^ii^H • % Petersburg o Q z < o DC 10 Under his leadership, P e t e r s b u r g e s t a b l i s h e d a health c e n t e r and initiated a number of new programs, including a well-baby c l i n i c w h i c h helped to r e d u c e infant mortality. He w a s instrumental in creating the first P e t e r s b u r g public library and through his efforts, a s u m m e r recreation program w a s developed in coordination with the public s c h o o l s and the 700 a c r e L e e Park w a s brought about. Many public w o r k s i m p r o v e m e n t s were made during his tenure, s u c h a s the c o n s t r u c t i o n of nine and onehalf m i l e s of s e w e r c o l l e c t i o n lines and the laying of eight m i l e s of w a t e r m a i n s . S u r f a c e toilets w e r e r e d u c e d to 400 from 1900. In the area of internal f u n c t i o n s , he developed a centralized p u r c h a s ing s y s t e m and e s t a b l i s h e d a modern a c c o u n t i n g s y s t e m . B r o w n l o w w a s r e s p o n s i b l e for major c h a n g e s , including the creation of the Department of P u b l i c S a f e t y and the position of student a s s i s t a n t to the city manager, to e m p h a s i z e a profess i o n a l a p p r o a c h to municipal management. A b o u t the A u t h o r Mr. W y a t t is the city m a n a g e r of F a i r f a x C i t y . He gratefully a c k n o w l e d g e s the a s s i s t a n c e of Hirst S u t t o n of F a l l s C h u r c h , a m e m b e r of the Northern Virginia P l a n ning B o a r d . Brownlow was Petersburg's first city manager, a founder of tfie Virginia fJlunicipal League and served as its president in 1921. Tiie above photograph is of an oiipainting of Browniow in 1945. In 1921 he w a s e l e c t e d president of the Virginia IVIunicipal L e a g u e and w a s r e s p o n s i b l e for locating the L e a g u e ' s permanent office in R i c h m o n d . At the s a m e time, Morton L. W a l l e r s t e i n , an attorney and public-spirited p e r s o n , w a s appointed permanent s e c r e t a r y . He later offered his legal a s s i s t a n c e to theVML. In 1922 B r o w n l o w w a s e l e c t e d president of the City Managers A s s o c i a t i o n (known today a s the International City Management A s s o c i a tion) at their a n n u a l meeting held in K a n s a s City. E l e c t e d in a c l o s e race, he defeated an opponent who w a s a trained engineer. E n g i n e e r s at that time w e r e by far the predominant d i s c i p l i n e in the p r o f e s s i o n . While president, he w a s r e s p o n s i b l e for e s t a b l i s h i n g a permanent home for the a s s o c i a t i o n in L a w r e n c e , Kans a s , in c o n n e c t i o n with the University of K a n s a s and appointing the a s s o c i a t i o n ' s first director. B r o w n l o w b e c a m e the first city manager of K n o x v i l l e , T e n n e s s e e in 1924. T h e political environment w a s e x t r e m e l y difficult a s the c o m m u nity had e x p e r i e n c e d problems with corruption. S o m e of his major c o n tributions included reorganization of municipal o f f i c e s and f u n c t i o n s , improvement of the municipal hospital and an u n p r e c e n d e n t e d refunding of 10 percent of the tax levy. But the t r e m e n d o u s d e m a n d s of his work c a u s e d him ill health. He resigned his post in 1927 and briefly r e s u m e d his career a s a journalist. He later s e r v e d for several years a s a municipal c o n s u l t a n t for R a d b u r n , New J e r s e y . During his local government and a s s o c i a t i o n work, he s a w the need to improve information in the public administration field. Through his relationship with the S p e l m a n F o u n dation, B r o w n l o w prepared a plan for a governmental information c l e a r i n g h o u s e . T h e Public Administration C l e a r i n g h o u s e ( P A C H ) w a s started in 1931, and " B r o w n i e " served a s its director from 1931-1945. One of his initial t a s k s w a s to encourage a s s o c i a t i o n s of state and local o f f i c i a l s to " c l u s t e r " in C h i c a go. H i s leadership resulted in the c o n s t r u c t i o n of a center for t h e s e organizations, referred to a s " 1 3 1 3 , " at the University of C h i c a g o . Later the v a r i o u s public a s s o c i a t i o n s relocated in W a s h i n g t o n , D.C. He w a s appointed c h a i r m a n of the P r e s i d e n t ' s C o m m i t t e e on Administrative Management by Franklin D. R o o s e v e l t in 1936. B r o w n l o w believed that the president must be given the tools with w h i c h to manage the government, and his committee's recommendations were drafted into legislation in 1937. Even though the legislation w a s defeated, the Reorganization A c t of 1939 included many r e c o m m e n d a tions from B r o w n l o w ' s committee. In particular, authorization was given for the president to submit reorganization plans to C o n g r e s s w h i c h would take effect if not vetoed. T h e first s u c h plan called for the e s t a b l i s h m e n t of the E x e c u t i v e Office of the P r e s i d e n t , one of the Brownlow committee proposals. �Influencing the Manager Profession B r o w n l o w ' s i n f l u e n c e on t h e city manager p r o f e s s i o n w a s treated in Richiard J . Stillman l l ' s bool< The Rise of the City Manager. He commented: Market Makers " A s Richard Childs had played an i m p o r t a n t role in f o s t e r i n g t h e c o u n c i l - m a n a g e r plan, perhaps no individual w a s more i n s t r u m e n t a l than Louis B r o w n l o w in creating the city manager's professional identity. As ICMA president, he had c a m p a i g n e d f o r a p r o f e s s i o n al f o c u s t o t h e organization's work." T h r o u g h o u t his l i f e t i m e . Brownlow was active in ICMA affairs and he participated regularly in ICMA c o n f e r e n c e s . He w o r k e d o n behalf of ICMA t o develop w o r k i n g relat i o n s h i p s w i t h f o u n d a t i o n s and t h e academic c o m m u n i t y . These relat i o n s h i p s were valuable to ICMA in research projects and in its efforts to foster p r o f e s s i o n a l i s m in local government. A M i s s o u r i native e d u c a t e d at h o m e by his parents, " B r o w n i e " received honorary degrees f r o m both A m e r i c a n University and Syracuse University. Besides his t w o - v o l u m e a u t o b i o g r a p h y , he w r o t e The President and the Presidency, reflecting his interest in, and u n d e r s t a n d i n g of, t h e j o b of national chief executive. B r o w n l o w died in 1963 at the age of 84 w h i l e a d d r e s s i n g a m e e t i n g of Northern Virginia city a n d c o u n t y managers at t h e Army-Navy C o u n t r y Club in A r l i n g t o n . He had requested the o p p o r t u n i t y to talk w i t f i t h e m , j u s t o n e e x a m p l e of his interest in local g o v e r n m e n t managers. Bert W. J o h n s o n , w h o at that t i m e w a s manager of A r l i n g t o n County, presided over the m e e t i n g . Louis B r o w n l o w ' s c o n t r i b u t i o n s to the e m e r g i n g field of public adm i n i s t r a t i o n were far reaching. He e n h a n c e d t h e d e v e l o p m e n t of professional a d m i n i s t r a t o r s in t h e public sector, f a c i l i t a t e d the exchange of i n f o r m a t i o n in public administrat i o n , e n c o u r a g e d the g r o w t h of public a s s o c i a t i o n s , a n d , of c o u r s e , provided great leadership in the establ i s h m e n t of a m o d e r n executive branch of the federal g o v e r n m e n t . and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Y o r k Plaza, N e w Y o r k , N . Y . 10004 «!!»HORNER^ 725 CHURCH STREET LYNCHBURG, VIRGINIA 804-846-2711 PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. PATRICIA A. COOPER THOMAS W. ROBERTS, JR. CAMP DRESSER & McKEE 7630 Little River Turnpike, Suite 500 One World Trade Center, Suite 2637 Annandale, Virginia 22003 New York, New York 10048 703 642-5500 212 432-6700 environmental engineers, scientists, planners, & management consultants COM R.W. B E C K AND ASSOCIATES Engineers and Consultants utility Planning, Management and Design Services, Rate and Contract Evaluation Tectinical and Economic Evaluation . Utility Property Appraisals Load Management and Energy Conseri/ation Analysis. Energy Source Evaluation, Fossil - Nuclear - Hydro Solid Waste - Solar 40 Grove Street Wellesley, Mass. 02181 (617) 237-4870 1510 E. Colonial Dr. Orlando. Fla. 32803 (305) 896-4911 O I- < (3 DC 11 �A Whale Has Beached in Luray Caverns Managing With a Sense of Humor By Don Smith O Q O H < Z (D DC > 12 Did you ever think you might be taking yourself too s e r i o u s l y ? C o n s i d e r t h i s : It's your first day managing in a new t o w n and you are determined to c r e a t e an image of total eff i c i e n c y . T h e town clerk informs you that there are three building ins p e c t i o n s , four e l e c t r i c a l i n s p e c t i o n s and two plumbing i n s p e c t i o n s due. T h e s e w e r superintendent w a n t s grade s t a k e s set to lay the new s e w e r line on T h i r d Street. Y o u s a y , " F i n e and dandy. G e t the building, e l e c t r i c a l and plumbing i n s p e c t o r s on it right a w a y and tell the town engineer to set the s t a k e s . G i v e this a g e n d a to my s e c retary to type up for c o u n c i l . " At this point the clerk lets you in on the s c h e m e of t h i n g s . Y o u are all three I n s p e c t o r s A N D the town engineer. F u r t h e r m o r e , the c o u n c i l hasn't s e e n the n e c e s s i t y for an exe c u t i v e s e c r e t a r y during the past four a d m i n i s t r a t i o n s and is not about to s e t a precedent for y o u . T h e clerk quickly leaves muttering s o m e t h i n g about your having a good day. W h e n I c a m e to Luray, I learned the layout of the town. S o everyone would marvel at my total r e c a l l , I memorized the location of s t r e e t s and l a n d m a r k s and even carried a town map home at night. L o n g t i m e r e s i d e n t s didn't hesitate to call with c o m p l a i n t s but they s e l d o m gave a street a d d r e s s . T h e r e f o r e , my k n o w l e d g e of s t r e e t s and l a n d m a r k s didn't help w h e n they s a i d they lived next door to " H o t s h o t H o u s d e n " , right a c r o s s the street from Ida Mae Dovel w h o h a s that three-legged dog. T h e y w e r e s h o c k e d I didn't know that. I usually replied, " I f you ever get to R o a n o k e , look up my s i s t e r . S h e lives next door to the S c o t t s out by Gave S p r i n g . " People w h o live in s m a l l t o w n s are c r e a t u r e s of habit. Luray installed a s o p h i s t i c a t e d new traffic s y s t e m at a b u s y i n t e r s e c t i o n placing s i g n a l s on three s t r e e t s and a large, brightly-colored stop s i g n on the fourth street. P i c t u r e s and diag r a m s w e r e published in the local About T h e Author Mr. S m i t h is town m a n a g e r of L u r a y , V i r g i n i a . L u r a y , located about 90 m i l e s from W a s h i n g t o n , D.C., h a s about 4,000 citizens. Don Smith teils the officer, "I was only doing paper two w e e k s prior to placing the s y s t e m in operation. T h e new stop s i g n w a s promptly run over and d e s t r o y e d eight t i m e s in four d a y s . One lady even ran over it t w i c e . I'm afraid to c h a n g e the intersection back to its original d e s i g n now that they s e e m to have the hang of it. One time w h e n I arrived in a new town, neighbors on my street dropped by to tell me how glad they w e r e to have me a s a neighbor. Now they would get the improvements they d e s e r v e d . I e x p l a i n e d that, due to my position and a p o s s i b l e conflict, the street would be last on the priority list. T h e next night they s h o w e d up at the c o u n c i l meeting to c o m p l a i n that they have probl e m s the manager w o u l d n ' t correct. W o r s e , my w i f e had volunteered to be their s p o k e s p e r s o n . Survival A survival t e c h n i q u e I have u s e d over the y e a r s is to develop s o m e standard a n s w e r s to fit most o c c a s i o n s . Here are s o m e u s e f u l hints: 1. A n irate citizen c a l l s to complain he is out of hot water and demand I turn it b a c k on s o he c a n finish his s h o w e r . A n s w e r : " T h e power c o m p a n y let W a s h i n g t o n borrow our electricity t o d a y — c a l l t h e m . " 75!" 2. A local attorney c a l l s to s a y one of his c l i e n t s got a radar ticket a n d , s i n c e the attorney is in Rotary with me, he w a n t s the police chief to " f i x " it. A n s w e r : " I can't, h e ' s already fixed his quota for this month." 3. A c o u n c i l member a s k s why the watertank can't be placed down in the valley next to the water p u m p s "to s a v e money on all that e x p e n s i v e pipe to pump water w a y up on that hill w h e r e a tank will be an e y e s o r e . " A n s w e r : " A brilliant idea; unfortunately, v^e have already bought the pipe from y o u r c o u s i n . " 4. T h e garden club a s k s that town c r e w s trim the s h r u b s the club planted around town b e c a u s e the m e m b e r s have arthritis. A n s w e r : " W e ' d love to, and s i n c e we have a s u r p l u s of w e e d killer, we'll spray them next w e e k . " 5. A senior citizen s u g g e s t s that s i n c e there is no taxi s e r v i c e in town, the police could take older f o l k s shopping in the c r u i s e r s " b e c a u s e all they do is ride around town, a n y h o w . " A n s w e r : " I ' m afraid our high band radios will stop their pacemakers." 6. A citizen a s k s that I make a neighbor move his f e n c e back 20 �feet because his c o w s stare at h i m w h e n he eats. Answer: " I ' l l turn that over t o the c o w c o m m i t t e e . " Speaking of c o m m i t t e e s , I've learned in small t o w n s that what s o m e t h o u g h t were t h e manager's f u n c t i o n s are now handled by c o u n cil c o m m i t t e e s . Some resent t h i s but c o m m i t t e e s c a n be useful t o managers. For e x a m p l e , a g r o u p approached me about an i n f e s t a t i o n of cats in their n e i g h b o r h o o d . The cats were o w n e d by a sweet o l d lady w h o m everyone liked so I thanked t h e m and t o l d t h e m I t u r n e d t h e p r o b l e m over t o the " c a t c o m m i t t e e . " In another instance, a homeo w n e r w a n t e d the t o w n t o c u t d o w n a tree she t h o u g h t w o u l d fall o n her house b u t her neighbor w a s a tree lover. The s o l u t i o n ? I t o l d both that c o u n c i l had a p p o i n t e d t h e m t o a two-person tree c o m m i t t e e and w h e n they reached a d e c i s i o n , report it to c o u n c i l . There are t i m e s , o b v i o u s l y , w h e n managers s h o u l d not have a ready answer. Never, never tell an irate citizen: • T h e water t a s t e s strange because t w o snakes g o t g r o u n d up in the water p u m p . • The garbage d i d n ' t get picked up t h i s week because t o w n employees w e n t deer h u n t i n g . • The s n o w p l o w c l o s e d their driveway after they cleared it because the driver is t h e w i f e ' s ex-husband. • The n e i g h b o r ' s tax bill is lower than their's because the neighbor's brother is t h e c o m m i s sioner of revenue. • The mayor's driveway g o t cleaned by t o w n c r e w s because he has t o attend t h e t o w n o f f i c e party. The main t h i n g t o r e m e m b e r is never get t o o serious a n d try t o keep a low profile. I f o r g o t t h i s cardinal rule s o m e years back w h e n I entered and w o n V M L A c h i e v e m e n t A w a r d s t w o years in a r o w . N o w c o u n c i l keeps asking what I've d o n e lately, and I am s t a l l i n g until I can t h i n k of s o m e t h i n g . I certainly hope I can stall until my retirement. One last t h i n g t o remember is t h i s . W h e n all else fails, managers s h o u l d act as if they are really busy and d o n ' t have t i m e to handle t h e p r o b l e m . For example, t h e mayor says t h e State Water Control Board is o n t h e t e l e p h o n e d e m a n d i n g t o know w h y t h e sewer plant violated regulations five t i m e s last week. Answer: " T e l l t h e m not to bother me right n o w w i t h their petty quest i o n s . O u r t o w n d r u n k has quit and gone on t o a p r o m o t i o n in W i n c h e s ter's d o w n t o w n mall. N o w I have to develop an affirmative a c t i o n plan to hire a r e p l a c e m e n t , " or " A whale has beached in Luray Caverns and w e have to get h i m back t o H a w k s b i l l Creek." PUBUC ADMINISTRATION SERVICE Providing management assistance and consultant services to local, regional, and state governments since 1933. 1313 East 60th Street Chicago, niinois 60637 (312) 947-2121 1497 Chain Bridge Road McLean, Virginia 22101 (703) 7M-«970 © THE MAGUIRE GROUP dmq Architects • Engineers • Planners C E Maguire, Inc. 5203 Leesburg Pike, Falls Church, VA 22041 (703) 998-0100 207 Business Park Drive, Virginia Beach. VA 23462 142 West York Street, Norlolk, VA 23510 (804) 627-2939 I Wllttlim. MA: PrDVldlnca. Rl: Haw BrlUin. CT: Spininburg, SC: Flartnca. SC: Phoanlx. AZ: Botlon. MA: I Ctltriottl. NC: Flllt Church. VA: Norlolk. UA: Rlchmcnd. VA: Altxtndrlt. LA: PlntburDh. PA: Honolulu. HI DAVID M. GRIFFITH AND ASSOCIATES, LTD. Specialists in ADR Systems and Cost Allocation Plans Drawer 59, Christiansburg, Virginia 24073 Teleptione Systems Evaluated Inler-Connect-Bell 703/382-1464 804-746-3684 630 Jay Way Ivlechanicsviile, VA 23111 Abbott - Harksen Communications C o n s u l t a n t s Improve Service-Reduce Cost On Long Distance-PBX-911 Billings Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division AUSTIN V . K O E N E N (212-558-3180) JOSEPH A . HARCUM (212-558-3174) BENEDICT T . MARINO ( 2 1 2 - 5 5 8 - 2 8 4 0 ) L E E K . BARBA (212-558-2168) ROBERT M . BROWN, I I I (212-558-3356) M I C H A E L P . GEORGE ( 2 1 2 - 5 5 8 - 2 6 8 0 ) ROBERT B . N O L A N ( 2 1 2 - 5 5 8 - 3 3 6 0 ) Lehman Brothers Kuhn Loeb Incorporated NEW YORK • ATLANTA • BOSTON • CHICAGO DALLAS • HOUSTON LOS ANGELES SAN F R A N C I S C O • LONDON • TOKYO 13 �Managing Human Services Putting The Job In the Manager's Office By Charlotte Kingery >O Q O I< Z o DC > 14 T h e c l i e n t s now are the " n e w poor," and there aren't l e s s of them but more of them. Helping them deal with not having a w o r k p l a c e is one hurdle but the problem of une m p l o y m e n t l e a d s to others like child a b u s e , divorce and the humiliation of applying for food s t a m p s . Eligibility w o r k e r s don't have time to adequately a s s i s t every c l i e n t l e s s staff for one thing, more paperwork for another. S o , how are Virginia l o c a l i t i e s m a n a g i n g ? IVIany m a n a g e r s are creating a new slot in their o f f i c e s to o v e r s e e what most agree is the most c o m plex function in local government: human s e r v i c e s . S o m e are deputy m a n a g e r s w h i l e others are a s s i s tants. Although s o m e are not physically in the m a n a g e r ' s office, they are nearby and c o n s i d e r e d a key m e m b e r o f the m a n a g e m e n t t e a m . Currently only a handful of Virginia local g o v e r n m e n t s have a s s i s tants in the m a n a g e r ' s office for this function, but the position is widely u s e d by large urban c o u n t i e s throughout the country. In Virginia, the first k n o w n position of this type w a s created in Norfolk in the early 1970's. Linking the job to the m a n a g e r ' s office gives the person top management support and direction needed for s u c c e s s . A c c o r d i n g to Managing Human Services, being in the m a n a g e r ' s office g i v e s the position leverage and power to " e f f e c t i v e l y pull together the l o c a l i t y ' s human services efforts." The assistant n e e d s a c c e s s to the manager and the manager should delegate enough authority to help the a s s i s tant get t h i n g s done. R e a g a n o m i c s and the new federa l i s m , w h i c h eliminated a good portion of the human s e r v i c e s f u n d s and partially contributed to unemployment, h a s made human serv i c e s more v i s i b l e . C i t i z e n s are talking to their e l e c t e d o f f i c i a l s about the situation, and m a n a g e m e n t , with a reduced budget, is trying to meet the n e e d s of new c l i e n t s . " I n the past, l o c a l i t i e s c o n c e n trated on the infrastructure but now there h a s to be a proper b a l a n c e among the n e e d s of the c o m m u n i About T h e A u t h o r Ms. Kingery is editor of Virginia City. Town & Roanolfe's l-iuman Resources Director Ewert review ttie city's latest plans. ty," e x p l a i n s J a m e s City C o u n t y A s s i s t a n t Darlene B u r c h a m . C h a n g i n g Direction R e s p o n d i n g to the unemployment d i l e m m a , most localities are getting their m a n p o w e r programs in gear. T h e y believe that employment is a major factor in helping the individual. T h i s is e s p e c i a l l y true for t h o s e s e e k i n g a s s i s t a n c e from the mental health department. L a s t year, the Virginia G e n e r a l A s s e m b l y mandated a employment s e r v i c e s program for e a c h locality requiring t h o s e in the Aid to Dependent Children and G e n e r a l Relief programs to look for work to receive benefits. O b v i o u s l y , s o m e c l i e n t s in t h e s e programs are e x e m p t but still Virginia localities m u s t a s s i s t about 25,000 people s e e k i n g j o b s . R e c e n t l y H e n r i c o C o u n t y publicized its new program to help unemployed parents w h o , for the first time, a b u s e their children b e c a u s e of their own j o b l e s s n e s s . Other loc a l i t i e s are c o n d u c t i n g c l a s s e s to help the juvenile who can't find work. C o u p l e d with u n e m p l o y m e n t are health problems. A person often f i n d s he is out of work, h a s no medical i n s u r a n c e and is ineligible for certain a s s i s t a n c e b e c a u s e of the new eligibility requirements of federal and state g o v e r n m e n t s . Robert Masden, Chesterfield C o u n t y ' s h u m a n r e s o u r c e director, is s u r p r i s e d at the line outside the health c l i n i c everyday and at the backlog of mental health department patients who previously went e l s e w h e r e for a s s i s t a n c e w h i c h they c a n no longer afford. Still other local g o v e r n m e n t s are putting emer- James Ritchie and City Manager Bern g e n c y s e r v i c e s — f o o d , clothing and s h e l t e r — f i r s t and trying to aid the c l i e n t s lacking the e s s e n t i a l s and in life threatening s i t u a t i o n s . Ironically t h e s e problems are making human s e r v i c e s visible in another way. H u m a n s e r v i c e agenc i e s , both private and public, are taking notice of one another. Out of n e c e s s i t y they are sharing res o u r c e s to reach the " n e w poor," and maintain b a s i c levels of services. George Drumwright, Henrico C o u n t y ' s deputy county manager for human r e s o u r c e s , talks about " c r o s s s e r v i c e s " like the s c h o o l s y s t e m working with the health department, s o c i a l s e r v i c e s sharing r e s p o n s i b i l i t i e s with mental health and the c o u r t s , and s c h o o l s joining parks and recreation. T h e team concept is used more and more. If one department c a n ' t do it, maybe another one c a n . Darlene B u r c h a m created a council in J a m e s City County that looks at s o c i a l problems. In Hampton, w h e r e G e o r g e W a l l a c e is the a s s i s tant city manager, the city located its human s e r v i c e a g e n c i e s in a vacant s c h o o l building. Here resid e n t s visit s o c i a l s e r v i c e s , health, the employment c o m m i s s i o n , clini c s and dental f a c i l i t i e s and C E T A in one trip. C o m m u n i c a t i o n among a g e n c i e s m a k e s this arrangement attractive, too. Every two months W a l l a c e holds a meeting of the human r e s o u r c e s coalition s o staff c a n e x c h a n g e information on a formal b a s i s in addition to the daily c o m m u n i c a t i o n from working in the s a m e building. P o r t s m o u t h ' s W a y n e Orton believes there is a greater amount of (Continued on page 16) �Professional Diiectory SCS ENGINEERS Southern Engineering S T E A R N S , C O N R A D A N D SCHMIDT CONSULTING E N G I N E E R S , INC. • WATER • WASTEWATER SUPPLY • SANITARY TREATMENT LANDFILL PROTECTION DESIGN , G A S Southern Engineering Atlanta, G e o r g i a ColiforniQ • Woshifigton Bates •Kentucky •South I'LANNING • LANDSCAPE A K C H i T h X T U R E • ENGINEERING C O M M U N I T Y D E V E L O P M E N T CONSULTING C o m p a n y of V i r g i n i a 400 East M a i n Street 1 8 0 0 P e a c h t r e e Street, N W A N D RECOVERY 1 1 2 6 0 R o g e r B a c o n D r i v e . R e s t o n , V a . 2 2 0 9 0 • (703} 4 7 1 - 6 1 5 0 HARLAND BARTHOLOMEW & A S S O C I A T E S , INC. 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Rislnn. VA ?209l YARGER AND A S S O C I A T E S , INC. Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 600 Surveys Our 30th Year 2830 Mary Street Falls Church, Va. 22042 703/560-6900 o FINANCIAL AND MANAGEMENT CONSULTANTS < Z DC > • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification and Pay Studies • Executive Search and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED O 16 BOX 43 \A BEAC H, \ , \ 23458 8(14 422-1711 sophistication among departments; networl^ing e x i s t e d but not to the degree it does now. Eligibility workers in the health d e p a r t m e n t now take a p p l i c a t i o n s for A D C and f o o d s t a m p s , w h i c h c u t s unnecessary trips t o the d e p a r t m e n t of social services for c l i e n t s . Also, the city has assigned w o r k e r s , w h o determine eligibility for state and local h o s p i t a l i z a t i o n , to its t w o m u n i c i p a l hospitals. Reaching Out Most of these a s s i s t a n t s are in a c h a n g i n g role. Previously they were tied to their prospective o f f i c i e s but now they are c o m i n g out f r o m behind their desks and g o i n g into the community. While Roanoke H u m a n Res o u r c e s Director James Ritchie's involvement in j o b training was to supervise social services and other city agencies in the matter, recent changes in the CETA program and the u n e m p l o y m e n t problem have put h i m in c o n t a c t w i t h private agencies and c o m p a n i e s . Now the p r o b l e m is handled w i t h a partnership a p p r o a c h . H e n r i c o ' s D r u m w r i g h t frequently trades i n f o r m a t i o n w i t h g r o u p s in the m e t r o R i c h m o n d area and feels the need t o cooperate. " I t ' s good t o know what is being provided in the area and to let others know we'll d o this if you'll do t h a t , " he notes. Last year, Richm o n d area localities w o r k e d w i t h Metro R i c h m o n d Chamber of Commerce and United Way t o assess the i m p a c t s of f u n d i n g c u t s on social service agencies and t d relay that i n f o r m a t i o n to c o r p o r a t i o n s and businesses that wanted t o steer corporate c o n t r i b u t i o n s t o agencies in need. "It doesn't hurt to be a politician." Even t h o u g h strides have been made in h u m a n services and people are b e g i n n i n g t o work together, the p o s i t i o n still holds m u c h frustration for assistant managers or human res o u r c e d i r e c t o r s . In Managing Human Services, the q u e s t i o n is asked, " H o w m u c h can be a c c o m plished by a single i n d i v i d u a l ? " Most agree people in these posit i o n s m u s t be e x c e p t i o n a l l y tale n t e d and creative and have highly developed d i p l o m a t i c skills t o survive. In fact, the main headache of the job is evaluating the h u m a n services rendered. H u m a n services c a n n o t be j u d g e d by how many miles of road are paved, or how many b u i l d i n g s are built or how many businesses are e s t a b l i s h e d . S o m e t i m e s public assistance rolls decrease, but the locality never k n o w s what happens t o these people. O n c e off assistance, the file is closed and not reopened unless the person needs help later. A l s o , human service people are d i c t a t e d by rules and regulations beyond those other municipal staff f o l l o w . The number of policies not only baffle t h e m but the regulations create clients w h o " f a l l t h r o u g h the c r a c k s . " They need help but the locality can't assist t h e m because they aren't eligible. A d d i t i o n a l l y , regulations hinder the potential of localities sharing information and eliminating duplication. While everyone else seems t o be g o i n g t o the c o m p u t e r a g e , this area of local government is b e h i n d . H a m p t o n ' s Wallace s u g g e s t s that if all the i n f o r m a t i o n could be put in a c o m p u t e r and management techniques applied, the w h o l e s y s t e m may w o r k better. " I t w o u l d be great if H a m p t o n c o u l d put their in-take s y s t e m in a c o m p u t e r so staff could punch out the i n f o r m a t i o n they need to assist a c l i e n t , " he says, " b u t there are t o o many laws, regarding privacy and freedom of i n f o r m a t i o n , that preclude i t . " H a m p t o n tried t o devise a s y s t e m years ago but gave up w h e n it appeared it could not be a c c o m - Hiring The HS Assistant Some localities have asked the League about creating an assistant manager position in human services. While it may be good that the person has experience in social services, or a related field, s o m e think that it is unnecessary since the main skill needed is management. In fact, one person t h o u g h t it was better that the assistant not have a b a c k g r o u n d in social services since researching the in's and o u t ' s of the field caused him to ask q u e s t i o n s that led to a better way t o do t h i n g s . Also, knowledge of telecommunications and experience in c o m p u t e r s and finance are h e l p f u l . Traditionally counties have played a larger role in direct delivery of human services than have cities. W h a t is good for one, may be inappropriate for the other. A c c o r d i n g to Managing Human Services, though, a small city w i t h relatively scarce f u n d i n g resources may be wise t o go for the " h u m a n services coordinator operating out of the manager's o f f i c e . " �p l i s h e d . Other localities have experienced similar p r o b l e m s , a l t h o u g h Roanoke may explore it later this year. "Because we are strapped for manpower, there isn't time for creative tlilnking— lil<e how can we do this job better?" George Wallace A l t h o u g h h u m a n resource managers are now w o r k i n g w i t h others in the c o m m u n i t y and e n h a n c i n g their o w n c o m m u n i c a t i o n w i t h department heads, m o s t c o n c e d e it was a long road g e t t i n g t o this point. O f t e n the assistant had t o consider the personalities and b a c k g r o u n d s involved in order t o a c c o m p l i s h the goal of delivering the best services. In fact, these ass i s t a n t s are managing g r o u p s that have traditionally s t o o d separate because each was created by a categorical grant o r a public law. These g r o u p s o f t e n f i g h t being coordinated or c o n s o l i d a t e d because they w o u l d lose their identity. But there have been s o m e v i c t o r i e s . One assistant tells how he w o r k e d w i t h the c o m m u n i t y services board to help merge 14 p r o g r a m m a t i c budgets into one so that by m e r g i n g b u d g e t s , they w o u l d merge services, t o o . The board then had the m a x i m u m ability to provide services. Consulting Engineers Environmental Laboratories Industrial and Municipal TECNOMICS • RATE S T U D I E S • CONSOLIDATION/ANNEXATION 1531 Nortti M a m Street Blacksburg, Virginia r\\D J ^ O R T O ^ T ' ^ D ( 7 0 3 ) 24060 5 5 2 - 5 5 4 8 • MICRO COMPUTER • TRANSPORTATION STUDIES PROGRAMMING STUDIES 100 ARDMORE STREET BLACKSBURG 2 4 0 6 0 703-552-5609 • Solid Waste/Energy Recovery • vyater Pollution Control • A i r Pollution Control • Industrial Waste Treatment r RECREATION PRODUCTS DIV. WASHINGTON (202) OFFICE; 842-1 p K A 160 U M 'ASSOCIATES Box K228 Koger Executive Center Richmond. Virginia 23288 (8041 283-6061 Charles R Velzy Associates, 1 Consulting Engineers 355 Main Street Armonk. New York 10504 • • • Metcalf&Eddy • PERRY K. PLAINE Water Wastewater Resource Recovery Transportation 1 1 1 2 0 N e w Hampshire Ave. Suite 2 0 0 Silver Spring, M D 2 0 9 0 4 lOBniENGGERE = ConsultingEngineers 820Corporate Drive Landover, MD 20785 (301)731-5622 ENGINEERS ngl 10710 Boston, Philadelphia, New York, St. Louis, Syracuse, White Plains • ARCHITECTS • PLANNERS Grcculiome LCE HIGHWAY. SUITE & O'Ma 202 • • SURVEYORS rti, Inc. FAIRFAX. David A . Minier PHONE 703-3e5-98oo Future Changes A l o n g w i t h m e e t i n g b u d g e t res t r a i n t s , h u m a n service a s s i s t a n t s will c o n t i n u e t o assist those w h o are u n e m p l o y e d . Chesterfield has recently asked area e m p l o y e r s t o try to keep t h o s e w i t h a l c o h o l i c problems e m p l o y e d . The purpose was t w o - f o l d . First, by keeping the person e m p l o y e d , no additional p r o b l e m s s h o u l d arise and, s e c o n d , the c o u n t y can collect a fee on a s l i d i n g scale basis if the person c o n t i n u e s t o work. In times of f u n d i n g s h o r t a g e s , more people will be served if the c o u n t y charges a fee a n d , more important, the client is likely t o be c o m m i t t e d t o the assistance he receives if he pays for it. Localities are d i r e c t i n g their efforts t o w a r d educational p r o g r a m s , not only for parents in child abuse and juvenile s i t u a t i o n s , but also for the private sector as to w h y it s h o u l d get and stay involved. Prevention programs will e x p a n d . A f t e r f i n d i n g that research s h o w s it c o s t s g o v e r n m e n t a p p r o x i m a t e l y $1 m i l l i o n t o care for a severely mental(Continued on page 18) Patton, Harris, Rust & Assoc. a prolessional c o r p o r a t i o n Engineers . Surveyors , Planners C o m p l e t e p r o f e s s i o n a l services lor WHITMAN, REQUARDT AND ASSOCIATES m u n i c i p a l i t i e s and public a g e n c i e s ENGINEERS Mam Offic*: 1 0 5 2 3 M a m Street. Fairfax, Virginia 2 2 0 3 0 (703) 273-8700 Vall«y O f f i c e : 100 S o u t h M a m Street BnOgewater Virginia 2 2 8 i 2 ( 7 0 3 1 8 2 8 2616 Florida—West Virginia—Georgia—Maryland COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES SAINT PAUL STREET MARYLAND 21218 (301) 235-3450 G e o r g e C u n n i n g h a m , Field Representative "imagineered" BENGTSON, DeBELL. ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS & PLANNERS Leesburg, VA 703-777-1258 Centreville.VA 703-631-9630 2315 BALTIMORE, Silver Spnng, M D 301-439-0055 P L A Y G R O U N D and P A R K E Q U I P M E N T BY G A M E TIME, I N C . o C U N N I N G H A M AbSOC. INC. Box 9 5 5 4 L a k e s i d e B- , Ricl-.mcnd, V s 23228 P h o n e 8 0 4 2 6 2 2401 o I< Waste Systems m m mmm mmmmt P.O B o x 789 Bluefleld. Virginia Urban P l a n n i n g Landscape Architecture Annexation Studies Development Planning z CD Michoal K. Berlin CE Municipal Sefvicej Monoger East Cenlral Region BROW/NING-FERRIS INDUSTRIES 1800 P a r k w a y Or, H a n o v e r . M D 21076 Bait. (301) 796-8850 T e l e x 87.487 17 �(Human Services, from 17) ly retarded person, Chesterfield is s t e p p i n g up its e f f o r t s to teach expectant m o t h e r s about health and screen small c h i l d r e n to d e t e c t any p r o b l e m s that may be c o r r e c t e d early in life. Summary Despite the f r u s t r a t i o n s and curtailed f u n d i n g , localities will c o n t i n ue to solve social p r o b l e m s in their localities and work w i t h g r o u p s — f r o m the manager's o f f i c e . wagner' hohns • i n g l i s • inc. CONSTRUCTION CONSULTANTS , • CPM Scheduling • • • • • Project Management Claims Litigation and Support Document Management and Retrieval Laboratory Testing Services Construction Management Seminars 208 High Street Mount Holly, New Jersey 08060 (609) 261-0100 W A S H I N G T O N D.C. • T A M P A KANSAS CITY • NEW O R L E A N S LOS A N G E L E S • S A N F R A N C I S C O Public Power Financing . . Exp e ri ence Innovation Commitment Response to New Procurement A c t in January of t h i s year, the Virg i n i a M u n i c i p a l League surveyed a p p r o x i m a t e l y 50 localities of all sizes to d e t e r m i n e their response to the new A c t . The f o l l o w i n g summarizes s o m e of the f i n d i n g s : 1) A few t o w n s under 3,500 in p o p u l a t i o n have a d o p t e d procurement ordinances since passage of the A c t a l t h o u g h these t o w n s had no o b l i g a t i o n under the Procurement A c t to do so. These o r d i n a n c e s largely e m b o d y c o m p e t i t i v e principles and frequently incorporate or parallel the policy provis i o n s of the new Act. In most cases, the o r d i n a n c e s represent the first c o m p r e h e n s i v e p r o c u r e m e n t o r d i n a n c e s of the locality. 2) All localities surveyed over 3,500 in p o p u l a t i o n except one have a d o p t e d or are in the process of a d o p t i n g alternative policies to the n o n m a n d a t o r y provisions in the Act. 3) All localities over 3,500 in population (which have a d o p t e d a new p r o c u r e m e n t ordinance) now have p r o c u r e m e n t policies that at least generally parallel the n o n m a n d a t o r y sect i o n s of the new A c t . Several of these localities a d o p t e d ordinances w i t h p r o c u r e m e n t policies nearly identical to the new Procurement A c t and s o m e inc o r p o r a t e d by reference spec i f i c s e c t i o n s in the new A c t . The new A c t t h u s will result in c o n s i d e r a b l e u n i f o r m i t y in purc h a s i n g p r o c e d u r e s at the local level. Q CD 18 5) A number of localities adopted provisions somewhat more stringent than the policies set forth in the Act. Roanoke and H a m p t o n , for example, require p u b l i c a t i o n in an official newspaper to advertise purchases over $10,000. The Procurement A c t s i m p l y authorizes newspaper p u b l i c a t i o n as one alternative m e t h o d of notice. 6) Several localities took advantage of establishing a debarment policy by w h i c h prospective c o n t r a c t o r s may be debarred f r o m c o n t r a c t i n g w i t h the locality. The e s t a b l i s h m e n t of debarment policies at the local level is relatively new to Virginia. The inclusion of such p o l i c i e s is not surprising in light of recent revelations of bid rigging s c h e m e s involving p r o c u r e m e n t at the local level. FOR SALE o O H < 4) Eighty-nine percent of the localities between 3,500 and 20,000 in p o p u l a t i o n indicated that they did not have a c o m prehensive p r o c u r e m e n t ordinance prior to the a d o p t i o n of the new A c t — t h a t is more than three or four paragraphs in their code or charter. But only 59 percent of the localities between 3,500 and 30,000 in population indicated that passage of their new ordinance w o u l d substantially revise their purchasing practices. For localities over 20,000 in p o p u l a t i o n , the percentages are 50 percent and 11 percent respectively. These figures suggest that alt h o u g h a majority of localities did not have comprehensive p r o c u r e m e n t ordinances prior to the a d o p t i o n of the 1982 Proc u r e m e n t Act, many of these same c o u n t i e s , c i t i e s or t o w n s practiced c o m p e t i t i v e purchasing p o l i c i e s . Pre-Owned elevated water storage tanks Turn-Key construction on your property. 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Made by actually boosting the taste you get out of smoking. Boosting taste to equal leading cigarettes having up to twice the tar. MERIT. The 'Enriched Flavor™ cigarette. There's nothing halfway about it. MERIT Warning: The Surgeon General Has Determined That Cigarette Smoking Is Dangerous to Your Health. Kings & KXys ) Philip Morris Inc. 1982 Kings: 7mg "tar," 0.5 mg nicotine—100's Reg: 10 mg "tar" 0.7 mg nicotine— 10O's iVIen: 9 mg "tar" 0.7 mg nicotine av.per cigarette,FTC Report Dec'.SI � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 18, Number 4 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource April 1983 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198304 https://www.virginiaroom.org/digital/files/original/69/6451/198305.pdf 3342d8ef5f5e98e5d8e2ec90defb10c8 PDF Text Text Virginia Volume 18 May 1983 Numbers *City Managers Celebrate in Staunton Inside: ^ M u n i c i p a l Reference Library — S u p r e m e Court H a n d s D o w n D e c i s i o n s — V M L Holds Congressional Breakfast —Conflict Management �GRIFFIN Ductile Iron Pipe ^ ^ ' ^ for water and sewer installations DUCTIt.e IRON CAST IRON SOIL PIPE & FITTINGS ../\Tnsted GRIFFIN P I P E P R O D U C T S CO. BOX 740 • L Y N C H B U R G , VIRGINIA 24505 • 804-845-8021 VIRGINIA MUNICIPAL GROUP S E L F INSURANCE ASSOCIATION A p r o g r a m d e s i g n e d to h e l p c o n t r o l your W o r k m e n ' s C o m p e n s a t i o n C o s t s . MEMBERS' SUPERVISORY H O N . C H A R L E S A. R O B I N S O N , JR. BOARD H A R R Y G. KING M a y o r , T o w n of V i e n n a Member, Prince George County Chairman B o a r d of S u p e r v i s o r s JOHN F R A N C I S T. W E S T Councilman, P E R R Y M. CUTLIP Shenandoah County Martinsville LEON DePUE Administrator JOHNSON D i r e c t o r of F i n a n c e , J a m e s City County Suffolk B o a r d of S u p e r v i s o r s R. M I C H A E L AMYX Executive Director, F o r further information contact: Robert Perkins Hall Risk Management Services, Inc. Suite 130 —Jefferson B l d g . 8100 Three Chopt Road Richmond, Virginia 23288 (804)285-8525 Bradley K. Harmes Administrator Virginia Municipal Group Self Insurance Association P.O. Box 753 Richmond, Virginia 23206 (804)649-8471 VML �Virginia Editor Charlotte Kingery Publications Assistant C h r i s t i n e A. E v e r s o n Editorial Assistant Joni Terry Telephone VOLUME 18 804/649-8471 MAY 1983 NUMBERS VML President Francis T. West Officers Charles A. Robinson, Jr. Lawrence A. Davies Vincent J . Thomas SamW. Adams Executive Committee Jack D. Edwards Jane L. Hough ArlieC. Payne Martha V. Pennine Ronald C. Spiggle Robert T.Williams 4 People 5 A Good Week for Local Governments In The U.S. Supreme Court "Starting on February 28,1983, the court handed down decisions on workers for city construction projects, age discrimination and police officers as witnesses—all good for local governments." 6 7 8 On the Cover; Three former Staunton city managers meet with Gene McCombs, the current manager. From left: McCombs; Edward Martin; Willard Day; and C. M. Moyer. See the story on page 12. Marketplace Conflict: Keeping It Under Control "In this month's Commentary, Russ Linden gives localities three ways to resolve conflict instead than going to court." 9 Need Information? Ask Your Librarian "Most municipal employees forget about asking their librarian to help when trying to complete a work assignment or find valuable information." 12 VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of tfie Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 VML's Congressional Breakfast "When the League went to Washington in March, antitrust suits were a big part of the discussion." Past President Raymond F. Ratcliffe Executive Director R. Michael Amyx * Manager Celebrates 75 Years of the Profession "A numberof managers attended the recent celebration in Staunton—including visitors from nearby states." O Q O o > �People Kaufman Named Richard B. Kaufman was appointed Blacksburg t o w n attorney. He was fornner assistant city attorney for the City of R o a n o l o . Kaufman s u c c e e d s T h o m a s H u d s o n . Smith Accepted Kathy Lynn Mclntyre is the League's new secretary. In addition to her duties with the VML, she wiil be worthing with many of the affiiiate organizations and attending their annual conferences. A native of Richmond, Kathy attended Radford University and graduated from The Braxton School, a business school in Richmond. Virginia Beach City Clerl< Ruth Hodges S m i t h , w h o is a Certified Municipal Clerl< (CIVIC), has been accepted into the A c a d e m y for A d vanced Education of the International Institute of Municipal Clerics. The academy is a professional body of municipal clerl<s w h o have continued their high level of educational achievement beyond the att a i n m e n t of the prestigious Certified Municipal Clerl< award. S m i t h became city clerk/clerk of c o u n c i l in 1979. She was previously e m p l o y e d w i t h the Tidewater Virginia Development Council and the M a c A r t h u r Memorial F o u n d a t i o n . In Are you still gambling 1982-83, she was president of the Virginia Municipal Clerk's Association. Parrish Honored Harry Parrish, former Manassas mayor and c o u n c i l m a n , was honored at a special ceremony d u r i n g a Manassas city c o u n c i l m e e t i n g March 14. Parrish served Manassas city government 30 years, 12 as a c o u n c i l m a n and 18 as mayor. During the ceremony a portrait painted by Nancy Hersch, a local artist, was unveiled. It will hang in t h e c o u n c i l chambers with the portrait of Harry Davis, another l o n g t i m e Manassas mayor. The t w o mayors served the city 60 out of the 110 years since Manassas was granted its charter. Some water meters are like loaded dice! Costly to operate. Costly to maintain. But more important, costly to your system wtien they allow water to trickle through unmetered, unbillable! KENT'S C-700 bronze and polymer positive displacement water meters can solve all of those problems, and more! Accurate at flows as low as VA gpm, KENT'S C-700 was designed to overcome all of the everyday problems of meter operation. So stop gambling your future revenues away! Contact us today for immediate delivery. We can provide a trial order, submit a competitve bid or provide specification assistance. KENT future water revenues? KENT METER SALES, INC. P.O. Box 1852 Ocala, Florida 32678 904-732-4670 Outside FloridaJOLLFREE 1-800^874-0890 _ I I'm tired of slioooting snalie eyes! I Tell me more about the C-700. Name _ _Title_ Address. City Telephone, State. -Zip_ �A Good Week For Local Governments In The U.S. Supreme Court By Howard W. Dobbins, General Counsel Earlier this year w i t h i n the s p a c e of o n e w e e k , t h e S u p r e m e C o u r t of the United States a n n o u n c e d opinions of particular interest to local g o v e r n m e n t s : o n e u p h o l d i n g an exe c u t i v e o r d e r of t h e m a y o r of Bost o n r e q u i r i n g all c o n s t r u c t i o n proje c t s f u n d e d in w h o l e o r in part by city f u n d s to be p e r f o r m e d by a w o r k f o r c e o f at l e a s t half r e s i d e n t s of that c i t y ; t h e s e c o n d h o l d i n g that the e x t e n s i o n of the A g e Discrimination E m p l o y m e n t Act to cover state and local g o v e r n m e n t s does not directly impair the states' ability t o s t r u c t u r e i n t e r n a l o p e r a t i o n s in areas of traditional governmental f u n c t i o n s and thus does not violate the Tenth A m e n d m e n t ; and the third d e t e r m i n i n g t h a t a s u i t u n d e r 42 u s e S e c t i o n 1983 a g a i n s t a p o l i c e o f f i c e r m a y n o t be m a i n t a i n e d bec a u s e of t h e general rule of absolute i m m u n i t y for w i t n e s s e s . T h e C o m m e r c e C l a u s e o f t h e U.S. Constitution challenges to the Bost o n o r d i n a n c e w e r e rejected by our h i g h e s t c o u r t w i t h m o r e t h a n norm a l u n a n i m i t y i n White v. Massachusetts Council of Construction Empioyers ( a n n o u n c e d F e b r u a r y 28, 1983, 50 U.S. L . W . 4211, w i t h o n l y partial d i s s e n t s by J u s t i c e s Blackm u n a n d W h i t e . ) In W h i t e , t h e c o u r t reversed the Supreme Judicial C o u r t o f M a s s a c h u s e t t s w h i c h earlier d e c i d e d t h e B o s t o n o r d e r w a s an u n c o n s t i t u t i o n a l v i o l a t i o n of t h e C o m m e r c e Clause. Relying on the r u l e w h i c h it a r t i c u l a t e d i n Hughes V. Alexandria Scrap Corp., 426 U.S. 794 (1976), t h e c o u r t , i n a n o p i n i o n by J u s t i c e R e h n q u i s t , held that w h e n , a s in t h e c a s e of B o s t o n , a state or local g o v e r n m e n t enters a market as a p a r t i c i p a n t as d i s t i n g u i s h e d f r o m a r e g u l a t o r , a n d exp e n d s i t s o w n f u n d s , it is n o t s u b ject to t h e r e s t r a i n t s of t h e C o m m e r c e C l a u s e e v e n if s o m e o f t h e funds used for the projects affected c o m e f r o m federal s o u r c e s , s u c h as block grants and economic development grants. In Equal Opportunity Employment Commission v. Wyoming, dec i d e d M a r c h 2, 1983, 52 U.S. L.W., 4219, t h e U.S. S u p r e m e C o u r t w a s called u p o n to review a d e c i s i o n of a d i s t r i c t c o u r t in Wyoming, 514 F. S u p p l . 595, w h i c h d i s m i s s e d a s u i t brought by the EEOC alleging violat i o n of t h e A g e D i s c r i m i n a t i o n a n d E m p l o y m e n t A c t o f 1967 ( t h e ' A c t ' ) because a supervisor for the Wyoming Game and Fish Department w a s i n v o l u n t a r i l y retired at a g e 55 pursuant to a W y o m i n g statute. The District Court held that the Wyom i n g law violated the d o c t r i n e of Tenth A m e n d m e n t immunity articul a t e d in National League of Cities v. Usury, 426, U.S. 833, w h i c h s t r u c k d o w n Congress' attempt to extend the w a g e and hour provisions of the Fair Labor S t a n d a r d s A c t to state and local g o v e r n m e n t s . In r e v e r s i n g a n d r e m a n d i n g , b y a five to four majority, the S u p r e m e Court held that the Tenth A m e n d ment limitation on Congress' power s p e c i f i e d in National League of Cities is a f u n c t i o n a l d o c t r i n e , " w h o s e u l t i m a t e p u r p o s e Is n o t t o c r e a t e a sacred province of state a u t o n o m y , but to ensure that the unique benef i t s o f a f e d e r a l s y s t e m in w h i c h t h e states enjoy a 'separate and Independent existence' (citations omitted), not to be lost t h r o u g h u n d u e f e d e r a l i n t e r f e r e n c e in c e r t a i n c o r e state f u n c t i o n s . " Thus, because of the finding that the Act does not "directly impair" the state's ability t o ' s t r u c t u r e i n t e r v a l o p e r a t i o n s In the areas of traditional g o v e r n m e n tal f u n c t i o n s , ' t h e c o u r t c o n c l u d e d t h a t National League of Cities was inapplicable. The majority opinion reasoned that managing state parks is a t r a d i t i o n a l s t a t e f u n c t i o n b u t t h e d e g r e e o f f e d e r a l i n t r u s i o n in this case w a s s u f f i c i e n t l y less serio u s t h a n In National League of Cities a n d t h e r e f o r e m a d e It u n n e c essary for the court to override Cong r e s s ' e x p r e s s c h o i c e t o e x t e n d its regulatory authority to the states. T h e f o l l o w i n g w e e k o n M a r c h 7, t h e S u p r e m e C o u r t i s s u e d its o p i n i o n in Briscoe and Others v. LaHue and Hunley, 51 U.S. L . W . 4247. B r i s coe, o n e of the p e t i t i o n e r s , w a s c o n v i c t e d In t h e s t a t e c o u r t f o r b u r g l a r izing a h o u s e trailer. He t h e n filed a Section 1983 complaint against LaHue, a m e m b e r of the B l o o m i n g t o n , I n d i a n a p o l i c e d e p a r t m e n t , alleging that LaHue violated his cons t i t u t i o n a l right to d u e p r o c e s s by c o m m i t t i n g p e r j u r y in t h e c r i m i n a l p r o c e e d i n g s leading to his convict i o n . L a H u e t e s t i f i e d t h a t in h i s o p i n i o n B r i s c o e w a s o n e of no m o r e (Continued, page 14) ' e stand behind our products at CPfifP. Char field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. o o Concrete Pipe ff Products Company, Inc. EG. Box, 1223, Richmond,VA 23209 (804)233-5471 o I< �r VML's C o n g r e s s i o n a l Breakfast P e n n i n o W a n t s L o c a l i t i e s E x e m p t e d F r o m Antitrust A b o u t 40 l o c a l o f f i c i a l s a t t e n d e d the V M L Congressional Breakfast M a r c h 8. S e n s . J o h n W a r n e r a n d Paul Trible a t t e n d e d as w e l l as C o n g r e s s m a n N o r m a n Slssisl^y. Cong r e s s m e n J a m e s R. O l i n a n d J . K e n neth R o b i n s o n w e r e r e p r e s e n t e d by their legislative aides. T r a n s i t f u n d i n g , p a y m e n t s in lieu of taxes a n d c o m m u n i t y development block grants were discussed but antitrust suits filed against local g o v e r n m e n t s d o m i n a t e d t h e breakfast conversation. M a r t h a P e n n i n o , v i c e c h a i r m a n of t h e Fairfax C o u n t y B o a r d of Supervisors and a m e m b e r of the League executive committee, told members o f C o n g r e s s it is v i t a l t h a t f e d e r a l l e g i s l a t i o n be e n a c t e d to give local governments the same exemption from antitrust suits that states have. In J a n u a r y 1982 t h e U n i t e d S t a t e s S u p r e m e C o u r t i s s u e d a n o p i n i o n in Community Communications Inc. v. City of Boulder which expanded the p o t e n t i a l e x p o s u r e of local g o v e r n m e n t s and their officials for claims under federal antitrust laws. The Boulder decision and the Supreme C o u r t ' s e a r l i e r City of Lafayette decision shattered the long-standing a s s u m p t i o n that local g o v e r n m e n t s share the states' e x e m p t i o n from federal antitrust laws. P e n n i n o s a i d t h e Boulder opinion left s o m e very s i g n i f i c a n t q u e s t i o n s unanswered. "Will treble damages be levied against a local governm e n t f o u n d t o be in v i o l a t i o n of a n t i trust l a w s ? " and " A r e local governm e n t s subject to the 'active state supervision' requirement?" she asked. >O Q 5 o h< The latter issue, Pennino said, has particularly repugnant overt o n e s f o r l o c a l g o v e r n m e n t s in a D i l lon Rule state s u c h as Virginia, w h e r e local g o v e r n m e n t s are already s u b j e c t t o c l o s e s c r u t i n y by t h e s t a t e . S i n c e t h e Boulder decision a little more than a year ago, suits have been filed against local g o v e r n m e n t s o n t h e f o l l o w i n g iss u e s : e x e r c i s e of z o n i n g p o w e r s ; p r o v i s i o n of w a t e r , s e w e r a n d electricity; trash c o l l e c t i o n ; landfill ope r a t i o n s ; m a s s t r a n s i t ; l i c e n s i n g of t a x i c a b s a n d p l u m b e r s ; o p e r a t i o n of airports; sludge disposal; procurement; public works construction; public health regulation; operation of p a r k i n g l o t s ; a n d o p e r a t i o n of recr e a t i o n a l f a c i l i t i e s . In t h e D i s t r i c t o f C o l u m b i a p r i s o n e r s in t h e c i t y jail Sen. John Warner, center, greets Portsmouth VML President Francis T. West, right, looks Sen. Paul fast. Trible, left, talks to Manassas filed an a n t i t r u s t suit against the c i t y a l l e g i n g p r i c e f i x i n g of telep h o n e c a l l s f r o m t h e p r i s o n , a n d in Fairfax C o u n t y an a n t i t r u s t suit has b e e n f i l e d c h a l l e n g i n g t h e a w a r d of a cafeteria concession. Pennino explained the League's c o n c e r n w i t h t h e a p p l i c a t i o n of federal a n t i t r u s t laws t o local g o v e r n m e n t s " e x t e n d s f a r b e y o n d t h e iss u e of u l t i m a t e l y having to pay d a m ages." She illustrated t h e p o i n t by c i t i n g the antitrust suit currently pending a g a i n s t t h e C i t y of R i c h m o n d . " T h e r e a l i s s u e s in t h e s u i t c o n c e r n z o n ing a c t i o n s t a k e n by t h e city and c h a l l e n g e d by a h o t e l c h a i n . Develo p e r s of t h e hotel are s e e k i n g treble d a m a g e s of a p p r o x i m a t e l y $250 million for alleged antitrust violations—an amount equal to the city's annual budget. "In addition, plaintiffs have named the former mayor, the city manager, the planning director and t h e city a t t o r n e y as individual def e n d a n t s , w h i c h is a n a c t i o n c a l c u lated t o have an o p p r e s s i v e l y i n t i m i dating effect on those individuals as t h e y p e r f o r m their official d u t i e s . "Perhaps the most alarming about the case, however—and fact this Councilman on. Park officials Jack following Barnes. the break- s e e m s to be relatively typical of ant i t r u s t c a s e s — i s in t h e y e a r i n w h i c h t h e case has been p e n d i n g , R i c h m o n d has s p e n t $600,000 in attorney fees to defend the suit, and d i s c o v e r y of a n t i t r u s t has not e v e n c o m m e n c e d ! The only issue inv o l v e d s o f a r is w h a t a t t o r n e y s m a y represent which defendants. P e n n i n o insisted there has to be a better way. A blanket exemption for l o c a l g o v e r n m e n t s is o n e w a y , s h e s u g g e s t e d , o r if a b l a n k e t e x e m p t i o n is n o t f e a s i b l e , at least, " f e d e r a l l e g i s l a t i o n s h o u l d be p a s s e d " t o clarify certain matters and ensure that t r e b l e d a m a g e s p r o v i s i o n s of federal antitrust laws do not apply to local governments. "Legislation should ensure that state legislation exempting local governments in s p e c i f i c subject m a t t e r areas need not c o n t a i n an active 'state supervision' requirem e n t , p a r t i c u l a r l y in D i l l o n Rule s t a t e s w h e r e all l o c a l a u t h o r i t y is s t a t e - g i v e n in t h e f i r s t i n s t a n c e , " she said. In r e s p o n s e t o t h e L e a g u e ' s p o s i tion, both senators acknowledged Pennine's request and said they w e r e a w a r e of t h e p r o b l e m s surrounding the Sou/der decision. �Marketplace For Sale Surplus Equipment City of Danville. Sealed bids will be received until 11 a.m. July 6, 1983 for the sale of ttie following surplus equipment. Bids will be publicly opened and read at that time. The city is making no guarantees as to the quality of the equipment, however, equipment may be seen and inspected at Danville's Northside Water Pollution Control Plant, 460 Williamson Road, Danville, VA 24540, Monday through Friday, between 9 a.m. and 4 p.m. 1. One 5-foot-3-inch diameter by 10foot long door-Oliver Model 6F2 (special) Serial Number 4077210L, left hand drum, vacuum filter and accessories in good working condition. 2. Two Model P3400 Super - D Canter, Type PR164/5 Serial Numbers 74 - P3400 - 163 and 74 - P3400 184 Penwalt Sharpies Centrifuges. Both units in excellent condition; one has carbide tipped conveyor flights. 3. One Model MS • 2500 - 133 - 74 Virotrol Air Scrubber and accessories manufactured by Virotrol Corporation, in good working condition. Bids must be valid 30 days from date of opening. Award of the bid will be determined within this 30day period. Payment must be made to the City of Danville by cashier's check within 10 days of the date of the award. A bid bond or cashier's check in the amount of $1,000 shall accompany all bids. Mail bids to: City of Danville, Purchasing Department, P.O. Box 3300, Danville, VA 24543 in a sealed envelope. Mark on outside of envelope "Sealed BidSurplus Wastewater Equipment"Bids Due 11 a.m. July 6, 1983. The City of Danville reserves the right to accept or reject any or all bids or to accept any portion that will be in the best interest of the city and waive all formalities. We Want News from your locality for V I R G I N I A T O W N & C I T Y magazine. If you have recent appointments, a new facility or a project/program that can benefit other Virginia local governments, let us know. Contact Charlotte Kingery at 804/649-8471. Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Yoric Plaza, New Yorl<, N.Y. 10004 illSHORNER,^ 725 CHURCH STREET 804-846-2711 LYNCHBURe, VIRGINIA PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. PATRICIA A. COOPER THOMAS W. ROBERTS, JR. CAMP DRESSER & McKEE 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 One World Trade Center, Suite 2637 New York, New York 10048 212 432-6700 environmental engineers, scientists, planners, & management consultants COM O Q R.W. B E C K AND ASSOCIATES Engineers and Consultants Utility Planning, Management and Design Services. Rate and Contract Evaluation Tectinical and Economic Evaluation. Utility Property Appraisals Load Management and Energy Conservation Analysis Energy Source Evaluation. Fossil - Nuclear - Hydro Solid Waste - Solar 40 G r o v e Street Wellesley, Mass. 02181 (617) 237-4870 1510 E . C o l o n i a l D r . O r l a n d o , F l a . 32803 (305) 896-4911 O I- < Z o DC > �Commentary Conflict: Keeping It Under Control By Russ Linden o Q o < Z CD DC > City, county and town managers are used to dealing witti conflict. Local governments are not homogeneous entities in which everyone shares the same goals, interests and values. Department heads seeking more for their budgets, citizens complaining about service levels, human service agencies making claims on available funds—these are facts of life for public officials, and most try to manage conflict without loss of control of the issue. Problems typically arise when the issue gets out of administrative control, when lawsuits are filed or when special interest groups try to turn issues into political causes to advance their own positions. At best, such activities can be a healthy exercise of participation in the decision-making process; at worst, they can require excessive amounts of time and cost thousands of dollars. Annexation suits in Virginia have cost $500,000 to $1 million. When they stretch on for years, as did the HarrisonburgRockingham dispute, the figure can approach $2 million or more. Costs of litigation and politicking by special interest groups go beyond actual dollars spent and time used. Deep distrust between and within localities grows, a history of winners and losers begins and decisions are made that all parties may come to regret. Prospects for conflict management are not all gloomy, however. With the increased level of litigation and special interest group activities, governments are beginning to develop new methods for managing conflict. These methods are creative, involving the concerned parties about the issue and reducing the likelihood that the issue will go to court, where all administrative control is lost. What are some of these emerging approaches? Negotiated Investment Strategies. Negotiation, a common technique in labor-management disA b o u t the A u t h o r Mr. Linden is a f f i l i a t e d w i t h the I n s t i t u t e of G o v e r n m e n t at the University of Virginia. putes, has recently been tried in the public sector to manage increasing claims on shrinking public funds. Connecticut Governor William O'Neill adopted the negotiated investment strategy approach to augment his state's budget process for block grants. The state's social services block grant was selected for this process because of its complexity, flexibility and scope. The service providers that anticipated being funded through the grant were divided into three negotiating teams: one represented eligible state agencies, a second was made up of municipalities and the third represented nonprofit service providers. The three teams met with the assistance of facilitators over a five-month period, first gathering information, then identifying their desired outcome of the process and selecting criteria to guide their decisions, and finally recommending allocations. Connecticut's 1983-84 budget reflects the final agreement, which was signed by the three negotiating teams. EnvironmentalMediation. Another type of negotiation is being offered by groups like the Institute of Environmental Negotiation at the University of Virginia. One of a handful of similar organizations in the country, the institute offers third-party mediation to citizen groups, organizations and individuals in disputes covering diverse environmental areas such as annexation, hazardous substances, scenic easement and parking lot expansion plans. While there is no strict formula used by the institute, its typical mediation process includes collecting data, discussing the situation with key participants, identifying issues and interests and searching for acceptable agreements. Experience to date suggests that trained thirdparty mediators can help depersonalize conflicts, refocus the debate and enhance the possibilities for effective solutions. Minitrials. Disputes between businesses and between business and government are a growing concern to managers because of their cost and the loss of time and control that occurs when disputes lead to courtroom confrontation. One successful approach is the minitrial, a oneor two-day "trial" during which each side presents its best case to the other side and to an "advisor" (not a judge, but rather someone who has been chosen because of particular expertise). Lawyers are involved, but unlike most court suits, those who run the organization also are involved and ultimately make the decisions on a settlement. If the opposing managers cannot reach an agreement after two days of witnesses and rebuttals, then the thirdparty advisor issues a non-binding opinion based on his assessment of what a court of law would rule. In more than a dozen minitrials to date, only one has gone to the advisor; the remainder were settled quickly by the managers involved. TRW Inc. was involved in the first minitrials in 1977 and has used them twice since. The company estimates it saved millions of dollars in legal costs and had the advantages of being able to conduct "trials" without sensitive information being aired in public while also maintaining management control of the decision-making process. Minitrials have been used by federal agencies as well as businesses. Negotiated investment strategies, environmental mediation and minitrials are only three approaches being tried. Law students at Harvard and elsewhere are now being offered courses in alternatives to litigation. At the University of Virginia two engineering professors recently began the Center for Interactive Management, where groups are given a variety of methodologies for structured involvement and decision-making. Centers for conflict resolution providing instruction in the art of negotiation and conflict management exist throughout the country. In a time of scarce resources, it is in everyone's interest to pursue creative and efficient means for managing conflict. �Need Information? Ask Your Librarian By Coral Gills Municipal reference libraries can be the best source of information for work assignments and save time for elected officials and staff. F indin g H e n r i c o C o u n t y ' s Municipal R e f e r e n c e Library in the administration building of ttie H e n r i c o G o v e r n m e n t C e n t e r isn't e a s y . T h e tiny branch of the H e n r i c o P u b l i c L i brary s y s t e m o c c u p i e s l e s s than 700 s q u a r e feet, but it's the place w h e r e most county e m p l o y e e s and e l e c t e d o f f i c i a l s go w h e n they need hard-to-find information. B e s i d e s serving a s a repository for Henrico government docum e n t s , the library is a r e f e r e n c e and information c e n t e r for e m p l o y e e s , and library staff save d e p a r t m e n t s time by r e s e a r c h i n g information for t hem. It is a working library for county government s i m i l a r to special corporate libraries maintained by large b u s i n e s s organizations. Before the library w a s established in F e b r u a r y 1979, several departments a s s e m b l e d s u b s t a n t i a l c o l l e c t i o n s of bo oks , p a m p h l e t s and m a g a z i n e s for their own u s e . W h e n the municipal library opened t h e s e c o l l e c t i o n s w e r e transferred, c o n s o l i d a t e d and made available to staff and e l e c t e d o f f i c i a l s , avoiding e x p e n s i v e duplication of materials and a u g m e n t i n g s p e c i a l i z e d information gathered by the library. Now in only its fourth year of operation, the municipal library is an integral part of county government. With only one librarian and an a s s i s tant, the a t m o s p h e r e is informal and the relationship between patrons and staff is e a s y g o i n g and r e l a x e d . Virtually every county a g e n c y and p e r s o n n e l from top e l e c t e d o f f i c i a l s and m a n a g e m e n t to part-timers u s e the library. T h e s u c c e s s or failure of a municipal library d e p e n d s to a large extent on its staff. Its value d e p e n d s on the initiative of the librarian in About the A u t h o r Ms. G i l l s is a s s i s t a n t public o f f i c e r for H e n r i c o C o u n t y . information Henrico staff uses the library. From left: Bruce Kimble, assistant county attorney; Joseph Rapisarda, county attorney; and Tom Owdom, municipal reference librarian. distributing information on hand and in anticipating n e e d s . Municipal R e f e r e n c e Librarian T h o m a s L. O w d o m s a y s , ' T i m e s a v ing is our most important function—every county department uses us. We use selective dissemination of information, review and route p u b l i c a t i o n s and a r t i c l e s and keep a profile of people in all departments. W e know what they're interested in and routinely s e n d them current materials. What m a k e s u s really different is that w e have a law l i b r a r y — m o s t m u n i c i p a l libraries don't." T h e library, near the c o u r t s building, h a s a m o n g its legal holdings federal, state and local c o d e s , federal and state c a s e s , the Virginia R e p o r t s , the C o d e of F e d e r a l Regulations, the U.S. C o d e Annotated and supporting p u b l i c a t i o n s . T h e county a t t o r n e y ' s office is a heavy library u s e r and regularly req u e s t s c o p i e s of c a s e s . A c c o r d i n g to C o u n t y Attorney J o s e p h P. Rapis a r d a J r . , " T h e most important features of the m u n i c i p a l library are T o m O w d o m and the c o n v e n i e n t loc a t i o n . T o m d o e s t h i n g s a law student or clerk would do. W e have in e s s e n c e a legally-trained librarian w h o d o e s c i t a t i o n s of authority and looks up r e f e r e n c e s . If you tell him an area of the law, he c a n often find it, s a v i n g u s s e a r c h time. At least an hour of my time is saved every day — t h e r e ' s no q u e s t i o n about it." A s s i s t a n t County Attorney B r u c e A. K i m b l e a g r e e s . " T o m provides an ongoing advisory f u n c t i o n and is aware of helpful p u b l i c a t i o n s. T h e library d o e s n ' t have the National R e porter s y s t e m , but it is c o m p r e h e n s i v e in t e r m s of Virginia l a w . " Fairfield District S u p e r v i s o r J o h n Waldrop a l s o v a l u e s the c o u n t y ' s law library. " I u s e the library frequently and am very e n t h u s i a s t i c about it. I think it is a real benefit to H e n r i c o , e s p e c i a l l y with the s e r v i c e it provides c o u r t s and l a w y e r s . It is s e l f - s u s t a i n i n g and p a ys its own way, and I think it's a very good t h i n g . " T h e library's primary s o u r c e of revenue is from civil court f i n e s . In addition to legal materials and the b a s i c r e f e r e n c e c o l l e c t i o n , library d o c u m e n t s include a c o m plete set of annual reports, current and retrospective s t a t i s t i c a l fi l e s, historical materials dealing with H e n r i c o and the county manager form of government, and planning, zoning and c e n s u s information. T h e library h o u s e s Virginia state and federal d o c u m e n t s and materials and i n d e x e s relating to the a d m i n i s tration and operation of local government. More than 100 periodicals and n e w s l e t t e r s arrive at the library e a c h month, including The Federal Register, The Congressional Record, The National Journal, The Congressional Quarterly Weekly Report and Nation's Cities Weekly. In addition, p u b l i c a t i o n s of county departments and a g e n c i e s that inc l u d e every a s p e c t of municipal government are c o l l e c t e d and a list {Continued on next page) O Q O I< z o > �(Library, from page 9) Public Power Financing . . Experience Innovation Commitment. First Boston THE FIRST B O S T O N CORPORATION Park Avenue Plaza New York, N.Y 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 in Richmond Quality Inn Commonwealth o Q o Just 10 blocks from Capitol Square. Across from Virginia Commonwealth University, Monroe Park, and Mosque.. Convenient to Richmond Coliseum. Features newly refurbished rooms. Restaurant, lounge and pool. Extensive banquet and meeting facilities. Courtesy van and shuttle service. Quality I n n C o m m o n w e a l t h 515 W. Franklin St. * Richmond, VA 2,3220 For resen-ations call 804-643-2831 or toll-free: 800*228.5151 10 of new/ a c q u i s i t i o n s is routed to county departments every six weeks. A l t h o u g h the library d o e s n ' t receive many p u b l i c a t i o n s about other cities and c o u n t i e s , thousands of m u n i c i p a l , state and federal d o c u m e n t s kept on m i c r o f i c h e at Virginia Commonw/ealth University's library are listed in the Index to Current Urban D o c u m e n t s . In this way, Henrico C o u n t y staff can easily find annual reports, b u d g e t s and other important s t u d i e s of cities and c o u n t i e s of c o m p a r a b l e size w i t h similar p r o b l e m s . This is appreciated by Henrico Chairman David C. Kaechele. " I n add i t i o n to the a c c e s s offered staff and supervisors because of Its convenient l o c a t i o n , the library perf o r m s a very valuable, indirect service by providing staff w i t h statist i c s and s t u d i e s for c o m p i l i n g reports requested by s u p e r v i s o r s . " The c o n v e n i e n c e and t i m e s a v i n g aspects are also important to Varina District Supervisor A n t h o n y P. Mehf o u d . "...It just saves so m u c h t i m e . W h e n you have the wealth of information that is readily available in the g o v e r n m e n t center, it's so m u c h easier and quicker to make a g o o d , substantial d e c i s i o n and not a haphazard o n e . " Bibliographic c o n t r o l of c o u n t y d o c u m e n t s is a l m o s t nonexistent, but, along w i t h reference work, the m u n i c i p a l library takes res p o n s i b i l i t y for providing c o n t r o l of H e n r i c o ' s government p u b l i c a t i o n s . A list of p u b l i c a t i o n s of the departments is an effective c h e c k l i s t of official c o u n t y d o c u m e n t s . But just having a list of titles is not e n o u g h ; officials need to know the c o n t e n t of the d o c u m e n t s . A great deal of historical and statistical data Is hidden in those pages and the librarian must take the time to read t h r o u g h t h e m and b e c o m e familiar w i t h their c o n t e n t . Information ranging f r o m c r i m e prevention and airport noise to the history of various d e p a r t m e n t s is often extracted for staff studies. Staff f u r t h e r i n g their e d u c a t i o n find valuable resources here, too. Those in planning classes or studying for their master of public administration degree Invariably gravitate to the small r o o m . Whenever I n f o r m a t i o n isn't easily available in printed f o r m , the knowledge of c o u n t y e m p l o y e e s is available. O w d o m keeps up on special i n f o r m a t i o n in various c o u n t y dep a r t m e n t s and k n o w s , for example, that the public w o r k s d e p a r t m e n t has record of all new s u b d i v i s i o n s w i t h their street names. He k n o w s where to send people for detailed v o t i n g s t a t i s t i c s or c o m m i t t e e , board and c o m m i s s i o n m i n u t e s . The list is endless. Personal c o n t a c t s are as invaluable in the library world as elsewhere, and It is t h r o u g h these contacts that the municipal librarian can borrow materials o f t e n denied the public by other libraries. Liaisons exist not only w i t h university and other local and state libraries, but w i t h special libraries, bank libraries, law libraries and state agency libraries such as the Department of Criminal J u s t i c e Services Library. These links enable the municipal library to offer expert assistance In f i n d i n g unusual reports. Borrowing and photocopying f r o m other libraries Is o f t e n done. O w d o m explains, "If s o m e b o d y needs s o m e t h i n g , I try to get it for t h e m . I d o n ' t refer t h e m on to other agencies." Each winter during the General A s s e m b l y session the library bec o m e s a legislative clearinghouse, responsible for routing every bill that is i n t r o d u c e d to the appropriate d e p a r t m e n t and to the C o m m o n w e a l t h ' s A t t o r n e y ' s Office for review. This year s o m e 1,700 bills were reviewed and routed in a threeto four-week period. A little used but Irreplaceable resource s u p p l e m e n t i n g the official records and d o c u m e n t s on Henrico County is an extensive file on Henrico gleaned f r o m R i c h m o n d newspaper c l i p p i n g s dating back to 1954. This file c o n s t i t u t e s a diary of events involving or affecting local government in Henrico. O w d o m scans all periodicals that arrive dally for items he knows will aid certain persons or departments. " I f I know s o m e o n e is working on a particular project or is interested In a subject and I find s o m e t h i n g that will help, I send the issue to t h e m . " In many instances awareness of departmental needs, particularly in relation to governmental matters and affairs in the o f f i n g , permits ant i c i p a t i o n of the need for materials before they are required. The library is specifically geared to the special requirements of the o f f i c e s and people it serves, and the staff keeps i n f o r m e d on current projects and long-term interests of the d e p a r t m e n t s . This kind of special service is the hallmark of the municipal library. �Managers To Meet Stan Kennedy, president of the International City Management Association, keynotes the Virginia Section, ICMA Annual Conference when it convenes Wednesday, May 18 at the Sheraton-Fredericksburg Inn. He will speak on the conference theme, "The Association and the Profession." Jerry Johnson, director of administration at the Will Menninger Foundation in Topeka, KS, opens Thursday morning discussing "The Manager, The Profession and Personal Needs." Mark Keane, ICMA executive director, is the luncheon speaker. That afternoon, an authority on employee contracts, Margaret A. Gatewood, speaks on "Legal Issues Surrounding Termination." Friday members will get an overview of management information systems and data processing. Robert Havlick, president of the Florida Innovation Group, explains the network and how technological issues are handled by managers in Florida. The Florida program has enjoyed tremendous success since its creation. Alan Harvey, city manager of St. Petersburg, FL, tells members how to get organized at home to be able to apply the new technology. Experts from the corporate sector will show how to apply various techniques. Microcomputers will be at the conference to give members a "hands o n " view of how they work. Assistant managers and members thinking about retirement have special sessions on Friday afternoon. Retired managers talk about their experiences with retirement, and members will hear from representatives from the Virginia Supplemental Retirement System and ICMA Retirement Corp. The topic for the assistant's session is the "Career Assistant." A panel of city managers and assistants will discuss the pros and cons of choosing the assistant slot as a career and what assistants expect from their managers. Spouses will tour Historic Fredericksburg Thursday morning and Kenmore, the home of Betty Washington, George Washington's sister on Friday morning. A seminar on stenciling is scheduled Thursday afternoon. The conference ends Friday after an evening of dining and dancing. For a room reservation card and registration form, call Kathy Mclntyre at 804/649-8471. It^9am.Do you know where your city's cash is? For some towns, the answer is no. Because time-consuming manual and mechanical accounting has crippled their cash flow. We can help. We're Software Solu- ^ - v . tions. Inc. With our Municipal Manage* \ ment System, you can select high-speed computerized programs for budgetary accounting, tax and utility billing, purchasing, asset management and more. T h e y can be operated by ^-^if^v. your own people to provide instan\ , taneous access to vital data. So you can /- V / get your city running with businesslike efficiency. For a free copy of our "Problems/ Solutions" brochure, write to us at 201 North East Street, Lebanon, OH 45036. Or. in Ohio, call 800-892-2082, toll free. Outside Ohio, call collect: 513-932-6667. 1 Ay 1 IV / Software Solutions, Inc. Your single source for Municipal Management Systems. Featured on hardware from Texas Instruments. ( 198:! Sdflware Solutions. Inc. VML Annual Conference September 18-20,1983 James City County, VA CaU 804/649-8471 �Managers Celebrate 75 Y e a r s of the Profession Lt. Gov. Richard J . Davis spoke to a crowd of about 75 people April 1 in Staunton when the city and managers around the state celebrated the 75th anniversary of the councilmanager form of government. He encouraged managers to be innovative when solving problems and not to look to Richmond by saying "all the brains are not in Richmond." A former mayor of Portsmouth, Davis is a longtime supporter of the council-manager plan. The nation's first city manager was hired in Staunton in April 1908. Many Staunton city officials and faculty from Mary Baldwin College, where the activities were held, attended the ceremony. Special guests included former city managers of Staunton. Willard Day, who was city manager from 1923 to 1934, came from Williamsburg for the day, and Mrs. Beth Burnley, whose husband served from 1948 to 1962, was also there. Others Included Manassas City Manager C. M. Moyer, who was Staunton city manager from 1963 to 1967, and Herndon Town Manager Edward D. Martin, city manager from 1968 to 1975. Three out of state managers came. Wayne Barte, city manager of Wheeling, WV, joined the festivities. Two former Virginians, William Cook, city manager of KIngsport, TN, and Robert Taylor, city manager of Red Bank, TN, also attended. ICMA Executive Director Mark Keane presented a plaque to the citizens of the City of Staunton for its 75th anniversary under the councilmanager plan. Thomas E. Roberts, mayor of Staunton, accepted the plaque. o o o < Z o DC > 12 Power Group T o Meet Four industry leaders will be guest speakers at the upcoming Municipal Electric Power Association of Virginia Annual Conference June 1-3 at the Holiday Inn on 39th Street in Virginia Beach. James E. Baker, president of the American Public Power Association and manager of the Shrewsbury Electric & Light Plant in Shrewsbury, MA, will conduct a seminar on Staunton Mayor Thomas Roberts, left, receives 75th anniversary plaque from IMCA Executive Director Mark Keane. ICMA presented a similar plaque to the city when Staunton celebrated 50 years of having the councilmanager form of government. "Cable TV & Municipal Involvement," an issue of timely importance. David B. Holloway, administrator of safety and training with Electricities of North Carolina, an association of that state's municipal systems, will speak on two topics; "Energy Diversions" and "Management's Involvement in Safety." "Load Management" will be the topic of an informative session to be presented by Aubrey Tarkington, director of load management and operations studies for the Virginia Electric Power Co. (Vepco), and Earl Gore, Vepco's manager of division services. Registration for the three-day conference is $20 for MEPAV members and $25 for nonmembers. Members have received their registration forms, but others wanting to attend should call Kathy Mclntyre at the VML Office (804/649-8471) for a registration form and contact the Holiday Inn (804) 428-1711) for room reservations. The conference will also include two cocktail receptions and the MEPAV business session. Falls Church E x p l a i n s Budget A number of localities have spent most of the spring telling citizens about the budget process but the city of Falls Church put it on paper. Devoting the front page of its citizens newletter to the budget process, the city published information to help citizens gain a better understanding of budgeting for city programs so that they might formulate their own opinions to express to council during public hearings. The article explains the purpose of budgeting and the major sections of the budget—the operating budget and the capital budget—and the adoption procedure. The front page article was followed by an interview with City Manager Harry E. Wells, written in a question/answer format. Some of the questions addressed state aid cuts and how they would affect the city, other revenue shortages that may come in the next fiscal year and how taxpayers can let council know which programs they think should be given priority. �Professioiial Directory SCS ENGINEERS Southern Engineering S T E A R N S . C O N R A D AND SCHMIDT CONSULTING E N G I N E E R S , INC. • WATER SUPPLY • WASTEWATER TREATMENT • SANITARY L A N D F I L L DESIGN , G A S PROTECTION AND R E C O V E R Y 1 1 2 6 0 R o g e r B a c o n D r i v e , R e s t o n , V a , 2 2 0 9 0 • (703) 4 7 1 - 6 1 5 0 California • W a s r i i n g t o n • K e n t u c k y Rates • Soutli PLANNING • L A N D S C A P E A R C H I T E C T U R E • E N G I N E E R I N G COMMUNITY DEVELOPMENT S o u t h e r n E n g r n e e n n g C o m p a n y o( V i r g i n i a 1 8 0 0 P e a c h t r e e Street, N W A t l a n t a , C3eorgra 3 0 3 6 7 - 8 3 0 1 (404) 3S2-92a) T H E HATHAWAY HOUSE 103 C E N T R A L ST,, P. 0 . BOX 749 W E L L E S L E Y , M A S S A C H U S E T T S 02181 T E L E P H O N E (6171 237-5815 System Studies Feasibility Studies Design PUBLIC UTILITY P H O N E 804,'649-8627 HDR igson, Michoal K. Bttlln Mumcipai Services Manager Engineers Eail Cenrtal Region D u r h a m 1800 P a r k w a y Dr. Engineers 4 ConsuHants '^K^ Telex87,487 Austin D r o c k e n b r o u g h QftdAssocioles ^ G a n n e t t Fleming Consoliirq Engineers GREGG . LTD. E N G I N E E R S AND P L A N N E R S CIVIL • MECHANICAL E L E C T R I C A L • PLANNING S U R V E Y I N G . INDUSTRIAL fACILlIIES AND PROCESS DESIG^J • HIGHWAYS • WATER AND SFWERAGE SVSUMS • DRAINAGE • SURVEYING Engineers Planners • Planners 5151 WISCONSIN WASHIISJGTOM, D C (301)B57-1/eO B a i t , (301) 796-8850 H a n o v e r , 1^0 2 1 0 7 6 G Richardson C o n s u t a n t s BROWNING-FERRIS INDUSTRIES Relaying Metering CONSULTLNG 400 E a s t M a i n Street Richmond, Virginia 23219 Carolino C H O D A T , R U B A C K & A S S O C I A T E S , INC Ptanning ^ HARLAND BARTHOLOMEW & ASSOCIATES, INC. NORFOLK FAIRFAX No. t! Koger Executive Center • Fairtax Professional Bollfirng Suite 250 Norfolk. VA 23502 • Soite 7 3545 Chain Brrdge Roarf Surveyors Fairlax. VA 22030 PO BOX 4800-4BO0 W- HUNDRED RD • CHESTER, VA• 804/748-B746 WATER WASTEWATER SOLID WASTES MAICCAM ENVIRONMENTAL ENGINEERS, PIRNIE SCIENTISTS a PLANNERS T h r e e Chopt & P a r h a m R o a d s , Richmond 2 3 2 2 9 ANO MALCOLM PIRNIE, INC. 301 HIDEN BLVD. NEWPORT NEWS, VA 804-599-5511 HANSEN MMMIB'R!!S^ Hurt & Proffitt, Inc. Engineers • Planners • Surveyors 229 W E S T B U T E ST. NORFOLK, V A . 23510 (804) 623 1641 Wastewater Treatment Systems • Transportation Municipal Facilities • Water and Sewerage Systems Waterfront Facilities • Environmental Studies C o n s i r u c i i o i i ManaciE.'mQnt • S u r v e v i n a 1933 Fort Ave. WATEH WOHKS REFUSE IRKDLKK k(;.(.RIFFLN,l'.(. APPKAISALS MUNICIPAL SEWEIIAGE IM.ANNINf; HATE nisrOMAi, STUDIES R. S T U A R T R O Y E R A A S S O C I A T E S , I N ( \ Consulting 13H Water, Wastewater, Solid Wastes, Soils & Foundations L a n d Development Site Plans Residential, Commercial & Industrial Subdivi.sion.s, R o a d . Dam.s, Airports L y n c h b u r g , V A 24501 (804)847-7796 Engineers WiLixjw L A W N P B I V B (>. B o « S 6 8 7 23226 I I I LHMO.VIl. VlRCIKIA (804) 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 S y l v a n A v e n u e , P.O. B o x 1218 E n g l e w o o d G l i K s , N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t Drive, S u i t e 101 Virginia Beacti, V a 23462 804-499-8508 Consulting Engineers M Pitometer (S> - LEAK DETECTION • NETWORK ANALYSIS • METER TESTING • HYDRAULIC (804/237-2044) INVESTIGATIONS IOC CHURCH STREET NEW YORK NEW YORK 10007 (2121 267-8288 2 N RIVERSIDE PLAZA CHICAGO, ILLINOIS 6061 (312) 236-5355 B O D I E , T A Y L O R AND P U R Y E A R , INC. 3229 W a t e r l l c k R o a d , L y n c h b u r g , V A 24.504 £^ Associates ENGINEERS • ESTABLISHED 1903 CONSULTING ENGINEERS 611 Research R o a d Cable Ttk'vision • T V Broadcast • Public munications Systems • Alarm Design • F e d e r d Safety Com- P.O. Systems • Fllectrical C<immunicali(ins Commission tion a n d P r c p i i r a t i o n • F x p e r t T e s t i m o n y a n d W i t n e s s CH2M HHILL engineers planners economists scientists C o m p l e t e Engineering Services M u n i c i p a l a n d Industrial Waste Treatment. Power Systems. Structures, I Solid Wastes, W a t e r R e s o u r c e s , W a t e r Supply a n d T r e a t m e n t , Transportation 1941 R o l a n d C l a r k e Place R e s t o n , Virginia 22091 701/620-5200 B o x 2901 Richmond, Virginia 23235 Applica- 804 R. 794-6823 KKNM:rH WKKKS ENGINEERS W a t e r Supply a n d Purification • Sewerage :ind Sewage T r e a t m e n t • Streets a n d Highways • Investigations a n d . Reports • S u p e i - \ ' i s i o n of Cnnsiruciion, 2733 T l D E W A T l R D R . NoRroLK. \, 2 3 5 0 ! ' �may result in violation of "rights, privileges or immunities secured by the Constitution and laws." Rather, than 50 to 100 people in Bloomingits reach is limited to actions taken ton whose prints matched a partial thumb print at the scene of the under "color of any statute, ordinance, regulation, custom or usage crime. Briscoe contended this testiof any state...." mony was false because the FBI and the State Police considered the Here, the court said "it is beyond partial print to be too incomplete to question that, when a private party be of value and without that evigives testimony in open court in a dence there was no way of identifycriminal trial, that act is not pering him as the burglar. The U.S. Disformed 'under color of law.'" Refertrict Court granted LaHue's motion ring to the English common law for summary judgment. principle of immunity of parties and witnesses from subsequent damTwo other petitioners, Vickers ages liability for their testimony in and Ballard, were jointly tried of sexual assault and convicted in a judicial proceedings, the majority held that "at least with respect to state court. They subsequently private witnesses, it is clear that brought a Section 1983 action against Hunley, a member of the Section 1983 did not repeal the absolute immunity existing at comCedar Lake, Indiana police force, almon law." leging that by giving false testimony the police officer had prejudiProceeding further, the court emcially diminished the credibility of phasized that common law provides the petitioners. A federal magistrate absolute immunity from subsegranted the police officer's motion quent damages liability of all perfor summary judgment and the U.S. s o n s — g o v e r n m e n t a l or otherDistrict Court's affirmance was furw i s e — w h o were integral parts of ther affirmed by the Court of Ap- the judicial process. Thus, "(w)hen peals for the 7th Circuit. In upholda police officer appears as a witing the lower courts, a six-member ness, he may reasonably be viewed majority of the U.S. Supreme Court as acting like any other witness held that Section 1983 does not cresworn to tell the truth — i n which ate a remedy for all conduct which event he can make a strong claim to (Courts, from page 5) witness immunity; alternatively he may be regarded as an official performing a critical role in the judicial process, in which event he may seek the benefit afforded to other governmental participants in the same proceeding." The court expressly rejected the petitioners contention that there should be an exception to the general rule of immunity in cases of alleged perjury by police officers as witnesses based on the argument that a policeman in uniform carries special credibility in the eyes of jurors and that perjured testimony by police officers is likely to be more damaging than such a testimony by ordinary citizens. The court dismissed this contention because of the overriding rationale of prior absolute immunity cases. So, for the week ending March 7, 1983, local governments batted .667 percent in the Supreme C o u r t — a fine average even if over a very short season. PUBUC ADMINISTRATION SERVICE Providing m a n a g e m e n t a s s i s t a n c e and consultant s e r v i c e s to l o c a l , r e g i o n a l , and s t a t e governments s i n c e 1933. Managing underwriters and distributors of state, municipal, and government bonds and notes. 1313 East 60th Street Chicago, Illinois 60637 (312) 947-2121 1497 Chain Bridge Road McLean, Virginia 22101 (701) 7M-«970 Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. Architects • Engineers • Planners © CE Maguire, Inc. 5203 Leesburg Pike, Falls Church, VA 22041 (703) 998-0100 207 Business Park Drive, Virginia Beach, VA 23462 142 West York Street, Norfolk, VA 23510 (804) 627-2939 T H E MAGUIRE GROUP I Wlllhim. M»: Provldlnci. Rl; Htw Brillln. CT: Spininburg. SC: Flonnci. SC; Plwinli. »Z; Bwtwi. MA; I Chirlotli. NC: Flllt Churctl. V«: Nortolk. VA: RIclimond. VA: Altundrll. LA: Pltttburgti. PA: Honoljlu. HI F o r additional information, please contact one of the following members of our Public Finance Division AUSTIN V . K O E N E N (212-558-3180) JOSEPH A. HARCUM (212-558-3174) B E N E D I C T T . MARINO L E E K . BARBA (212-558-2840) dmq DAVID M. GRIFFITH AND ASSOCIATES, LTD. Specialists in A D P S y s t e m s a n d Cost A l l o c a t i o n Plans (212-558-2168) ROBERT M . BROWN, I I I (212-558-3356) MICHAEL P. GEORGE (212-558-2680) ROBERTS.NOLAN (212-558-3360) L e h m a n Brothers K u h n Loeb Incorporated NEW YORK • DALLAS • SAN FRANCISCO ATLANTA • BOSTON HOUSTON • LONDON Drawer 59, Christiansburg, Virginia 24073 G e o r g e C u n n i n g h a m , Field R e p r e s e n t a t i v e "imagineered" P L A Y G R O U N D a n d P A R K E Q U I P M E N T BY • CHICAGO LOS A N G E L E S • TOKYO GAME TIME, INC. C U N N I N G H A M AbSOC. I N C . Bex 9 5 5 4 Lsl^eside B r . , R i c t i m o n d , V a . 23228 Phone 804'262-2401 703/382-1464 �Consulting Engineers Environmental Laboratories Industrial and Municipal GERAGHTY & M I L L E R , INC. 844 W E S T S T R E E T . A N N A P O L I S . MD 21401 (301) 26S-7730 SVOSSET BATON ROUGE TAMPA HARTFORD W PALM B E A C H HOUSTON • RATE S T U D I E S • CONSOLIDATION/ANNEXATION STUDIES OLVER INCORPORATED CHAMPAIGN URBANA TECNOMICS 1531 Nortti Mam Street • MICRO C O M P U T E R PROGRAMMING B l a c k s b u r g , Virginia (703)552-5548 • TRANSPORTATION STUDIES 24060 100 ARDMORE S T R E E T B L A C K S B U R G 24060 703-552-5609 Dames & Moore Water S u p p l y and P o l l u t i o n C o n t r o l • Solid Waste/Energy Recovery • Water Pollution Control • A i r Pollution Control • Intdustrial Waste Treatment S o l i d and H a z a r d o u s Waste Management E n v i r o n m e n t a l I m p a c t Studies Water R e s o u r c e s M a n a g e m e n t Energy RECREATION PRODUCTS DIV. Studies S o i l s and F o u n d a t i o n E n g i n e e r i n g 7101 Wisconsin Avenue • (301) Bethesda, Maryland 7 700 LEES8URC PIKE SUITE 3 0 2 CHURCH,VA. 22043 703/893-0711 FALLS r \ e o u ' e EncttnGGnna Coroorstton consultiriQ e n a i n e e r s miER, SITE WASTEmTER, DRAINAGE DEVELOPMENT. STREETS STRUCTURAL DESIGN .FLOOD CONTROL , HIGHWAYS , .BRIDGES MARINAS (703) 5 9 0 1 1 3 1 (7031 670 6300 'ASSOCIATES 20814 652-2215 Municipal Audits Federal — H e a d Stan — CETA-HUD,A-102Single Audits WASHINGTON Charles fl Velzy A s s o c i a t e s , Inc. Consulting Engineers 355 Main Street Armonk, New York 10504 urn • • • Metcalf&Eddy • OFFICE, 2 0 0 0 RIVERSIDE DH " ^ p 8 4 2 - 1 1 6 0 S I - i I-S I RICHMOND. VA, 2 3 2 2 5 16041 2 3 2 - 5 4 0 0 Box K228 Koger Executive Center R i c h m o n d , Virginia 23288 (804) 288-6061 ( 2 0 2 ) P E R R Y K. P L A I N E Water Wastewater Resource Recovery Transportation 1 1 1 2 0 New Hampstiire Ave. Suite 2 0 0 Silver Spring. MD 2 0 9 0 4 JAMES M. BRIDGES, CPA JAMES BRIDGES. LTD A PROFESSIONAL CORPORATION Certified Public Accountant lOBRIENCGERE 14003 MINNEVILLE RD DALE CITY VA 22193 = Consulting Engineers 820 Corporate Drive Landover, MD 20785 (301)731-5622 J A M E S M. MONTGOMERY. CONSULTING ENGINEERS, INC. P CIVIL AND ENVIRONMENTAL *^^i^;SE^I j ENGINEERS WATER AND WASTEWATER Htslon Inlirnilionil Cinler, Suilt 1130 1 1 BOO Sunrisg Viller Orite. Hfslon, VA ASSOCIATES, • A R C H I T E C T S • P L A N N E R S Greenliortte 10710 L E E HIGHWAY. SUITE 202 • S U R V E Y O R S & O'Mara, • FAIRFAX. VIRGINIA David A. Minter PHONE Inc. 22030 703-3B5-9800 2Zm\ YARGER AND Boston, Ptiiladelphia, New York, St Louis, Syracuse, Wtiite Plains E N G I N E E R S INC. Position Ciassificalion and Pay Plans Management and Financial Studies Test Conslruclio'n—Fire and Police Studies A Patton, Harris, Rust & A s s o c . a D'Ofessionai corporation AND rTiunicipahties and public agencies 2315 Valley Offic«: (703) 828-2616 Florida—West Virginia—Georgia—Maryland REQUARDT ASSOCIATES ENGINEERS Main Ot1ic«: 1 0 5 2 3 M a m Street, Fairfax. Virginia 2 2 0 3 0 ( 7 0 3 ) 2 7 3 - 8 7 0 0 100 S o u t h M a m Street. BnOgewatef. Virginia 2 2 8 1 2 Over 600 Surveys Our 30th Year WHITMAN, Engineers , Surveyors . Planners Complete ptofess.onal services (or SAINT PAUL STREET BALTIMORE, MARYLAND (301) 235-3450 21218 2830 Mary Street Falls Church, Va. 22042 703/560-6900 COMPLETE PUBLIC WORKS ENGINEERING, SURVEYING AND PLANNING SERVICES w a g n e r • h o h n s • i n g l i s • inc. CONSTRUCTION CONSULTANTS BENGTSON. DeBELL, ELKIN & TITUS FINANCIAL ANT MANAGEMENT CONSULTANTS,; CONSULTING ENGINEERS, SURVEYORS & PLANNERS Centreville.VA 703-631-9630 Silver Spnng. MD 301-439OT55 Leesburg. VA 703-777-1258 • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification a n d P a y Studies • E x e c u t i v e S e a r c f i and Selection • Management and Organization Studies • Utility and Public W o r k s Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED t1 BCIX 4S \1RC;|,\1A 804 BI;ACH, 422-1711 \ 2.1438 mmmm m mm^a mmmmi P.O. B o x 7 8 9 Bluefield, Virginia Urban Planning L a n d s c a p e Archiitecture Annexation Studies Development Planning • CPM Scheduling • • • • • Project Management Claims Litigation and Support Document Management and Retrieval Laboratory Testing Services Construction Management Seminars 208 High Street Mount Holly. New Jersey 08060 (809) 261-0100 WASHINGTON D C • TAMPA K A N S A S C I T Y • NEW O R L E A N S LOS A N G E L E S • SAN FRANCISCO �WE WANT TO BE YOUR CUTTIKG EDGE sunuEn John Deere dealers are ready to supply all your needs in motor grader cu\\:\ng edges. The designs, sizes, and materials to meet all your requ\rerr)en\s and specifications are available at very competitive prices. Bids on edges in any quantities will gladly be made. So whether you have a fleet or own one grader, old or new, John Deere or another make, you can take advantage of the longwearing qua\\[\es of Dura-Max" \hrough-hardened and selecll'^ehardened edges and expect substantial savings. A Ml range of non-heat-treated carbon steel edges is available too. For firsthand ^ac\s, check the Ye\lo\N Pages for the John Deere construction equipment dealer nearest you. John Deere, Moline, Illinois 6^2e5. FITS A N r MAKE MOTOR GRADER � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 18, Number 5 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource May 1983 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198305 https://www.virginiaroom.org/digital/files/original/69/6452/198306.pdf 10bf01fe0aaf2d49b3f37b2cb99561e2 PDF Text Text �A lot of loaders can giveyou lOO-hp performance. But ours can give it toyou with 15 less horses to feed. 444C Breakout force Clt>0 G r o u p average for fotir 100-hp class loaders ClOOtolllnethp) J o h n Deere 4 4 4 C lK>aderC85nethp) " Cycle TimeCseo.) Turning Dia.Cft.) Dump clearance 4 5 ° dump, f u l l height CinO Nethp 16,898 ( 7 5 . 1 6 MJ") 11.15 33.7 (10.37 m ) 108.8 (2.76 m ) 103.5 (77.1kW) 16,983 (75.55kg) 109 32 (975 m) 109.2 (2.77 m ) 85 (63.4kW) Wtiy buy more loader than you really need? See your nearest J o h n Deere dealer. J o h n Deere, Mollne, Illinois. �Virsinia *City Editor Charlotte Kingery Publications Assistant C h r i s t i n e A. E v e r s o n Editorial Assistant J o n i Terry Telephone 804/649-8471 Volume 18 JUNE 1983 NUMBERS VML President Francis T. West Officers C h a r l e s A. R o b i n s o n , J r . Lawrence A. Davies Vincent J . T h o m a s S a m W. A d a m s 4 People 6 The Bottom Line for Enterprise Zones Executive Committee J a c k D. E d w a r d s J a n e L. Hough Arlie C . P a y n e Martha V. P e n n i n o Ronald C . S p i g g l e Robert T . W i l l i a m s Past President " J o h n C . B r o w n s a y s the key to the s u c c e s s of enterprise z o n e s i s local participation." 8 R a y m o n d F. R a t c l i f f e Drafting An Ordinance " T h e authors give helpful hints to those who are charged with drafting an ordinance but w h o don't have law d e g r e e s . " Executive Director R. Michael A m y x 10 On the Cover: The J a m e s S t e w a r t S i n g e r s , a local gospel group, performed a s part of the dedication c e r e m o n y for L e e s burg's P l a z a S t r e e t Park. T h e park received a c e r t i f i c a t e of national merit under H U D ' s program for c o m m u n i t y development partners h i p s . R e a d about it on page 10. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 Leesburg's Plaza Street Park " T h e town gave low i n c o m e apartment d w e l l e r s a place to enjoy the o u t d o o r s . " 13 Hazardous Materials " H a r r i s o n b u r g Fire C h i e f Bill A u s t i n tells m a n a g e r s how to deal with hazardous m a t e r i a l s . " O Q O I< �People Kingery Accepts New Post Charlotte Kingery, director of c o m m u n i c a t i o n s a n d h u m a n services for the Virginia Municipal L e a g u e , r e s i g n e d her p o s t to bec o m e d i r e c t o r of public relations for C h i p p e n h a m H o s p i t a l . O w n e d by H o s p i t a l C o r p o r a t i o n of A m e r i c a , C h i p p e n h a m is o n e of R i c h m o n d ' s largest hospitals. As c o m m u n i c a t i o n s director, she w a s e d i t o r of this m a g a z i n e . She a l s o c r e a t e d a n d w a s e d i t o r of L E A G U E LETTER, the League's biw e e k l y n e w s l e t t e r , a n d H u m a n Services, a m o n t h l y newsletter for local social service, mental health and health directors. Other responsibilities included media relations, the annual V M L Achievement Awards program, the Local Government Media Confere n c e a n d serving as e x e c u t i v e secretary for the VA S e c t i o n , International City Management Associat i o n . In r e c e n t y e a r s s h e m o n i t o r e d l e g i s l a t i o n in t h e h u m a n r e s o u r c e s area, r e p r e s e n t i n g t h e L e a g u e in t h e Virginia General Assembly, and staffed the V M L Human Development Policy Committee. K i n g e r y c a m e t o t h e L e a g u e in D e c e m b e r 1974 a s a s t a f f a s s i s t a n t a n d over t h e years s t e a d i l y inc r e a s e d her role w i t h t h e organizat i o n . S h e w a s a p p o i n t e d d i r e c t o r of c o m m u n i c a t i o n s a n d h u m a n serv i c e s in J u l y 1 9 8 1 . S h e h o l d s a B.A. i n p o l i t i c a l s c i e n c e f r o m V A T e c h a n d a M.S. in mass communications from Virginia C o m m o n w e a l t h University. Awards Judges Named H a r o l d I. B a u m e s , W a y n e F. A n derson and Jennifer Lantrip will j u d g e t h e 1983 V M L A c h i e v e m e n t o Q O < o DC r CAPITAL Awards program. Baumes, the c h a i r m a n , is a r e t i r e d e x e c u t i v e d i rector of t h e League. He has been a j u d g e s i n c e 1977, w h e n t h e p r o g r a m w a s c r e a t e d . A n d e r s o n , secretary of finance and administration for the C o m m o n w e a l t h o f V i r g i n i a , is a f o r m e r c i t y m a n a g e r . H e r e c e n t l y rec e i v e d t h e f i r s t N a t i o n a l P u b l i c Service A w a r d , s p o n s o r e d by t h e American Society for Public Administration and the National A c a d e m y of P u b l i c A d m i n i s t r a t i o n . L a n t r i p is assistant d i r e c t o r of the Center for P u b l i c A f f a i r s at V i r g i n i a C o m m o n w e a l t h University. T h e a w a r d s program was established to recognize local g o v e r n m e n t s that are innovat i v e in b r i n g i n g s e r v i c e s t o t h e i r c i t i zens or improving management practices. R o a n o k e C i t y M a n a g e r H. B e r n Ewert w a s o n e of nine public officials nationwide to receive certific a t e s of c o m m e n d a t i o n for outstanding leadership and achievem e n t in p r e s e r v a t i o n b y t h e N a tional Trust for Historic Preservation. In r e c o g n i z i n g E w e r t t h e o r g a n i z a t i o n said, " D u r i n g the last five years, Ewert has linked preservation with good design, healthy neighborh o o d s a n d e c o n o m i c v i t a l i t y in R o a noke. His fortuitous and compreh e n s i v e p r e s e r v a t i o n p r o g r a m s res u l t e d in b e n e f i t s c i t y w i d e i n c l u d i n g a n e t g a i n o f 41 p e r c e n t in d o w n t o w n retail e s t a b l i s h m e n t s . " Wells Retiring L o n g t i m e C i t y M a n a g e r H a r r y E. W e l l s of Falls C h u r c h will retire. W e l l s has been an e m p l o y e e of the c i t y f o r m o r e t h a n 34 years. He s e r v e d in v a r i o u s c a p a c i t i e s i n c l u d ing treasurer, purchasing agent, p r o p e r t y yard manager, registrar of voters, clerk of the m u n i c i p a l court, clerk of the city c o u n c i l a n d assist a n t t o t h e c i t y m a n a g e r b e f o r e bec o m i n g m a n a g e r in 1 9 6 4 . P e r h a p s the h i g h l i g h t of W e l l s ' career c a m e J u l y 9, 1 9 7 9 w h e n c o u n c i l n a m e d c i t y h a l l t h e H a r r y E. W e l l s B u i l d i n g . W e l l s s t u d i e d c i v i l e n g i n e e r i n g at VA Tech and took public administrat i o n c o u r s e s at t h e U n i v e r s i t y of Virg i n i a e x t e n s i o n s c h o o l . H e is a m e m b e r of t h e e x e c u t i v e c o m m i t t e e of the V A S e c t i o n , International City Management Association. B R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , V I R G I N I A 23323 804-485'l485 1009 D E L A W A R E ST. S A L E M , V A 24153 703-389-6673 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS H I G H W A Y — C h e m i c a l Spreaders LINK BELT—Cranes—Excavators T H O M S E N PRODUCTS—EPOKE Spreader L A Y T O N M F G . C O — A s p h a l t Pavers P E A B O D Y M Y E R S — " V a c t o r Jet R o d d e r " RICHMOND MFG. CO. —Horizontal Boring Machines Ewert Honored ELGIN—Sweepers ATHEY MANUFACTURING C O . - M a i n t a i n e r Grader D Y N A P A C - V i b r a t o r y Rollers G I A N T - V A C - L e a f Collectors DAVEY —Air Compressors RO CORP.—Hydraulic Cranes Buchanan VML Conference Sept.18-20 Pat B u c h a n a n , a l e a d i n g p o l i t i c a l strategist and syndicated column i s t , is t h e k e y n o t e s p e a k e r f o r t h e VML Annual Conference September 18-20, 1 9 8 3 a t t h e H i l t o n I n n i n James City County. B u c h a n a n is f e a t u r e d o n N B C Rad i o N e t w o r k ' s Confrontation prog r a m . E a r l i e r in h i s c a r e e r B u c h a n a n was special assistant to former p r e s i d e n t R i c h a r d M. N i x o n . The August i s s u e of Virginia T o w n & City will include conference r e g i s t r a t i o n m a t e r i a l a n d f u r t h e r information on the program. �Abingdon P o l i c e Move to O l d D e p o t P o l i c e o f f i c e r s , town o f f i c i a l s and c i t i z e n s gathered in the N&W Railroad P a s s e n g e r Depot April 2 to dedicate the building a s the new police department for the town of Abingdon. Built in 1910 by the railroad, the facility w a s c o m p l e t e l y renovated by the town government under direction of Abingdon Building Inspector J a m e s Snapp. The Western part of the building h o u s e s the police headquarters and the E a s t e r n portion h a s been rented to the W a s h i n g t o n C o u n t y C h a m b e r of Commerce. The chamber expects to move in this month. Heading the police force is Chief William S . P h i l l i p s . Abingdon's mayor is F r e n c h H. Moore and G.M. (Mickey) N e w m a n is the town manager. Getting Information T o Y o u To help you react quickly to the a c t i v i t i e s of the Virginia G e n e r a l A s s e m b l y , the Virginia Municipal L e a g u e updated its office and printing e q u i p m e n t s o Important information w o u l d get to you faster than in previous legislative s e s s i o n s . More than a dozen Legislative Bulletins averaging 12 p a g e s e a c h were mailed to 500 local o f f i c i a l s between J a n u a r y 12 and February 28. L i k e m a n y s t a t e w i d e organizations, the L e a g u e w a n t s to keep pace with bills, s u b c o m m i t t e e s and floor a c t i o n s . Deputy Director Brad H a r m e s (below) prepares a bulletin on the s e c o n d word p r o c e s s o r p u r c h a s e d by the L e a g u e for s e n i o r staff members to u s e . R e p o r t s , magazine and n e w s l e t t e r copy, and legislative i t e m s are c o m p o s e d In the " b a c k off i c e " , proofed and s e n t to the printing room without ever going to the front s e c r e t a r i a l office. Clerk Robbie H o l m e s (right) prints the Legislative Bulletin and other m a t e r i a l s on a new offset printing p r e s s . Reports and m a n u a l s that were printed outside or took many w e e k s to c o m plete are now printed in-house in half the time. O Q W e W a n t N e w s from your locality for V I R G I N I A T O W N & C I T Y magazine. If you have recent appointments, a new facility or a project/program that c a n benefit other Virginia local governments, let us know. Contact C h r i s t y Evers o n a t 804/649-8471. O I- < o DC > �T h e B o t t o m L i n e for E n t e r p r i s e Z o n e s L o c a l Participation By John C . Brown H O D ^ ^ > Q I< z O W h i l e s o m e c o m m u n i t i e s are writing post-mortems on e n t e r p r i s e z o n e s , the real truth is the program is alive and w e l l . Q u e s t i o n i n g comm u n i t i e s s h o u l d venture o u t s i d e the federal a r e n a to f o c u s on the 15 s t a t e s with enterprise zone legislation. W h i l e the U.S. S e n a t e F i n a n c e C o m m i t t e e w a s debating the program in late April, V i r g i n i a ' s Department of H o u s i n g and C o m m u n i t y Development w a s refining the state program e n a c t e d in 1982. P u b l i c h e a r i n g s on g u i d e l i n e s and regulations w e r e c o m p l e t e d in early March and apparently within a year one to s i x state e n t e r p r i s e z o n e s will e x i s t . T h e Virginia program, s i m i l a r to many other state programs, is competitive and requires local governm e n t s to offer i n c e n t i v e s s u c h a s i n c r e a s e d public s e r v i c e s and red u c e d regulations and t a x e s . B e f o r e applying for designation e a c h city, county and town obviously w a n t s to know the c l e a r i m p l i c a t i o n s of a local c o m m i t m e n t — w h a t c a n be expected and what must be given up. Managers would want to know the longevity, eligibility, initial and long-term c o s t s and b e n e f i t s of the program in t h e i r c o m m u n i t i e s . State tax c o n c e s s i o n s ( b u s i n e s s i n c o m e tax, individual i n c o m e tax and s a l e s tax) are directed toward b u s i n e s s not residential populat i o n s , and will apply to five c o n s e c utive tax y e a r s . It a p p e a r s all comm u n i t i e s c a n meet initial eligibility c r i t e r i a s i n c e no minimal population is sta ted and " a t least 25 percent of the d e s i g n a t e d a r e a ' s population m u s t have i n c o m e s below 80 percent of the median i n c o m e of the jurisdiction." Initial c o s t s include staff time for preparing a s t andar diz e d 12 page a p p l i c a t i o n . T h i s will require information on l o c a t i o n s and bounda r i e s , barriers to i n v e s t m e n t , development history, proposed local government i n c e n t i v e s , local revitalization efforts, projected impact of local i n c e n t i v e s , land u s e c h a r a c t e r i s t i c s , projected impact of state i n c e n t i v e s , local development ob- DC 6 About the Author Dr. Brown is assistant professor of urban studies and planning at Virginia Commonwealth University. j e c t i v e s , local a s s u r a n c e s and authorization, p h y s i c a l d e f i c i e n c i e s and investment opportunities. Local g o v e r n m e n t s a l s o will be required to c o l l e c t annual data on employment levels of local b u s i n e s s e s and the b u s i n e s s population. T h e key c o n s i d e r a t i o n of longterm c o s t s and benefits is l e s s predictable. U s e r c h a r g e s and local t a x e s like the b u s i n e s s and profess i o n a l l i c e n s e tax c o u l d be s c a l e d d o w n , but attraction and retention of b u s i n e s s e s , the proposed benefits of the enterprise zone program, are i n f l u e n c e d by a combination of f a c t o r s . In addition to c o n s i d e r i n g taxes, b u s i n e s s e s consider wage rates, a c c e s s to c a p i t a l , quality of infrastructure, proximity to labor force and m a r k e t s , a c c e s s to training programs, r e l a t i o n s h i p s with jur i s d i c t i o n s and a variety of l e s s tangible f a c t o r s . In spite of the e v i d e n c e on minimal impact of state and local tax policy on b u s i n e s s location, 25 s t a t e s do not c o l l e c t s a l e s t a x e s on newly p u r c h a s e d industrial equipment and 38 do not levy inventory t a x e s on g o o ds in transit. Many s t a t e s and local g o v e r n m e n t s offer tax c r e d i t s and rapid depreciation to encourage new investment in plants and equipment. L e g i s l a t i o n for tax c o n c e s s i o n s i m p l i es a locality must recognize the relative importance of tax f a c t o r s a s a busin e s s n a r r o w s its location d e c i s i o n to s p e c i f i c s i t e s . In other w o r d s , w h e n f a c t o r s s u c h a s a c c e s s to capital and labor are equal, t a x e s c a n provide the d e c i d i ng factor. Additional points to c o n s i d e r inc l u d e the following: C h a n c e s of a s u c c e s s f u l application. V i r g i n i a ' s Department of H o u s ing and C o m m u n i t y Development plans to hold a t e c h n i c a l w o r k s h o p to clarify the application p r o c e s s . In the interim, local governments s h o u l d c o n s i d e r potential z o n e s and w h e t h e r they meet eligibility criteria, and survey the n e e d s of local b u s i n e s s e s . Match local incentives with local n e e d s . Are inc r e a s e d s e r v i c e s like fire and police an actual b u s i n e s s c o n c e r n ? W h a t local t a x e s r e d u c e b u s i n e s s a c t i v i t y ? Actual business participation. After state d e s i g n a t i o n a legitimate question is do b u s i n e s s e s a ctu a l ly participate? B u s i n e s s e s and a c c o u n t a n t s who prepare a c o m p a n y ' s tax statement will not know enterprise zone i n c e n ti ves e x i s t unl e s s they are told. Marketing c o s t s will be required. T h e pre-program b u s i n e s s survey could m e a s u r e a b u s i n e s s ' s need plus be the initial marketing tool of the enterprise zone program. Neighborhood involvement. C o m m u n i t i e s contemplating life in an enterprise zone should explore w a y s that e c o n o m i c development, c r i m e prevention and voluntarism c a n be e n h a n c e d to improve neighborhoods. R o a n o k e Neighborhood Partnership, for e x a m p l e , is a citywide neighborhood development program that brought three s o u r c e s of support into the community development p r o c e s s — t h e b u s i n e s s c o m m u n i t y, neighborhood organiz a t i o n s and voluntary a g e n c i e s . T h e major organizational a c c o m p l i s h ment of the partnership has been strengthening neighborhood organizations to b e c o m e active, credible development entities. In one area the local neighborhood organization e s t a b l i s h e d a housing committee and brought A l l s t ate I n s u r a n c e into its planning efforts. Together, A l l s t a t e and the neighborhood prepared and printed a guide to housing a s s i s t a n c e programs offered by different federal, state and local a g e n c i e s . T h e neighborhood organization a l s o prepared a plan with b u s i n e s s a s s o c i a t i o n s to beautify the c i t y ' s c o m m e r c i a l strip u s i n g v o l u n t e e r s for s i g n control, street c l e a n i n g and tree planting. Related programs. Perhaps the greatest i n j u s t i c e attributed to recent enterprise zone debate is lack of interprogram d i s c u s s i o n . T h e enterprise zone w a s never meant to s t a n d alone. S o m e leading corporations and f i n a n c i a l intermediaries the Reagan administration has touted for work in e c o n o m i c development, s u c h a s Control Data, the R o u s e C o m p a n y and the L o c a l Initiative Support Corporation, place greater importance on the urban development action grant and the economic development administration to broker the participation of private corporations and b u s i n e s s e s . (Continued, page 18) �Cat Machines Give What Taxpayers Expect They'll Help Prevent Public Services Cuts ••I ^ ^ When you have to stretch tax dollars to When you h e maintain the services taxpayers expect, you need dependable equipment. Machines ready to work. Year 'round. At a variety of jobs. With minimum maintenance. Giving the taxpayers the most for their money. A growing number of agencies are recognizing the advantages of getting equipment from one source . . . along with reliable service. 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Salem • Norton Oakwood • Danville • Warrenton • Fishersville, VA • Bluefield' Lewisburg • Pineville, WV C a t e r p i l l a r , Cat a n d CB are t r a d e m a r k s of C a t e r p i l l a r T r a c t o r C o . �Drafting A n O r d i n a n c e A P r a c t i c a l G u i d e F o r Non-Lawyers By Clay Wirt and Walter Jervis Sheffield Frequently local government staff m e m b e r s w h o are n o t l a w y e r s are a s k e d by local g o v e r n m e n t officials to prepare initial d r a f t s of an o r d i n a n c e . Drafts c a n b e u s e f u l in focusing discussion on particular t o p i c s of c o n c e r n , h o w e v e r , staff members should remember certain l e g a l r u l e s m u s t b e f o l l o w e d if t h e o r d i n a n c e is t o w i t h s t a n d legal c h a l lenge. Since the rules tend to be general in s c o p e , local g o v e r n m e n t staff m e m b e r s may need to contact their local g o v e r n m e n t attorneys for advice on how a specific situation m a y relate to o n e of t h e rules. S o m e basic guidelines and examples a d a p t e d f r o m a p r e s e n t a t i o n by t h e a u t h o r s at a r e c e n t m e e t i n g of t h e V i r g i n i a C h a p t e r of t h e A m e r i c a n Planning Association follow. 1. A n o r d i n a n c e m u s t be based on state powers. Local governments do not have i n h e r e n t p o w e r s . T h e y have only state p o w e r s d e l e g a t e d to t h e m by state s t a t u t e , t h e state c o n s t i t u t i o n or city and t o w n charters. H i s t o r i c a l l y , t h e S u p r e m e C o u r t of V i r g i n i a h a s u p h e l d w h a t is k n o w n as "Dillon's Rule," named after J u d g e Dillon, chief j u s t i c e of t h e I o w a S u p r e m e C o u r t in t h e late 19th century. Judge Dillon articulated the rule as f o l l o w s : o o z < z ? o > It i s a g e n e r a l a n d u n d i s p u t e d p r o p o s i t i o n of law t h a t a m u n i c ipal c o r p o r a t i o n p o s s e s s e s a n d can exercise the following powers, and no o t h e r s : First, t h o s e g r a n t e d (by t h e s t a t e ) in e x p r e s s words; second, those necessarily o r f a i r l y i m p l i e d in o r i n c i dent to the powers expressly granted; third, those essential t o t h e a c c o m p l i s h m e n t of t h e declared objects and purposes of the c o r p o r a t i o n , — n o t s i m p l y convenient, but indispensible. T h e S u p r e m e Court of Virginia has freely upheld ordinances based A b o u t The A u t h o r s Mr. W i r t is staff a t t o r n e y for the V i r g i n i a M u n i c i p a l League. Mr. S h e f f i e l d is city a t t o r n e y for F r e d e r i c k s b u r g and a partner in the f i r m of S h e f f i e l d & B r i c k e n , P.C. , o n p o w e r s e x p r e s s l y g r a n t e d by t h e state. On the other hand, the court has frequently struck d o w n ordinances simply based on implied p o w e r s . This a p p r o a c h of the c o u r t is c o n s i s t e n t w i t h t h e a d v i c e of J u d g e Dillon to resolve any d o u b t a b o u t the e x i s t e n c e of local p o w e r a g a i n s t its validity. In Hylton Enterprises, Inc. v. Board of Supervisors of Prince William County, 2 2 0 V a . 4 3 5 (1979), t h e c o u r t invalidated an o r d i n a n c e regulating land use. The d i s p u t e d ordinance required developers to construct necessary i m p r o v e m e n t s to existing public highways abutting t h e i r s u b d i v i s i o n s . S u b s t a n t i a l evid e n c e d e m o n s t r a t e d that the inc r e a s e in t r a f f i c t h e d e v e l o p m e n t s would generate necessitated the i m p r o v e m e n t s . Several state statutes expressly authorized subdivision ordinances to require develo p e r s to pay t h e i r s h a r e of d r a i n a g e and s e w a g e facility c o s t s . The statu t e s a l s o a u t h o r i z e d s u b d i v i s i o n ord i n a n c e s to r e q u i r e c e r t a i n k i n d s of street grading and other street improvements and to coordinate streets within and contiguous to the subdivision. Nonetheless, the court found a "legislative intent that o n l y p r o v i s i o n s e x p l i c i t l y approved by t h e General A s s e m b l y " m a y b e i n c l u d e d in l o c a l s u b d i v i sion ordinances. 2. A n o r d i n a n c e m u s t b e i n harm o n y w i t h state a n d federal law. S i m p l y having state s t a t u t o r y or constitutional authority to enact and e n f o r c e an o r d i n a n c e d o e s not m a k e an o r d i n a n c e valid. S t a f f s of m o s t local g o v e r n m e n t s are aware that c o n s t i t u t i o n a l r i g h t s must also be satisfied. A n ordin a n c e m u s t n o t d e p r i v e p e r s o n s of p r o p e r t y w i t h o u t d u e p r o c e s s ; it m u s t a p p l y e q u a l l y t o all p e r s o n s c o m i n g w i t h i n i t s p u r v i e w ; it c a n n o t discriminate, deny the equal protection of t h e laws, or interfere w i t h any o t h e r personal or p r o p e r t y right g u a r a n t e e d by t h e c o n s t i t u t i o n . S t a f f s m a y not be as aware that l o c a l o r d i n a n c e s m u s t b e i n harm o n y with state and federal laws and Virginia Supreme Court decisions. A leading e x a m p l e w o u l d be the federal antitrust laws d e s i g n e d to maintain the c o m p e t i t i v e free enterprise system in the United S t a t e s . T h e c i t y of R i c h m o n d is b e ing s u e d f o r a p p r o x i m a t e l y $260 million for a l l e g e d v i o l a t i o n of f e d e r a l a n t i t r u s t l a w s in a z o n i n g m a t t e r i n volving a hotel development alt h o u g h the state has clearly delegated zoning powers to the city. C l a i m s a m o u n t i n g to nearly t w o billion dollars are p e n d i n g against other local g o v e r n m e n t s across the United States for alleged violation of a n t i t r u s t l a w s . A 1982 f e d e r a l ant i t r u s t t a s k f o r c e of A t t o r n e y G e n e r a l G e r a l d L. B a l i l e s identified a b o u t 200 state s t a t u t e s a u t h o r i z i n g local g o v e r n m e n t s to e n t e r i n t o various activities which could violate federal antitrust laws. 3. A n o r d i n a n c e m u s t b e r e a s o n a b l e in its t e r m s . T h e g e n e r a l rule is a n o r d i n a n c e is p r e s u m e d t o b e reas o n a b l e a n d v a l i d u n l e s s it is c l e a r l y s h o w n by t h o s e a t t a c k i n g its validi t y t o b e u n r e a s o n a b l e . If t h e q u e s t i o n o f r e a s o n a b l e n e s s is f a i r l y d e bateable, a court will not substitute its j u d g m e n t f o r t h a t of t h e legislative body. The Virginia S u p r e m e Court has ruled on t h e issue of the reasona b l e n e s s of an o r d i n a n c e on v a r i o u s o c c a s i o n s . A n o r d i n a n c e w h i c h prohibited selling diamonds, watches a n d c l o c k s at p u b l i c a u c t i o n bet w e e n 6 p.m. and 8 a.m. was held r e a s o n a b l e a n d valid b e c a u s e of t h e d i f f i c u l t y of i n s p e c t i n g the g o o d s or d e t e r m i n i n g their value under artificial light, and because purchasers had b e e n a n d w o u l d be m i s l e d a n d d e f r a u d e d at s a l e s d u r i n g t h e p r o hibited hours. O n t h e o t h e r h a n d , an o r d i n a n c e r e g u l a t i n g t h e g r a n t i n g of a l i c e n s e t o o p e r a t e a c a r f o r h i r e t h a t required the applicant to be the o w n e r of t h e v e h i c l e w a s h e l d u n r e a s o n able and therefore void. The Sup r e m e Court also f o u n d an ordinance that required restaurants to provide sanitary " p a p e r " t o w e l s to be u n r e a s o n a b l e . The court f o u n d �that restricting t o w e l s to paper did n o t b e a r a real a n d s u b s t a n t i a l relat i o n t o thie p u b l i c h e a l t h , s a f e t y , nnorals or g e n e r a l w e l f a r e o f t h e c i t y ' s i n h a b i t a n t s (National Linen Service Corporation v. City of Norfolli, 1 9 6 V a . 2 7 7 ) . It i s d i f f i c u l t t o b e p r e c i s e w h e n d i s c u s s i n g w h a t is o r w h a t is n o t r e a s o n a b l e . A c o u r t d e c i s i o n reg a r d i n g the r e a s o n a b l e n e s s of any ordinance d e p e n d s a great deal on subjective factors—the education and e x p e r i e n c e of t h e j u d g e s , and their attitudes toward society and the activity concerned. 4. A n o r d i n a n c e m u s t b e p a s s e d in g o o d f a i t l i . A n o r d i n a n c e m u s t not be a g u i s e or p r e t e n s e to d o w h a t a n n u n i c i p a l c o r p o r a t i o n is a u t h o r i z e d t o d o , w h e n in t r u t h it i s i n tended to do what the municipal corporation legally cannot do. For e x a m p l e , t h e law w i l l n o t a l l o w a locality to d e p r i v e an individual t h e use of his or her land u n d e r t h e g u i s e of a regulation for the preserv a t i o n o f h e a l t h , w h e n it i s m a n i f e s t t h a t t h e p u r p o s e of t h e r e g u l a t i o n is s i m p l y to spite or get even w i t h the o w n e r of t h e property. If a l o c a l g o v e r n i n g b o d y l o s t a h a r d f o u g h t c o u r t b a t t l e a g a i n s t local beer w h o l e s a l e r s i n v o l v i n g dis- p o s a b l e c o n t a i n e r s a n d t h e n ord a i n e d a $2,000 a n n u a l p r o c e s s i n g f e e f o r w h o l e s a l e beer m e r c h a n t lic e n s e s w h e n the actual c o s t of proc e s s i n g a p p l i c a t i o n s w a s $15, t h e ordinance c o u l d be invalidated for u n r e a s o n a b l e n e s s b e c a u s e it c o u l d be clearly s h o w n to be m o t i v a t e d by revenge or bad faith. 5. A n o r d i n a n c e m u s t b e p r e c i s e , d e f i n i t e a n d certain in e x p r e s s i o n . T h e d u e p r o c e s s c l a u s e of the 14th A m e n d m e n t to the C o n s t i t u t i o n of the United States requires an ordin a n c e t o be d e f i n i t e a n d c e r t a i n in its s t a t e m e n t of p r o h i b i t e d c o n d u c t to e n a b l e a p e r s o n of ordinary intelligence w h o reads the ordinance to u n d e r s t a n d w h a t a c t i v i t y is proscribed and govern accordingly his or her a c t i o n s . A n o r d i n a n c e w i t h t e r m s so vague that p e r s o n s of c o m m o n i n t e l l i g e n c e m u s t g u e s s at its m e a n i n g a n d d i f f e r as t o its application violates the due process of law. A s s u m e that a statute forbids the " m a r r y i n g of p e r s o n s fifteen years, o r y o u n g e r . " M a y a p e r s o n w h o is f i f t e e n y e a r s a n d s i x m o n t h s o l d legally marry? P e r s o n s of c o m m o n intelligence u n d o u b t e d l y w o u l d have to g u e s s a b o u t t h e a n s w e r . A precise statute would state " u n d e r the age of s i x t e e n y e a r s . " 6. A n o r d i n a n c e m a y n o t d e l e g a t e legislative authority to the person charged with enforcement. The p r i n c i p l e that w e are g o v e r n e d by laws and not by m e n a p p l i e s t o t h e e n a c t m e n t a n d e n f o r c e m e n t of local g o v e r n m e n t o r d i n a n c e s . A n ordinance which establishes policies (local laws) for the public m u s t be c o m p l e t e as enacted, and must s t a t e all t h e p o l i c i e s w h i c h t h o s e subject to the ordinance must obey. T h e q u e s t i o n of w h a t is or w h a t is n o t p r o h i b i t e d s h o u l d never be left to t h e j u d g e m e n t of t h e enforcem e n t staff. A n ordinance setting a varied scale of fees but leaving to the local m a n a g e r to d e t e r m i n e h o w m u c h or w h i c h particular fee an a p p l i c a n t s h o u l d p a y w o u l d b e v o i d . It d e l e gates too m u c h authority to the manager. S u c h an ordinance m u s t state t h e basis for c l a s s i f i c a t i o n of fees—leaving to the manager only the determination into which class the applicant falls. The same w o u l d be true of a s u b d i v i s i o n o r d i n a n c e w h i c h c o n t a i n s r e g u l a t i o n s but provides that the particular regulations s h a l l a p p l y " w h e n in t h e o p i n i o n o f t h e z o n i n g o f f i c e r t h e y are n e e d e d . " (Continued, page 12) VIRGINIA MUMICIPAL GROUP SELF INSURANCE ASSOCIATION A program designed to help control your Workmen's Compensation Costs. MEMBERS' S U P E R V I S O R Y BOARD H O N . C H A R L E S A. R O B I N S O N , JR. Mayor, Town of V i e n n a Chairman HARRY G. KING Member, Prince George County B o a r d of Supervisors FRANCIS T. W E S T C o u n c i l m a n , Martinsville JOHN CUTLIP S h e n a n d o a h County Administrator PERRY M.DePUE J a m e s City County B o a r d of Supervisors LEON JOHNSON Director of F i n a n c e , Suffolk F o r further information contact: Bradley K . Harmes Administrator Virginia Municipal Group Self Insurance Association P . O . B.ox 7 5 3 Richmond, Virginia 23206 (804)649-8471 R. M I C H A E L A M Y X Executive Director, V M L �Leesburg's Plaza Street Park Virginia's low income apartment dwellers have limited recreational opportunity. Renters lack private open s p a c e to enjoy picnics or erect play equipment for their children. Yet through a unique plan, Leesburg now provides subsidized apartment dwellers a quality recreational environment to stabilize and even improve their living conditions. More than 600 children played on s h o d d y playground equipment in a s m a l l area between two high density, low i n c o m e apartment projects in L e e s b u r g . T e n a n t s loitered in parking lots and s t a i r w e l l s , s o m e t i m e s c o n s u m i n g a l c o h o l . No p i c n i c or barbeque a r e a s e x i s t e d and young children usually had to give way to older k i d s using the play area. Neighbors had trouble finding a spot outdoors j u s t to sit down and talk. T h e situation w a s grim for the r e s i d e n t s of Loudoun H o u s e and L e e s b u r g Village. Most of them were poor, living there under S e c tion 8, the program reserved by the Department of H o u s i n g and Urban Development (HUD) for low and very low i n c o m e r e s i d e n t s whereby tena n t s pay 25 percent of their i n c o m e for rent. Even though L e e s b u r g had little e x p e r i e n c e in park development, town c o u n c i l a c c e p t e d the challenge in late 1979 to do s o m e t h i n g positive about c o n d i t i o n s at Loudoun H o u s e . F i r s t , the town received $372,400 in C o m m u n i t y Development B l o c k G r ant F u n d s of w h i c h $253,600 w a s e a r m a r k e d for acquiring land and c o n s t r u c t i n g a neighborhood park to benefit Loudoun H o u s e and L e e s b u r g Village r e s i d e n t s . S e c o n d , the d e s i g n of the new park would have to a d d r e s s problems s t e m m i n g from lack of a good, available recreation area. O Q Selecting A Site < T h e town w a s c o m m i t t e d to building a high quality park, but c h o o s ing and buying a s i t e that w o u l d leave s u f f i c i e n t f u n d s to c o n s t r u c t the park w a s a problem. A c ons ult ing firm, k n o w n for its e x c e l l e n t reputation for environmentally s e n s i tive l a n d s c a p e and recreation design in both public and private proje c t s , w a s hired to s e l e c t the site. T h e site c h o s e n proved to be a plus. It w a s an underutilized c o m m o n area within the Loudoun H o u s e (D DC > 10 c o m p l e x o w n e d by M a n a g e m e n t Partnership Inc., the firm managing the c o m p l e x . Supporting the park's development. Management Partnership agreed to u s e the $27,000 purc h a s e price to repair the e x i s t i n g s w i m m i n g pool for opening the following s u m m e r . T h e site had obvious benefits. It w a s a c c e s s i b l e to all t e n a n t s , pare n t s could s u p e r v i s e their children at play and young children would not be dependent on their parents for transportation or need to c r o s s major s t r e e t s . Additionally, valuable c o m m e r c i a l land would not be converted to nontaxable public property and the s u b s t a n t i a l l a n d s c a p ing i m p r o v e m e n t s would e n h a n c e the a p p e a r a n c e of L o u d o u n H o u s e . C o u n c i l w a n t e d the recreation fac i l i t i e s to represent the r e a s o n a b l e w i s h e s of the u s e r s . A detailed que s t i o n n a i re w a s distributed to t e n a n t s at both apartment projects and a d e s i g n advisory c o m m i t t e e to work with the c o n s u l t i n g firm and town staff w a s appointed by council. A Park Is Built Perhaps the unique feature of Plaza Street Park, named for the road that s e p a r a t e s the two apartment projects, is its d e s i g n . T h e park l a n d s c a p e is uneven, so the des i g n e r s utilized this in the design by putting attractive "thigh high" f e n c e s around various play a r e a s . T h i s not only provides a different, stimulating environment but h e l ps reduce c o n f l i c t s among the age groups using the park. T h e equipment, installed by L e e s b u r g ' s public w o r k s department to save money, is segregated by age l e v e l s e n i o r c i t i z e n s , preteens and tots. S e n i o r c i t i z e n s have permanent game t a b l e s , b e n c h e s and horses h o e pits. P r e t e e n s and tots have asphalt w a l k w a y s that provide exc e l l e nt s u r f a c e s for roller s k a t e s , s k a t e boards, b i c y c l e s and pedestrians. T a b l e s and grills located on the half a c r e p a s s i v e area offer apartment d w e l l e r s an opportunity for p i c n i c i n g . T h e r e is ample s p a c e to throw a frisbee or talk with neighbors out of doors. Near the basketball court is a large graveled play area where r e s i d e n t s may play volleyball, badminton and other net games. �Maintenance Shredded h a r d w o o d m u l c h covers t h e park g r o u n d because it is virtually m a i n t e n a n c e free and c o m p l e m e n t s t h e earth t o n e s in the park. A l l e q u i p m e n t is made f r o m r e d w o o d t i m b e r s because of Its durability, resistance to vandalism and aesthetic superiority over metal and other materials. Even t h e play f o u n t a i n is made of w o o d material. The play f o u n t a i n is more than an aesthetic a p p e n d a g e — a place t o play in water is always popular w i t h y o u n g c h i l d r e n . S w i m m i n g and wading pools require parental supervision w h i c h is n o t always available. The f o u n t a i n base is d e s i g n e d t o c o n t i n u a l l y drain water f r o m t h e play areas avoiding problems associated w i t h w a d i n g pools. Leesburg c o n t r a c t s w i t h a nonprofit c o r p o r a t i o n serving t h e mentally retarded—Every Citizen Has An O p p o r t u n i t y (ECHO)—for litter c o n t r o l and landscape maintenance services. T h e public works department keeps e q u i p m e n t up to par. Leesburg believes Plaza Street Park's s u c c e s s c o m e s f r o m innovative c o n c e p t s in park d e v e l o p m e n t . Virginia l o c a l i t i e s seeking to improve park f a c i l i t i e s for a p a r t m e n t d w e l l e r s s h o u l d c o n s i d e r locating new parks w i t h i n e x i s t i n g apart- ment c o m p l e x e s , s o l i c i t i n g c o m m u nity involvement in d e v e l o p i n g t h e facility and, if f u n d s allow, e s c h e w the traditional c o n c r e t e and steel urban park and provide unique landscaping and e q u i p m e n t t o make t h e area more pleasant and more resistent t o vandalism. Mayors to Study Urban Hunger The U.S. C o n f e r e n c e of Mayors has initiated a s t u d y of urban hunger and local response e f f o r t s . Und e r w r i t t e n by t h e A m e r i c a n Can C o m p a n y F o u n d a t i o n , t h e study w i l l examine p r o b l e m s and programs in eight c i t i e s a n d d i s t r i b u t e reports on t h e s e c i t i e s at t h e 51st A n n u a l C o n f e r e n c e t h i s m o n t h in Denver. President of the C o n f e r e n c e of IVlayors and Detroit IVIayor Coleman Y o u n g says that hunger is " p e r h a p s the most prevalent and d e t r i m e n t a l problem f a c i n g A m e r i c a n c i t i e s today." W i l l i a m W o o d s i d e , chairman of A m e r i c a n Can C o m p a n y , a d m i t s the study cannot solve t h e hunger problem but it can provide information useful in both public and private sectors to s t i m u l a t e further action. FOR S A L E Pre-Owned elevated water storage tanks Turn-Key construction on your property. Completely renovated. Capacities available: 500,000 400.000 250,000 200,000 Gallons Gallons Gallons Gallons PnANi:SHQ.TOI\l,INC 150,000 Gallons 100,000 Gallons 75.000 Gallons Construction Division p.o. box 735 madison, north Carolina 27025 (919) 427-0289 EFHutton talks puUic powerfinanciqg. E . F . H u t t o n ' s P u b l i c P o w e r Finance G r o u p has demonstrated its ability to generate n e w financing ideas a n d c a r r y them out successfully. W e h a v e the experience, the k n o w - h o w , a n d the distribution n e t w o r k w h i c h could m a k e y o u r next financing a success i n w a y s y o u m a y not have anticipated. A s managers or co-managers of n u m e r o u s public financings, w e have p r o v e n o u r ability to create i n n o v a t i v e approaches to complex tax-exempt financings. W e h a v e one of the largest capital bases i n the i n d u s t r y . W e also h a v e the willingness to use o u r c a p - ital to m a i n t a i n a secondary m a r k e t i n issues w e manage. A n d o u r distribution c a p a b i l i t y is extensive, w i t h 320 offices across the c o u n t r y . I n addition to o u r g r o w i n g retail business, o u r institutional business has g r o w n to o v e r 1 / 3 of o u r total securities business. F o r y o u r next public p o w e r offering, w h y not give M a r s h a l l Lancaster a call at (212) 742-6087, Steve S l o a n at (212) 742-6651, or B i l l S a c h a u at (213)488-3551. L e a r n w h y so m a n y people i n public p o w e r s a y that it p a y s to listen w h e n E . F . H u t t o n t a l k s . E. F. Hutton & Company, Inc. One B a t t e r y P a r k P l a z a , N e w Y o r k , N e w Y o r k 10004 (212) 742-5000 When EFHutton talks, people listen. ^ Q Q < z I o DC 11 �Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Excfianges One New Y o r k Plaza, New Y o r k , N . Y . 10004 fJSSHORN 725 CHURCH STREET 804-846-2711 LYNCHBURG, VIRGINIA PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. PATRICIA A. COOPER THOMAS W. ROBERTS, JR. CAMP DRESSER & McKEE 7630 Little River Turnpike, Suite 500 One World Trade Center, Suite 2637 Annandale. Virginia 22003 New York, New York 10048 703 642-5500 212 432-6700 environmental engineers, scientists, planners, & management consultants o Q Z < Summary R.W. B E C K AND ASSOCIATES o I< z o > 12 COM ^Ordinance, from page 9) Such provisions clearly give the enf o r c i n g officer the power to make the law rather than the power to enforce the law and are therefore void. An ordinance, t h o u g h , may establish p o l i c i e s and delegate to appropriate staff the authority to develop regulations to Implement those policies. W h e n a d o p t i n g public proc u r e m e n t ordinances In response to the 1982 Public Procurement A c t , many local g o v e r n m e n t s authorized staff m e m b e r s to develop procurement manuals setting forth necessary purchasing f o r m s and procedures for I m p l e m e n t i n g policies. 7. Finally, the ordinance m u s t be passed in the manner prescribed by the state statute or c o n s t i t u t i o n or the local charter or code. In c o n t r a s t to many states, Virginia does not have a statute that sets f o r t h req u i r e m e n t s as to the form and s t y l e of ordinances. These statutes freq u e n t l y require that an o r d i n a n c e must have a number, a title, an ordaining clause and a penalty sect i o n . W i t h o u t s u b j e c t i o n to a mandatory statute, governing bodies of c o u n t i e s , c i t i e s and t o w n s In the C o m m o n w e a l t h have s u b s t a n t i a l f l e x i b i l i t y as to the form In w h i c h ord i n a n c e s are drafted. W h e n the ordinance is precise, d e f i n i t e and certain in its terms, bad f o r m usually will not Invalidate It. For example, failure to number the s u b d i v i s i o n s of an ordinance In c o n secutive order, or even to n u m b e r the ordinance Itself w o u l d not affect its validity. A l t h o u g h state law c o n t a i n s few requirements as to the f o r m and style of ordinances, state s t a t u t e s , city and t o w n charters and the state c o n s t i t u t i o n frequently spell out various procedural requirements for a d o p t i n g ordinances. Section 15.1162 of the Code of Virginia requires local g o v e r n m e n t s to follow certain p u b l i c a t i o n and notice requirem e n t s when a d o p t i n g their annual budget and Section 58.846.1 requires newspaper publication before any increase of a local tax levy. Engineers • utility • • • • • and Consultants Planning, Management and Design Services. Rate and Contract Evaluation. Tectinical and Economic Evaluation. Utility Property Appraisals Load ^ylanagement and Energy Conservation Analysis Energy Source Evaluation, Fossil - Nuclear - Hydro Solid Waste - Solar 40 G r o v e Street Wellesley, M a s s . 02181 (617) 237-4870 1510 E . C o l o n i a l D r . O r l a n d o , F l a . 32803 (305) 896-4911 Those w i t h o u t law degrees w h o are called on to draft local ordinances s h o u l d l<eep these seven rules In m i n d . W h i l e you s h o u l d c o n t a c t your local government attorney for s p e c i f i c situations, your draft will most likely be In g o o d f o r m If you have taken Into c o n s i d eration these rules. �Hazardous Materials What Managers Should Know By William H. Austin As local g o v e r n m e n t administrators b e c o m e i n u n d a t e d w i t h a prolife r a t i o n of w r i t t e n m a t e r i a l c o n c e r n ing hazardous materials and hazardo u s w a s t e s , they will c o m e to depend on their local fire services for knowledge on how to deal with the subject. The fact that the fire d e p a r t m e n t will be o n e of the first a g e n c i e s s u m m o n e d to a potential problem s h o u l d e v o k e an instant r e s p o n s e from chief administrative officers. A s an a d m i n i s t r a t o r , are y o u c o m fortable b e c a u s e your local fire official has recognized the p r o b l e m and is d e a l i n g w i t h it t h r o u g h t r a i n i n g , pre-planning and special equipment purchases; or do you feel uneasy b e c a u s e l o c a l o f f i c i a l s s a y it is n o t t h e i r p r o b l e m a n d t h e last t i m e y o u m e n t i o n e d hazardous materials to a fire fighter, he t h o u g h t you were talking a b o u t the fire s t a t i o n ' s cooking? It m a y b e p o l i t i c a l l y e x p e d i e n t f o r a d m i n i s t r a t o r s to routinely f u n d fire p r o t e c t i o n s e r v i c e s in t h e i r c o m m u nities w i t h o u t m u c h t h o u g h t as to the fire d e p a r t m e n t ' s ability, but a s k i n g a n d d e m a n d i n g a n s w e r s is i m p o r t a n t . H a z a r d o u s m a t e r i a l s are a f a c t o f l i f e a n d m a y s o o n b e in your community. More important, u n d e r c u r r e n t state law local gove r n m e n t s are r e s p o n s i b l e for stabilizing and initially c o n t a i n i n g any problem involving hazardous materials. Three P h a s e s An incident involving hazardous materials or w a s t e s i n c l u d e s three phases: the critical phase, the cont a i n m e n t phase and the clean up or recovery phase. In t h e c r i t i c a l p h a s e , l o c a l g o v e r n m e n t s are r e s p o n s i b l e for stabilizing the incident, usually a f u n c t i o n o f t h e l o c a l f i r e s e r v i c e . T h i s is when deaths and injuries occur due to i g n o r a n c e and lack of training of both citizens and responding agencies. The containment phase occurs next and simply means stopping ecological damage and keeping the A b o u t the A u t h o r Mr. A u s t i n is chief of fire for Harrisonburg. Fire officiais come to tiie rescue of an overturned problem under control. This phase is a l s o t h e r e s p o n s i b i l i t y of l o c a l governments. T h e o w n e r o r s h i p p e r Is l i a b l e f o r clean up o r t h e recovery phase. Administrators should be aware of local r e s p o n s i b i l i t i e s . T h e f o l l o w ing preparations s h o u l d help avoid s e r i o u s c o n s e q u e n c e s of a hazardous material o r w a s t e problem: 1. L o c a t e s o u r c e s and routes of hazardous materials and w a s t e s in t h e c o m m u n i t y . 2. If t h e l o c a l i t y h a s c o d e e n f o r c e m e n t capability, see that hazardous materials and wastes receive a high priority. 3. I n s i s t t h a t l o c a l f i r e a n d r e s cue officials, paid and volunteer, receive training and maintain basic k n o w l e d g e on hazardous materials. 4. L o c a t e e x p e r t i s e in t h e c o m m u n i t y and adjoining areas, and seek out possible mutual aid or joint government funds. L o c a t i n g s o u r c e s of hazardous m a t e r i a l s a n d w a s t e s in t h e c o m m u nity c a n be a c c o m p l i s h e d by t h e c o m b i n e d e f f o r t s of b u i l d i n g a n d fire o f f i c i a l s , as well as o t h e r p e r m i t issuing a g e n c i e s . The Division of S o l i d a n d H a z a r d o u s W a s t e IVIan- tani<er. agement of the Virginia State H e a l t h D e p a r t m e n t a l s o a s s i s t s localities with this locating service. A nationally recognized fire c o d e t h a t is l o c a l l y e n f o r c e d h e l p s c o n trol i m p r o p e r use of t h e s e s u b s t a n c e s a n d w h e r e t h e y are l o c a t e d in t h e c o m m u n i t y . Fire service s e e m s t o h a v e p o l i t i c a l c l o u t at t h e l o c a l l e v e l , s o it i s u n d e r s t a n d a b l e that administrators seldom discuss the local fire d e p a r t m e n t ' s ability or lack of a b i l i t y t o deal w i t h c e r t a i n problems. Twenty-five years ago t h e r e w e r e o n l y 60 k n o w n hazardo u s s u b s t a n c e s ; t o d a y there are more than six t h o u s a n d . A d m i n i s trators s h o u l d be c o n c e r n e d a n d a n y f i r e o f f i c i a l w h o s a y s t h e r e is n o problem with hazardous materials o r w a s t e s in t h e c o m m u n i t y is l i v i n g in a v a c u u m . T h e u s e of tax d o l l a r s for fire p r o t e c t i o n gives m a n a g e r s the right to analyze the quality of fire service delivered j u s t as t h e y w o u l d t h e w o r k of a n y o t h e r department. Finally, local governments s h o u l d be a w a r e t h a t no s t a t e a g e n cy has the legal a u t h o r i t y to c o m m a n d local r e s o u r c e s . T h e s o l e purp o s e o f s t a t e a g e n c i e s is t o p r o v i d e h e l p in t h e f o r m o f a d v i c e a n d s p e (Continued, page 18) O D Z < o o DC > 13 �Attorney General's Local Government Officials Law Conference Co-sponsored by the Virginia Municipai League W e d n e s d a y , J u n e 29 9:00 a.m. to 3:00 p.m. Holiday Inn, Midtown 3200 W e s t Broad Street Richmond C o m p r e h e n s i v e C o n f l i c t of Interests A c t p a s s e d by 1983 G e n e r a l A s s e m b l y and effective J u l y 1,1983 (morning) U p d a t e s on antitrust, freedom of information, public procurement and liability of local government o f f i c i a l s (afternoon) TO R E G I S T E R : Deadline, J u n e 22 Mail c h e c k f o r $ 1 5 payable to V M L V i r g i n i a Municipal League P.O. B o x 753 R i c h m o n d , Virginia 23206 (Clay Wirt, staff c o n t a c t , 804-649-8471) Building Officials Hold Safety Week. Tfie Virginia Buiiding Officials Association recently observed Building Safety Week. A resolution designating Virginia Building Safety Week was passed by the Virginia General Assembly during the 1983 session, which recognized the important contribution being made to the health and life safety of citizens in new and existing buildings by state and local building enforcement personnel. Gov. Charles S. Robb, right, congratulated Jack Proctor, state building code administrator, left, and Ed Weld, VBOA president, on Building Safety Week. P U B U C ADMINISTRATION SERVICE Providing m a n a g e m e n t a s s i s t a n c e and consultant s e r v i c e s to l o c a l , r e g i o n a l , and s t a t e g o v e r n m e n t s since 1933. Managing underwriters and distributors of state, municipal, and government bonds and notes. Investment bankers and advisers to municipalities and government authorities for revenue bond project financing. For additional information, please contact one of the following members of our Public Finance Division >H O Q O < Z DC > AUSTIN V . KOENEN (212-558-3180) B E N E D I C T T . MARINO (212-558-2840) R O B E R T B . NOLAN (212-558-3360) TIMOTHYB. BENNETT (212-558-2836) ROBERT E . FORAN ( 2 1 2 - 5 5 8 - 2 1 5 2 ) LEWIS S.GODLIS (212-558-1734) JERRY RUSH (212-558-3306) L e h m a n Brothers K u h n Loeb Incorporated 1313 East 60th Street Chicago, Illinois 60637 (312) 947-2121 1497 Chain Bri<)ge Road McLean, Virginia 22101 (703) 7M-«»70 o THE MACUIRE GROUP Architects • Engineers • Planners C E Maguire, Inc. 5203 L e e t b u r g Pike, Falls C h u r c h , V A 22041 (703) 998-0100 207 B u s i n e s s P a r k Dr., Virginia B e a c h , V A 23462 (804) 497-6304 Reglonil ofllcei: Providence, fli: Alexandria. LA: Boston. MA: Clearwater. FL; Charlotte. NC: Falls Church. VA: Florence, SC: Honolulu. HI: Manchester. NH: New Britain. CT: Pittsburgh. PA: Phoenix. A2: Spartanburg. SC: Virginia Beach. VA: Waltham. MA. dmq DAVID M. GRIFFITH AND ASSOCIATES, LTD. Specialists in ADR Systems and Cost Allocation Plans Drawer 59, Christiansburg, Virginia 2 4 0 7 3 George C u n n i n g h a m , Field Represenrative "imaglneered" P L A Y G R O U N D NEW YORK • ATLANTA • BOSTON • CHICAGO DALLAS • HOUSTON • LOS ANGELES SAN F R A N C I S C O • LONDON • TOKYO a n d PARK E Q U I P M E N T BY G A M E TIME, I N C . C U N N I N G H A M Bex 9554 L:il<eiide Phone 14 703/382-1464 A b S O C , INC. Br , R i c l . n i o n d , V a 804 •262-2401 23228 �ProfessJonal Diiectory SCS ENGINEERS HARLAND BARTHOLOMEW & ASSOCIATES, INC. Southern S T E A R N S . C O N R A D AND SCHMIDT CONSULTING E N G I N E E R S , INC. WATER SUPPLY PLANNING • LANDSCAPE ARCHITECTURE • ENGINEERING COMMUNITY DEVELOPMENT CONSULTING WASTEWATER TREATMENT SANITARY L A N D F I L L DESIGN , G A S PROTECTION AND R E C O V E R Y 11260 R o g e r B a c o n Drive, R e s t o n , V a . 22090 • (703) 471.6150 Calitornia •Washington •Kentucky •South Carolina Rales Planning System Studies Feasibility Southern Engineering Company oi Virgima 1800 Peachtree Street. N W Atlanta, Georgia 30367.8301 (404) 352-9200 PUBLIC UTILITY Engineers & ConsuHanrs WATER WASTEWATER SOLID W A S T E S Three Chopt & Parham Roads. Richmond 23229 ' AND ENGINEERS Since 1800 P a r k w a y Dr. (804)623 1641 Wastewater T r e a t m e n t S y s t e m s • T r a n s p o r t a t i o n Municipal Facilities • Water and Sewerage S y s t e m s Waterfront Facilities • E n v i r o n m e n t a l S t u d i e s C o n s t r u c t i o n Management • S u r v e y i n g AND PROCESS DESIGN • HIGHV ENVlBO-JUEMTflL STUDIES • SHE PLANNING AND PO BOX4800-4800W HUNDRED RD • CHESTER,W-804 748-8T46 Hurt & Proffitt, Inc. Engineers • Planners • Surveyors Water, Wastewater, Solid Wastes, Soils & Foundations Land Development Site Plans Residential, Commercial & Industrial Subdivisions, Road, Dams, Airports 1933 Fort Ave. L y n c h b u r g , V A 24501 (804)847-7796 F R E D E R I C K G. G R I F F I N , I'.C. Consulting Engineei^ 3229 WaterUck Road, Lynchburg, VA 24504 Engineers (804) 282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 S y l v a n Avenue. P.O. B o x 1218 E n g l e w o o d C l i f f s , N.J. 0 7 6 3 2 201 -567-8990 • 4 0 5 S o , P a r l i a m e n t D r i v e , S u i t e 101 Virginia B e a c h , V a 23462 804-499^8508 l i P l I E N G I N E E R S AND P L A N N E R S NORFOLK FAIRFAX to. 11 Koger Execume Center Fairlan Protessional Building • Suite 250 Norfolk, VA. 2350! • Suite 7 3545 Chain Bridge Road Fairfax, VA 22030 MALCOLM PIRNIE, INC. R . S T U A R T R O Y E R & A S S O C I A T E S , IN(^. NGINIA 2 3 2 2 6 W\t Fleming MALCOLM IONMENTAL ENGINEERS, PIRNIEEKENVR SCIENTISTS 1 PLANNERS API'RAISALS MUNICIt'AL I ' I , A S M N ( . HATE STUDIES Consulting T e l e x 87.487 CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . iNDuSi ?29 WEST B U T E f NORFOLK,VA 23510 I • Planners B a i t . (301) 796-8850 301 HIDEN BLVD. NEWPORT NEWS, VA 804-599-5511 MMM G. R i c h a r d s o n •Consu'tanCs BROWNING-FERRIS INDUSTRIES Austin Drockenbrough and Associotvs Consulting Engineers Engineers Planners Surveyors W A T E R WOfiKS SEWEitAGE KEF-USE niSPOSAI. Engineers Municipal Servicei Manage' Etnt Cenlral Region LTD. HANSEN Henningson. D u r h a m Micho*! K. Berlin Hanover, MD 21076 W GREGG P H O N E 804/649-8627 HDR C H O D A T , R U B A C K & A S S O C I A T E S INC THE HATHAWAY HOUSE 103CENTRALST., P 0 BOX 749 WELLESLEY, MASSACHUSETTS 02181 TELEPHONE (61 7) 237-5815 Studies Desgn Relaying Metering 400 East Main Street Richmond. Virginia 23219 (804/237-2044) Cable Ti-k-iisiim • TV Broadcast • Public Safely Ccimmunicatitms Systems • Alarm Systems • Electrieal Desifrn • Federal Oimmunicatbins Ctimmksion Application and Prepiiration • Rxpcrt Testimony and Witncs.s CH2M KHILL Complete Engineering Services M u n i c i p a l a n d I n d u s t r i a l Waste Treatm e n t , P o w e r Systems. S t r u c t u r e s . Solid Wastes, Water R e s o u r c e s , W a t e r Supply a n d Treatment, Transportation 1941 R o l a n d C l a r k e Place R e s t o n , V i r g i n i a 22091 701/620-5200 ® Pitometer Associates ENGINEERS • ESTABLISHED 1903 • • • • LEAK DETECTION NETWORK ANALYSIS METER TESTING HYDRAULIC INVESTIGATIONS 2 N RIVERSIDE PLAZA CHICAGO ILLINOIS 60606 (312) 236-5355 10C CHURCH STREET NEW YORK NEW YORK 10007 [212( 267-82S8 BODIE, TAYLOR AND PuRYEAR, INC. CONSULTING ENGINEERS 611 Research Road o Q P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 R, K E N N E T H W E J - K S ENGINEERS \Vater Supply and Purification • Sewerage and Se\va,i;e Treatment • Streets and Highways • Investigations and Reports • Supervision of Construction. 2733 TIDEWATI;R D R . o CD N c m r o L K . \. 23509 15 �B44 W E S T S T R F E T , A N N A P O L I S , MD (J01( 268-7730 SVOSSET BATON ROUGE TAMPA W PALM BEACH BARRY W. STARKE, ASLA Consulting E n g i n e e r s GERAGHTY & MILLER, INC. U^NDSCAP£ ARCHITECT Environmental L a b o r a t o r i e s Industrial and Municipal EARTH 21401 DESIGN HAflTFORD HOUSTON CHAMPAIGN-URBANA 1531 Nortti Mam Street B l a c k s b u r g , Virginia 2 4 0 6 0 (703)552-5548 OLVER INCORPORATED ASSOCIATES WHIT LOCK HOUSE 316 NORTH ?4lh STREET RCHMOUD VIH»NIA?3223 904-782-107B LANDSCAPE ARCHITECTURE ' LAND USE PLANNING I ARCHITECTURE Dames & Moore Water S u p p l y and S o l i d and Pollution Control • Solid Waste/Energy Recovery • Water Pollution Control • A i r Pollution Control • Industrial Waste Treatment H a z a r d o u s Waste M a n a g e m e n t Environmental Impact Studies Water R e s o u r c e s M a n a g e m e n t ^C^m<itec(t SiotAen^,. 'Inc. RECREATION PRODUCTS Energy Studies S o i l s and F o u n d a t i o n Engineering WASHINGTON 7101 Wisconsin Avenue • Bethesda, Maryland 20814 (3011652-2215 Charles R Velzy A s s o c i a t e s . Inc. Consulting Engineers 355 Mam Street Armonk, New York 1050-1 7700 LEESBURG PIKE SUITE 302 CHURCH,VA. 22043 705/893-0711 FALLS consulCinQ WATER, SITE WASTEWATER, DEVELOPMENT. STRUCTURAL DRAINAGE,FLOOD enQineers CONTROL STREETS , DESIGN , MARINAS HIGHWAYS,BRIDGES Metcalf&Eddy Municipal Audits Federal — Head S t a n — C E T A - H U D . A - 1 0 2 Single Audits 1703) 590 1131 (703) 6 7 0 6 3 0 0 J A M E S M. B R I D G E S , JAMES BRIDGES. LTD A PROFESSIONAL CORPORATION Certified Public Accountant DIV. 8 4 Z . 1 1 6 0 Box K228 Koger Executive Center R i c h m o n d , Virginia 23288 {8041 288-6061 • Water • Wastewater • Resource Recovery • Transportation PERRY K. PLAINE 11 1 20 N e w Hampshire A y e Suite 2 0 0 Silver Spring, MD 2 0 9 0 4 CPA ENGINEERS 14003 MINNEVILLE RD DALE CITY. VA 22193 ilMOBniENSGERE ConsultingEngineers 820 J A M E S M. MONTGOMERY. CONSULTING ENGINEERS. INC. • ARCHITECTS SURVEYORS • PLANNERS • SCIENTISTS • PHOTOGRAMMETRISTS Corporate Drive Landover, MD 20785 Greenhorne (301)731-5622 C I V I L AND E N V I R O N M E N T A L S7 ( 2 0 2 I OFFICE: ^ASSOCIATES 10710 ENGINEERS L E E HIGHWAY. S U I T E 2 0 2 & O'Mara, Inc. • F A I R F A X , ViROINIA 2 2 0 3 0 Boston, PtiilaiJelphia, New York. St. Louis, Syracuse. Wliite Plains DAVID A. M I N T E R PHONE: I703) 385-9800 Ritton Inlirnilionil Cintir. Sullt 1130 1 1800 Zmht Villi) Drill, Rislon. VA 27091 YARGER AND ASSOCIATES, INC. Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 600 Surveys Our 30th Year 2830 Mary Street Falls Church, Va. 22042 703/560-6900 A Patton, H a r r i s , Rust & A s s o c . a Drolessional corporation E n g i n e e r s . Surveyors , P l a n n e r s Cofnplele protessional services tof municipalities and ENGINEERS public agencies Main Offic: 1 0 5 2 3 Mam Street. Fairfax. Virginia 22030. (703) 273-8700 100 S o u t h Mam Street B n d g e w a l e r Virginia 2 2 8 1 2 Florida—West (703)828-2616 Q MANAGEMENT O < o cc MUNICIPAL ADVISORS INCORPORATED O, B O X 45 16 V I R G I N I A B E A C H , V A . 2.14.5« 8(M.'422-17n 21218 (301) 235-3450 w a g n e r - h o h n s • i n g l i s • inc. COMPLETE PUBLIC WORKS ENGINEERING, SURVEYING AND PLANNING SERVICES Centrevilie.VA 703-631-9630 C;ONSULTANTS i • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification and Pay Studies • Executive Search and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies SAINT PAUL STREET BALTIMORE, MARYLAND Virginia—-Georgia—Maryland CONSTRUCTION CONSULTANTS CONSULTING ENGINEERS. SURVEYORS & PLANNERS FINANCIAL AND 2315 Valtoy Office: BENGTSON. DeBELL. ELKIN & TITUS o WHITMAN, REQUARDT AND ASSOCIATES w Silver Spring. MD 301-439-0055 Leesburg. VA 703-777-1258 1936 E a s t Seventh Street P. O. Box 35624 Charlotte, North C a r o l i n a 28235 704-372-1885 B R I D G E S . H K 3 H W A Y S * R A I L R O A D S . R A I LftB U S T R A N S I T . BRANCH OFFICES • Project Management • Claims Litigation and Support • Document Management and Retrieval RALPH WHITEHEAD & A S S O C I A T E S Consulting E n g i n e e r s 3300 N E E x p r e s s w a y , Atlanta, QA 30341 1314 Lincoln Street, Columbia, S C 29201 • CPM Scheduling AIRPORTS (404)452-0797 (803) 256-3590 • Laboratory Testing Services • Construction Management Seminars 208 High Street Mount Holly. New Jersey 08060 (609) 261-0100 WASHINGTON D.C. • T A M P A KANSAS CITY » NEW LOS ANGELES • SAN ORLEANS FRANCISCO �GOLDMAN SACHS CAPABILITY: SELLING PUBLIC POWER BONDS TO SUBSTANTIAL INDIVIDUAL INVESTORS. Goldman S a c h s has long been recognized a s a leader in selling public power bonds to institutions. But many issuers are not aware that we are also a leader in selling these securities to substantial individual investors. In fact, over 40% of our total sales of tax-exempt bonds during the past year were to individuals. Our retail clients are not ordinary investors. Many of them purchase bonds in blocks of $100,000 to $1,000,000 or more. Their buying strength can mean lower interest rates for public power issuers. Goldman S a c h s has carefully developed this market by establishing a separate securities sales force who are specialists in serving individual investors. These sales professionals are four times more productive than the average for the securities industry. To sell public power bonds to substantial individual investors, call on the marketing capability of Goldman S a c h s . oldman adis Goldman, Sachs & Co. New York B o s t o n C h i c a g o Dallas Detroit Houston Los Angeles Memphis IVIiami P h i l a d e l p h i a St. L o u i s S a n F r a n c i s c o L o n d o n Tokyo Z u r i c h Member SIPC �Public Power Financing . . . Experience Innovation Commitment ) First Boston THE FIRST B O S T O N C O R P O R A T I O N Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 H Fire Chiefs T o Meet Fire c h i e f s f r o m all areas of t h e C o m m o n w e a l t h w i l l g a t h e r in H e n r i c o C o u n t y J u l y 13-16 f o r a f u l l r o u n d o f a c t i v i t i e s at t h e 5 3 r d a n nual c o n f e r e n c e of the State Fire C h i e f s A s s o c i a t i o n of Virginia. P r e s i d e n t W a l t e r R. S t i c k e l Jr., H e n r i c o C o u n t y fire chief, w i l l preside over the four-day conference w h i c h will feature c o m m i t t e e meetings, the association's business s e s s i o n i n c l u d i n g the e l e c t i o n of new officers, several informative p r o g r a m s , i n d o o r a n d o u t d o o r exhibits and a variety of social functions. V i r g i n i a D e l e g a t e F r a n k D. Hargrove will discuss the legislative p r o c e s s , a n d F r a n k l i n E. W h i t e , s e c retary of p u b l i c safety for the C o m m o n w e a l t h of V i r g i n i a , w i l l give t h e k e y n o t e a d d r e s s . A l s o , David A. Kaechele, chairman of Henrico C o u n t y Board of Supervisors, and Frank Faison, Henrico County manager, will w e l c o m e the g r o u p . Fire station location, uniform specificat i o n s a n d h a z a r d o u s m a t e r i a l s res p o n s e t e a m s will be just a f e w of t h e t o p i c s a d d r e s s e d at t h e c o n f e r ence. Social activities include receptions and banquets, one with num e r o u s d o o r prizes to be given away, and a W e s t e r n Night Barbecue and Dance. A bus trip to the Will i a m s b u r g Pottery will be a m o n g the several activities scheduled for spouses and guests attending the conference. For more information Henrico County Division (804) 7 4 7 - 4 9 0 0 . contact of Fire, John Robinson, Inc. >t o Q Sandblasting Painting Special Coatings & Repair Work of Water Tanks Reservoirs & Water Treatment Plants > 18 J o h n Robinson, Inc. P.O. Box 3294 Winchester, VA 22601 (703) 662-7180 ( H a z a r d o u s , Uom page 13) c i a l e q u i p m e n t a f t e r a l l l o c a l res o u r c e s have b e e n d e p l e t e d . Bec a u s e t h e r e are o n l y 23 s t a t e p o l i c e motor safety transportation officers to cover m o s t of the interstate highw a y s i n V i r g i n i a , it w i l l b e q u i t e s o m e t i m e before a s s i s t a n c e can be provided d u r i n g the critical phase of an i n c i d e n t and their help may be q u e s t i o n a b l e at b e s t . Developing local response capability or u s i n g an a d j o i n i n g governm e n t ' s capability will be m o n e y well s p e n t w h e n the t i m e c o m e s to answer to the taxpayer. The b o t t o m l i n e is h a z a r d o u s m a t e r i a l s and w a s t e s a r e a l r e a d y in V i r g i n i a ' s c o m m u n i t i e s and being shipped on Virginia roadways daily. Consider- ing p r o b l e m s after an incident will leave a d m i n i s t r a t o r s w i t h t h e realization that avoiding this issue was not only a hazardous decision, but a hazardous mistake. ( ' E n t e r p r i s e , from page 6) C o m p l e m e n t i n g Virginia's enterp r i s e z o n e l e g i s l a t i o n are an array of c o m m u n i t y statutes, such as the Neighborhood Assistance Act and p r o p e r t y tax a b a t e m e n t s for rehabili t a t i o n , w h i c h o f f e r a c c e l e r a t e d rel i e f f o r i n v e s t m e n t s in e c o n o m i c a l l y distressed areas. The assistance a c t ( S e c t i o n s 58-760.2 a n d 58-760.3 o f t h e Code of Virginia) provides a tax credit for any business firm that e n g a g e s in j o b t r a i n i n g o r e d u c a t i o n f o r i n d i v i d u a l s n o t e m p l o y e d by t h e b u s i n e s s . Real e s t a t e that has been rehabilitated for c o m m e r c i a l or ind u s t r i a l u s e w h e n a s t r u c t u r e is n o l e s s t h a n 25 y e a r s o l d a n d i m p r o v e d t o increase its a s s e s s e d value by no l e s s t h a n 60 p e r c e n t is e x e m p t f r o m taxation. The exemption ends after 10 y e a r s a n d c a n n o t e x c e e d a n a m o u n t e q u a l t o t h e i n c r e a s e in ass e s s e d v a l u e r e s u l t i n g f r o m t h e reh a b i l i t a t i o n of t h e s t r u c t u r e . The manager faces a dilemma. Preliminary data gathering, preparat i o n o f a p p l i c a t i o n s a n d a n n u a l rep o r t s are not w h a t a m a n a g e r w o u l d consider a benefit. Enterprise z o n e s , h o w e v e r , are a n d s h o u l d be v i e w e d as a s t a t e m e n t by local gove r n m e n t t h a t it i s c o n c e r n e d a b o u t business and wants to encourage c o m p a n y c o m m i t m e n t to the c o m m u n i t y . If b u s i n e s s i n v e s t m e n t s a r e achieved through c o m m u n i t y develo p m e n t block grants, urban development action grants, industrial revenue b o n d s , n e i g h b o r h o o d ass i s t a n c e grants or any other grantin-aid p r o g r a m s , all t h e better, b u t e n t e r p r i s e z o n e s are a w e l c o m e a d d i t i o n t o t h e s e c o m m i t m e n t s . If p i g gybacked with existing programs, t h e i m p a c t of e n t e r p r i s e z o n e s f o r business and local government can be e x p a n d e d and beneficial for all. �Two words define expertise in public power financing: Merrill Lynch. To find out why we're a breed apart, call: (212) 637-2540 Municipal Utilities Department Merrill Lynch White Weld Capital Markets Group © Copyright 1983 Merrill Lynch, Pierre, Fenner & Smith Incorporated. Published in U.S.A. All rights reserved. Member, SIPC. �BENSON & HEDGES Philip Morns Inc. 1984 6 mg " t a r , " 0 . 6 mg nicotine av. per cigarette, by FTC method. W a r n i n g : The Surgeon General Has Determined That Cigarette Smoking Is Dangerous to Your Health. Only 6 mg,yet rich enough to be called deluxe. Regular and Menthol. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 18, Number 6 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource June 1983 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198306 https://www.virginiaroom.org/digital/files/original/69/6453/198307.pdf b4f1936f6a3771d9eea9668ca0cfa88c PDF Text Text Virginia V0LUME18 JULY 1983 NUMBER? R i s k Management: A n Envolving Discipline �There^ an art to keeping the cost of your insurance claims from goftig through the roof The state of the art is CAB. G A B is tlie one company that really combines man and machine to keep insurance costs down. We have the ability to manage claims anywhere in the U.S.—ana we can do it with remarkable speed and efficiency The key is our network of 3,400 highly trained adjusters and supervisors in 650 nation-wide offices, plus 28 strategically located claims processing centers around the country. This network c a n help you manage claims and losses more cost-effectively, whether you're insured by outside companies or selfinsured. And whether you're administering casualty insurance, auto fleet, workers' compensation or employee benefits. How do we help? With an on-line system that features the most up-to-date computer technology available for claims management. Input comes through the 28 centers and is directly entered (no batch processing) into a central data storage computer Data developed by GAB'S field adjusters is constantly fed into our system to keep risk managers up-to-date on every claim. The reporting system generates reports that alert you to opportunities for cost containment. Quite frankly, no other claims management company has the unique people^computer pairing that so effectively controls your costs. Which is why our claims management service is the essence of state of the art. For more information, write Paul Dougherty, Senior VR Claims Management Division, G A B , 123 William Street,< N.Y., NY 10038 Or call him at ^ (212)306-8390. GAB The state of the art of claims management. �Virginia Editor Christine A. Everson Editorial Assistant Joni Terry Telephone 804/649-8471 Volume 18 July 1983 Number 7 VML President Francis T. West Officers C h a r l e s A. R o b i n s o n , J r . L a w r e n c e A. D a v i e s Vincent J . T h o m a s S a m W. A d a m s Executive Committee J a c k D. E d w a r d s J a n e L. H o u g h Arlie C . P a y n e Martha V. P e n n i n e Ronald C . Spiggle Robert T . W i l l i a m s 4 " i n c r e a s i n g citizen c o p r o d u c t i o n of s e r v i c e s is one m e a n s of improving s e r v i c e delivery and stabilizing governmental e x p e n d i t u r e s . " 5 R a y m o n d F. R a t c l l f f e R. Michael A m y x VAPRIMA: Here to Serve Virginia " B a s i c a l l y w e a s k e d o u r s e l v e s what type of I n s u r a n c e management problems do w e have and how do w e plan to solve t h e m . " Past President Executive Director Citizen Coproduction 6 People 7 Fleet Safety " A c c i d e n t Investigation and peer review c o m m i t t e e s work hand-inhand to benefit the fleet s a f e t y program." On the Cover: V i r g i n i a T o w n & C i t y ' s c o v e r photograph w a s provided by A l e x a n d e r & A l e x a n d e r , the Virginia Municipal Group Self Insurance Association's new s e r v i c e c o m p a n y . 8 How Culpeper Saved on Insurance Costs " W e i n c r e a s e d and improved our c o v e r a g e and provided additional c o v e r a g e for the town at a 13.3 percent s a v i n g s . " 10 Risk Management: An Evolving Discipline T h i s guidebook will tell you most of what you need to know about municipal i n s u r a n c e . VIRGINIA TOWN & CITY(ISSN00426784) Is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 19 The Broadening Liability in Civil Rights Cases G e n e r a l C o u n s e l Howard W. Dobbins d i s c u s s e s two recent court rul' ings affecting m u n i c i p a l i t i e s . O Q < o (3 DC > �Commentary Citizen Coproduction B y Stephen L . Percy O Q O I< Several pressing forces have stimulated public administrators and local officials to seek new strategies for financing and delivering community services. Local service agencies face increasing labor and material costs unmatched by equivalent growth in fiscal resources, a disparity aggravated by recent reductions in fiscal transfers from national government, and a disparity which often results in some form of service reduction. At the same time, citizen concerns about services and outcomes generally have been growing, often in the form of increased dissatisfaction with service levels and agency personnel. Citizens in many communities perceive quality and quantity of services have deteriorated wtiile social problems have increased in intensity. They hold local officials ultimately responsible for these real and perceived service declines. Strategies offered in response to these pressures are almost as varied as the pressures themselves. Some analysts argue that local governments should seek alternatives to producing all community services themselves. Governments might contract with private companies, nonprofit organizations or other governments to produce services. Some suggest local governments load-shed—cease providing some services with the expectation that the private sector will move in to supply the discontinued services. Increasing citizen coproduction of services is one means of improving service delivery and stabilizing governmental expenditures for services. Multiple definitions of coproduction have been offered, but the basic notion is that citizens, alone o DC > About the Author Stephen L. Percy is an assistant professor in the Woodrow Wilson Department of Government and Foreign Affairs, University of Virginia. and collectively, potentially can perform a variety of activities that contribute to the production of public services. For example, citizens can assist police and increase public safety through "target-hardening" efforts like installing alarms, window bars and extra outdoor lighting. Collectively, citizens can assist police through neighborhood patrols and block watch programs. Similarly, citizens can enhance educational services by serving as volunteer teaching assistants; or solid waste collection by transporting household waste to the curb; or fire protection through installation of smoke alarms. Recognition of coproduction implies that citizens no longer can be viewed as service consumers since they can make valuable contributions to service production. Citizen coproduction enhances service delivery in many ways. In human services, such as in education and health where citizens themselves are the objects of service delivery efforts, some level of citizen coproduction involvement is required for service production to be at all effective. Teachers and schools can do little to enhance the talents of students who are unwilling to pay attention to class instruction or participate in classroom activities. Parental efforts obviously enhance the delivery of teaching services in these instances. Contributions of citizen efforts assist service agency personnel in producing higher quality services in other areas too, such as police, fire protection and solid waste collection, and potentially at reduced costs. Rules requiring households to package waste and transport it to curbside for pickup significantly reduce public expenditures for waste collection. Citizen involvement in service delivery can yield another benefit also—increased bureaucratic responsiveness to local needs and concerns. Coproduction results in regular interaction between agency personnel and citizens. A channel is formed through which citizens can communicate their needs directly to agency representatives. A patrol officer, through frequent interactions with local citizens, might learn more about the crime problems that most concern neighborhood residents. In response, he might alter activities to deal with the identified problems and concerns, an action increasing agency responsiveness. These arguments suggest that citizen coproduction of services represents one means of fighting service reductions. Only recently have local officials begun to recognize the vastness of this largely untapped citizen resource. At the same time, it is important to recognize that initiation of coproduction services may involve training and coordination costs. Public administrators also may have to convince their professional staffs to accept the voluntary efforts of citizens. Without overt cooperation between paid personnel and citizen volunteers, many types of coproduction can be ineffective. Most analysts believe the potential benefits of many citizen coproduction efforts far outweight the expected costs. The challenge to local officials and public administrators is to search out and encourage citizen involvement that will improve the delivery of local services. In this way, coproduction not only can reverse trends in service cutbacks and citizen dissatisfaction, but also may foster increased service agency responsiveness to citizen needs. �VAPRIMA Here to Serve Virginia By Fred Marshall P R I M A , the P u b l i c R i s k and Insurance Management Association, established its V i r g i n i a chapter ( V A P R I M A ) j u s t more than a year ago. Municipal l e a d e r s , realizing the need to c o l l e c t i v e l y f o c u s on insura n c e related c o n c e r n s and preventive risl< m a n a g e m e n t , held the initial meeting March 1982 in R i c h mond. From its beginning, this a r e a ' s arm of the 700-member national organization b e c a m e and c o n t i n u e s to s e r v e a s an integral and vital part of local g o v e r n m e n t s ' i n s u r a n c e administration. "Our chapter," said a V A P R I M A s p o k e s m a n , " i s affiliated with P R I M A , the national organization c o n c e r n e d w/ith providing a c o m m u n i c a t i o n s network in public risk m a n a g e m e n t , but more importantly, the p r o f e s s i o n a l s e r v i c e s offered to Virginia are not o r c h e s t r a t e d in s o m e r e s e a r c h c e n t e r c o m p l e x in a mid-western s t a t e . P R I M A is here within our own c o m m o n w e a l t h ' s boundaries, understanding the n e e d s of a S h e n a n d o a h , responding to the c o n c e r n s of a Purcellville and able to coordinate the a c t i v i t i e s of a F r e d e r i c k s b u r g . W e are p l e a s e d to provide this e x t e n s i o n of the national information network with interjurisdictional s h a r i n g and cooperative efforts to our Virginia members." "It is e x t r e m e l y important," a d d s Fred M a r s h a l l , V A P R I M A ' s president and the risk benefit a d m i n i s t r a tor for the c o u n t y of Arlington, "that o u r g o a l of being an organization for V i r g i n i a is clearly u n d e r s t o o d . Y e t our organization is not limited to und e r s t a n d i n g V i r g i n i a ' s n e e d s . It would be difficult to offer e x p e r t i s e and innovative ideas if w e worked within a v a c u u m , s o w e are very a c tive in the national group and w e are About the A u t h o r F r e d M a r s h a l l is president of P R I M A ' s V i r g i n i a C h a p t e r a n d a l s o the risk benefit a d m i n i s t r a t o r for the county of Arlington. c o n s t a n t l y e x c h a n g i n g i d e a s with other s t a t e s with regard to insura n c e s t r u c t u r e and m a n a g e m e n t . " Marshall m a i n t a i n s c l o s e t i e s with the national a s s o c i a t i o n and is its n e w l y - e l e c t e d v i c e president. " W h e n w e sat down to lay the foundation and write the g u i d e l i n e s for our chapter, the i n s u r a n c e related e x p e r i e n c e s of our Virginia leadership made the t a s k of setting g o a l s relatively e a s y . B a s i c a l l y w e a s k e d o u r s e l v e s w h a t type of insura n c e m a n a g e m e n t problems do w e have a n d how do w e plan to s o l v e them. I believe our s t a t e m e n t of purpose o u t l i n e s our g o a l s , " s a i d Marshall. V A P R I M A s t a t e s its purpose a s follows: • to i n c r e a s e the p r o f i c i e n c y of risk/safety and i n s u r a n c e management in governmental a g e n c i e s , political subdivis i o n s thereof and s c h o o l districts • to strengthen the quality of r i s k / i n s u r a n c e s a f e t y management through c o n t i n u i n g education • to be an e d u c a t i o n a l and res e a r c h organization for the benefit of g o v e r n m e n t s , gove r n m e n t a l a g e n c i e s , political subdivisions thereof and s c h o o l and other s p e c i a l district u n i t s throughout V i r g i n i a • to provide m e m b e r s with the opportunity to e x c h a n g e i d e a s and c o n s u l t with one another and to meet with p e r s o n s in or a s s o c i a t e d with public risk m a n a g e m e n t and i n s u r a n c e , and to s u p p l y m e m b e r s with information c o n c e r n i n g their organization • to act in any other m a n n e r w h i c h will further the best int e r e s t s of g o v e r n m e n t s , governmental a g e n c i e s , political s u b d i v i s i o n s , s c h o o l and other s p e c i a l d i s t r i c t s in their risk management/safety/insurance activities. T h e s e s t a t e w i d e g o a l s are being a c c o m p l i s h e d and nationally noted. T w o s t o r i e s recently p u b l i s h e d in P R I M A L E T T E R , the national a s s o c i a t i o n ' s monthly newsletter, give an indication of the story of V A P R I M A ' s s e r v i c e s and benefits. T h e story of C u l p e p e r ' s s e l e c t i o n of i n s u r a n c e c o v e r a g e (on page eight) w a s covered in PRIMAL E T T E R and d e m o n s t r a t e s how V A P R I M A helped the town s a v e 13 percent on annual i n s u r a n c e c o s t s . Another V A P R I M A story w a s told in the s a m e publication. T h e Virginia c h a p t e r of P R I M A s p o n s o r e d a s e s s i o n on health c a r e c o s t containment at the a n n u a l Virginia Municipal L e a g u e c o n f e r e n c e . F e a t u r e d w a s a presentation by Norman C r e w s , v i c e president of Industrial I n s u r a n c e Management Corp., on s k y r o c k e t i n g health c a r e c o s t s and t e c h n i q u e s to control them. C r e w s pointed out that health c a r e c o s t s have tripled s i n c e 1972 and b e n e f i t s have risen to 30 percent of payroll a c r o s s the board. " I f c o s t s are going to c o m e d o w n , people m u s t c h a n g e their l i f e s t y l e s to maintain good h e a l t h , " C r e w s said. He added that controlling s t r e s s is a major i s s u e and advocated proper e x e r c i s e , diet, weight control and the will to live. He a d v i s e d e m p l o y e e b e n e f i t s p e r s o n n e l to i n s i s t their i n s u r a n c e carrier c h e c k hospital bills and proc e d u r e s for a b u s e s in the s y s t e m , s u c h a s drug c o s t s that have nothing to do with i l l n e s s e s and weekend a d m i s s i o n s for non-emergency surgery. He a d v i s e d u s e of peer review soc i e t i e s to c h e c k a c t i v i t i e s of the m e d i c a l c o m m u n i t y . He reported that s a v i n g s with freestanding walkin c l i n i c s are ranging 30 percent nationally. S a v i n g s are a l s o being realized with home c a r e nursing units w h i c h he e n c o u r a g e d c o m m u n i t i e s to u s e rather than hospital c a r e . S t a y well programs and other incentives provide options for reducing —Continued on page 16— �People first Implemented in the United States. H u l m e Is a past president of the Virginia-District of Columbia-Maryland C h a p t e r of the A m e r i c a n P u b l i c W o r k s A s s o c i a t i o n and the Virginia S e c t i o n of the Institute of T r a f f i c E n g i n e e r s . H i s a r t i c l e s have been published In p r o f e s s i o n a l engineering j o u r n a l s and he received the A m e r i c a n S o c i e t y of Civil Engin e e r s , National C a p i t a l S e c t i o n , 1981 C o m m u n i t y S e r v i c e A w a r d . J? retired attorney for G e n e r a l E l e c t r i c , this w a s his first public office. Albert S . Kemper III h a s been appointed by c o u n c i l In a u n a n i m o u s d e c i s i o n to serve the remainder of B a k e r ' s term. K e m p e r is president of United Virginia B a n k of L y n c h burg. He a l s o s e r v e s a s president and director of the Greater L y n c h burg C h a m b e r of C o m m e r c e . Town Attorney Honored Hulme Hulme Honored o Q < z o o > Henry S . Hulme Jr., Arlington C o u n t y director of public w o r k s , h a s been named one of the T o p T e n Public W o r k s L e a d e r s of the Y e a r by the A m e r i c a n P u b l i c W o r k s A s s o c i ation. E a c h y e a r the a s s o c i a t i o n reco g n i z e s the outstanding contribut i o n s of ten Individuals a s part of a program to Inspire e x c e l l e n c e and dedication. A native of Arlington, H u l m e began h i s public w o r k s c a r e e r in Arlington C o u n t y In 1954. He w a s ins t r u m e n t a l in implementing the c o n s o l i d a t i o n and reorganization of the present public w o r k s department in 1977. T h e restructuring c o m b i n e d the f u n c t i o n s of the former d e p a r t m e n t s of transportation, utilities and equipment, c o n s o l i dating all p h a s e s of planning, engineering and public w o r k s s e r v i c e s . A s public w o r k s director, H u l m e o v e r s e e s the c o u n t y ' s largest department. With 600 e m p l o y e e s , the department is r e s p o n s i b l e for planning, d e s i g n , c o n s t r u c t i o n and m a i n t e n a n c e of s t r e e t s , storm s e w e r s , sanitary s e w e r s and water l i n e s ; s o l i d w a s t e c o l l e c t i o n and d i s p o s a l and s e w a g e treatment; automotive management; utilities accounts; and traffic e n g i n e e r i n g . He w a s res p o n s i b l e for the d e v e l o p m e n t of the c o u n t y ' s first anti-litter program and a transportation plan w h i c h Included h i g h w a y s , m a s s transit, pedestrian w a l k w a y s and b i k e w a y s . T h e b i k e w a y plan w a s one of the John F. Gionfriddo, V i e n n a town attorney, h a s b e c o m e a F e l l o w of the A m e r i c a n C o l l e g e of Trial Lawy e r s , an honor attained by only a s m a l l p e r c e n t a g e of attorneys in the country. T h e C o l l e g e of Trial L a w y e r s currently n u m b e r s 3,700 f e l l o w s in the United S t a t e s and C a n a d a . IVIembership is by invitation of the board of of regents and Is limited to one perc e n t of the trial l a w y e r s in e a c h s t a t e . U. S . C h i e f J u s t i c e Burger Is a fellow, a s w a s the late Leon J a w o r s k i , s p e c i a l p r o s e c u t o r in the Watergate c a s e . T h e purpose of the organization is to improve the s t a n d a r d s of trial p r a c t i c e , the administration of j u s tice and the e t h i c s of the trial branch of the law p r o f e s s i o n . Gionfriddo h a s p r a c t i c e d law for 26 y e a r s and h a s been V i e n n a ' s town attorney s i n c e 1966. He is a graduate of G e o r g e t o w n University S c h o o l of L a w . C r e e c h Elected to Chamber Board Nancy A. C r e e c h , Virginia B e a c h c o u n c i l w o m a n and president of A y e r s Insulating and S u p p l y C o . Inc., h a s been e l e c t e d to s e r v e a s a director of the Virginia C h a m b e r of C o m m e r c e . T h e c h a m b e r recently c h a n g e d its n a m e from the Virginia S t a t e C h a m b e r of C o m m e r c e to T h e V i r g i n i a C h a m b e r of C o m m e r c e in order to eliminate c o n f u s i o n with s t a t e government a g e n c i e s . CouncUmember D i e s L y n c h b u r g C o u n c U m e m b e r Raymond E. Baker h a s died after an Illn e s s of s e v e r a l m o n t h s . Baker w a s e l e c t e d to c o u n c i l t h i s past year. A Miller Miller Moves Ronald H. Miller, town manager of Vinton for more than nine y e a r s , has left that position to b e c o m e R o a n o k e ' s new building c o m m i s s i o n e r filling the v a c a n c y left by Bain Reed. A native of S o u t h w e s t Virginia, Miller attended Virginia T e c h and w a s formerly a s s i s t a n t city manager of Radford. He s e r v e d a s president of the Virginia S e c t i o n of the International City Management A s s o c i a tion during the 1982-83 term. Turpin Appointed R o a n o k e a l s o recently acquired a new personnel manager, Eric Turpin. A R o a n o k e native and former s u p e r v i s o r of e m p l o y e e and mana g e m e n t relations for the state of G e o r g i a , Turpin will a l s o serve a s the c i t y ' s affirmative action officer. Turpin h a s a b a c h e l o r ' s degree from Howard University and a m a s t e r ' s degree from the University of Utah. He previously s e r v e d a s director of personnel for Payne C o n s t r u c t i o n C o . in Bedford and h a s a l s o worked a s r e s e a r c h director for the C o m m u n i c a t i o n s W o r k e r s of A m e r i c a . He s u c c e e d s C l a r e n c e Patterson J r . �Fleet Safety Accident Investigation & P e e r Review Programs By Valerie Fabrizio The first recorded auto accident occurred IVlay 30,1896. IVIr. hHenry Wells w a s driving his new Duryea motor wagon in downtown New York when he collided with Ms. Evelyn Thomas who w a s riding a bicycle. S h e suffered a fractured leg, and Mr. Wells spent the night in jail. Currently our n a t i o n ' s fatality rate from automobile a c c i d e n t s avera g e s more than 50,000 d e a t h s per year. A u t o m o b i l e a c c i d e n t s result not only in l o s s of life, but a l s o in personal injury, property d a m a g e and l o s s of time. A c c i d e n t s involving property l o s s or injury are the most often reported, but all a c c i d e n t s no matter how minor are c o s t ly. Municipal g o v e r n m e n t s c a n insure a g a i n s t certain l o s s e s resulting from a c c i d e n t s , s u c h a s the c o s t of repairs, the c o s t of replacing d a m a g e d e q u i p m e n t or even the c o s t of lost m a n h o u r s . However, other a c c i d e n t c o s t s are u n i n s u r e d , s u c h a s the c o s t s involved in writing a c c i d e n t reports, dealing with law s u i t s , handling c l a i m s reports and retraining and r e s c h e d u l i n g manpower. A n a c c i d e n t investigation program c a n minimize both ins u r e d and u n i n s u r e d c o s t s . T h e purpose of an a c c i d e n t investigation program is to determine the underlying c a u s e of individual a c c i d e n t s and to prevent their recurr e n c e . A thorough investigation rev e a l s w h y the a c c i d e n t h a p p e n e d , the extent of liability, how the a c c i dent c o u l d have been prevented, the need for equipment, environmental or people m o d i f i c a t i o n s and the c o r r e c t i v e action n e c e s s a r y for third party recovery. Although investigative authority may be delegated to qualified individuals, an in- About the A u t h o r Ms. F a b r i z i o is a c o n s u l t a n t for W a i t e Hill S e r v i c e s I n c . S h e s e r v e s a s a c c o u n t s u p e r v i s o r of the l o s s m a n a g e m e n t prog r a m s for C a l i f o r n i a s c h o o l s and colleges. vestigation program is the responsibility of m a n a g e m e n t . Reporting the Accident IVIanagement's first responsibility is to e s t a b l i s h proced u r e s for reporting an a c c i d e n t . T h i s s h o u l d be done in writing. It is' a l s o m a n a g e m e n t ' s responsibility to a s s u r e that the p r o c e d u r e s are clearly understood by e v e r y o n e involved. A driver's written s t a t e m e n t of an a c c i d e n t c a n be very u s e f u l . Remember, the driver i s the first investigator on the s c e n e . Not e v e r y o n e , however, c a n adequately e x p r e s s t h e m s e l v e s in writing s o a clear, c o n c i s e form s h o u l d be u s e d . Much u s e f u l information often is left out by relying totally on a written narrative from the driver. T h e reporting form s h o u l d inc l u d e the n a m e s and a d d r e s s e s of all parties involved and their general c o n d i t i o n s , t y p e s of v e h i c l e s involved and their c o n d i t i o n s , n a m e s and a d d r e s s e s of w i t n e s s e s , lic e n s e n u m b e r s of c a r s of p o s s i b l e w i t n e s s e s , the date, day and time of the a c c i d e n t , s p e c i f i c location, general w e a t h e r and road c o n d i t i o n s and a diagram of the a c c i d e n t including a p p r o x i m a t e s p e e d s , direct i o n s of travel, w h e r e the v e h i c l e s c a m e to rest, any traffic s i g n a l s or s i g n s and any other relevant obj e c t s . Narratives from the drivers c a n be a t t a c h e d to t h i s form. A written report alone, however, will not train a d r i v e r t o recognize a c c i d e n t c a u s e s and c o n t r o l s . Mana g e m e n t m u s t take the initiative to a s s u r e all drivers have been trained in how to handle a variety of mish a p s . C a s e s t u d y and role playing are strongly e n c o u r a g e d . Not only m u s t a driver l<now exactly how to report an a c c i d e n t , but he m u s t a l s o l<now how to control the a c c i d e n t s c e n e . F o l l o w i n g an a c c i d e n t the driver s h o u l d a s s e s s the a r e a for other h a z a r d s , aid the injured, a s s u r e a s a f e a r e a and preserve all e v i d e n c e at the s c e n e . Don't wait for property d a m a g e or personal injury to begin an a c c i d e n t investigation. All a c c i d e n t s s h o u l d be investigated w h e t h e r near m i s s e s or s e r i o u s in nature. S t a t i s t i c s s h o w 300 near m i s s e s o c c u r before an injury r e s u l t s from a s i n g l e type of a c c i d e n t . B y investigation of near m i s s e s you may be able to correct c o n d i t i o n s to prevent more s e rious a c c i d e n t s from o c c u r r i n g . Investigation of a s e r i o u s a c c i dent may take w e e k s or even m o n t h s . Preliminary reports s h o u l d be made on a regular b a s i s a s s e s s ing all new information. O n c e all the f a c t s are gathered, the investigator s h o u l d prepare a final report. A well organized report will aid in keeping the f a c t s straight and a s s u r e nothing h a s been omitted. T h e a c c c i d e n t investigation proc e d u r e and the procedure for c o n trol of the a c c i d e n t s c e n e serve a s c o m m o n d e n o m i n a t o r s and will help all f l e e t s determine c a u s e s and control future l o s s e s . Peer Reviews Peer a c c i d e n t review c o m m i t t e e s incorporate the total cooperation of the v e h i c l e fleet team and are a m o n g the best a c c i d e n t prevention —Continued on page 14— �How Cuipeper Saved on Insurance Costs Last October, G u i l f o r d G r i f f i n , the t o w n clerk of Cuipeper, read an article a b o u t how the city of Burlingt o n , V e r m o n t had saved money in annual insurance c o s t s by g o i n g to a c o m p e t i t i v e bid s y s t e m . " W h y not try the same t h i n g in C u i p e p e r , " he t h o u g h t . No one had ever raised the q u e s t i o n before. After trying to w r i t e bid specificat i o n s himself. Griffin s u g g e s t e d to the t o w n manager that area insurance a g e n t s be invited to bid on des i g n i n g the s p e c i f i c a t i o n s and s o o n a local agency was s e l e c t e d to do the w o r k . G r i f f i n then c o n t a c t e d the Virg i n i a chapter of the Public Risk Insurance M a n a g e m e n t A s s o c i a t i o n (VAPRIMA) and asked the chapter to help review the s p e c i f i c a t i o n s and g u i d e him in the next phase of the process. Eager to help, the chapter sent a f o u r - m e m b e r advisory team to meet w i t h Griffin — K e n J o n e s , risk manager for the city of R i c h m o n d ; Steven Landin, insur- ance manager for the city of Richm o n d ; T o d d Palmquist, chief of m a n a g e m e n t services for the t o w n of Vienna; and Fred Marshall, chapter president and a d m i n i s t r a t o r for risk and b e n e f i t s m a n a g e m e n t for A r l i n g t o n County. W i t h their help, C u l p e p e r ' s specif i c a t i o n s were finalized and released by November and the t o w n received 11 proposals by December. The advisory team then returned to review the proposals. " T h e y helped me c o m p a r e the types of insurance and the alternatives offered by the different agenc i e s , " said G r i f f i n . Together, t o w n staff and the V A P R I M A advisory team narrowed the c h o i c e s to t w o : a large Richm o n d f i r m or a c o m b i n a t i o n of three local agencies. Four f a c t o r s , said G r i f f i n , were c o n s i d e r e d in making the final reco m m e n d a t i o n to t o w n c o u n c i l : the level of d e d u c t i b l e s , the d i s t a n c e b e t w e e n the insured (the town) and Market Makers and Investment Bankers o O < Z Salomon Brothers inc o DC Member ol Major Securities and Commodities Exchanges > One New Y o r k Plaza, New Y o r k , N . Y . 10004 the insurer, the 7 percent difference in p r e m i u m c o s t s (a $77,348 prem i u m versus an $83,348 premium) and the principle of s u p p o r t i n g local b u s i n e s s e s . J. E. Dorman Jr., t o w n manager, r e c o m m e n d e d s e l e c t i o n of the local agencies. The r e c o m m e n d a t i o n was u n a n i m o u s l y approved by t o w n c o u n c i l in December. " W e increased and improved our coverage and provided additional coverage for the t o w n at a 13.3 percent annual s a v i n g s , " Griffin said. The t o w n was paying an annual prem i u m of $96,153. Under the new plan, the p r e m i u m will be $83,348. Specific cost-saving features of the plan include: • a $3,240 savings from reduced p r e m i u m s for public official liability coverage, including an increase in coverage, $5 million up f r o m $1 m i l l i o n ; • a $2,609 savings in auto liability p r e m i u m s and an increase in coverage, up to $1 million f r o m $350,000; • a $2,700 savings in b u i l d i n g s and c o n t e n t s p r e m i u m s and increased coverage, up to $6 million f r o m $4 m i l l i o n ; • an increase in police liability p r o t e c t i o n , $2 million w i t h a $1,000 d e d u c t i b l e up from $300,000 w i t h a $2,500 deduct i b l e — a p r e m i u m increase of only $1,083; • group e x t e n d e d coverage that i n c l u d e s c o l l i s i o n insurance for the t o w n ' s licensed vehicles for the first t i m e . " I t pays to bid c o m p e t i t i v e l y , " Griffin said. " W i t h V A P R I M A ' s help, we improved the t o w n ' s insurance coverage and saved the taxpayers money." A d a p t e d f r o m PRIMALETTER. G u i l f o r d W. Griffin has served as the t o w n clerk and administrative assistant of Cuipeper for four years. He is a native of Tennessee but has called Virginia home since the 1950s. He holds a bachelor of arts degree f r o m the University of Maryland and a master's of business adm i n i s t r a t i o n from Syracuse University in New York. �"From setup to follow-through, our approach leads you to the green" Working from the client's point of view has made us a worldwide leader in the insurance, employee benefits and financial services business. Alexander & Alexander of Virginia, Inc. Federal Reserve Bank BIdg. P.O. Box 1177 Richmond, VA 23209 Alexander (804) 788-4490 g/^exander The Allies �A Mmiicipal Guidebook Risk Management: An Evolving Discipline By Thomas J. Wander o O h< z o > 10 For many years it was sufficient for municipalities to purchiase insurance coverages from one or a series of insurance agents or tfirough locai insurance agents' associations witfiout any great concern for thie cost or coverage. Often municipal insurance committees would fiave insurance agents as members to assist in assuring tfiat proper insurance coverages were being purchased. While this approach may have worked adequately for some municipalities, today many are realizing using services of individuals with potential conflicts of interests runs counter to proper municipal management. More importantly, this may expose municipal officials to sizeable public official liability and antitrust liability law suits. As a result passive insurance purchasing by municipalities is evolving into active risk management with emphasis on coverage and service tailored to the municipality's needs. IVIunicipalities, both large and small, are becoming more sophisticated in risk management, insurance and employee benefit areas as they recognize that in most of their budgets insurance is the second largest line item next to wages. Some support a full or part-time risk manager, and all are beginning to recognize the need to devote more attention to insurance. There are a number of steps municipalities can take to assure their coverage is adequate and not excessive, provides reasonable catastrophic protection and is purchased at the lowest reasonable cost. Identify Exposures and Assess Risks The first step in determining the adequacy of insurance protection is to identify exposures to accidental loss. While exposures to fire, workers' compensation and automobile losses are apparent, unknown exposures to antitrust, civil rights and A b o u t the A u t h o r Mr. Wander, CPCU, A R M , Is vice president of Risk Planning G r o u p Inc., an ind e p e n d e n t risk m a n a g e m e n t c o n s u l t i n g f i r m located in Darien, CT. professional liabilities must be examined. In addition to obtaining upto-date property values and listings of mobile equipment and vehicles, municipalities should discuss with legal counsel the "state-of-the-art" in addressing the liability exposures that have arisen over the past five years. There is no set format to complete this task and it will involve extensive time in determining how procedures are handled in the police department, personnel department, on committees and boards (such as planning and zoning) and in engineering and building inspections. Through interviews with department heads, staff and board and committee members, and through review of policies, procedures and other documentation, a municipality can identify deficiencies in its current structure and take steps to eliminate actual or potential problems. It is in the new areas of liability exposure that municipalities are setting themselves up for large lawsuits, many of which will be uninsured or involve lengthy litigation with insurance companies to resolve the extent of coverage. The fact that a certain procedure "has been in effect for years and has always worked well" may run counter to recent court decisions. Evaluate Current Coverage Once the exposures as well as the risks inherent in them have been identified, current insurance protection can be reviewed to determine which are uninsured and which are underinsured. To assist in this review, municipalities should request a thorough summary or schedule of their current program from their insurance agent or broker. If a municipality lacks the expertise to compare the exposures to the insurance coverage, consideration should be given to retaining a risk management or insurance consultant (who should not be allowed to bid on your insurance program). Through a municipal "risk manager" or consultant, improvements can be designed and implemented to assure that your coverage best addresses your accidental loss exposures. Some loss exposures may be uninsurable, but when identified, the municipality may decide to eliminate the activity or self-insure the risks. Beware of Illegal Activity Municipalities should limit the involvement of local insurance agents and local insurance agents' associations in insurance placement or insurance agency selection. While there is no problem with letting local agents bid on the insurance package, it is inappropriate for a local insurance agency group to determine who will place the insurance for a municipality and how the commission income will be allocated among its members. This type of activity has been outlawed in several states and may expose municipal officials to potential lawsuits. When an insurance committee is used, it is also recommended that the committee not include more than one local insurance agent, who must agree not to bid on or place any of the municipality's insurance coverages while on the insurance committee and for a period of one year after leaving the committee. Testing tfie IVIarketplace Occasionally municipalities should test the insurance marketplace to determine if their insurance package is the most attractive in terms of coverage, service and price. Annual bidding, however, discourages insurance companies from submitting proposals as they realize they may have the account for only one year. Rebidding every three to six years is more appropriate. When bidding your insurance program, consult with other municipalities that have gone through the process, the Virginia Municipal League, Public Risk and Insurance Management Association (PRIMA) and/or risk management consultants. To be successful the bidding process must be handled properly. Provide enough time to prepare complete insurance specifications �and to allow qualified i n s u r a n c e a g e n t s to s o l i c i t bids from a s s i g n e d i n s u r a n c e connpanies. W h i l e it may be difficult to limit the n u m b e r of a g e n t s involved, five insurance agents soliciting prop o s a l s s h o u l d be a d e q u a t e . S e l e c tion of a g e n t s s h o u l d be b a s e d on their e x p e r i e n c e with m u n i c i p a l ins u r a n c e , r e f e r e n c e s , the s i z e of their office and their ability to provide the n e c e s s a r y s e r v i c e s to your municipality. A l s o request intere s t e d a g e n t s to provide a list of ins u r a n c e c o m p a n i e s they w o u l d approach on the m u n i c i p a l i t y ' s behalf s o that only one agent a p p r o a c h e s any given i n s u r a n c e market. An ins u r a n c e agent s h o u l d have e x c l u s i v e a c c e s s to a given market for all l i n e s of c o v e r a g e , not for s p e c i f i c t y p e s of c o v e r a g e . F u r t h e r m o r e , m a k e s u r e a g e n t s indicate if they w a n t to be a s s i g n e d a group or prefer an a s s i g n m e n t within a group. B e c a r e f u l w h e n a s s i g n m e n t s are given within a group, b e c a u s e s o m e i n s u r a n c e c o m p a n i e s will not c o m pete a g a i n s t other c o m p a n i e s that are m e m b e r s of the s a m e group. Often i n s u r a n c e a g e n t s request a c c e s s to managing general a g e n t s or w h o l e s a l e r s of i n s u r a n c e prog r a m s . In t h e s e c a s e s , have the agent indicate w h i c h i n s u r a n c e marketsthemanaginggeneralagents or w h o l e s a l e r s will a p p r o a c h . Without a c o n s c i e n t i o u s attempt to a s sign m a r k e t s , w h i c h is difficult, c h a n c e s for a s u c c e s s f u l rebidding will be l e s s e n e d s u b s t a n t i a l l y . Risk Financing Alternatives T h e d a y s of p u r c h a s i n g i n s u r a n c e to cover everything from an old pick-up truck u s e d by the public w o r k s department to a walkie-talkie u s e d by the police department are gone. R e t a i n i n g a certain amount of risk a l l o w s a municipality to take advantage of available premium c r e d its. F u r t h e r m o r e , s o m e i t e m s If d a m a g e d or d e s t r o y e d may not result in any i n s u r a n c e p r o c e e d s for the municipality b e c a u s e a c t u a l c a s h value ( r e p l a c e m e n t c o s t m i n u s depreciation) is l e s s than c o s t of repair. A c c o r d i n g l y , municipalities s h o u l d c o n s i d e r d e d u c t i b l e s on all property i n s u r a n c e . F r e q u e n t l y a 15 percent premium credit is available for i n c r e a s i n g the property insura n c e d e d u c t i b l e from $100 to $1000. R e v i e w insured property and its value to determine w h e t h e r v a l u e s are overstated or out-of-date. Attempt to c o n s o l i d a t e i n s u r a n c e c o v e r a g e s (property and liability) in one or a few p o l i c i e s with the s a m e expiration date, e s p e c i a l l y liability p o l i c i e s . T h i s is more c o s t - e f f e c - tive, s i m p l i f i e s administration and r e d u c e s the number of g a p s or overlaps in c o v e r a g e . Self-Insurance IVIunicipalities s h o u l d not overlook s e l f - i n s u r a n c e even though the i n s u r a n c e industry currently is extremely competitive. Many insura n c e m a r k e t s are d e s i g n i n g prog r a m s that incorporate self-insura n c e f e a t u r e s for m e d i u m - s i z e d r i s k s . M u n i c i p a l i t i e s with populations of more than 25,000 or w h i c h s p e n d $250,000 annually for workers' compensation should seriously c o n s i d e r s e l f - i n s u r a n c e . Self-insura n c e of automobile p h y s i c a l damage risk (collision and c o m p r e h e n sive) s h o u l d be c o n s i d e r e d for f l e e t s e x c e e d i n g 25. I n s u r a n c e c o m p a n i e s a l s o offer retrospective rating programs on a one-year or threeyear plan and b a s e d on incurred and paid l o s s e s . T h e one-year plan is u s u a l l y r e c o m m e n d e d for m u n i c i palities w h e r e a " r e t r o " program is the best alternative. T h e major area of s e l f - i n s u r a n c e for m u n i c i p a l i t i e s is w o r k e r s ' c o m pensation, although employee b e n e f i t s s h o u l d not be overlooked. Both deal with the s a m e three c o m p o n e n t s : m e d i c a l p a y m e n t s for hospital and p h y s i c i a n c a r e , life insura n c e and disability. T h e future trend will be to integrate both t h e s e cove r a g e s to obtain even greater c o s t savings. Over the long run an insured pays for l o s s e s plus a load factor for ins u r a n c e c o m p a n y e x p e n s e s and profit. In a s e l f - i n s u r a n c e program a municipality t a k e s s o m e risk, but this c a n u s u a l l y be reduced substantially by a properly d e s i g n e d exc e s s i n s u r a n c e program that prov i d e s c a t a s t r o p h i c protection on a p e r - o c c u r r e n c e and a n n u a l b a s i s . S e l f - i n s u r a n c e normally requires more administrative input but t h i s is not n e c e s s a r i l y a d i s a d v a n t a g e . Mun i c i p a l i t i e s need greater control of c o s t s , and s e l f - i n s u r a n c e is one w a y of attaining t h i s . A l s o , with self-ins u r a n c e m u n i c i p a l i t i e s c a n obtain s u b s t a n t i a l c a s h flow benefits. T e c h n i c a l s e r v i c e s normally provided by an i n s u r a n c e c o m p a n y ( c l a i m s , risk control and risk mana g e m e n t information s y s t e m s ) c a n be p u r c h a s e d from one or more c o m p a n i e s . Many municipalities have e x p e r i e n c e d improved serv i c e s through s e l f - i n s u r a n c e a s they c a n s e l e c t s e r v i c e providers and t y p e s of s e r v i c e s the municipality requires. T h i s is particularly true in the risk control area w h e r e municipalities rarely receive adequate a s —Continued on page 12— Public Power Financing . . Experience Innovation Commitment First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, N Y 10055 Kevin J . Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 V in Richmond Quality Inn Commonwealth Just 10 blocks from Capitol Square. Across from Virginia Commonwealth University, Monroe Park, and Mosque. Convenient to Richmond Coliseum. Features newly refurbished rooms. Restaurant, lounge and pool. Extensive banquet and meeting facilities. Courtesy van and shuttle service. Quality Inn Commonwealth 515 W. Franklin St. Richmond, VA 23220 For reservations call 804-643-2831 or toll-free: 800-228-5151 O Q O I< z o DC > 11 �Guidebook —Continued from page 11— sistance from a commercial insurance program. In the risk management information systems area, self-insured municipalities can receive a variety of loss reports detailing loss frequency and severity, type of injury and other useful variables. The use of the same contractor to service self-insured workers' compensation and employee benefits programs may be an advantage and should be investigated. Self-Insurance Pools The major growth area for risk financing alternatives for municipalities in the past ten years has been intergovernmental pooling or group self-insurance. Today there are approximately 125 municipal self-insurahce groups throughout the country with combined premiums of $300 million to $350 million. These programs are providing lower priced insurance protection in workers' compensation, liability, property, employee benefits and unemployment compensation. Up-front discounts, where allowed by law, in addition to surplus or dividend distributions result in premiums or contributions from 20 percent to 50 percent less than those charged by commercial insurance companies. In states where pools are not allowed or are heavily regulated, public agencies have decided to participate in safety groups, captive insurance companies or fronting ar- rangements using "rent-a-captives." While these alternatives may sound exotic, their function is basically the same as a pools' function and they have been used extensively and successfully in private industry. The key is to examine these alternatives to determine if they fit your municipal's objectives for coverage and service at the most reasonable cost. The commercial insurance industry also has not been unresponsive to innovation in the municipal risk financing area. Following the loss of a significant amount of business, the commercial industry and many specialty companies have designed coverages tailored specifically to municipal needs. Municipalities need to examine these types of new programs as well as pooling, "retro" plans and the more conventional insurance approaches that have been purchased in the past. Useful Terms and Conditions Key items municipalities should consider include the following: • blanket property coverage on replacement cost basis with an agreed amount endorsement • extra expense coverage for property, boiler and machinery insurance • repair or replacement coverage for boiler and machinery insurance • sixty-day notice of cancellation requirement • definition of names insured should be very broad covering all associated or related entities, employees, volunteers. R.W. B E C K AND ASSOCIATES Engineers o O (< Z CD DC > 12 and Consultants Utility Planning. Management and Design Services, Rate and Contract Evaluation. Tectinical and Economic Evaluation. Utility Property Appraisals. Load Management and Energy Conservation Analysis Energy Source Evaluation, Fossil - Nuclear - Hydro Solid Waste - Solar, 40 Grove Street Wellesley. Mass. 02181 (617) 237-4870 1510 K. Colonial Dr. Orlando, Fla. 32803 (305) 896-4911 i!i»HORNER «!ia»BARKSOALE&. 7 2 5 C H U R C H STREET LYNCHBURG, VIRGINtA 804-846-2711 PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. PATRICIA A. COOPER THOMAS W. ROBERTS, JR. boards, commissions, judges, etc. • knowledge and notice of accident clause should indicate that incidents must be reported after the "risk manager" has knowlede of the event • fleet automatic endorsement for auto insurance • increasing liability insurance limits by purchasing excess or umbrella liability insurance (minimum of $1 million) • request agent to provide written description of extent of current liability insurance coverage for police, civil rights, public officials, defense costs, and antitrust If you do not understand the terms, contact your current insurance agent or PRIMA to obtain clarification. While you may be told such coverage is not available or is unnecessary, remember that unless you ask your insurance company for such coverages, it is not probable that you will ever get them. Some of these items may entail additional costs, but in most cases they are well worth it. Request L o s s Information Do not forget to require your insurance agent or company to provide periodic (not less than semi-annual) loss runs detailing the up-todate status of all claims for the past five years. This should indicate frequency, paid amount and loss reserve outstanding. Without this, you will be in a very difficult position to obtain competitive bids and evaluate risk management performance. Summary Local government risk management is an innovative activity that can potentially save governments premium dollars and expand or improve existing insurance coverages. Even where savings have been accomplished through the traditional purchasing procedure, improvements can be made by the establishment of a formal risk management program. In recent years of austere budgets and no new programs, risk management has been an activity that has witnessed significant growth. If you are not already involved in risk management, take the first step. �VML Chooses New Company To Service Insurance Program On May 18 the board of the Virginia Municipal Group Self Insurance Association (VMGSIA) designated Alexander & Alexander as the new service company for VMGSIA effective July 1, 1983 replacing Hall Risk Management Services Inc. It is anticipated that the new service company will be able to offer an improved quality of service for the existing workers' compensation program while also offering assistance in expanding into other lines of insurance. The Virginia Municipal League has considered offering other lines of insurance, automobile liability, general liability, property and health insurance, but has limited its focus for the past three years to workers' compensation. By selecting a new service company with expertise in all lines of insurance, the VML staff is optimistic that additional group insurance plans can be offered during the course of the coming year. Effective with the July 1,1983 billings, members will have the option of paying premiums in quarterly installments. This should help any members concerned with cash flow, while those members wishing to pay the full amount will receive the benefit of more interest earnings credited to theiraccounts. The Bureau of Insurance has approved a dividend of $1,175,839 for the 106 members who were participating on or before June 30, 1982. This is equivalent to 33.4 percent of premium for the year and represents $781,410 in claims fund surplus and $394,429 in investment income. In declaring this dividend, the VMGSIA board retained approximately $781,000 (or half the net sur- plus) for future distribution. If loss reserves for the 1981-82 year are not increased, these funds will be available in future years in the form of additional dividends. Individual member dividends range from below 10 percent to in excess of 50 percent of premium paid. As of July 1, VMGSIA members filing workers' compensation claims should submit them to our new service company at the following address: Alexsis Risk Management Services, Inc. P.O. 80x1177 Richmond, Virginia 23209 (804)788-4490 VIRGINIA MUNICIPAL GROUP S E L F INSURANCE ASSOCIATION A program designed to help control your Workers' Compensation Costs. The Members' Supervisory Board is pleased to announce the appointment of Alexsis Risk Management Services, Inc., a subsidiary of Alexander & Alexander, Inc., as the service company of the Virginia Municipal Group Self Insurance Association effective July 1, 1983. A dividend was recently approved for the 106 members participating in the second fund year. A total of $1,175,839, representing 32 percent of the 1981-82 premium has been returned to members based on their loss experience and investment earnings. o Q Z < z For further information contact: Bradley K. Harmes Administrator Virginia Municipal Group Self Insurance Association P.O. B,ox753 Richmond, Virginia 23206 (804) 649-8471 Alexis Risk Management Services Inc. Post Office Box 1177 Richmond, Virginia 23209 (804) 788-4490 A Subsidiary of Alexander & Alexander Inc. 13 �Fleet Safety —Continued from page 7— efforts. A peer review committee is made up of drivers who volunteer to serve on the committee as opposed to a committee selected by management. The purpose of the committee is to identify cause factors, potential or real, that may have led to accidents. To accomplish this the committee reviews submissions from drivers on road hazards, mechanical problems, near misses and other unique hazards noted during the work day as well as reports on property damage or personal injury incidents. Recommendations for the correction of situations or conditions continuing to occur, for retraining or for other action are then developed by the committee and submitted to management. Four steps recommended for development of a successful peer review committee are a feasibility study, the development of policies and procedures, the orientation and training of those involved and a follow-up study. A feasibility study reveals the attitudes of management, organized labor and drivers as well as the acceptability of such a program. If the O Q O H < DC 14 Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg Bluefield Bristol Buena Vista Chase City Chesapeal<e Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton study shows the program is feasible, the peer review committee should be tailored to specific needs. Upon development of policies and procedures approved by management, committee members should be required to attend an orientation and training meeting where all information developed is reviewed and discussed. This assures that committee members fully understand poli'cies, procedures and training requirements. Training requirements should include accident investigation techniques along with accident critiqueing. Some form of follow-up also should be established to keep committee members informed on management's actions based on the recommendations of the committee. Accident Investigation and peer review committees work hand-inhand to benefit the fleet safety program. Once the investigation is able to determine the cause of an accident, the committee can then take part in preventing the recurrence of the same or similar accidents. Together they can be a tremendous asset in controlling losses from personal injury, property damage and loss of time. Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville Marketplace Environmental Manager Fairfax County, Virginia is seeking a director of environmental management. The department has an operating budget of approximately $10.5 million and has 291 employees. The director is responsible for a variety of programs including code enforcement, building permits, plan review, field inspection of construction activities and land development bonding. Requirements include a degree in engineering or public administration and seven years responsible public management experience, five of which must have been in supervisory capacity. Registration as a professional engineer is desirable. Must have ability to plan, design, organize and administer large scale, diversified code administration programs. Salary $48,470-$68,154. Fairfax County application form required. Call or write: Office of Personnel, 4103 Chain Bridge Rd., Fairfax, VA 22030, 703/691-2591. Applications must be received by July 29, 1983. EOE/AA Leesburg Luray Lynchburg Manassas Manassas Park Martinsville ORDINANCE CODIFICATION Looseleof Supplement Service U N I C I P A L CODE CORPORATION p. O. tox 223S TAUAMASStE, FLORIDA 32304 T*l«phen« (904) Newport News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Radford Richmond Roanoke Rockingham County Salem Smithfield Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Waynesboro White Stone Williamsburg Winchester Wise County York County • Law Editorial Staff • IVIodern Computer Teclinology Serving over 1,700 municipalities and counties in 47 States, including Virginia �Police Win Favorable Legislation The 1983 session of the General Assembly was a beehive of activity focusing on concern with state budgetary matters and an unusually large number of bills for such a short session. However, major progress was made in the passage of legislation having a direct impact on law enforcement officers and agencies. After four years of effort by the Virginia Association of Chiefs of Police (VACP), the General Assembly finally passed a bill providing for minimum mandated sentences for persons convicted of assaulting officers in the performance of their duty. Rep. Franklin P. Hall, Richmond, sponsored House Bill 220 which brought about the long sought legislation. Rep. Ted Morrison and Sen. William Parkerson were instrumental in shepherding the legislation through both houses. VACP representative Dan Balfour piloted the bill through the shoals of legislative opposition and earned the association's thanks for successfully negotiating the passage. The association will recognize at the annual VACP conference in August those who assisted in the passage of the association's legislative package. Signing of HB220 Gov. Charles S. Robb signed HB 220 while supporters of the legislation looked on. Left to right are Col. Frank S. Duling, chief of police, Richmond; Col. Roland A. Lakoski, chief of police, Chesapeake, president, VACP; Frank W. Johnstone, director of police. University of Virginia; Daniel W. Balfour, lobbyist, VACP; Col. Leslie T. Sheppard, chief of police, Henrico County; Sgt. Robert E. Walker, vice president, Virginia State Lodge, Fraternal Order of Police; Del. Franklin P. Hall; Detective James S. Gaudet, president, John Marshall Lodge No. 2, Fraternal Order of Police, Richmond. 1983 ANNUAL CONFERENCE VIRGINIA ASSOCIATION OF CHIEFS OF POLICE AUGUST 21-24,1983 OMNI INTERNATIONAL HOTEL NORFOLK, VIRGINIA SUNDAY, AUGUST 21 4:00 p.m. 6:00 p.m. Registration President's Reception MONDAY, AUGUST 22 8:30 a.m. Registration 9:00 a.m. Opening Session 9:30 a.m. Spouses Movie on Jacques Cousteau Center 10:15a.m. Training and the Future 12:00 p.m. Spouses Tour of Botanical Gardens/Luncheon-Sponsored by Ogden Foods 1:00 p.m. Second Annual Golf Tournament 7:00 p.m. ^'f ^[l~^^a''^°'l'^ Southern Railroad TUESDAY, AUGUST 23 8:30 a.m. 9:00 a.m. 10:30 a.m. 11:00 a.m. 12:30 2:00 2:30 3:15 3:45 4:00 6:00 p.m. p.m. p.m. p.m. p.m. p.m. p.m. Registration Accreditation Spouses Shopping Tour A Practical Approach to Domestic Disputes Spouses Luncheon at Waterside Operation Identification Tele-Serve Hot Pursuit Task Force DWI Task Force Legislation 1984 Reception/Banquet WEDNESDAY, AUGUST 24 Q.QQ s\RS 9:30 a:m: Operation Lifesaver I0:30a.m. Business Session 12:00 p.m. Adjournment President Roland A. Lakoski, chief of police, Chesapeake will preside over the 58th Annual Conference. Appreciation is extended to the Conference Planning Committee for arranging entertainment. For further information, contact Kathy Mclntyre 804/649-8471. O Q <: o t< z CD > 15 �VAPRIMA —Continued from page 5— sick leave usage. Crews discussed the advantage of alternate f u n d i n g plans w h i c h feature delay of prennium p a y m e n t s u p t o 9 0 d a y s r e s u l t i n g in i n c r e a s e d c a s h f l o w f o r t h e e m p l o y e r . IVIinim u m premium plans allow the employer to negotiate a certain a m o u n t t o s e n d t h e i n s u r a n c e carrier e a c h m o n t h a n d h o l d t h e remainder of the m o n e y for payment of c l a i m s . At the same conference, Marshall told the group how Arlington County reduced e m e r g e n c y room c o s t s by negotiating fixed rates w i t h local h o s p i t a l s f o r v a r i o u s t y p e s of emergency visits. These events and similiar ones are o c c u r i n g o n a daily basis as more and more Virginia governments and their agencies seek the assistance of V A P R I M A . Members h i p in t h e c h a p t e r a l m o s t t r i p l e d last y e a r a n d V i r g i n i a is q u i c k l y g a i n i n g t h e r e p u t a t i o n of b e i n g a " b i g s i s t e r " in t h e area of i n s u r a n c e risk m a n a g e m e n t services w i t h the neighboring areas of W a s h i n g t o n , DC, and Maryland seeking VAPRIMA's assistance. Just recently VAPRIMA's officers s e r v e d a s g u e s t s p e a k e r s at t h e Maryland Municipal League of Cities. Also, the ground work has been laid for V A P R I M A t o a s s i s t D i s t r i c t of C o l u m b i a o f f i c i a l s in a c o m p l e t e review of t h e city's insurance m a n a g e m e n t needs and develop for the capital city a strategy plan that will resolve m a n y insurance management problems plaguing t h e urban area. V A P R I M A will also draw from the experiences shared with Maryland and V\/ashington. " W e a r e e a g e r t o h e l p in t h e t r i state area," says Marshall, " b u t our primary goal service area remains Virginia." In t h e f u t u r e V A P R I M A w i l l b e d e veloping a more visible exchange n e t w o r k t o i n c l u d e a s s i s t a n c e in s u c h areas as training, pooling, m o n i t o r i n g loss experiences, successful loss prevention techniques, convincing public works employees t h a t s a f e t y is i m p o r t a n t , e x c e s s o r conventional insurance market updates, general liability and errors and o m m i s s i o n s , loss prevention p r o b l e m s in p o l i c e a n d f i r e d e p a r t ments, designing a prevention course for public officials under S e c t i o n 1983, p r o g r a m a n d c o n s u l tant e v a l u a t i o n , analysis of p o l i c i es and deciphering and rehabilitation p r o g r a m s as cost effective alternatives. " W h a t is i n t e r e s t i n g t o n o t e , " c o m m e n t e d Marshall, " i s that w e a r e ' p o r t a b l e . ' In o t h e r w o r d s w e w i l l c o m e to the site. W e believe that site services benefit all concerned." For m e m b e r s h i p information or assistance from VAPRIMA, write M a r s h a l l at C o u n t y of A r l i n g t o n , 1400 N. C o u r t h o u s e R d . , R o o m 15, A r l i n g t o n , V A 2 2 2 0 1 , or call 703/5582205. EFHuttmi talks public powerfinancii^ E . F . H u t t o n ' s P u b l i c P o w e r F i n a n c e G r o u p has d e m o n s t r a t e d its a b i l i t y to generate n e w f i n a n c i n g ideas a n d c a r r y them out s u c c e s s f u l l y . W e h a v e the ^ H i t a l to m a i n t a i n a s e c o n d a r y m a r k e t i n issues w e manage. A n d o u r d i s t r i b u t i o n c a p a b i l i t y is extensive, w i t h experience, the k n o w - h o w , a n d the d i s t r i b u t i o n 3 2 0 offices across the c o u n t r y . I n a d d i t i o n to our n e t w o r k w h i c h could make y o u r next financing a g r o w i n g r e t a i l business, o u r i n s t i t u t i o n a l business success i n w a y s y o u m a y not h a v e a n t i c i p a t e d . has g r o w n to o v e r 1 / 3 of our total securities business. A s managers or c o - m a n a g e r s of n u m e r o u s p u b l i c F o r y o u r next p u b l i c p o w e r o f f e r i n g , w h y not f i n a n c i n g s , w e h a v e p r o v e n o u r a b i l i t y to create i n - give M a r s h a l l L a n c a s t e r a c a l l at ( 2 1 2 ) 7 4 2 - 6 0 8 7 , O n o v a t i v e approaches to c o m p l e x tax-exempt Steve S l o a n at ( 2 1 2 ) 7 4 2 - 6 6 5 1 , or B i l l S a c h a u at g financings. (213)488-3551. < W e h a v e one of the largest c a p i t a l bases i n the i n - 2 d u s t r y . W e also h a v e the w i l l i n g n e s s to use o u r c a p - O < 16 L e a r n w h y so m a n y people i n p u b l i c p o w e r s a y that it p a y s to listen w h e n E . F . f i u t t o n t a l k s . E . F . Hutton & Company, Inc. One Battery Park Plaza, N e w Y o r k , N e w Y o r k 10004 (212)742-5000 When EF Hutton talks, people listen. �West, Amyx Visit With V M L President F r a n c i s T . W e s t and E x e c u t i v e Director IVIicliael A m y x recently joined other state municipal league o f f i c e r s in a threehour briefing at the White H o u s e . President R e a g a n called the meeting at the White H o u s e to d e c l a r e his support for extending antitrust immunity to local g o v e r n m e n t s . R e a g a n gave this support under two c o n d i t i o n s : that local government is acting under the authority of s t a t e law, and that the localities are a c t i n g within their government or police power c a p a c i t y . R e a g a n w a s n o n c o m m i t t a l on the i s s u e of general revenue sharing s a y i n g he would have to " w a i t and s e e " what action C o n g r e s s t a k e s . T h e group a l s o heard from V i c e P r e s i d e n t B u s h w h o s p o k e on h i s Reagan task f o r c e ' s work on regulatory relief. D e f e n s e S e c r e t a r y C a s p a r W e i n b e r g e r w h o talked on d e f e n s e expenditures, Martin Feldstein, c h a i r m a n of the C o u n c i l of E c o nomic A d v i s o r s , w h o s p o k e on the c o n t i n u i n g d o m e s t i c recovery In e m p l o y m e n t a n d Income and the more s l u g g i s h world economic scene. J o h n A . S v a h n , head of the S o c i a l S e c u r i t y A d m i n i s t r a t i o n , s p o k e on the restriction a g a i n s t further optouts by state and local governm e n t s a n d G a r y J o n e s , deputy und e r s e c r e t a r y of the Department of E d u c a t i o n , briefed the group on the c o n d i t i o n of the nations s c h o o l s . Amyx (left) and West (right) photographed In front of the House. were White M E P A V Conference B a k e r Encourages C a b l e S y s t e m s " E v e r y municipal e l e c t r i c c o m pany should be j u m p i n g up and down rushing to get Into the busin e s s , " J a m e s E. B a k e r told Municipal Electric Power Association m e m b e r s a n d g u e s t s at their recent c o n f e r e n c e in Virginia B e a c h . He w a s referring to the c a b l e t e l e c o m m u n i c a t i o n s Industry. " W e have the advantage of being public s e r v i c e o r i e n t e d , " he s a i d , w h i c h g i v e s u s " o n e leg u p " on the entertainment oriented b u s i n e s s e s . B a k e r , w h o is the immediate past president of the A m e r i c a n Public P o w e r A s s o c i a t i o n , w a s the keynote s p e a k e r at the recently concluded c o n f e r e n c e . David B. Holloway, administrator of safety and training for E l e c t r i c i t i e s of North C a r o l i n a , and Earl G o r e and Aubrey Tarkington of Virginia E l e c t r i c and P o w e r C o . (Vepco) rounded our the c o n f e r e n c e program. IVlichael J . York of Harrisonburg and William E . W i l l i s of Radford w e r e e l e c t e d to s e r v e the a s s o c i a tion for s e c o n d t e r m s a s president and v i c e president respectively. E l e c t e d to s e r v e s e c o n d t e r m s on the executive committee were C l y d e D. W i m m e r of M a n a s s a s , R i c h a r d H. L e e of B l a c k s t o n e and R e g i n a l d A . Oliver of S a l e m . James E. Baker speal<s communications. " on "tele- A conferree equipment. examines an exhibitor's CAMP D R E S S E R & M c K E E 7630 Little River Turnpike, Suite 5 0 0 O n e World Trade Center, Suite 2637 Annandale, Virginia 2 2 0 0 3 New York, New York 10048 703 6 4 2 - 5 5 0 0 2 1 2 432-6700 environmental planners, engineers, 8 management scientists, consultants CDM �Butterfield Accepts Wallerstein Scholarship Demise S . Butterfield is the selected recipient of the 1983 Wallerstein Scholarship. A native of California, Butterfield has worked with the State Water Control Board in Virginia Beach and in Richmond, the Rappahannock Area Development Commission and the Hampton Roads Sanitation District. She will use her $5,000 scholarship to begin graduate studies in the Woodrow Wilson Department of Government and Foreign Affairs at University of Virginia's Institute of Government. She is seeking a degree in public administration and public affairs. A graduate of Old Dominion University with a degree in environmental health, she has successfully planned, administered and coordinated all aspects of a $400,000, twoyear water quality project, she has reviewed and coordinated Virginia's Construction Grants Program for the State Water Control Board, she has served as staff assistant to a five-jurisdiction regional planning commission responsible for environmental planning. studies, and she provided Industrial wastewater surveillance and technical laboratory work for the Hampton Roads Sanitation District. In addition, she was the designated recorder for the North Carolina Virginia Water Quality Technical Committee in 1982, served in 1980 on the statewide committee assembled by Virginia Water Resources Research Center to define Virginia's most important water related problems, and served as a speaker on land use for a panel sponsored by Del. D. Wayne O'Bryan (24th District) in 1979. The Wallerstein Scholarship was established by Ruth C. and Morton L. Wallerstein to foster interest and research in Virginia municipal government. It is administered by the Virginia Municipal League and the Institute of Government, University of Virginia. e stand behind o\xr products at CP&?P. Our field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. O D O Concrete Pipe & Products Company, Inc. P.O. Box, 1223, Richmon(i,VA 23209 ( 8 0 4 ) 233-5471 18 Butterfield Attend the VML Conference in J a m e s City County Sept. 1 8 - 2 0 Watch for the Registration Form in the August Issue. �Legal Guidelines T h e Broadening Liability In Civil Rights C a s e s By Howard W. Dobbins, General C o u n s e l Federal c o u r t s in recent m o n t h s have c o n t i n u e d to broaden the c o n s e q u e n c e s of civil rights v i o l a t i o n s by holding that punitive d a m a g e s may be a s s e s s e d in S e c t i o n 1983 action w h e n the d e f e n d a n t ' s c o n duct involves r e c k l e s s or c a l l o u s Ind i f f e r e n c e to the plaintiff's federally protected rights (whether s u c h c o n duct is motivated by evil motive or Intent) and by permitting award of a t t o r n e y ' s f e e s to civil rights plaintiffs w h o settle S e c t i o n 1983 c l a i m s . Both holdings have s e r i o u s and significant f i n a n c i a l c o n s e q u e n c e s for local g o v e r n m e n t s . T h e d e c i s i o n involving punitive d a m a g e s w a s handed down by the United S t a t e s S u p r e m e Court on April 20, 1983 in the c a s e of William H. Smith V. Daniel R. Wade, 51 L.W. 4407. S m i t h w a s a guard at a Miss o u r i reformatory for youthful first o f f e n d e r s . W a d e w a s a s s i g n e d to the reformatory a s an inmate In 1976. In the s u m m e r of that year W a d e c h e c k e d into the protective c u s t o d y unit. B e c a u s e of d i s c i p l i nary violations w h i l e in protective c u s t o d y , W a d e w a s given a short term In punitive segregation and then transferred to administrative s e g r e g a t i o n . T h e evening of h i s first s t a y In s u c h s e g r e g a t i o n , he w a s p l a c e d In a cell with another inmate. Later, w h e n S m i t h c a m e on duty In W a d e ' s dormitory, he placed a third inmate in W a d e ' s c e l l . W a d e testified that h i s c e l l m a t e s h a r r a s s e d , beat and s e x u a l l y a s s a u l t e d him. He brought suit under 42 U . S . C . S e c t i o n 1983 a g a i n s t S m i t h and other g u a r d s and correctional o f f i c i a l s , alleging his Eighth A m e n d m e n t rights had been violated. H i s e v i d e n c e at the trial s h o w e d that he placed h i m s e l f In protective c u s t o d y b e c a u s e of prior violent I n c i d e n t s a g a i n s t him by other i n m a t e s . T h e third prisoner that S m i t h had added to the cell had been placed in administrative segregation for fighting. S m i t h made no effort to determine If another cell w a s available although in fact there w a s another cell in the s a m e dormitory with only one o c c u p a n t . Only a few w e e k s earlier, another inmate had been beaten to death In the s a m e dormitory during the s a m e shift while S m i t h had been on duty. W a d e a s s e r t e d S m i t h and the other defend a n t s k n e w or s h o u l d have known an a s s a u l t a g a i n s t him w a s likely under the c i r c u m s t a n c e s . W h e n the c a s e w a s first tried, the United S t a t e s District J u d g e ins t r u c t e d the jury that in addition to c o m p e n s a t o r y d a m a g e s It c o u l d award punitive d a m a g e s to p u n i s h the wrongdoer for extraordinary m i s c o n d u c t and a l s o to s e r v e a s an e x a m p l e or warning to o t h e r s not to e n g a g e In s u c h c o n d u c t and that s u c h punitive d a m a g e s c o u l d be a s s e s s e d if the c o n d u c t of one or more of the d e f e n d a n t s w a s s h o w n to be " a r e c k l e s s or c a l l o u s disregard of, or indifference to, the rights or s a f e t y of o t h e r s . " T h e jury returned v e r d i c t s for c o m p e n s a t o r y d a m a g e s and a l s o $5,000 in punitive d a m a g e s a g a i n s t certain defendants. On a p p e a l , the C i r c u i t Court of A p p e a l s for the Eighth C i r c u i t affirmed and the United S t a t e s S u preme Court granted review. T h e s i n g l e I s s u e In the S u p r e m e Court w a s the propriety of the lower c o u r t ' s Instruction authorizing punitive damages. The defendants argued that the proper test for all c a s e s under S e c t i o n 1983 Is one of a c t u a l m a l i c i o u s intent—ill w i l l , spite or Intent to Injure. T h e S u preme Court s u s t a i n e d the a w a r d of punitive d a m a g e s in a 5 to 4 d e c i sion with J u s t i c e s Rehnqulst, P o w e l l , O ' C o n n o r and C h i e f J u s t i c e Burger d i s s e n t i n g . T h e opinion of the majority, written by J u s t i c e B r e n n a n , held that punitive dama g e s under S e c t i o n 1983 c a n be a w a r d e d under either of two s t a n d a r d s : (a) r e c k l e s s or c a l l o u s indiff e r e n c e to the federally protected rights of o t h e r s , or (b) c o n d u c t motivated by evil motive or intent. T h e d i s s e n t i n g opinion of J u s t i c e R e h n q u l s t , with w h o m the Chief J u s t i c e and J u s t i c e P o w e l l j o i n e d , points out the fundamental p r e m i s e of our legal s y s t e m " i s the notion that d a m a g e s are a w a r d e d to c o m p e n s a t e the v i c t i m — t o r e d r e s s inj u r i e s he or s h e actually h a s suff e r e d . " In c o n t r a s t , " t h e doctrine of punitive d a m a g e s permits award of d a m a g e s beyond the most genero u s and e x p a n s i v e c o n c e p t i o n of a c t u a l injury to the plaintiff" a s s e s s e d for the purpose of " v i s i t i n g a p u n i s h m e n t upon the d e f e n d a n t , " deterring p e r s o n s from violating the rights of others, and providing a " b o u n t y " to e n c o u r a g e private laws u i t s s e e k i n g to a s s e r t legal rights. T h e d i s s e n t pointed out that a s i g n i f i c a n t number of A m e r i c a n jur i s d i c t i o n s have r e f u s e d to permit punitive d a m a g e a w a r d s and that s t a t e s w h i c h do permit j u r i e s to award punitive d a m a g e s In certain c i r c u m s t a n c e s have little uniformity a m o n g s t a n d a r d s for determining on what b a s i s the jury might award s u c h d a m a g e s , fvlany j u r i s d i c t i o n s have required s o m e sort of wrongful motive, a c t u a l intent to Inflict harm, e x p r e s s or actual m a l i c e , bad faith, willful wrong or III will. Other s t a t e s have permitted punitive d a m a g e a w a r d s merely upon a s h o w i n g of very c a l l o u s or negligent c o n d u c t defined a s " g r o s s n e g l i g e n c e , " " r e c k l e s s or " e x t r e m e c a l l o u s n e s s . " T h e d i s s e n t e r s criticized the majority opinion for failing to resort to the c o u r t s ' o w n prior Interpretations of c o n g r e s s i o n a l Intent with r e s p e c t to S e c t i o n 1983 and the maj o r i t y ' s I n e x a c t tally of state d e c i s i o n s supporting the majority v i e w . J u s t i c e R e h n q u l s t argued p e r s u a s i v e l y that a majority of s t a t e s require evil motive to support punitive d a m a g e s and that It w a s the Intent of C o n g r e s s In adopting S e c t i o n 1983 to c r e a t e liability to the party Injured for r e d r e s s , or in other w o r d s , " r e p a r a t i o n of, s a t i s f a c t i o n or c o m p e n s a t i o n for, a wrong s u s tained or the l o s s resulting from this." In a s e p a r a t e d i s s e n t . J u s t i c e O ' C o n n o r , d i s a g r e e i n g with the ma—Continued on page 23— �Mobile Labs Help Train Firemen Fire training throughout Virginia h a s been greatly e n h a n c e d with the help of s o m e firemen In F a i r f a x City, Harrisonburg a n d H a m p t o n . With funding from the S t a t e Department of Fire P r o g r a m s , T r a i n i n g Div i s i o n , and a lot of e n t h u s i a s m and hard worl< on the part of t h e s e fire fighters, four tractor trailers have been p u r c h a s e d and renovated into mobile training laboratories that deliver fire training programs to t h e v a r i o u s rural a n d urban s e t t i n g s throughout Virginia. T h e first trailer, a 40-foot u s e d furniture v a n , under the handy worl^ of the 39 c a r e e r p r o f e s s i o n a l s of t h e F a i r f a x City Fire and R e s c u e Serv i c e s and the 39 active v o l u n t e e r s of the F a i r f a x City V o l u n t e e r Fire Department, soon b e c a m e a s e l f - c o n - tained breathing a p p a r a t u s maze on wheels. T h e hot s u m m e r w e a t h e r prov i d e s t h e heat Inside t h e trailer w h i c h I s painted flat blacl< to dec r e a s e visibility. A s m a l l c a s c a d e s y s t e m Is u s e d to refill air bottles. A mini smoke-diver c o u r s e is Included In the maze c o u r s e and the final exe r c i s e i s c o m p l e t i o n of the maze In full protective clothing. L a s t year 1,100 fire fighters c o m p l e t e d t h e course. A s e c o n d trailer h a s been c o n verted Into a t a c t i c a l s i m u l a t o r and provides t w o c l a s s r o o m s , o n e at e a c h end of the trailer. T h e unit i s u s e d a s a promotional evaluation for junior o f f i c e r s in t h e Northern Virginia area. T h e third trailer c a m e to life under the handy worl< of the m e m b e r s of the Harrisonburg Fire Department and I s a self-contained breathing apparatus maze s i m i l a r to the one in F a i r f a x . T h e fourth is a sprinl<ier and fire protection equipment s y s t e m s laboratory a n d t h e work of t h e Hampton Fire Department. A fifth trailer, for strategy and t a c t i c s training, is e x p e c t e d to be completed by the Virginia B e a c h Fire Department In another s i x m o n t h s . J o e F. T h o m a s J r . of the Department of Fire P r o g r a m s s a y s t h e s e trailers have been on the road c o n stantly, most recently completing a trip to S o u t h B o s t o n and a tour of the s o u t h w e s t e r n a r e a s of the state. T h e self-contained breathing apparatus labs have trained more than 500 fire fighters in a recent 30-day period. Incentives Add To City's Safety Program In a s u c c e s s f u l c i t y w i d e s a f e t y program, H o p e w e l l r e w a r d s city e m p l o y e e s with gifts for on t h e j o b safety. Under the first program begun in 1980 worl<ers w e r e given wlndbreal^ers for remaining a c c i d e n t free for an entire work year. Currently the c i t y ' s e m p l o y e e s are divided into three large groups and if a group c o m p l e t e s eight m o n t h s without an a c c i d e n t resulting in a lost work d a y , m e m b e r s of t h e group c a n s e l e c t a gift from a catalog. A s e c o n d s a f e eight m o n t h s e a r n s a more e x p e n s i v e gift, and a third s a f e eight m o n t h s brings an even more e x p e n s i v e gift. G i f t s range a n y w h e r e from popcorn pop- >- P U B U C ADMINISTRATION 1497 Chain Bridge Road McLean, Viiginia 22101 (703) 7 M - « 9 7 0 O H < 20 SERVICE 1313 East 60th Street Chicago, Illinois 60637 (312) 947-2121 CE Maguire, Inc. 5203 Leetburg Pllie, Falls C h u r c h , VA 22041 (703) 998-0100 DC 207 B u s i n e s s Park Dr., Virginia B e a c h , VA 23482 (804) 497-6304 THE MAGUIRE GROUP a n d power T h e Incentive program and other safety m e a s u r e s s u c h a s s a f e t y training and safety inspections have promoted s a f e t y a w a r e n e s s and led to a reduction in the number of a c c i d e n t s c i t y w i d e from 128 in 1979 to j u s t 68 in 1982. T h e number of lost work d a y s h a s been c u t to Architects • Engineers • Planners o rods W o r k e r s at t h e c i t y ' s s e w a g e treatment plant, w h i c h h a s had a rather high a c c i d e n t rate until recently, are rewarded with $10 e a c h month for the best s a f e t y s u g g e s tion and e m p l o y e e s c a n earn up to two d a y s paid vacation for e s p e c i a l ly good i d e a s . Providing management assistance and consultant services to local, regional, and state governments since 1933, O Q > pers to f i s h i n g drills. Regional allien: Provldenca. Rl: Alsxandrla. U : Boslon. M«: Clearwater. FU Cliarlotte. NC: Falls Church. VA: Florence. SC: Honolulu. HI: Manchester. NH: New BrIUIn. CT: Pittsburgh, PA: Phoenix. AZ: Spartanburg. SC: Virginia Beach. VA: Waltham. MA. 165 from 334. in addition t h e city got $38,000 b a c k from^ the $153,000 it paid in w o r k e r ' s Compensation p r e m i u m s for 1980-81. PEm M. H U D S O N President PARKS.HUDSON, INC. InJependeni Imurance & Kisk bianagemeni Coniulunit 17J5 Jefferson Davis Hwy. 2360 West Joppa Road, Suite 300 Suite 900 Greenspring St.tion Arlington, Virginia 22202 Luchcrvillc, Maryland 21093 dmq (703) 892-4812 (301) 583-9261 DAVID M. GRIFFITH AND ASSOCIATES, LTD. Specialists in A D P Systems and Cost Allocation Plans Drawer 59, Christiansburg, Virginia 2 4 0 7 3 703/382-1464 G e o r g e C u n n i n g h a m , Field Representative "irmagineered" P L A Y G R O U N D and PARK GAME EQUIPMENT BY TIME, I N C . C U N N I N G H A M AbSOC, INC. B e x 9 5 5 4 L,il<e = ide Br , R i c t m i o n d , V a 2 3 2 2 8 Phone 804 '262-2401 �Professional Directory SCS ENGINEERS Southern Engmeernig S T E A R N S . C O N R A D A N D SCHMIDT CONSULTING E N G I N E E R S ,INC. • WATER SUPPLY • WASTEWATER • SANITARY TREATMENT LANDFILL PROTECTION AND DESIGN , GAS Southern Engineering C o m p a n y A t l a n t a , CSeorgia Rates •Kentucky •South (404) PUBLIC UTILITY Richmond, Virginia 23219 30367-8301 P H O N E 804/649-8627 HDR iysteim Michoal K . Barlln H e n n i n g s o n , Municipal Services Manager E n g i n e e r s Eo!t Central Region D u r h a m S. R i c h a r d s o n •C o n s u ' t a n t s • P l a n n e r s BROWNING-FERRIS INDUSTRIES Relaying 1800 P a r k w a y Dr. Engineeis & Consulranrs Metenng 400 East M a i n S t r e e t 352-9200 THE HATHAWAY HOUSE 103 CENTRAL ST , P. 0 . BOX 749 WELLESLEY, MASSACHUSETTS 02181 TELEPHONE {617) 237-5815 Studies Design COMMUNITY D E V E L O P M E N T CONSULTING of V i r g i n i a Carolina C H O D A T , R U B A C K & A S S O C I A T E S , INC Ranning System Studies Feasibility PLANNING • L A N D S C A P E A R C H L r E C T U R E • E N G I N E E R I N G 1 8 0 0 P e a c h t i e e Street, N W RECOVERY 1 1 2 6 0 R o g e r B a c o n D r i v e . R e s t o n . V a . 2 2 0 9 0 • (703) 4 7 1 - 6 1 5 0 California • W a s h i n g t o n HARLAND BARTHOLOMEW & ASSOCIATES, INC. B a i t . (301) 7 9 6 - 8 8 5 0 Hanover, M D 21076 BALDUJin flflD Telex87.487 Austin Drockenbrough Gannett f leming and Associates GREGG . LTD. Consulting Engineers Engineers Planners Surveyors CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING - INDUSTRIAL FACILITIES LNVinONMfNIAl PO E N G I N E E R S A N D PLANNERS NORFOLK No StUOII-S • Snt PLANNING AND • B O X 4 8 0 0 - 4 8 0 0 W HUNDRED RD • CHESTER,VA-804 748-8746 FAIRFAX JI Koger Executive Center Fairfax l^ofessionat Suite 250 Norfolk, VA 23502 Boifdtng t Suite 7 3545 Cfiato Bridge Road Fairfax. VA. 22030 W A T E R W A S T E W A T E R S O U D IONMENTAL ENGINEERS, PIRNIEEKENVR SCIENTISTS & PLANNERS W A S T E S T h r e e Chopt & P a r h a m Roads, Richmond 23229 A N D MALCOLM PIRNIE, INC. HIDEN BLVD NEWPORT NEWS, VA HANSEN 301 MMMIBI!)^^ Hurt & Proffitt, inc. 229 WEST BUTE ST NORFOLK,VA 23510 Engineers • Planners • Surveyors ; ARCHITECTS + ENGN I EERS + PLANNERS A PROFESSIONAL CORPORATION I 804-599-5511 1804)623 1641 Pitometer Associates ENGINEERS • EStABLiSHED i903 • LEAK DETECTION Water, Wastewater, Solid Wastes, Wastewater T r e a t m e n t Systems • Transportation M u n i c i p a l Facilities • W a t e r a n d Sewerage S y s t e m s W a t e r f r o n t Facilities • Environmental Studies Construction Management • Surveying Soils & Foundations • NETWORK ANALYSIS . METER TESTING L a n d Development Site Plans • HYDRAULIC INVESTIGATIONS Residential, C o m m e r c i a l & Industrial Subdivisions. R o a d . Dams, Airports 1933 Fort Ave. Lynchburg, VA 24501 (804)847-7796 R. S T U A R T R O Y E R & ASS()( Consulting 1514 WILLOW VA 24i)04 LAWN DBIVB Cable munications JOST, INCORPORATED Engineers Water Supply • Sewage • Industrial Waste Treatment • Treatability Studies . 140 Sylvan Avenue. P O. Box 1218 Englewood Clills, N J . 07632 201 - 5 6 7 - 8 9 9 0 D r i v e , S u i t e 101 B e a c t i , Va 2 3 4 6 2 UniadciLst • Public Systems • .Alarm S:ift'ty Com- Systems • Electrical ti(m and lVi-p;u-ation • Kxpcrt Ti-slimony and Witness BUCK, S E I F E R T & Consulting Tt'k'vismn • T \ (804/237-2044) Design • Federal Communications t^immLssion .\pplica- (804) 282-7657 • 405 So. Parliament 3229 Waterllck Road, Lynchburg, lATES, I N C . Engineers I'. <1, B o x 8 6 8 7 Ri(HM(>N-i>. V I R G I N I A 2 . 3 2 2 6 Virginia F R E D E R I C K G. G R I F F I N , P.C. Consulting Engineers APPRAISALS M U N U : l l ' A L I'l.ANNINCi RATE STUDIES WATER WORKS SEWERAGE R E F U S E r>ISPO.SAI. 804-499;8508 CH2M SSHILL 1 Complete Engineering Services BODIE, T A Y L O R AND PURYEAR, INC. o CONSULTING ENGINEERS 611 Q Z < 2 Research Road P.O. Box 2901 Rich;.;ond, V i r g i n i a 23235 804 794-6823 < R. K K N N l / r H W K K K S RNGINKKRS M u n i c i p a l a n d I n d u s t r i a l Waste Treatm e n t , P o w e r Systems. S t r u c t u r e s , S o l i d Wastes. W a t e r R e s o u r c e s , W a t e r Water Supply a n d Treatment, Transportation Sewage 1941 R o l a n d C l a r k e Place Constmclion. Supply a n d Purification Treatment InsTstigations • Streets a n d Reports • Sewerage a n d a n d Highways • Supervision ' o( R e s t o n , V i r g i n i a 22091 701/620-5200 2/33 TinEWATiR On NORFOLK. o DC > \. 23505; 21 �(ii:RA(JHTY & M I L L E R , INC. B A R R Y W. S T A R K E , A S L A LANDSCAPE ARCHITECT Consulting E n g i n e e r s Environmental L a b o r a t o r i e s Industrial and Municipal EARTH DESIGN ASSOCIATES 944 WEST S T R E E T , ANNAPOLIS, MD 21401 <301) 26ft-7730 SYOSSET BATON ROUGE TAMPA W PALM BEACH HARTFOflD HOUSTON CHAMPAIGN-UHBANA OLVER 1531 Nortti Mam Street B l a c k s b u r g , Virginia 2 4 0 6 0 (703)552-5548 INCORPORATED UNDSCAPE ARCHITECTURE / LAND USE PLANNING / ARCHITECTURE Dames & Moore Water S u p p l y and P o l f u t i o n C o n t r o l S o l i d and H a z a r d o u s Waste M a n a g e m e n t • Solid Waste/Energy Recovery • Water Pollution Control " A i r Pollution Control • Industrial Waste Treatment Environmental Impact Studies Water R e s o u r c e s M a n a g e m e n t Energy Studies R E RECREATION PRODUCTS DIV. S o i l s and F o u n d a t i o n E n g i n e e r i n g WASHINGTON 7101 Wisconsin Avenue • Bethesda, Maryland 20814 (301) 652-2215 7 TOO LEESBURG PIKE SUITE 302 CHURCH.VA. 22043 703/893-0711 FALLS r (Z02) OFFICE: 842-1160 W,SSOCIATES C h a r l e s R Velzy A s s o c i a t e s , IncConsultlng Engineers 355 Main Street Armonk, New York 10504 Box K228 Koger E x e c u t i v e Center Rictimond, Virginia 23288 (804) 288-6061 PERRY K. PLAINE ^ S o u ' s Bncjineennct CoffDorsCton consuiHoQ enaineers WATER, SITE WASTEWATER, DRAINAGE,FLOOD DEVELOPMENT, STREETS STRUCTURAL DESIGN , , CONTROL HIGHWAYS,BRIDGES MARINAS V y (703) 590 1131 17031 6 7 0 6 3 0 0 Municipal Audits Federal — Head Siari — C E T A — HUD, A - 1 0 2 S i n g l e Audits Metcalf&Eddy • Water • Wastewater • Resource Recovery • Transportation 11120 New Hampshire Ave. Suite 2 0 0 Silver Spring, MD 2 0 9 0 4 J A M E S M. B R I D G E S , C P A J A M E S BRIDGES. LTD A PROFESSIONAL CORPORATION Certified Public Accountant E N G I N E E R S lOBRIENGGERE 14003 MINNEVILLE RD DALE CITY, VA 22193 • A R C H I T E C T S S U R V E Y O R S • • P L A N N E R S • S C I E N T I S T S PHOTOGHAMMETRISTS =^ ConsultingEngineers 820 Corporate Drive JAMES M. MONTGOMERY, CONSULTING ENGINEERS, INC. Landover, MD 2 0 7 8 5 CIVIL AND ENVinONMENTAL EHGINEERS GreenUorne & O'Mara, (301)731-5622 10710 L E I HIGHWAY, SUITE Inc. FAIRFAX. VIRGINIA 202 22030 Boston, Philadelptiia, New York, St. LOUIS, Syracuse, W/hite Plains • AVID 7D3-86Q-;40D YARGER AND ASSOCIATES, INC. Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over Our 600 30th Surveys Year 2830 M a r y S t r e e t F a l l s C h u r c h , V a . 22042 703/560-6900 o A CD > • Advisor on Financial and Marketing Matters Relating to I s s u a n c e o( Municipal B o n d s • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED .O, B O X 45 22 Engineers , Surveyors , Planners (703) 385-9800 V I R G I N I A B E A C H , V A . 23458 804/422-1711 ENGINEERS m u n i c i p a l i t i e s a n d public a g e n c i e s Main O f l i c * : 1 0 5 2 3 Mam Street, Fairlax, Virginia 2 2 0 3 0 , [ 7 0 3 ] 273-8700 2315 V»ll«y Oftic«: 100 S o u t h Main Street B n d g e w a l e r Virginia 2 2 8 1 2 Florida—W>:^sI Vnairna (703)828-2616 CentrevillcVA 703-631-9630 (301) PAUL STREET MARYLAND 21218 235-3ii50 wagner- hohns • i n g l i s • inc. CONSTRUCTION CONSULTANTS Leesburg, VA 703-777-1258 Silver Spring. MD 301-439«)55 w SAINT BALTIMORE, -Geo'aia-—Ma-v'iind COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES CONSULTANTS; < a professional corporat'on C o m p l e t e p r o f e s s i o n a l s e r v i c e s for CONSULTING ENGINEERS. SURVEYORS & PLANNERS FINANCIAL A N D MANAGEMENT O H PHONE: MINTER WHITMAN, RHQLJARUT AND A S S O C I A T E S Patton, Harris, Rust & A s s o c . BENGTSON, DeBELL, ELKIN & TITUS Q A. Ritton InlirnillDnil Cintii. Sulla 113D 11800 Snnrl)« VllllT Drln. Reilon, VA Z?09I I RALPH WHITEHEAD t A S S O C I A T E S Consulting Engineers 1936 East Seventti Street P. O. Box 35624 Charlotte, North Carolina 28236 704-372-1886 BRIDGES • HIGHWAYS • RAILROADS • RAIL 4 BUS TRANSIT • AIRPORTS • CPM Scheduling • Project Management • Claims Litigation and Support • Document lUanagement and Retrieval • Laboratory Testing Services • Construction (Management Seminars 208 High Street Mount Holly, New Jersey 08060 (609) 261-0100 W A S H I N G T O N D.C • T A M P A K A N S A S CITY • NEW O R L E A N S LOS ANGELES • SAN FRANCISCO BRANCH O F F I C E S 3300 NE Expressway, Atlanta, GA 30341 1314 Lincoln Street, Columbia, S C 29201 (404)462-0797 (803) 256-3590 �Legal Guidelines -Continued from page 19jority opinion a n d tlie d i s s e n t of J u s t i c e R e h n q u i s t in many res p e c t s , a s s e r t e d that p o l i c i e s c o u n s e i i n g a g a i n s t awarding punitive d a m a g e s for t h e recl<lessness of public o f f i c i a l s outweigh the desirability of a n y deterrent effect of such awards. In t h e other recent suit, t h e decis i o n permitting a civil rights plaintiff who s e t t l e s a S e c t i o n 1983 c l a i m to an a w a r d of a t t o r n e y ' s f e e s w a s that of the C i r c u i t Court of A p p e a l s for the S i x t h C i r c u i t in Johnston v. Jago, d e c i d e d O c t o b e r 22, 1982, 51 L W 2272. In Johnston, a discharged c o r r e c t i o n a l officer filed a 42 U . S . C . S e c t i o n 1983 action alleging his termination resulted from a n appeara n c e a s a w i t n e s s in a previous civil rights action a n d w a s therefore a violation of his F i r s t and F o u r t e e n t h A m e n d m e n t rights. W h i l e this c a s e w a s pending, t h e officer w a s a l s o p r o s e c u t i n g an appeal of his d i s m i s sal before the state board of review, w h i c h c o n c l u d e d with a s e t t l e m e n t a g r e e m e n t providing that the officer s h o u l d take all s t e p s n e c e s s a r y to withdraw pending federal or state court c a s e s initiated by the officer b a s e d on h i s e m p l o y m e n t relationship with the c o r r e c t i o n a l facility. ^ T h e 1976 Civil R i g h t s A t t o r n e y ' s F e e s A w a r d A c t , 42 U . S . C , S e c t i o n 1988 grants t h e court d i s c r e t i o n to award a t t o r n e y ' s f e e s to the prevailing party in S e c t i o n 1983 a c t i o n s . Here, t h e court pointed out a party may be c o n s i d e r e d " p r e v a i l i n g " w h e n t h e c a s e c o n c l u d e s in settlement. Although there i s split of authority a m o n g the c i r c u i t s a s to the standard to be e m p l o y e d in determining w h e t h e r a party to settled litigation " p r e v a i l s , " t h e S i x t h C i r c u i t followed the view of the F i r s t Circuit e x p r e s s e d in Nadeau v. Helgemoe, 581 F . 2d 275 (1978), that to qualify " a s a prevailing party," t h e plaintiff m u s t d e m o n s t r a t e h i s or her l a w s u i t w a s c a u s a l l y related to s e c u r i n g t h e relief obtained. S e c ondly, t h e plaintiff m u s t e s t a b l i s h s o m e m i n i m u m b a s i s in law for the relief s e c u r e d . Applying the Nadeau text to t h i s c a s e , the S i x t h C i r c u i t c o n c l u d e d the plaintiff w a s entitled to a t t o r n e y ' s f e e s b e c a u s e it w a s found a s fact t h e civil action w a s c a u s a l l y linked to relief the plaintiff a c h i e v e d through s e t t l e m e n t , a n d that he w a s d i s c h a r g e d d u e to h i s t e s t i m o n y a n d therefore h i s c l a i m w a s not patently frivolous. T h e court determined that the fact t h e s e t t l e m e n t w a s negotiated in a separate related proceeding w a s immaterial. w C3Rli=FIN Sandblasting Painting Special Coatings & Repair Work of Water T a n k s Reservoirs & Water Treatnnent P l a n t s J o h n R o b i n s o n , Inc. P.O. B o x 3294 W i n c h e s t e r , VA 22601 (703) 662-7180 ® Ductile Iron Pipe for water and sewer installations D U C T I L E IRON CAST IRON SOIL PIPE & FITTINGS GRIFFIN PIPE P R O D U C T S CO. BOX 740 • LYNCHBURG, VIRGINIA 24505 • 804-845-8021 ....iXmstB^^ �Efiperiise in ihe camptej^fietd ofJMtsurmwe amd risk mana&ment We are proud to serve as insurance and risk management advisors—fees only, no insurance sold—to many state, municipal and county governments. For more complete information on our comprehensive services, call orwrite. Insurance Buyers' Council, Inc. 22 West Road Baltimore, Maryland 21204 (301) 828-1656 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 18, Number 7 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource July 1983 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198307 https://www.virginiaroom.org/digital/files/original/69/6454/198308.pdf 70801b78baadf884bec0211c82bdedd8 PDF Text Text V O L U M E 18 A U G U S T 1983 NUMBER8 T h e Attorney GeneraFs L a w Conference Inside: — A Conflict of Interests Guide - VML Policy Update Conference Registration and Information �There's Life m That Old Landfill Yet Extend Landfill Life or Get Help with a New Site If you're worried that your sanitary landfill's days are numbered, perhaps you shouldn't be. Extend its life by packing maximum refuse into minimum volume. We can show you how . . . with Cat Landfill Compactors. They chop, crush, mash and pack refuse into a tight mass. Up to 1400 lbs. per cu. yd. as against 800 lbs. by dozer methods. Less cover material is also needed. And a firmly compacted landfill can be put to productive use sooner. Or if you're considering the landfill method for the first time, we can help you get started right . . . with films and literature that explain the sanitary landfill method and its community benefits. Your C A T E R P I L L A R Dealer Then we'll help you select the right mix of reliable, efficient Cat machines to make the operation efficient and economical. Give us a call. We will help you find the economical solution to what could be a long-term community problem. Consider the Taxpayer... Consider CAT CARTER M A C H I N E R Y C O M P A N Y , INC. Salem, N o r t o n , O a k w o o d , D a n v i l l e , W a r r e n t o n , Fishersville, R i c h m o n d , Chesapeake, V A B l u e f i e l d , Lewisburg, Pineville, W V Caterpillar Cat and £B are tradeniarks of Catepillar Tractor Co �Virginia Jbwn Editor Christine A. Everson Editorial Assistant Joni Terry Telephone 804/649-8471 Volume 18 &City August 1983 Number 8 VML President Francis T. West Officers C h a r l e s A. R o b i n s o n , J r . L a w r e n c e A. D a v i e s Vincent J . Thomas S a m W. A d a m s 4 Executive Committee J a c k D. E d w a r d s J a n e L Hough Arlle C . P a y n e Martha V. P e n n i n e Ronald C. Spiggle Robert T . W i l l i a m s Past President A d i s c u s s i o n of what it t a k e s to s u c c e e d . 5 R. M i c h a e l A m y x On the Cover: T h e Attorney G e n e r a l G e r a l d L. Baliles addressed elected officials, m u n i c i p a l a d m i n i s t r a t o r s and local attorneys from approximately 50 loc a l i t i e s w h o attended the s e c o n d annual Attorney G e n e r a l ' s L a w C o n f e r e n c e , c o - s p o n s o r e d by the Attorney G e n e r a l ' s O f f i c e and by the Virginia Municipal L e a g u e . Environmental Planning: The EASe of It All A " q u i c k and dirty" review that rates development p r o p o s a l s . 6 Preventive Medicine T h e Attorney G e n e r a l ' s L a w C o n f e r e n c e Raymond F. Ratcliffe Executive Director Commentary: The Challenge of Economic Development 9 11 Your VM L Conference Registration Form A Local Government Guide To Conflict of Interests " Y o u need not go around in the dark about how the new C o m p r e h e n sive C o n f l i c t of I n t e r e s t s A c t a p p l i e s to y o u . " 16 VML Develops Policy An update on proposed p o l i c i e s for the c o m i n g year. 20 People VIRGINIA TOWN & CITY(ISSN00426784) Is the only official magazine of the Virginia Municipal League. It Is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 o Q o < DC I �GNiimentary T h e Challenge of Economic Development By Carl Marshall A s e c o n o m i c c o n d i t i o n s in the United S t a t e s and around the c o m m o n w e a l t h have b e c o m e i n c r e a s ingly important to government leade r s and a d m i n i s t r a t o r s , more public attention h a s f o c u s e d on problems a s s o c i a t e d with e c o n o m i c development and the proper role of national, state and local g o v e r n m e n t s in this important policy a r e a . T h i s is Illustrated by the i n c r e a s i n g promin e n c e of e c o n o m i c development iss u e s in s t a t e and local e l e c t i o n s a c r o s s the country. O f f i c i a l s res p o n s i b l e for formulating e f f e c t i v e public policy in e c o n o m i c development m u s t be a w a r e of the c o m p l e x ity of public and private s e c t o r relations and the importance of s u c h key f a c t o r s a s incentive programs, the availability of s u i t a b l e land res o u r c e s , a c c u r a t e c o m m u n i t y profiles and the n e c e s s i t y for dedicated and e n e r g e t i c program administrators. ^ W a y s in w h i c h V i r g i n i a ' s policym a k e r s , at both state and local levels, have a d d r e s s e d I s s u e s surrounding the quest for e c o n o m i c prosperity have been a s varied a s the s t a t e ' s geographic, cultural and e c o n o m i c diversity, however, s o m e general o b s e r v a t i o n s c a n be m a d e . F i r s t , l o c a l i t i e s c o n c e r n e d with promoting a c o m m u n i t y ' s f i n a n c i a l health through local development efforts have Identified s o m e b a s i c r e q u i r e m e n t s for a s u c c e s s f u l economic development program. C h i e f a m o n g t h e s e are the following: — ^ ^ < z § O ^ — — 1. A c o m m u n i t y ' s c h a n c e s for s u c c e s s are e n h a n c e d greatly if a c tion c a n be taken to c r e a t e a dlversifled e c o n o m i c s t r u c t u r e . T h i s is e s peclally true in rural a r e a s w h e r e s i n g l e industry e c o n o m i e s are vulnerable to d r a m a t i c c h a n g e s In a narrow market. At the s a m e time, one d o e s not have to look far to find urban a r e a s that are being c o n - 4 About the Author Carl Marshall is a graduate assistant at the Institute of Government, University of Virginia. fronted by the d i s a s t r o u s c o n s e q u e n c e s of an e c o n o m y too heavily dependent on a limited e c o n o m i c base. 2. L o c a l i t i e s must pay careful attention to the a d e q u a c y of their infrastructure If they want to attract new b u s i n e s s and industry. T h e condition of a l o c a l i t y ' s e x i s t i n g water, s e w e r and transportation s y s t e m s a l s o will affect directly the c a p a c i t y of e x i s t i n g b u s i n e s s and industry to e x p a n d their f a c i l i t i e s . 3. A recognized need e x i s t s to build public c o n f i d e n c e about the advisability of government Inc r e a s e s in funding for development a c t i v i t i e s in the f a c e of rather uncertain national and local e c o n o m i c f o r e c a s t s . W h i l e this situation may be alleviated If the e c o n o m y c o n t i n u e s to s h o w s i g n s of improvement, the q u e s t i o n s of how m u c h public a s s i s t a n c e s h o u l d go toward e c o n o m i c development activity and what form that aid s h o u l d take will probably remain t o p i c s of d i s c u s s i o n in the c o m i n g m o n t h s . 4. P u b l i c and private s e c t o r cooperation is p e r h a p s the most important factor in the s u c c e s s of economic development efforts. Mutual trust and open communication m u s t e x i s t if good relations are to be f o r t h c o m i n g . S o m e c o m m u n i t i e s have difficulty fostering s u c h relat i o n s , but their importance c a n hardly be o v e r e m p h a s i z e d . T h e r e i s the danger, however, that c o m m u n i t i e s might overextend the w e l c o m e they hold out for busin e s s . L o c a l i t i e s c o u l d f a c e unexpected problems if their e c o n o m i e s e x p a n d too rapidly. T o o rapid exp a n s i o n c a n place s e v e r e s t r a i n s on local s c h o o l s , police and fire protection a g e n c i e s and health c a r e fac i l i t i e s unable to a c c o m m o d a t e a large i n c r e a s e in population. A s e c o n d general observation Is that certain i n d u s t r i e s offer greater promise to l o c a l i t i e s than others In t e r m s of growth potential and therefore s h o u l d be given greater c o n s i d - eration. A c c o r d i n g to the Virginia Division of Industrial Development, the p u s h to reindustrialize h a s been greatest in the fields of fabricated m e t a l s and e l e c t r o n i c machinery. Metal w o r k s and the m a c h i n e tools industries have received a good deal of attention recently and could be a lucrative revenue s o u r c e for localities. For the future, moderate growth is e x p e c t e d in the p l a s t i c s and printing i n d u s t r i e s , while textiles and the apparel industry are not expected to s h o w significant e x p a n s i o n . Real prosperity is f o r e s e e n for retail trade and s e r v i c e s , and transportation, fabricated m e t a l s and food p r o c e s s i n g currently are expanding and are predicted to do so through 1990. In addition, the elect r o n i c s industry, a c c o r d i n g to Labor Department s t a t i s t i c s , will s e e c o n tinued i n c r e a s e s in output and employment a s the m a n u f a c t u r e of c o m p o n e n t s and e l e c t r o n i c measuring d e v i c e s c o n t i n u e s to grow. T h e m a n u f a c t u r e of medical and dental i n s t r u m e n t s a l s o is e x p e c t e d to show gains. S o m e industries, s u c h a s c h e m i cal production, should be v i e w e d with caution by localities b e c a u s e of high energy requirements. Manufactured housing is struggling to recover from a recent s l u m p and is not e x p e c t e d to fare well in the near future. P h a r m a c e u t i c a l s are expected to s h o w improvement, however, a s the population a g e s and the government r e l a x e s restrictions on testing and marketing new drugs. All of t h e s e v a r i o u s industries presently are represented within the commonwealth. T h e s t a t e ' s Division of Industrial Development is an active partner in the effort to promote V i r g i n i a ' s loc a l i t i e s a s attractive b u s i n e s s and industrial c e n t e r s . T h e d i v i s i o n ' s 1982-83 f i s c a l year budget a l l o c a tion for advertising w a s $512,000. Many l o c a l i t i e s have not been c o n tent to allow the division to carry the responsibility for an effective —Continued on page 14— �Environmental Planning The EASe off It All Environmental impact. These two words can bring a sigh of frustration as well as quite a few resulting headaches to many council members and land use planners. Environmental impact studies and controversies can stall projects and cost tremendous sums of money. Relief may be at hand however. The city of Richmond and the University of Virginia have been working together in the development of a decision support system to assist local governments on environmental issues. They call it EASe, the Environmental Advisory Service. The purpose of the service is to provide a means for reviewing industrial, commercial and residential development proposals in order to alert local planners to any potentially serious adverse environmental impacts. Charles T. Peters Jr. and Frederick A. Rodammer of Richmond's Department of Planning and Community Development, and K. Preston White Jr. of the University of Virginia's Department of Engineering Science and Systems talk about the development of the EASe system and how it works in the following article. The c o n c e p t of an e n v i r o n m e n t a l planning service began as a vague d e s i r e t o a d d r e s s e n v i r o n m e n t a l Iss u e s c o n s i s t e n t l y in t h e normal c o u r s e of local land use p l a n n i n g . Given the national a g e n d a for local initiatives, developing a systematic p r o c e s s f o r e n v i r o n m e n t a l r e v i e w at the local level a p p e a r e d to be a timely and potentially significant undertal^ing. Devising a practical means to accomplish this end w o u l d c l e a r l y b e a c h a l l e n g e . It w a s a p p a r e n t at t h e o u t s e t t h a t local p l a n n i n g a g e n c i e s typically are not a d e q u a t e l y sized or staffed to undertake the time c o n s u m i n g and t e c h n i c a l l y d e m a n d i n g task of environmental impact analysis. Adding to the challenge was the recognition that environmental issues c o u l d n o t b e a d d r e s s e d in i s o l a t i o n . An acceptable process for review would need to envision tradeoffs between environmental quality and a m y r i a d of l e g i t i m a t e , c o m p e t i n g local c o n c e r n s . EASe e m b o d i e s a seriated procedure w h i c h offers guidance and a c o n s i s t e n t f r a m e w o r k f o r l o c a l review of i n d u s t r i a l , c o m m e r c i a l a n d residential development proposals. The procedure begins with a qualitative initial s c r e e n i n g of p r o p o s a l s . T h i s s c r e e n i n g is f a s t , e f f i c i e n t , comprehensive and consistent. Consideration of the multiple objectives of local land u s e p l a n n i n g and the a s s u m p t i o n that the planner Charles T. Peters Jr. spoke to the Environmental Quality Policy Committee about the EASe procedure. d o e s n o t h a v e t e c h n i c a l e x p e r t i s e in environmental impact assessment are i n c o r p o r a t e d into t h e p r o c e d u r e . If t h i s i n i t i a l s c r e e n i n g a l e r t s t h e planner to one or more potentially serious adverse impacts associated with a development project, the EASe p r o c e d u r e t r i g g e r s o n e of several s e c o n d a r y review alternatives. These include provision for clarification and detailed investigation of s u s p e c t e d p r o b l e m s as well as the search for strategies and counterm e a s u r e s a i m e d at r e s o l v i n g or m i t i g a t i n g u n w a n t e d i m p a c t s of otherwise desirable projects. T h i s " q u i c k a n d d i r t y " i n i t i a l rev i e w g e n e r a t e s an overall s c o r e for a p r o p o s a l , a s e t o f s u b - s c o r e s re- lated to individual impact dimens i o n s , and a priority listing of individual i m p a c t s that are p o t e n t i a l l y serious. Using this information, the planner can then classify the proposal into o n e of four c a t e g o r i e s for disposition under EASe. T y p e 1 p r o p o s a l s are t h o s e w i t h high overall scores, with uniformly high category scores and without serious individual impacts. These p r o p o s a l s are r e c o m m e n d e d t o t h e city planning authority for immediate approval w i t h o u t further a c t i o n . Type 2 p r o p o s a l s are t h o s e w i t h high overall desirability, but w i t h either an unusually low category score or with one or more identifiable adverse impacts. Under EASe, these proposals receive a s e c o n d review to determine the seriousness of the perceived p r o b l e m s and to explore strategies and countermeasures that might mitigate the u n w a n t e d impacts. Often this seco n d review will lead to n e g o t i a t i o n s w i t h t h e d e v e l o p e r In o r d e r t o resolve the p r o b l e m . A favorable seco n d review or s u c c e s s f u l negotiations for mitigation will ultimately lead to reevaluation of the proposal a n d t o a r e c o m m e n d a t i o n f o r Its approval. T y p e 3 p r o p o s a l s are t h o s e w i t h low overall desirability or those w h i c h raise s i g n i f i c a n t uncertainties c o n c e r n i n g a range of i m p a c t s . U n d e r E A S e , T y p e 3 p r o p o s a l s (together w i t h unresolved Type 2 proposals) result in r e q u e s t s t o t h e developer from the planning agency for additional justification for the project. These requests for informat i o n are f o c u s e d on a n d relate t o problem areas elicited during s c r e e n i n g . In e x t r e m e c a s e s , a request m i g h t call for t e c h n i c a l data s u c h a s t h a t r e q u i r e d in an e n v i r o n mental impact statement. A second review based on newly developed i n f o r m a t i o n w o u l d t h e n result in either a favorable or unfavorable r e c o m m e n d a t i o n . Finally, Type 4 proposals are t h o s e which are f o u n d to be s o w a n t i n g that the prop o s e d p r o j e c t is c l e a r l y u n d e s i r able. T y p e 4 p r o p o s a l s are r e c o m —Continued on page 10— H O Q O H < Z (5 gc > �Attorney General's Law Conference Preventive Medicine "An ounce of prevention is worth a pound of cure," Attorney General Gerald L. Bailies told local officials and attorneys attending the Attorney General's Law Conference June 29 in Richmond. The meeting was the second annual law conference co-sponsored by the Virginia Municipal League and the Attorney General's Office and was perhaps most significant in light of its appropriate timing. The conference focused on the new Comprehensive Conflict of Interests Act which went into effect July 1,1983, and which is applicable to every public officer or employee in local government. The new "comprehensive" law replaces the previous Virginia Conflict of Interests Act effective since 1970. "The law needed changing," said Baliles. "Government officials of high quality and character, men and women of integrity, were confused over the standards of ethical conduct under the old conflicts law and concerned over potential personal and professional embarrassment and liability." "What has been produced," he said, " i s a tougher act, one that is more comprehensive, more realistic and more enforceable." The new law is an effort to deal with the concerns of local officials and to clarify the objectives of high standards and clearer standards of ethical conduct in government as set forth in the original legislation, said Baliles. Conflict of interests is an area in which the Virginia Municipal League and the Attorney General's Office have taken an active interest. In 1982, the attorney general convened a series of law conferences on the subject for state and local officials. Advisory letters were sent to members of state boards, agencies and commissions and the attorney general met with commonwealth's attorneys to review their responsibilities at the local level. Last summer the Attorney General's Office published a handbook on the conflicts law, and it was the Attorney General's Office that submitted the original proposal for the new law to C. Lee conflicts law. VML Executive Director R. Michael Amyx and Staff Attorney Clay L. Wirt co-authored the chapter on the Virginia Conflict of Interests Act for the "Virginia Local Government Attorney's Manual" published by the Municipal Code Corp. of Tallahassee, F L . In addition, the league was active in the "The law needed changing. Government officials of high quality and character . . . were confused over the standards ..." Gerald L. the 1983 General Assembly. The VML during the past two years has conducted a number of briefings on conflict of interests for local officials and has prepared and distributed substantial written materials on the former and the new o Q O I< o > Tlie news media was also on hand at the law r Francis conference. Baliles legislative process for the new conflicts act. "The new law is the product of research and reflection," said Baliles. "Have the objectives been met? Only time will tell." Baliles called the major thrust of the conference "one of preventive medicine, of anticipating legal problems and addressing them, when possible, without resort to costly and time-consuming litigation." The day-long conference also dealt with other issues of concern to local officials—personal liability, freedom of information requirements, new rules for public purchasing and antitrust liability. Francis C. Lee, senior assistant attorney general, reviewed the new conflict of interests act in detail and responded to questions from the audience. Assistant Attorney Generals John A. Gibney Jr., Vicki A. Leonhard and Craig Merritt as well as Senior Assistant Attorney General J . Westwood Smithers Jr. presented the other topics of the conference. �Two words define expertise in public power financing: Merrill Lynch. To find out why we're a breed apart, call: (212) 637-2540 Municipal Utilities Department Merrill Lynch White Weld Capital Markets Group Copyright 1983 Merrill Lynch, Pierce, Fenner & Smith Incorporated. Published in U.S.A. All rights reserved. Member, SIPC. �Plan to Attend the 1983 VML Conference James City County will host the 1983 VML Conference and the Williamsburg Hilton and National Conference Center will serve as conference headquarters. Other conference hotels include the nearby Fort Magruder Inn, the Best Western Williamsburg and the Quality Inn at Kingsmill. All are conveniently located on Route 60 East. The deadline for reservations is WEDNESDAY, AUGUST 17, so if you haven't already made your room reservations, please do so immediately. Reservations may be made by contacting the following: Williamsburg Area Tourism and Conference Bureau P.O. BoxGB Williamsburg, Virginia 23187 (804) 253-0192 Conference registrations are encouraged in advance, but can be made at the door. IVIany localities designate one official to coordinate registration, so contact your clerk or manager concerning the registration procedure for your locality to avoid duplication. Registration this year costs $90 for members, $100 for non-members and $40 for a spouse or guest and includes all conference activities except the ICMA Luncheon, the Prayer Breakfast and some guest activities. Partial registrations are also available at various rates (see the registration form). Social functions during the conference will include cocktail receptions Sunday and Tuesday evenings, an enjoyable evening at the Busch Gardens Old Country Festhouse Monday evening planned by James City County, the host locality, and the banquet Tuesday evening which will feature the presentation of the 1983 VML Achievement Awards. There will be no planned luncheons this year, other than the ICMA Luncheon, to allow guests an opportunity to sample the many fine restaurants in the area. More details on the conference and the guest's program will be included in the September issues of the VML LEAGUE LETTER. Speakers will include the Honorable Mills Godwin E. Godwin Jr., former governor of Virginia, who will give the keynote address at the opening session; Robison B. James, professor of theology at the University of Richmond and former member of the Virginia House of Delegates, who will speak at the Prayer Breakfast; and Patrick Buchanan, syndicated columnist and prominent staff member in the Nixon White House, who will speak at the banquet. The 1983 conference promises a rewarding mix of business, pleasure and education. Register today and plan to attend. - Conference Schedule SUNDAY, SEPTEMBER 18 2:00 p.m. to 6:00 p.m. REGISTRATION 3:00 p.m. Legislative Committee 5:00 p.m. Nominations Committee 5:00 p.m. to 7:00 p.m. EXHIBITS OPEN 6:00 p.m. to 7:00 p.m. Opening Reception MONDAY, cont'd. 1:30 p.m. VMGSIA Annual Meeting Cash Management for Small Towns Administrative Analyst Workshop Crisis in Education Building Code and Rehabilitation 3:15 p.m. iVI0NDAY,SEPTEIVIBER19 7:30 a.m. Women in Locai Government Breakfast Q 8:00 a.m. to 4:00 p.m. REGISTRATION AND EXHIBITS OPEN O I- 9:30 a.m. OPENING SESSION to 11:30 a.m. Keynote Address Hon. Mills E. Godwin, Jr. o < > 11:30 a.m. Lunch On Your Own to 1:30 p.m. 12:00 noon iCMA Luncheon CONCURRENT SESSIONS CONCURRENT SESSIONS Virginia PRIMA Workshop Conflict of Interests for Small Cities and Towns Drafting Town Ordinances Quality Circles Municipal Bond Registration Manufactured Housing 6:00 p.m. Host Locality Event Busch Gardens, Old Country Festhouse TUESDAY, SEPTEMBER 20 7:30 a.m. Prayer Breakfast Robison B. James 8:00 to 12:00 Noon EXHIBITS OPEN 10:00 a.m. Section Workshops to Urban, City and Town 11:30 a.m. 11:30 a.m. Lunch On Your Own to 1:30 p.m. 1:30 p.m. CONCURRENT SESSIONS Cable TV Deregulation State Budget for 1984-86 Computer Application Downtown Development JLARC Study of Local Government 3:30 p.m. Business Session 6:30 p.m. Reception 7:30 p.m. Awards Banquet Featured SpeakerPatrick Buchanan, Syndicated Columnist �1983 VIRGINIA MUNICIPAL LEAGUE ANNUAL CONFERENCE REGISTRATION FORM NAME TITLE . LOCALITY/AGENCY/FIRM ADDRESS CITY STATE Spouse Attending? YES ZIP NO First Name of Spouse Guest Attending? YES NO Name(s) Please circle appropriate registration amount: MEMBER 90.00 PACKAGE R E G I S T R A T I O N - i n c l u d e s activities for Sunday, Monday and Tuesday except ticketed f u n c t i o n s listed below NON-MEMBER 100.00 GUEST OR SPOUSE 40.00* SUNDAY O N L Y — i n c l u d e s all activities except t i c k e t e d f u n c t i o n s listed below 25.00 35.00 15.00* MONDAY O N L Y — i n c l u d e s all activities except ticketed f u n c t i o n s listed below 40.00 50.00 15.00* TUESDAY O N L Y — i n c l u d e s all activities except ticketed f u n c t i o n s listed below 40.00 50.00 25.00* 13.00 8.00 8.00 8.00 TICKETED EVENTS ICMA Luncheon (Monday) Prayer Breakfast (Tuesday) * S o m e guest activities may require an additional fee. TOTAL CIRCLED A N D ENCLOSED $. A M O U N T TO BILLS. (Return c o m p l e t e d f o r m to Virginia Municipal League, P.O. Box 753, R i c h m o n d , Virginia 23206) �EASe RATING A PROPOSAL USING THE SCREENING MODEL EASe Program 6uidft MODEL IN5TRUCnONS Questionnai Reference^ Library | QUESTION ASSISTANCE QUESTION SCORING Help J Desired RESPOf^SE TABUUTION 4) Scoring Model as o I ^ ^ CATEGORY WEIGHTING o DC > 10 o u MODELIMG RESULTS Q o (0 PROPOSAL BATING —Continued from page 5— mended for disapproval without further a c t i o n . T h e E A S e s c r e e n i n g model p l a y s a critical role In the environmental review p r o c e s s . Its importance i s derived more from its pivotal position in the p r o c e s s , however, than from any Inherent c o m p l e x i t y or great s o p h i s t i c a t i o n . In truth, " E A S e s c r e e n i n g m o d e l " Is a rather f a n c y name for what ultimately res e m b l e s an automated game of twenty (or in this c a s e forty-seven) questions. T h e model c o n s i s t s of four elem e n t s : a program guide, an environmental questionnaire, a refere n c e or " h e l p " library and a s c o r i n g s u b m o d e l . A planner c a n u s e the s y s t e m after reading the Instructions and gaining s o m e familiarity with the purpose and ground rules of the p r o c e s s . T h e q u e s t i o n n a i re c o n s i s t s of q u e s t i o n s about the environmental and e c o n o m i c i m p a c t s of the proposed development project. E a c h question Is related to a s p e c i f i c urban-environmental concern and q u e s t i o n s are grouped into one of s e v e n general c a t e g o r i e s or Impact a r e a s . T h e s e range from environmental c o n c e r n s s u c h a s air quality to a e s t h e t i c c o n c e r n s s u c h a s development in a historic area. R e s p o n s e s range on a s i x point s c a l e from " n e g a t i v e impact: project requires c h a n g e " to " n o impact or potentially beneficial impact: excellent project." If the planner is unsure of the r e s p o n s e to a particular q u e s t i o n , he c a n c o n s u l t the model reference " h e l p " library w h i c h prov i d e s more detail on the Intent of the question and the meaning of the s i x r e s p o n s e s . T h e library a l s o cont a i n s a limited catalogue of Information r e s o u r c e s and contact agencies. Any n u m e r i c a l rating s y s t e m certainly must be interpreted with s o m e c a u t i o n , however, primarily b e c a u s e the p r e c i s i o n typically a s s o c i a t e d with n u m b e r s c a n o b s c u r e the s u b j e c t i v e nature of the judgement. In spite of this c r i t i c i s m , the n u m e r i c a l rating s y s t e m a p p e a r s valuable and is similar to the one u s e d by the Department of H o u s i n g and Urban Development. W h e n fully d e v e l o p e d, E A S e will a s s i s t localities by providing the c a pability to anticipate present and long-range c o n s e q u e n c e s of planning and development initiatives. T h e s e r v i c e will provide g u i d a n c e in identification of p o l i c i e s , programs —Continued on page 21— �A L o c a l Government G u i d e T o Conflict of Interests By Francis Lee and Clay Wirt As an officer or e m p l o y e e of local government, you need not go a r o u n d in t h e dark a b o u t h o w t h e new C o m p r e h e n s i v e C o n f l i c t of Interests Act applies to you. You can not be prosecuted under this act for any a c t i o n e n t e r e d into (after a full d i s c l o s u r e o f t h e f a c t s ) In r e l i a n c e on a written opinion from your comm o n w e a l t h ' s a t t o r n e y that s u c h action would not constitute a violation o f t h e a c t . If y o u h a v e a n y d o u b t whether your actions will violate the act, y o u are, therefore, encouraged to obtain a written opinion from y o u r c o m m o n w e a l t h ' s a t t o r n e y before preceding. W e also suggest you inform your local government attorney before seeking an o p i n i o n . He or she could provide helpful feedback as y o u prepare a full disclosure of the facts. The Comprehensive Conflict of Interests A c t (hereafter t h e act) sup e r s e d e s all general a n d special acts of the Virginia Code and any town and city charter provisions or ordinances w h i c h purport to deal with matters covered by the act. T h e act is " c o m p r e h e n s i v e " in t h e sense that no other public law establishes additional ethical stand a r d s in t h e area o f c o n f l i c t o f interests. You s h o u l d be aware also that the act d o e s n o t p r o h i b i t all c o n f l i c t of i n t e r e s t s b e t w e e n y o u a n d y o u r local g o v e r n m e n t . T h e a c t , in e s t a b lishing a m i n i m u m standard of conduct for y o u , simply sets forth rules of i n a p p r o p r i a t e c o n f l i c t s in y o u r capacity as a local government officer or employee. It i s t h e i n t e n t i o n o f t h e G e n e r a l About the Auttiors Francis Lee is a senior assistant attorney general and is recognized as an authority on the new Comprehensive Conflict of Interests Act. He worked extensively on the development of both the old Virginia Conflict of Interests Act and the new comprehensive act and has addressed local government officials on the subject numerous times. Clay Wirt, as staff attorney for the Virginia Municipal League, was also active in the legislative process developing the new comprehensive act and has spoken and written on the subject numerous times. A s s e m b l y that this act be liberally c o n s t r u e d t o a c c o m p l i s h its purp o s e a n d that a n y e x c e p t i o n o r exe m p t i o n t o i t s a p p l i c a b i l i t y b e narrowly c o n s t r u e d . Y o u need, theref o r e , t o b e c o n s e r v a t i v e in y o u r int e r p r e t a t i o n s o f t h e a c t . If y o u a r e w r o n g , it d o e s n o t a p p e a r t h a t y o u will be given t h e benefit of t h e doubt. Definitions K n o w l e d g e of t h e d e f i n i t i o n sect i o n o f t h e a c t is c r i t i c a l t o understanding the act. Article 1 defines nine t e r m s : officer, e m p l o y e e , governmental agency, advisory agency, contract, t r a n s a c t i o n , personal int e r e s t , p e r s o n a l i n t e r e s t in a c o n t r a c t a n d p e r s o n a l i n t e r e s t in a transaction. Personal Interest The definitions dealing with "personal i n t e r e s t " are u n d o u b t e d l y t h e most important. These definitions replace the term "material financial i n t e r e s t " u s e d in t h e f o r m e r c o n flicts act. A s an officer or e m p l o y e e of local g o v e r n m e n t , y o u have a " p e r s o n a l i n t e r e s t " if a p e r s o n a l a n d f i n a n c i a l benefit or liability accrues to y o u , your s p o u s e or any relative residing in y o u r h o u s e h o l d . U n d e r t h e a c t , s u c h " p e r s o n a l interest" exists by r e a s o n o f : o w n e r s h i p in real o r personal property, tangible or intangible; o w n e r s h i p in a b u s i n e s s e n t i t y ; i n c o m e from a business entity; or personal liability o n behalf of a business entity. H o w e v e r , y o u r i n t e r e s t in a b u s i n e s s e n t i t y will n o t rise t o a "pers o n a l i n t e r e s t " if y o u m e e t a n y o f the following criteria: • y o u r o w n e r s h i p i n t e r e s t is 3 percent or less of t h e total equity • your liability on behalf of the b u s i n e s s is 3 p e r c e n t o r less o f the total assets • your annual income and/or prope r t y o r u s e o f s u c h p r o p e r t y is $10,000 o r less or m a y reasonably be a n t i c i p a t e d t o be $10,000 or less i n c l u d i n g d i v i d e n d s a n d interest. Y o u have a " p e r s o n a l i n t e r e s t in a c o n t r a c t " if y o u , y o u r s p o u s e o r a n y relative residing in y o u r h o u s e h o l d is a p a r t y t o t h e c o n t r a c t o r h a s a " p e r s o n a l i n t e r e s t " in a b u s i n e s s e n t i t y w h i c h is a party t o t h e c o n tract. Y o u have a " p e r s o n a l i n t e r e s t in a t r a n s a c t i o n " if y o u , y o u r s p o u s e o r a n y relative r e s i d i n g in y o u r h o u s e h o l d h a s a " p e r s o n a l i n t e r e s t " in any matter considered by your governmental agency. This will be deemed to exist where the personal i n t e r e s t is t h e s u b j e c t of t h e t r a n s action, or will benefit or suffer from t h e a c t i o n of y o u r a g e n c y considering the transaction. A " p e r s o n a l i n t e r e s t in a t r a n s a c t i o n " w i l l a l s o e x i s t if y o u , y o u r s p o u s e o r a n y r e l a t i v e r e s i d i n g in your h o u s e h o l d " has a " p e r s o n a l int e r e s t " in a f i r m that r e p r e s e n t s a n y e n t i t y w h i c h is t h e s u b j e c t of t h e transaction, or will benefit or suffer f r o m t h e a c t i o n of t h e a g e n c y c o n sidering the transaction. Prohibited Conduct of an Unethical Nature Article 2 sets forth prohibited c o n d u c t of an unethical nature and a p p l i e s t o all o f f i c e r s a n d e m p l o y e e s in local g o v e r n m e n t w h e t h er paid or v o l u n t e e r . You would probably know the p r o h i b i t i o n s s e t f o r t h in t h i s s e c t i o n w e r e w r o n g e v e n if t h e y w e r e n o t listed in t h e a c t . F o r e x a m p l e , y o u can not use confidential information acquired by reason of your public p o s i t i o n f o r y o u r o w n e c o n o m i c benefit. Also, you may not accept any gift that might reasonably tend t o i n f l u e n c e y o u in t h e d i s c h a r g e o f y o u r p u b l i c d u t i e s . ( T h e a c t m a k e s it clear that this limitation on gifts d o e s not apply t o c a m p a i g n gifts act u a l l y u s e d in y o u r c a m p a i g n o r f o r c o n s t i t u e n t service.) Limitations On Contracting With Your Own Local Government Article 3 regulates contracting w i t h your local government. Officers and Employees of Advisory Agencies If y o u a r e a n o f f i c e r o r e m p l o y e e of an advisory a g e n c y (e.g. a s t u d y group or the planning commission), —Continued on next page— O Q O I< 2 a DC > 11 �Conflict of Interests Facts You Should Know o o o I- < z o 12 1. J u l y 1 , 1983 w a s the e f f e c t i v e date of the n e w C o m p r e h e n s i v e C o n f l i c t of I n t e r e s t s A c t p a s s e d by the 1983 G e n e r a l A s s e m b l y . 2. T h e n e w a c t s u p e r s e d e s the previous V i r g i n i a C o n f l i c t of Intere s t s A c t , 2.1-347 to 357, C o d e of Virginia, w h i c h b e c a m e law J u n e 25, 1970. T h e n e w a c t r e s t r u c t u r e s a n d r e v i s e s the former a c t . It is the general c o n s e n s u s that the n e w a c t i s better organized a n d e a s i e r to read and understand. 3. T h e C o m p r e h e n s i v e C o n f l i c t of I n t e r e s t s A c t a p p l i e s to all public off i c e r s a n d e m p l o y e e s in local a n d s t a t e government a s did t h e prior law. T h i s i n c l u d e s o f f i c e r s a n d e m p l o y e e s of independent a g e n c i e s , authorities and adv is or y boards. 4. T h e s t a n d a r d s of c o n d u c t vary for different c l a s s e s of government o f f i c i a l s . At the local level m a y o r s a n d c o u n c i l m e m b e r s have the highest s t a n d a r d s . T h e y have the greatest nu mbe r of prohibitions a g a i n s t contracting with their o w n governm e n t s a n d the most r e q u i r e m e n t s regarding public d i s c l o s u r e . Members of a d v i s o r y boar d s have fewer r e q u i r e m e n t s . T h e y are not, for e x a m p l e , prohibited from c o n t r a c t i n g with the co un ty , city or town they serve. 5. Any action taken prior to J u l y 1 , 1983 r e m a i n s under the g o v e r n a n c e of the former a c t . 6. T h e n e w a c t s u p e r s e d e s a l l general a n d s p e c i a l a c t s of the Virg i n i a C o d e a s w e l l a s town a n d city charter p r o v i s i o n s a n d o r d i n a n c e s w h i c h purport to deal with m a t t e r s c o v e r e d by the a c t . In other w o r d s , your locality will no longer have the authority to i m p o s e higher e t h i c a l s t a n d a r d s than t h o s e s e t forth in this statute. 7. A n y local government officer or e m p l o y e e c a n n o t be p r o s e c u t e d under the new a c t for a n y a c t i o n e n tered into (after full d i s c l o s u r e ) in reliance with a written opinion of the commonwealth's attorney. C o m m o n w e a l t h ' s a t t o r n e y s have a statutory duty to give adv is or y opinions. O p i n i o n s from s o u r c e s other than c o m m o n w e a l t h ' s attorneys will not protect y o u from future prosecution. 8. A c o p y of the entire a c t m a y be found in the 1983 s u p p l e m e n t to the C o d e of V i r g i n i a , S e c t i o n 2.1 - 599 to 2.1-634. you are e x e m p t from the requirem e n t s of this s e c t i o n . Members of Local Governing Bodies If you are a mayor, a c o u n c i l member or a m e m b e r of a c o u n t y board of s u p e r v i s o r s , y o u are prohibited ( s u b j e c t to the e x c e p t i o n s noted below) from entering into any of the following c o n t r a c t s : • A n y contract with your o w n governing body. • A n y contract with a n y governmental a g e n c y w h i c h is a component of your local government s u b j e c t to the ultimate control of your governing body. • A n y contract (other than in a c o n tract of regular e m p l o y m e n t ) with any other governmental a g e n c y If your governing body a p p o i n t s a majority of m e m b e r s of the governing body of the other agency. A b u s i n e s s in w h i c h y o u have a " p e r s o n a l interest in a c o n t r a c t " a l s o will be prohibited from c o n tracting with your local government in e a c h of t h e s e s a m e three situat ions. F o r e x a m p l e , if y o u , your s p o u s e or a n y relative residing in your h o u s e h o l d h a s a c o m b i n e d interest of at least 3 percent in a firm, the firm may not enter into a c o n tract with a s c h o o l board if the s c h o o l board is appointed by your governing body. It m a k e s no differe n c e if y o u s e e k to a b s t a i n from voting. All Other Officers and Employees If y o u are an officer or e m p l o y e e other than a m e m b e r of the governing body of your locality or an advisory a g e n c y , y o u , your s p o u s e or any relative residing in your household is prohibited (subject to the e x c e p t i o n s noted below) from entering into any of the following c o n t r a c t s with your locality: • A n y c o n t r a c t with the a g e n c y of w h i c h y o u are an officer or e m p l o y e e — e x c e p t of c o u r s e your e m p l o y m e n t c o n t r a c t . (If y o u work in the public w o r k s department, y o u cannot contract with the public w o r k s department.) • A n y contract with any governmental a g e n c y w h i c h is a component of the s a m e local government u n l e s s the contract is awarded (a) in c o m p l i a n c e with c o m p e t i t i ve p r i n c i p l e s a s required by the Virginia P u b l i c Proc u r e m e n t A c t or (b) after a finding in writing by the a d m i n i s t r ative head of the a g e n c y y o u are c o n t r a c t i n g with that s u c h c o m petitive p r i n i c p l e s are not in the best interest of the public. (If y o u work for the public w o r k s department y o u may c o n t r a c t with the fire department upon s a t i s f y i n g the c o n d i t i o n s of this s e c t i o n . Other p r o v i s i o n s of the act will require y o u a l s o to d i s c l o s e your personal interest and to disqualify y o u r s e lf from participating a s a public officer or e m p l o y e e in any a s p e c t of the d e c i s i o n to contract.) Any b u s i n e s s entity in w h i c h you have a " p e r s o n a l interest in a c o n t r a c t " will a l s o be prohibited from c o n t r a c t i n g in e a c h of t h e s e situat i o n s. Exceptions For v a r i o u s public policy r e a s o n s several e x c e p t i o n s to e a c h of the rules outlined above have been included in the act. S m a l l e r localities have one of the larger e x c e p t i o n s . In t o w n s and c i t i e s l e s s than 10,000 in population, o f f i c e r s a n d e m p l o y e e s may contract with their local government w h e n the total of s u c h c o n t r a c t s in any year d o e s not e x c e e d $10,000. T h e limit is $25,000 if made on the b a s i s of s e a l e d bids. In all loc a l i t i e s there is an e x c e p t i o n for individual c o n t r a c t s u n d e r $ 1 0 0 . Additional e x c e p t i o n s a l s o are inc l u d e d for the following; • g o o ds or s e r v i c e s offered to the general public at uniform p r i c e s • s a l e , lease or e x c h a n g e of real property • publication of official n o t i c e s • mere e m p l o y m e nt by an officer or e m p l o y e e (or his or her s p o u s e or relative living in the household) by an outside firm provided he or s h e d o e s not participate and h a s no authority to participate in the letting of s u c h c o n tract on behalf of the contracting firm or on behalf of h i s or her own a g e n c y • c o n t r a c t s with public s e r v i c e corporations, financial institutions or c o m p a n i e s furnishing public utilities • c o n t r a c t s entered into prior to J u l y 1, 1983 a s long a s s u c h c o n t r a c t s were in c o m p l i a n c e with the former c o n f l i c t s a c t . Family Members Working for the Same Local Government R u l e s for family m e m b e r s working for the s a m e local government are a l s o set forth in Article 3. If y o u are a mayor, c o u n c i l member or s u p e r v i s o r of a county board, your s p o u s e or a relative residing in your h o u s e h o l d may not be e m ployed by an a g e n c y w h i c h is a c o m p o n e n t of your local government u n l e s s e m p l o y m e n t began prior to your b e c o m i n g a member of the governing body. But if y o u are s o m e other officer or e m p l o y e e of �local government your s p o u s e or relative may work for the s a m e local government a s long a s y o u do not e x e r c i s e any control over h i s or her e m p l o y m e n t or e m p l o y m e n t activit i e s and a s long a s y o u are not in a position to i n f l u e n c e e m p l o y m e n t activities. Employment contracts entered into prior to J u l y 1, 1983 w h i c h w e r e in c o m p l i a n c e with the former C o n f l i c t of I n t e r e s t s A c t are governed by the former a c t . If y o u are a s c h o o l board m e m b e r or a s u p e r i n t e n d e n t of s c h o o l s , y o u s h o u l d study Article 6 of the a c t . T h i s article s e t s forth s p e c i a l r u l e s w h i c h prevent immediate relatives of s c h o o l board m e m b e r s a n d s u perintendents from worthing in your same school system unless employment began prior to your taking office. T h i s b a s i c rule for public s c h o o l s h a s been in the Virginia C o d e for many y e a r s . Conduct Regarding Transactions T h e term " t r a n s a c t i o n " is a m u c h broader term than the term " c o n t r a c t . " T r a n s a c t i o n s include c o n t r a c t s a s well a s zoning a c t i o n s a n d " a n y kind of matter on w h i c h official action is taken or contemplated." T h e s e c t i o n s of the a c t dealing with t r a n s a c t i o n s (Article 4 and a portion of A r t i c l e 5) start from a very different p r e m i s e than the s e c t i o n of the a c t dealing with c o n t r a c t s . T h e s e c t i o n on c o n t r a c t s f o c u s e s on the legality of a n y particular c o n tract. T h e s e c t i o n s on t r a n s a c t i o n s f o c u s on d i s c l o s u r e a n d disqualification rules an officer or e m p l o y e e m u s t adhere to if he or s h e h a s a " p e r s o n a l interest in a t r a n s a c t i o n . " T h e i s s u e is not w h e t h e r the transaction (e.g. contract, zoning a c t i o n , etc.) is legal, but w h e t h e r the officer or e m p l o y e e h a s d i s c l o s e d h i s or her interest and h a s refrained from participating a s an officer or e m ployee in any s u c h t r a n s a c t i o n that h a s s p e c i f i c application to that pers o n a l interest. Disclosure and Disqualification Rules D i s c l o s u r e R u l e . If a n y officer or e m p l o y e e of a governmental or advisory a g e n c y h a s "a personal interest in any t r a n s a c t i o n of s p e c i f i c app l i c a t i o n " before h i s a g e n c y , he s h o u l d d i s c l o s e of the e x i s t e n c e of the interest and it s h o u l d be reflected in the public r e c o r d s of the a g e n c y for at least five y e a r s . Disqualification R u l e . In addition to d i s c l o s i n g the c o n f l i c t you m u s t disqualify yourself from participat- ing in t r a n s a c t i o n s on behalf of your a g e n c y . Y o u " s h a l l not vote or in any manner a c t on behalf o f " your agency. Your disqualification s h o u l d a l s o be noted in the r e c o r d s of your a g e n c y . "Specific Application " T h e term " s p e c i f i c a p p l i c a t i o n " means a transaction which affects your personal interest s p e c i f i c a l l y , a s o p p o s e d to a t r a n s a c t i o n w h i c h a f f e c t s the public generally, a l though in the latter situation your interest, a s a member of the p u b l i c , may a l s o be a f f e c t e d . T o help clarify this m e a n i n g , the act gives an e x a m p l e of a t r a n s a c tion that h a s s p e c i f i c a p p l i c a t i o n . A m e n d m e n t to a zoning map affecting fewer than ten p a r c e l s of land is a t r a n s a c t i o n having s p e c i f i c application to a person w h o h a s a "pers o n a l i n t e r e s t " in one of the parcels. Rule of Thumb T h i s e x a m p l e s u g g e s t s a rule of thumb ( a s s u m i n g y o u have a personal interest in a t r a n s a c t i o n with your a g e n c y ) . If more than one tenth of the t r a n s a c t i o n a p p l i e s to y o u , your s p o u s e or a relative w h o lives in your h o u s e h o l d , the t r a n s a c t i o n h a s s p e c i f i c application to y o u . Y o u —Continued on next page— EFHutton talks public powerfinancii^ E . F . H u t t o n ' s P u b l i c P o w e r Finance G r o u p has demonstrated its ability to generate n e w financing ideas a n d c a r r y them out successfully. W e h a v e the experience, the k n o w - h o w , a n d the distribution n e t w o r k w h i c h c o u l d m a k e y o u r next financing a success in w a y s y o u m a y not h a v e anticipated. A s managers or co-managers of n u m e r o u s public financings, w e h a v e p r o v e n our ability to create i n n o v a t i v e approaches to complex tax-exempt financings. W e h a v e one of the largest capital bases i n the i n d u s t r y . W e also h a v e the willingness to use o u r c a p - ital to m a i n t a i n a secondary m a r k e t i n issues w e manage. A n d our distribution capability is extensive, w i t h 320 offices across the c o u n t r y . I n addition to o u r g r o w i n g retail business, o u r institutional business has g r o w n to over 1 / 3 of o u r total securities business. For y o u r next public p o w e r offering, w h y not give M a r s h a l l L a n c a s t e r a call at (212) 742-6087, Steve S l o a n at (212) 742-6651, or B i l l S a c h a u at (213)488-3551. L e a r n w h y so m a n y people i n public p o w e r say that it p a y s to listen w h e n E . F . H u t t o n t a l k s . E. F. Hutton & Company, Inc. O n e B a t t e r y P a r k P l a z a , N e w Y o r k , N e w Y o r k 10004 (212)742-5000 When EFHutton talks, people listen. • ^ H O < ? Q < (D DC 13 �need to d i s c l o s e your interest at o n c e and in your public c a p a c i t y stay out of the t r a n s a c t i o n altogether. Y o u r d i s c l o s u r e and d i s q u a l ification must a l s o be noted in writing in the r e c o r d s of your a g e n c y . Yearly Disclosure Statements Y e a r l y d i s c l o s u r e form requirem e n t s are found In A r t i c l e 5. Financial Disclosure If you are a m e m b e r of a governing body of a locality with a population in e x c e s s of 3,500, you m u s t file a f i n a n c i a l d i s c l o s u r e form a s a c o n dition to a s s u m i n g office by J a n u ary 15 of e a c h year. T h i s form will be prepared by the s e c r e t a r y of the c o m m o n w e a l t h and distributed to the clerk of the governing body by November 30 of e a c h year. T h e clerk is required to distribute the form to you by D e c e m b e r 10. T h e form will be maintained a s a public record in the office of the clerk for at least five y e a r s . T h e governing body of l o c a l i t i e s with populations in e x c e s s of 3,500 may by o r d i n a n c e a l s o require designated e m p l o y e e s or p e r s o n s occ u p y i n g p o s i t i o n s of trust appointed by the local government to file. Real Estate Disclosure If y o u are a m e m b e r of a planning c o m m i s s i o n , board of zoning ap- p e a l s , a real e s t a t e a s s e s s o r or a county, city of town m a n a g er (or executive officer (and serve a county, city or a town with population in exc e s s of 3,500 p e r s o n s , you are required to m a k e annual d i s c l o s u r e s of all your i n t e r e s t s in real e s t a t e loc a t e d in the c o u n t y, city or town in w h i c h y o u are appointed or e m ployed. T h i s i n c l u d e s any b u s i n e s s in w h i c h y o u o w n an interest from w h i c h i n c o m e is r e c e i v e d , if the primary purpose of the b u s i n e s s is to own or develop real e s t a t e in the county, city or t o w n . T h e s e real e s t a t e d i s c l o s u r e s are filed a s a condition to a s s u m i n g off i c e or e m p l o y m e n t , and m u s t be filed a n n u a l ly with the clerk of the governing body on or before J a n u ary 15 e a c h year. Penalties and Remedies P e n a l t i e s and r e m e d i e s under the act are s e t forth in A r t i c l e 8. A n y p e r s o n w h o willfully v i o l a t e s any of the p r o v i s i o n s of the act is s u b j e c t to f i n e s up to $1,000 and one year in jail (the penalty for a C l a s s I m i s d e m e a n o r ) and removal from office (the penalty for m a l f e a s a n c e in office or e m p l o y m e n t ) . R e moval from office upon c o n v i c t i o n of a willful violation is d i s c r e t i o n a r y with the judge or the jury trying the Market Makers and Investment Bankers o Q O I< Z o > 14 Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New York Plaza, New York, N.Y. 10004 c a s e . Under the former c o n f l i c t s law, removal from office w a s automatic. A willful violation would be one in w h i c h you engage in c o n d u c t , perform s o m e a c t or r e fu se to perform s o m e act in w h i c h you know, or s h o u l d know, that the c o n d u c t is prohibited or required by the a c t . Any o f f e n s e committed prior to J u l y 1 , 1983, under the former C o n flict of I n t e r e s t s A c t , s h a l l be s u b j e c t to the penalty, forfeiture and p u n i s h m e n t provisions of the former act (2.1-347 to 2.1-358 C o d e of Virginia). Role of the Commonwealth's Attorney E a c h c o m m o n w e a l t h ' s attorney shall e n f o r c e the p r o v i s i o n s of the a c t within the jurisdiction he or s h e s e r v e s . T h e c o m m o n w e a l t h ' s attorney s h a l l a l s o render advisory opinions to your governing body and to y o u w h e t h e r the f a c t s in a particular c a s e would c o n s t i t u t e a violation of the a c t . Y o u c a n appeal to the attorney general an advisory opinion indicating your action would violate the a c t . A c o n f l i c t i ng opinion by the attorney general s u p e r s e d e s the opinion of the c o m m o n w e a l t h ' s attorney. Irrespective of w h e t h e r y o u have r e q u e s t e d an advisory opinion or w h e t h e r s u c h opinion(s) have been rendered, you have the right to s e e k a declaratory judgment or other judicial relief a s provided by law. Statute of Limitations The commonwealth's attorney may bring a criminal p r o s e c u t i o n under the act up to one year from the time he or s h e h a s a c t u a l knowledge of the violation or five y e a r s from the date of the violation, w h i c h e v e r event o c c u r s first. A p r o s e c u t i o n for m a l f e a s a n c e in off i c e may be brought up to two y e a r s after the willful violation. Commentary —Continued from page four— outreach c a m p a i g n . T h e city of Norfolk, Loudoun C o u n t y and F a i r f a x C o u n t y have inaugurated vi g o r o us programs in addition to the division's activities. E c o n o m i c development in the c o m m o n w e a l t h is c o m p l e x , and c o m m u n i t i e s have had varying deg r e e s of s u c c e s s with the numero u s programs u s e d to sp ur development. Wh i le e c o n o m i c development involves different f a c t o r s and intere s t s from one locality to another, there is a unifying t h e m e : e c o n o m i c prosperity generally r e s u l t s from c l o s e cooperation between public and private s e c t o r s . �LOGIN Visits the League Jacques Avent, Olivia Kredal and Brian Helvey recently visited the VML Office to tell staff as well as interested municipal representatives about LOGIN. LOGIN may sound like the latest space age hero, and in a sense may be, but for now LOGIN is the Local Government Information Network, represented in the form of a computerterminal. Whereas the term "communications" use to mean letters and mail, the term now implies the ever growing information business. LOGIN contains 15,000 to 20,000 units of information pertinent to local governments, information entered by various member localities, associations and the National League of Cities, and information offering possible solutions to an array of municipal or association problems. In addition, LOGIN is an interactive system. That is, it allows you to communicate with other members of the network, privately on a oneto-one basis or openly in a mode available to all members of the communications network. And, what's best is that to use LOGIN you don't need to be a computer whiz kid. You need only to know how to type a bit and be familiar with local government terminology. Information is basically filed in topic categories and the computer will instruct you as you move through your search step by step. To subscribe to LOGIN currently costs $2,500 a year, but subscribers can earn $40 credits for each unit of accepted input. Credit can be used against half of the first year's subscription or against subscription renewal. In addition, the first 100 municipal subscribers will receive a free terminal for use with only a $225 maintenance and installation fee. And, the terminal is yours to keep if you renew the subscription. Some of the organizations you will have access to through the network in addition to NLC and municipal subscribers are Public Technology Inc., International City Management Association, National Association of Counties, Municipal Finance Officers Association, U.S. Conference of Mayors, Princeton Energy Group, National Center for Public Productivity, U.S. Department of Housing and Urban Development and the Urban Institute. For more information contact NLC, or call Olivia Kredel at (202) 626-3210. Amyx, Wirt Serve as Models Virginia Municipal League Executive Director R. Michael Amyx and Staff Attorney Clay L. Wirt were recently the subjects of impersonation. The impersonations were neither flattery nor jest, but part of the serious business of about 100 Virginia high school students who visited the state capitol in June to portray a number of key officials for the Model Executive Government Conference. The conference, sponsored by the Virginia YMCA, simulates the executive branch decision-making process. Each year an issue is selected and the students act out the executive process representing legislators and members of committees, commissions and various interest groups. CAPITAL This year's issue was hazardous waste management and disposal. Five students visited the VML Office for briefing and then returned to Capitol Hill with Tommy Brammer of Woolwine filling Clay Wirt's shoes and Christie Lewis of Staunton acting as Amyx. The students are invited to participate in the conference by Gov. Charles S. Robb who was instrumental in its founding. They are nominated by their school administrators and screened by a YMCA selection committee. Participation is limited to 100 rising high school seniors. The purpose of the conference, in its fourth year, is to teach the theory and practice of the executive branch of state government. B R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , V I R G I N I A 23323 804-485-4485 1009 D E L A W A R E ST. S A L E M , V A 24153 703-389-6673 o Q 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS H I G H W A Y — C h e m i c a l Spreaders LINK BELT—Cranes—Excavators T H O M S E N PRODUCTS — E P O K E Spreader L A Y T O N M F G . C O — A s p h a l t Pavers P E A B O D Y M Y E R S — " V a c t o r Jet Rodder" RICHMOND MFG. CO.—Horizontal Boring Mactiines ELGIN—Sweepers ATHEY MANUFACTURING C O . - M a i n t a i n e r Grader D Y N A P A C - V i b r a t o r y Rollers G I A N T - V A C —Leaf Collectors DAVEY —Air Compressors RO CORP. —Hydraulic Cranes < Z o DC > 15 �VML Develops Policy VML's Michael Amyx (right) and Richard Weeks (left) ponder legislative issues along with policy committee chairman Jack Barnes of Portsmouth. By Richard F. Weeks Jr. H O Q O I< DC > 16 T h e V M L ' s policy c o m m i t t e e s have been hard at work developing policy p o s i t i o n s on c r i t i c a l i s s u e s and problems currently f a c i n g Virg i n i a local government. T h i s i s part of the p r o c e s s of updating t h e V M L Municipal P o l i c y S t a t e m e n t for presentation to the full m e m b e r s h i p at the V M L ' s a n n u a l c o n f e r e n c e in S e p t e m b e r . T h i s policy development p r o c e s s b e g i n s in early J a n u ary e a c h year with the mailing to e a c h " f u l l " m e m b e r locality of a req u e s t for n o m i n a t i o n s to the policy c o m m i t t e e s . T h e m e m b e r s h i p of the policy c o m m i t t e e s i s developed from t h e s e l i s t s of n o m i n a t i o n s and the c o m m i t t e e s begin to meet in early May. T h i s year the league will u s e a new format for the policy development p r o c e s s . In past y e a r s the last meeting of t h e policy c o m m i t t e e s About ttie Auttior Richard Weeks is VML's Director of Intergovernmental Relations. He is responsible for the coordination of the league's policy development process. w a s held the first day of the V M L annual c o n f e r e n c e . At this meeting the policy c o m m i t t e e s made final c h a n g e s in the Municipal P o l i c y S t a t e m e n t . A s a result of this late m e e t i n g , the preliminary policy s t a t e m e n t w a s not available until noon the following Monday. T h i s allowed only a very limited time for m e m b e r s to read the d o c u m e n t prior to t h e T u e s d a y b u s i n e s s s e s sion at w h i c h time the s t a t e m e n t i s formally adopted. T h i s year the p r o c e s s i s s c h e d uled to end by mid-August s o that the preliminary policy s t a t e m e n t c a n be mailed in early S e p t e m b e r allowing approximately two w e e k s for m e m b e r s to review the d o c u m e n t prior to the b u s i n e s s s e s s i o n . W e c o n s i d e r this c h a n g e in the p r o c e s s a c o n s i d e r a b l e improvement, beneficial to the full participation of all m e m b e r s in the policy development process. By A u g u s t all policy c o m m i t t e e s will have c o m p l e t e d their work. Att e n d a n c e at the early m e e t i n g s h a s been e x c e l l e n t . T h e c o m m i t t e e s delved into many critical i s s u e s and problems facing local government and have arrived at productive and positive p o s i t i o n s on w h i c h I a m sure w e c a n all agree. T h e following i s a s u m m a r y of the major new policy p o s i t i o n s adopted thus far by e a c h of the policy committees. Y o u s h o u l d note that t h e s e are only s u m m a r i e s ; if actual language i s included it will appear in q u o t e s . In addition, any policy position i s s u b j e c t to modification by the r e s p e c t i v e policy c o m m i t t e e a s well a s by the voting m e m b e r s at the annual b u s i n e s s meeting. Community and Economic Development T h e first c h a n g e i s the addition of a new paragraph in the first s e c t i o n c o n c e r n i n g r e e n a c t m e n t of the Community Development Block Grant Program. T h e position supports r e e n a c t m e n t but o p p o s e s certain c h a n g e s . T h e s e c h a n g e s inc l u d e o n e proposed by the R e a g a n administration to c o n s o l i d a t e the �Hilda Traina and Richard discuss of Hopewell Weeks, human ment program with the General Revenue Sharing p r o g r a m . T h e o t h e r point of c o n c e r n is n e w r e s t r i c t i o n s o n t h e program being proposed in the H o u s e version of reenactment. VML, developpolicy. Statewide Building Code to identify and eliminate unnecessary impedim e n t s t o r e h a b i l i t a t i o n a n d t o perm i t better use of e x i s t i n g b u i l d i n g s . V M L also requests the board to dev e l o p an a c c e p t e d p r a c t i c e s m a n u a l to provide alternatives to strict application of the building c o d e . " T h e last n e w p o s i t i o n d e v e l o p e d by t h e C E D P o l i c y C o m m i t t e e is an e n d o r s e m e n t of a n e w intergovernmental review system to replace the current A-95 review p r o c e s s . T h e p o s i t i o n g o e s on to say that the proc e s s s h o u l d be s t r e a m l i n e d b y requiring c o m m e n t on grants only when another locality requests the opportunity to c o m m e n t . T h e n e x t i t e m is a l s o t h e a d d i t i o n o f a n e w p a r a g r a p h In t h e f i r s t s e c tion. This paragraph praises Gov. Robb for his c o m m i t m e n t to economic development and long-term p l a n n i n g . T h e l a t t e r i s e v i d e n t In t h e governor's establishment of the Governor's C o m m i s s i o n on Virginia's Future. In t h e s e c o n d s e c t i o n o f t h e C E D Policy Statement the c o m m i t t e e opposes efforts to Increase the regulations and restrictions on the small c i t i e s p r o g r a m b e i n g c o n s i d e r e d in the r e e n a c t m e n t of t h e C D B G program. Effective Government In t h e s e c t i o n o n c o n s e r v a t i o n , rehabilitation and historic preservation the c o m m i t t e e has requested " t h e State Board of H o u s i n g and C o m m u n i t y Development to cond u c t a broad review a n d s t u d y of the The Effective Government Policy Committee developed a comprehensive p o s i t i o n on the state's regulatory process, specifically concerning the Administrative Process Act. The c o m m i t t e e has three prin- c i p l e a r e a s of c o n c e r n . T h e f i r s t is that no state governmental body w i t h e i t h e r real or q u a s i - r e g u l a t o r y a u t h o r i t y s h o u l d be e x e m p t f r o m t h e a c t . S e c o n d l y , If a p r o p o s e d n e w or a m e n d e d r e g u l a t i o n a f f e c t s local g o v e r n m e n t s they should be notified d i r e c t l y a n d o f f e r e d an o p p o r t u nity to c o m m e n t . Finally, any state a g e n c y d e v e l o p i n g or c h a n g i n g regu l a t i o n s s h o u l d be required to inv o l v e l o c a l o f f i c i a l s In t h e a c t u a l d e v e l o p m e n t of the r e g u l a t i o n s . In a d d i t i o n , t h e c o m m i t t e e t o o k a position on the new requirement that localities use the state procedure for t h e p r o c u r e m e n t of professional services. The committee's f i r s t p r i o r i t y is t o s e e k r e p e a l o f t h e r e q u i r e m e n t . S e c o n d priority is t o s e e k a n u m b e r of a m e n d m e n t s to the state procedure. The first amendment would allow discussion of price up front. Currently price cannot be d i s c u s s e d until negotiations with the locality's first choice have b e g u n . S e c o n d l y , the c o m m i t tee w o u l d like to limit the n u m b e r of p r o f e s s i o n a l s a locality w o u l d have to interview. Thirdly, they w o u l d like the ability to go back to the number one choice after having failed to reach an a g r e e m e n t w i t h the second c h o i c e . The c o m m i t t e e ' s final c o n c e r n is t h a t t h e s t a t e p r o c u r e ment procedure not be expanded to r e q u i r e l o c a l c o m p l i a n c e in o t h e r areas. Environmental Quality James N. McCord ity Policy Committee Wirt, Kit Kiser of Williamsburg and Jim as (left Bland (center) to right) study the chairs Charles issues. the Environmental Vincent, Richard Weeks, QualClay The Environmental Quality Policy C o m m i t t e e m a d e several "house cleaning" amendments which will not only clarify V M L ' s position on several issues but will also reduce the l e n g t h of t h e s t a t e m e n t . A s y o u know keeping policy statements to a r e a s o n a b l e l e n g t h is a l w a y s b e n e ficial. The c o m m i t t e e also has been actively monitoring developments in u r a n i u m m i n i n g in V i r g i n i a b u t —Continued on next page— >O Q O H < CD DC > 17 �feels the statement from last year remains adequate. Public Power Financing , . . Experience Innovation Commitment First Boston THE FIRST BOSTON C O R P O R A T I O N Park Avenue Plaza New York, NY. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 H John Robinson, inc. >H O Q O I< o DC 18 Sandblasting Painting Special Coatings & Repair Work of Water Tanks Reservoirs & Water Treatment Plants John Robinson, Inc. P.O. Box 3294 Winchester, VA 22601 (703) 662-7180 Human Development The Human Development Policy Committee continues to strengthen its statement concerning the administration of human resources block grants. This committee also has taken an active role in monitoring administration of human resources block grants resulting from Reagan administration intiatives. In the area of employment and training, the committee has responded to the large reduction in funds that many Virginia localities are facing. The committee urges the governor to allocate money from the act's discretionary fund to those localities facing losses. The committee also is encouraging cooperation between private industry councils and localities to help provide employment for all Virginians. Finally, the committee is urging the Virginia General Assembly to address discrepencies in funding between state and locally owned health facilities. state roads to provide the entire amount required to match federal funds for all projects each year, establishment of a separate bridge fund, and a change in fund distribution between the three highway syst e m s — u r b a n , secondary and primary. The committee would like an equal distribution formula rather than the current 25-25-50 distribution formula. In addition, the committee urges the state to establish an equitable street maintenance payment that would more accurately reflect costs. The committee also urges the state to take a stronger role in providing funding for bikeways, including overpasses or connectors where interstate highways bisect bikeways. Marketplace Public Safety The Public Safety Policy Committee strengthened its statement on the improvement of fire services training facilities by setting this forth in a separate paragraph and by adding support for funding. Also in the area of fire safety, the committee urges the State Board of Housing and Community Development not to supercede local fire prevention codes with the adoption of the proposed building maintenance code. Town Manager Pulaski, located adjacent to Interstate 81 in Southwest Virginia, is seeking applicants for the position of town manager. The town has a $4.8 million operating budget, 115 employees and a population of 10,106. The manager is appointed by the mayor and an eight-member town council. Candidates should have knowledge of modern management techniques and experience in municipal management involving urban, residential and business development programs. Salary commensurate with qualifications and experience. Interested applicants should submit a resume to Mayor Raymond F. Ratcliffe, P.O. Box 660, Pulaski, VA 24301 by Aug. 22,1983. Transportation The Transportation Policy Committee expanded its position on state aid to public transportation indicating state aid should take into consideration growth potential measured by factors such as population density, automobile ownership, the number of elderly, and employment concentration. Further, the committee has taken the position that a formula for allocating state mass transit funds to local transit systems is needed to replace the discretionary and subjective methods used currently. VML urges the state to allow increased flexibility in support for mass transit, including the use of state funds to support operational costs as well as capital financing. The committee urges consideration of a block grant funding approach to meet this objective. The committee would like establishment of a special fund for inter- For Sale The city of Chesapeake will accept sealed bids for the sale of the following: (1) 1961 C950 Ford tilt cab, serial #C95RU130063, engine V8-534 cubic inch, gasoline, 5-speed transmission, single speed rear end. Tires: 10:00 x 20, mud grip on rear, pump waterous 750 GPM, painted white, good condition. Minimum BidSi 0,000 (F-139). (1) 1961 C950 Ford tilt cab, serial #C95RU130062, engine V8-534 cubic inch, gasoline, 5-speed transmission, single speed rear end. Tires: 10:00 x 20, highway tread, pump waterous 750 GPM, painted white, good condition. Minimum bid$10,000 (F-144). Bids will be received until 10 a.m. September 12, 1983. Photos on request. Submit bids to: Purchasing Department, City of Chesapeake, P.O. Box 15225, Chesapeake, VA 23320. Mark on outside of envelope "Sealed Bid—Surplus Fire Trucks." The city of Chesapeake reserves the right to accept or reject any or all bids or to accept any portion that will be in the best interest of the city and waive all informalities. For additional information, contact Fire Chief Bagley or Assistant Chief Slaughter at (804) 547-6497. �State Fire Chiefs Hold Conference Chief Walter R. Stickel Jr. announced his plans to retire at the recent State Fire Chiefs Association of Virginia Conference held in Henrico County. Stickel, who served as the association's 1982-1983 president and presided at the conference, has been with the Henrico County Division of Fire 30 years and has served as chief since 1971. He will retire in December. Alfred A. Savia of Fairfax County will serve as 1983-1984 association president. William A. Anderson of Lynchburg will serve as first vice president, and F. Wesley Dolezal of Chesterfield will serve as second vice president. PreseriMtion Scheduled Is Topic The National Trust for Historic Preservation and the Virginia Historic Landmarks Commission are cosponsoring a conference for members of architectural review boards and city and county officials working closely with them in implementing local preservation ordinances. The conference will be held in Richmond Oct. 22 at the John Marshall Hotel. Topics to be covered include the legal basis, powers and responsibilities of architectural review boards, how to establish workable design review standards, effective board administration and techniques for developing community support. Registration is $20. For more information contact the National Trust for Historic Preservation, Mid-Atlantic Regional Office, 1600 H St., NW, Washington, DC 20006, (202) 673-4203. Chief Walter R. Stickel Jr., right, County seal presented by Anthony of supervisors. CAMP DRESSER & McKEE 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental engineers, planners, & management THE MAGUIRE GROUP CDM ENGINEERS AND CONSULTANTS 40 Grove Street Wellesley, MA 02181 (617)237^870 Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations Providing management assistance and consultant services to local, regional, and state governments since 1933. © scientists, consultants R . W . BECK A N D ASSOCIATES Public Administration Service 1497 Chain B r i d g e Road M c L e a n , Virginia 22101 was honored with a gift of the Henrico P. Mefoud, a member of the county board dmq 1510 E. Colonial Drive Orlando, FL 32803 (305) 8964911 DAVID M. GRIFFITH AND ASSOCIATES, LTD. S p e c i a l i s t s in A D P Systems a n d Cost A l l o c a t i o n Plans (703) 734-8970 Architects • Engineers • Planners CE Maguire, Inc. 5203 L e e t b u r g Pike, Falls C h u r c h , VA 22041 (703) 99S-0100 207 B u s i n e s s Park Dr., Virginia B e a c h , VA 23462 (804) 497-6304 Regional offlcos: Pmvldsnca, Rl: Alexandria. LA; Boelon. MA; Clearwater. FU Charlotte. NC: Falls Cliurcti. VA; Florence. SC; Honolulu. HI: Manchester. NH: New Britain. CT: PIttsburgti. PA; Phoenix. AZ: Spartanburg. SC: Virginia Beach. VA; Waltham. MA. Drawer 59, Christiansburg, Virgirlia 24073 703/382-1464 o Q o G e o r g e C u n n i n g h a m , Field Representative "imagineered" P L A Y G R O U N D and PARK EQUIPMENT BY GAME TIME, INC. C U N N I N G H A M ASSOC. INC. Box 9 5 5 4 Laiteside Br , R i c h m o n d , V a . 23228 Phone 804.'262-2401 DC > 19 �People Harmes Resigns o VML Deputy Director Bradley K. Harmes announced his resignation in July in order to accept a position as manager of benefits financing with the city of Austin, TX. In his new position Harmes will be working with three separate pension plans for a city with a workforce of 8,000. He also will be involved In funding arrangements for self insured health benefits and workers' compensation programs. Austin's city manager is Nicholas Meizer, former Chesterfield County administrator. Harmes was appointed deputy director for the league in 1980 after serving in various other positions. He came to VML as a graduate school intern in 1976 while pursuing a master's degree in public administration at Virginia Commonwealth University. His major responsibilities have included coordinating the annual conference, editing the VML Legislative Bulletin and the Statewide Salary Survey and serving as administrator of the Virginia Municipal Group Self Insurance Association. In recent years the scope of the league's insurance activites grew to demand a majority of his time. At a recent meeting of the VMGSIA board, Chairman Charles A. Robinson Jr. complimented Harmes on his efforts in implementing the workers' compensation program and supervising its growth over its three-year history. In addition to the MPA degree, he holds a bachelor's degree from the University of Evansville, IN, and was Q a Henderson Fellow at the Federal Executive Institute in Charlottesville. VMGSIA Assistant Administrator Margaret Nichols was named acting administrator upon his departure. Schlanger Honored Isman Appointed Chief Warren E. Isman, former Montgomery County, MD, chief of Fire and Rescue Services, has been selected to head Fairfax County's Fire and Rescue Department. He replaces George Alexander who retired in December after 25 years with the department. Isman has served as chief of the Montgomery County department since 1977. He first joined the department in 1972 as a captain and was promoted to assistant chief in 1975. He was instrumental in upgrading Montgomery County's training and paramedic programs and assisted with the implementation of a computerized communications system. As chief, he was responsible for overall operation of 1,300 employees and volunteers. In addition, he has served as a consultant to a variety of agencies and organizations including the U.S. Fire Administration, Federal Department of Transportation, the Environmental Protection Agency and ABC News. He has written three textbooks on fire fighting and published numerous articles on the subject. Isman, along with two other Virginia fire chiefs, has been selected to serve as a committee chairman for the International Association of Fire Chiefs. Isman serves as chairman of the hazardous materials committee while James W. Kerr of < o CD DC > 20 «i!S»HORNER «!i!*RARKSDAl£So 725 CHURCH STREET LYNCHBURG, VIRGINIA 804-846-2711 PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. Falls Church will serve as chairman of the research committee and Julian Taliaferro of Charlottesville will serve as chairman of the communications committee. PATRICIA A. COOPER THOMAS W. ROBERTS, JR. Joel M. Schlanger, director of finance, Roanoke, received double honors recently. In June he was elected to the executive board of the Municipal Finance Officers Association (MFOA) and chairman of the National Council on Governmental Accounting (NCGA). Schlanger is one of five elected to serve a three-year term as a member-at-large on the executive board governing MFOA. MFOA represents 9,000 state, provincial and local government finance professionals in the United States and Canada. As chairman of NCGA, Schlanger will serve from July 1, 1983 through June 30,1984. He has served as vice chairman of the council for two years and is a member of the executive committee. He has also served as chairman of the nominating committee and as the council's representative on the Governmental Accounting Standards Board Organization Committee. NCGA develops, promulgates and interprets principles of accounting, financial reporting and related financial management activity for governments in the United States and Canada. Noel Taylor Receives Honorary Degree Roanoke Mayor Noel Taylor has been awarded an honorary doctorate of laws degree by Bluefield State College, Bluefield, WV. Taylor received a bachelor of science degree with honors from Bluefield State in 1949. He received a bachelor of divinity degree from Virginia Seminary and College in Lynchburg in 1955 and a doctor of divinity degree from the same school in 1959. Taylor, who has been mayor of Roanoke since 1975, also has a �m a s t e r ' s degree in religious e d u c a tion from N e w York University and is pastor of Higfi Street B a p t i s t Churcfi. Lent Appointed Tfie F a i r f a x C o u n t y Board of S u pervisors fias appointed Elinore Lent e x e c u t i v e director of the Fairfax C o u n t y C o m m i s s i o n for W o m e n . Lent previously s e r v e d a s director of the c o u n t y Re-entry W o m e n ' s E m p l o y m e n t Center. A graduate of C o e C o l l e g e in C e dar R a p i d s , lA, Lent h a s long been a s s o c i a t e d with programs w h i c h s p e c i f i c a l l y a d d r e s s the n e e d s and i n t e r e s t s of w o m e n . Prior to setting up a n d directing the re-entry center, L e n t helped develop a n d direct a training program for d i s p l a c e d h o m e m a k e r s at the H a n n a h Harris o n C a r e e r Vocational S c h o o l in W a s h i n g t o n , D C . S h e h a s been a c a reer c o u n s e l o r for Wider Opportunit i e s for W o m e n , a c o m m u n i t y outreach program for the A m e r i c a n A s s o c i a t i o n on University W o m e n in Denver, C O . She replaces Ester Ochsman, w h o i s now a s s i s t a n t to the county executive. Federico Appointed J e a n T a y l o r F e d e r i c o h a s been appointed director of historic res o u r c e s for the city of A l e x a n d r i a . F e d e r i c o w a s previously director/ m u s e u m curator for t h e National S o c i e t y Daughters of the A m e r i c a n Revolution (DAR). S h e h a s s e r v e d a l s o a s registrar for the University of IVIaryland Art G a l l e r y a n d instructor of F r e n c h at the s a m e institution. S h e h a s authored a r t i c l e s a d d r e s s ing v a r i o u s a s p e c t s of A m e r i c a n history and h a s c o n d u c t e d s e m i nars o n t e c h n i q u e s for managing m u s e u m s . S h e holds a m a s t e r ' s degree from t h e University of Michigan in F r e n c h literature. League Hires Intern Robert B. F e i l d , a third-year law student at T . C . W i l l i a m s S c h o o l of L a w , University of R i c h m o n d , will be working with V M L Staff Attorney Clay Wirt for the remainder of the s u m m e r and through t h e s c h o o l year. H e will a s s i s t with legal res e a r c h a n d information organization a s well a s other duties a s they a r i s e . F e i l d i s a native of Philadelphia currently from C o v i n g t o n . EASe —Continued from page 10— and a c t i o n s w h i c h provide the most a c c e p t a b l e tradeoffs in t e r m s of c o s t , e f f e c t i v e n e s s a n d environmental impact. T h e E A S e s c r e e n i n g model is currently being t e s t e d by t h e R i c h mond planning department. F u n d s are being sought for P h a s e II of the program's development w h i c h inc l u d e s refinement of the questionnaire and s c o r i n g procedure, development of a complete r e f e r e n c e library, development of s o f t w a r e for c o m p u t e r implementation, development of a formal p r o c e s s for impact mitigation determination a n d environmental negotiation, trial u s e in cooperating localities and promotion and d i s s e m i n a t i o n throughout the nation. P h a s e I w a s funded in part by the Virginia E n v i r o n m e n t a l Endowment. Your locality can experiment with the EASe screening model free of charge. For more information contact Charles T. Peters Jr., City of Richmond, Department of Planning and Community Development, 900 E. Broad St., Richmond, VA 23219, (804) 780-8033. GRIFFIIM Ductile Iron Pipe I® ^ for water and sewer installations I.I.1IJJMI 0 OUCT«t.E _ IRON o Q O I- < CAST IRON SOIL PIPE & FITTINGS QRIFFIN PIPE PRODUCTS CO. . /\msted o DC B O X 740 • L Y N C H B U R G , V I R G I N I A 24505 • 804-845-8021 21 �Professional Directory SCS ENGINEERS Southern EngmGenng S T E A R N S .CONRAD AND SCHMIDT CONSULTING E N G I N E E R S , INC. • W A T E R SUPPLY • WASTEWATER TREATMENT • SANITARY L A N D F I L L DESIGN , G A S PROTECTION AND R E C O V E R Y 11260 R o g e r B a c o n Drive, R e s t o n , V a , 2 2 0 9 0 • (703) 471.6150 California • W a s h i n g t o n •Kentucky • S o u t h Carolina Rates Ranning System Studies Feasibility Studies Design Belaying Metering C H O D A T , R U B A C K & A S S O C I A T E S , INC THE HATHAWAY HOUSE 103 C E N T R A L S T , P 0 BOX 749 W E L L E S L E Y , M A S S A C H U S E T T S 02181 T E L E P H O N E (617) 237-5615 PUBLIC UTILITY Southern E n g i n e e r i n g C o m p a n y of Virginia 1800 Peachtree Street, N,V\r. Atlanta, Georgia 30367.8301 (404) 3 5 2 . 9 2 0 0 Waste Systems COMMUNITY DEVELOPMENT CONSULTING 400 East Main Street Richmond, Virginia 23219 P H O N E 804/649-8627 HDR Micha«l K. Mrlin hHenningson, Dunham S. R i c h a r d s o n Municipal Servicel Monogef East Centfol Region 1800 P a r k w a y Dr. Engineers •Consutants • Planners Bait. (301) 796-8850 H a n o v e r , M D 21076 BALDUJin flflD GREGG , LTD. 23516 & ASSOCIATES, INC. PLANNING • LANDSCAPE A R C H I T H C T U R E > ENGINEERING BROWNING-FERRIS INDUSTRIES Engineer;, iConsullanii K , VIRGINIA HARLAND BARTHOLOMEW T e l e x 87.487 Ajstin Drockenbfough and Associotes ^Gannett Fleming Oansulring Engineefs Engineers Planners Surveyors WATER WASTEWATER SOLID WASTES CIVIL MECHANICAL ELECTRICAL PLANNING SURVEYING . A.HD PROCESS DESIGN • HIGHWAYS • WATER AND SEWERAGE SYSTEMS • DRAINAGE • SURVEYING tNVinOMMEMAL STUDIES • SHE PLANNING AND [SGiNEERisG PC BOX 4800-4800 W HUNDRED RD • CHESTER VA-B04 748-8746 PIRNIE F N f i l N F F R . S AND PI A N N F R S FAIRFAX NORFOLK Vo ' / Koge' Executive Center ( Sutre 250 Noitotk. VA 23502 Fair/ax Pralesstonal Bwtding t Suite 7 3545 Chatn Bridge Road Faiilax. VA 22030 ENVIRONMENTAL ENGINEERS. SCIENTISTS i PLANNERS Three Chopt & Parham Roads, Richmond 2 3 2 2 9 AND MALCOLM PIRNIE, INC. 301 HIDEN BLVD. NEWPORT NEWS, VA 804-599-5511 HANSEN MMMIg» A PROFESSIONAL CORPORATION ARCHITECTS + ENGINEERS + PLANNERS Wastewater Treatment Systems • Transportation Municipal Facilities • Water and Sewerage Systems Waterfront Facilities - Environmental Studies Construction Management • Surveying WATER WOHKa SEWERAGE REFUSE niSPOSAI. Hurt & Proffitt, Inc. 239 W E S T B U T E ST NORFOLK, V A 23510 Engineers • Planners • Surveyors Waier, Wasicwaier, Solid Wastes, Soils & Foundaiions Land Developmeni Site Plans Residential, Commercial & Industrial Subdivisions. Road, Dams, A i r p o r i s 1933 Fort A v e . L y n c h b u r g , V A 24501 {804)847-7796 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 Sylvan A v e n u e , P.O. B o x 1218 E n g l e w o o d Cliffs, N.J. 07632 2 0 1 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t D r i v e , S u i t e 101 Virginia Beacfi, Va 23462 804-499^8508 • • . « LEAK DETECTION NETWORK ANALYSIS METER TESTING HYDRAULIC INVESTIGATIONS 100 CHURCH STREET NEW YORK NEW YORK 10007 (2i?i 267 82ae 2 N RIVERSIDE PLAZA CHICAGO ILLINOIS 60606 i3i2i 236 5355 B O D I E , T A Y L O R AND PUR YEAR, INC. 3229 WaU'rIick Koad, Lynchburg, V A 24.504 Engineers (804) 282-7657 Associates i.NGINE£BS . ESTABLISHED 1903 Consulting Engineers K. S T U A R T R O Y E R A A S S O C l A T E S , I N C . 1514 WiLixiw L A W N n s i v a p. <>. B o i 8 6 8 7 RicHMOsu. ViHOiNi* 2 3 2 2 6 ® F R E D E R I C K G. G R I F F I N , P.C. APPHAISALS M I : N 1 C H ' A L l-l.ANNINd RATE STUniES Consulting Pitometer CONSULTING ENGINEERS (80^1/^:^7-2044) 611 Research Road VMv Tflivisiun • TV Uroadcasl • Public Saft-ty ((.mmunications Systi'ms • Alarm Systems • ElfClrical [Vsign • PfdtTiil Communications Commission Applicali<m and Pn'p;u'atinn • Rxpt-rt Tcstimimy and Witness CH2M KHILL engineers economists scientists P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 Complete Engineering Servit es M u n i c i p a l dnri I n d u s l r i d i Wasle T r c j l m e n l . Power Systems. Structures. Solid Wastes. Water Resources. W a l e i Supply a n d Treatment, Transportation 1941 R o l a n d C l a r k e Place R e s t o n , V i r g i n i a 22091 703/620-5200 R. K K W H T H WKF.KS FXGIXKKR.S W a t e r S u p p l y a n d Purii'ication • Sewerage a n d Se\\ae;e T r e a t m e n t • S t r e e t s a n d H i i ^ l n v a y s • Iiurstiqations a n d Reports • Su[)(T-\,ision of ("niiitniction. 2,33 TiDEWATLR D R . NoRToLK. \. 235nv �(ji:uA(im Y & M I L L E R , INC. BARRY W.STARKE, ASLA LANDSCAPE ARCHITECT Consulting E n g i n e e r s Environmental Laboratorif Industrial and Municipal 844 W E S T S T R E E T , ANNAPOLIS, MD (301) 268-7730 S Y O S S E T , NY TAMPA BATON ROUGE W PALM B E A C H DENVER EARTH 2140 DESIGN HARTFOR HOUSTON SANTURCE PR 1531 North Main Street B l a c k s b u r g , Virginia 2 4 0 6 0 (703)552-5548 OLVER INCORPORATED ASSOCIATES LANDSCAPE ARCHITECTURE / LAND USE PLANNING I ARCHITECTURE Dames & Moore Water S u p p l y and P o l l u t i o n C o n t r o l PETER M. H U D S O N S o l i d and H a z a r d o u s Waste M a n a g e m e n t • Solid Waste/Energy Recovery • Water Pollution Control • A i r Pollution Control • Industrial Waste Treatment Environmental Impact Studies Water R e s o u r c e s M a n a g e m e n t President Energy Studies S o i l s and F o u n d a t i o n E n g i n e e r i n g 7101 W i s c o n s i n Avenue • Bethesda, Maryland 20814 (301) 652-2215 7 700 LEESBURG PIKE SUITE 302 FALLS CHURCH,VA. 22043 703/893-0711 S o u / e EncjiriGGnnct SITE WASTEWATER, DEVELOPMENT, DRAINAGE DESIGN e n a i n e e r s .FLOOD STREETS, STRUCTURAL PARKS.HUDSON, INC. 'ASSOCIATES Charles R Velzy A s s o c i a t e s , Consulting Engineers 355 Main Street Armonk, New York 10504 Inc. CONTROL HIGHWAYS,BRIDGES , MARINAS V ^ Box K228 Koger E x e c u t i v e Center Richmond, Virginia 23288 (804) 288-6061 1735 Jefferson D a v i s Hwy, 2360 Wes[ J o p p a R o a d , S u l i e 300 Suite 900 G r c e n s p r i n g Station A r l i n g t o n , V i r g i n i a 22202 L u t h c r v i l l c , M a r y l a n d 21093 (703) WkM*J^ •Water n^^^^ •Wastewater Metcalf&Eddy • Resource Recovery • Municipal Audits Federal — Head Start — C E T A - H U D ; A - 1 0 2 Single Audits 03) 590-1131 03) 670-6300 Independenl Insurance & Risk Matiagemenl Corrsu/unli (301) S92-4812 583-9261 CorncDraCion consultincj WATER, Vbtejs J A M E S M. B R I D G E S , Transportation 1 1 1 2 0 N e w Hampshire A v e . Suite 2 0 0 Silver Spring, MD 2 0 9 0 4 CPA E N G I N E E R S J A M E S B R I D G E S . LTD A PROFESSIONAL CORPORATION Certified Public Acrnunlant 14003 MINNFVILLE RD DAI F CITY VA 22193 IBMQBniENSGEnE • A R C H I T E C T S S U R V E Y O R S • • P L A N N E R S • S C I E N T I S T S P H O T O G H A M M E T R I S T S Consulting Engineers 820 Corporate Drive JAMES M. MONTGOMERY, CONSULTING ENGINEERS. INC. CIVIL AND E N V I R O N M E N T A L ENGINEEHS W A T E R AND W A S T E W A T E R Landover, MD 2 0 7 8 5 Greenhorne 10710 AND A S S O C I A T E S , INC. Posilion Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 600 Surveys A Pafton, H a r r i s , Rust & A s s o c . a Z02 Inc. FAIRFAX, VIROINIA 22030 A. municipalities and public agencies ENGINEERS MainOnio: 1 0 5 2 3 Mam Street, Fairfax Virginia 2 2 0 3 0 ( 7 0 3 ) PHONE! { 7 0 3 } 3 8 5 - 9 8 0 0 MINTER WHITMAN, R E Q U A R D T AND A S S O C I A T E S professional corporation Engineers , Surveyors , Planners Complete professional services for 273-8700 2315 Valley Of flea: 100 S o u t f i Mam Street B r i d g e w a l e r , Virginia 2 2 8 1 2 ( 7 0 3 ] Floriija—West Our 30th Year L E K HIOHWAY. SUITE Boston, Ptiiladelphia, New York, St. Louis, Syracuse, Wtiite Plains DAVID YARGER & O'Mara, (301)731-5622 SAINT PAUL STREET 828-2616 BALTIMORE, Virginia—Georgia—Maryland (301) MARYLAND 21218 235-3450 2830 Mary S t r e e t Falls Church, Va. 22042 703/560-6900 COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES w a g n e r • h o h n s •i n g l i s • inc. CONSTRUCTION CONSULTANTS BENGTSON. DeBELL. ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS & R U N N E R S FINANCIAL AND MANAGEMENT Centrevilie. VA 703-631-9630 Silver Spring, MD 301-439-0055 CONSULTANTS • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED .0. B O X 45 V l R O l . N I A B E A C H , V A . 2345K 804 422-1711 Leesburg. VA 703-777-1258 w • CPM Scheduling o • Project Management • Claims Litigation and Support • Document Management and Retrieval • Laboratory Testing Services • Construction Management Seminars RALPH WHITEHEAD & A S S O C I A T E S Consulting Engineers 1936 East Seventh Street P. O. Box 35624 Charlotte, North Carolina 28235 704-372-1885 BRiDQES • HIGHWAYS - RAILROADS • RAIL « BUS TRANSfT • AIRPORTS 208 Higti Street Mount Holly, New Jersey 08060 (609) 261-0100 W A S H I N G T O N D . C . • TAtvlPA O H < Z o DC KANSAS CITY • NEW O R L E A N S LOS ANGELES • SAN FRANCISCO > BRANCH O F F I C E S 3300 N E E x p r e s s w a y , Atlanta, G A 30341 1314 Lincoln Street, Columbia, S O 29201 (404) (803) 462-0797 256-3590 23 �As basic as the ground it breaks )1D Roomy operator's platform provides plenty of leg room. Adjustable seat swivels and locks into two working positions—front and rear. As adaptable as the implements you own Single-lever loader control and self-leveling convenience put you in charge. Three PTO options a d d even more versatility. You won't tind a lot of expensive frills on board a 40ID. Just a lot of productive features. Like an honest 14-foot 2-inch (4.30 m) digging depth for the big jobs. Two-lever backhoe command for smooth control. Closed-center hydraulics for fuel-saving operation. Plus something even more productive, The versatility of a 3-point hitch loader, too. Just drop off the backhoe. Add a 3-point hitch. And pick up where your backhoe work left off. A 62-net-horsepower (46,2 kW) diesel with 23-percent torque rise provides the lugging power you need for ground-engaging tools, A locking differential gives instant 2-wheel traction in soft soil. And an 8-speed Yeverser' transmission allows direction changes at any rpm. On the go. See your John Deere dealer for more facts. John Deere, Moline, Illinois. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 18, Number 8 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource August 1983 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198308 https://www.virginiaroom.org/digital/files/original/69/6455/198309.pdf e22d1d2dca247e34e2e65bd93efda3e0 PDF Text Text �TilSt Ghoice: Ghesterfield Goun^ �However complicated the problem; there's a solution toevery public power financing. Depend on Kidder, Peabody to find it Kidder, Peabody & Co. INCORPORATED*' I Founded 1865 Members Neiu York and Aniericai} Stock Exchanges 10 Hanover Square New York, N.Y. 10005 Tel: (212) 747-2380 3200 First Interstate Bank Tower 1300 S.W. Fifth Ave., Portland, O R 97201 Tel: (503) 225-9210 555 California Street San Francisco, C A 94104 Tel: (415) 986-2796 Boston, Philadelphia, Chicago, Los Angeles, Atlanta, Dallas, Kansas C i t y and over 60 additional offices worldwide �The Many Faces of James City County Welcome We are proud of our community and its role as host of the VML Conference. Our red carpet is out. We are looking forward to your visit with us. �Virginia olown Editor Christine A. Everson Editorial Assistant Joni Terry Telephone 804/649-8471 Number 9 September1983 Volume 18 VML President Francis T. West Officers Charles A. Robinson, Jr. Lawrence A. Davies Vincent J . T h o m a s Sam W. Adams Executive Committee Jack D. Edwards Jane L. Hough Arlle C. Payne Martha V. Pennino Ronald C. Spiggle Robert T.Williams Past President Raymond F. Ratcliffe Executive Director R. Michael Amyx On the Cover: James City County's administrative building is at the center of the county government complex. It houses the county's administrative offices and the board of supervisors' meeting room. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East l^ain Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia l^unicipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 9 10 12 15 16 18 21 22 25 27 29 36 42 44 46 48 52 54 56 58 60 VML Achievement Awards Newport News - Public Safety Pearisburg - Public Safety Norfolk - Environmental Quality Blacksburg - Environmental Quality James City County - Effective Government Henrico County - Human Development Appalachia - Human Development Norfolk-Transportation Alexandria - Community Development Pamplin - Community Development VML Annual Report Law Enforcement in Transition "This Can't Be the County Dump" Urban Homesteading - Working Together For Emergency Help, Call 911 Assessing Financial Health in James City County Central Purchasing - A Change for the Better Cooperation Not Confrontation The Assessor Knocks Once a Year Professional Directory The Contributors: Talented writers award entries. from the various localities contributed Sally Steele, communications administrator tributed the stories on the host locality. Nancy Denton, a free-lance graphic artist, for James designed the to the achievement City County, issue. con- �J ! i• J., Boyd, M. Evans, T. Stevenson, J . Wright, C. Our Public Finance Specialist Has A Good Reason For Being Out Of The Office. Jack Stevenson can't be at his desk every day. His work carries him all over # -^W/r\e state. Last IMJ A year alone, Jack traveled nearly 17,000 miles to meet with community and government officials to discuss their financial needs. Across the state, communities of all sizes are determining their needs. New Water Systems. Cash IVIanagement Programs. » Waste Water Treatment Plants. At United Virginia Bank, we realize that once these needs are determined, a Public Finance Specialist is needed to work out the financial options available to you. Keeping local governments and officials informed of all the ways their communities can benefit from United Virginia's expertise and resources is part of Jack's job. That's why Jack's road maps and car keys are always nearby If it means traveling across the state to present and discuss our options with you, he'll do it. If you'd like to set up a meeting, or would like more information, call Jack Stevenson at [804] 782-5586. If he does happen to be out, he'll return your call. United Virginia Bank ^ M e m b e r RD.I.C. �HAMPTON, VA. �THE MAGUIRE GROUP: Architects, Engineers and Planners helping the communities of Virginia meet the challenge of the future. T O P PHOTO: Reston Regional Library, MIDDLE PHOTO: Newport News Seafood Industrial Park, BOTTOM PHOTO: Prince William C o u n t y / C i t y of Manassas Courthouse o Q < z o I- LBC&W, Inc. T w o Skyline Place, 5203 Leesburg Pike, Falls C h u r c h , VA 22041 C E Maguire, Inc. < Tidewater Regional Office, 207 B u s i n e s s Park Drive, Virginia B e a c h , VA 23462 (J DC Other Maguire Group Locations: Providence, R l ; Alexandria, L A ; Boston, MA; Clearwater, F L ; Charlotte, N C ; DeSoto, T X ; Florence, S C ; Honolulu, H I ; Manchester, N H ; New Britain, C T ; Pittsburgh, PA; Phoenix, A Z ; Spartanburg, S C ; Waltham, MA. 8 �1983 VML Achievement Awards Come blow your horn! Norfolk, Newport News, Pearisburg, Blacksburg, J a m e s City County, Henrico County, Appalachia, Alexandria, Pamplin—winners of the 1983 Achievement Awards. You have much to be proud of, for you have appeared to pull "magical" strings. On a closer look, however, no strings were pulled. People, working together, perhaps a few long hours into the night, made things happen through creative thinking, effort and cooperation. Pamplin, a town with its major industry devastated by fire, made a remarkable recovery. Appalachia, through real teamwork gave itself a downtown park. Newport News, with remarkable cooperative efforts and progressive thinking made a significant dent in a community's crime rate. Creative thinking abounded in Alexandria's Torpedo Factory project, Henrico County's Metro Alternatives and Norfolk's trolley system. Blacksburg and J a m e s City County demonstrated some progressive moves that have literally paid off. The changes in Pearis- burg's police department have paid off in another way—increasing officer pride and community esteem. And the development of Norfolk's backflow prevention system must have taken untold work that has resulted in considerable acclaim. But what is most outstanding is not the "pat-on-the-back" aspect of the awards that everyone involved rightfully deserves, but the scope of the effects throughout the commonwealth of the total efforts. Through these efforts, Virginia's communities have been made safer, better and more efficient, benefitting all Virginia. Our judges this year were Wayne F. Anderson, Virginia's secretary of administration and finance; Jennifer Lantrip, assistant director of Virginia Commonwealth University's Center for Public Affairs; and Harold I. Baumes, former executive director of the Virginia Municipal League. This year the League made a special effort to recognize the efforts of Virginia's towns. The 1983 V M L Achievement Award Winners Public Safety Newport News Pearisburg Environmental Quality Norfolk Blacksburg o Q Effective Government J a m e s City County Transportation Human Development Community Development Alexandria Pamplin Henrico County Appalachia Norfolk O h- < o DC > �VML Achievement Award Piihllr: S a f e t y Newport News Reducing Crime in Briarfield Manor ••i T Renovated O Q O < 10 apartments, like the one above, contributed Throughout the state and country police d e p a r t m e n t s e v e r y w h e r e are f a c e d with the e v e r - i n c r e a s i n g problems of c o m b a t i n g c r i m e . Day in and day out they are plagued with reports of burglaries, robberies, rapes, m u r d e r s , thefts. One wond e r s if the battle is ever w o n . T h e city of Newport N e w s took the bull by the horns and approached the c r i m e battle by attempting to stop the act before it is c o m m i t t e d . In s o doing the c i t y ' s police department l a u n c h e d a c o m p r e h e n s i v e program geared toward c h a n g i n g the attitudes of its citiz e n s about c r i m e and e d u c a t i n g them a s to w a y s they c a n help curtail the problem. to a sense of community pride. L a s t year the c i t y ' s newly-formed C r i m e Prevention Unit initiated an innovative program. K n o w n a s the Briarfield Manor Project, the program is a c o h e s i v e effort of the public s e c t o r and Newport N e w s governmental a g e n c i e s to provide public s a f e t y and c o m m u n i t y betterment. New Briarfield Manor, a federally funded h o u s i n g project located on the fringe of the Newport N e w s inner city problem area, w a s long l<nown and recognized "as a high c r i m e area. With n u m e r o u s c h a n g e s in m a n a g e m e n t and o w n e r s h i p s i n c e c o m p l e t i o n in 1940 the c o m plex had deteriorated by the mid70s. R e n o v a t i o n c o n s i s t e d of c o s - metic c h a n g e s and did not a d d r e s s problems plaguing t e n a n t s . A survey c o n d u c t e d by the C r i m e Prevention Unit indicated one common problem w a s the fear of being victimized by burglary. P o l i c e investigations s h o w e d Briarfield Manor had the highest c o n s i s t e n t burglary rate in the city. C o m p a r e d with more than 1,000 low-income units in the area, Briarfield had a 500 percent greater burglary rate and a 550 percent greater v a c a n c y rate. Onsite a n a l y s i s indicated a distinct correlation between the safety features of the c o m p l e x and the rate of burglary. Rear doors and w i n d o w s had inadequate protection, lighting w a s poor and most units needed in- �terior and exterior repairs. Wtiat c o u l d be done to minimize the burglary problem and a d d r e s s the underlying n e e d s of the r e s i d e n t s ? A five-point c o n c e p t u a l a p p r o a c h w a s formulated by the police department s t r e s s i n g the following basic tenets: —True success depends on c h a n g e s of attitude, not s i m p l y stat i s t i c a l reduction of c r i m e . — P r o g r a m s not placing equal responsibility of s u c c e s s or failure on the individuals they attempt to A new sign added a tinisliing toucfi to the project serve s h o u l d be r e s i s t e d and not forced w h e n equal participation is refused. —Any human interaction requires flexibility due to c h a n g i n g n e e d s , o p i n i o n s and new alternatives. P r o g r a m s s h o u l d not be rigid or unyielding to frequent c h a n g e s and i m p r o v e m e n t s . — S u r f a c e problems often m a s k b a s i c intrinsic i s s u e s w h i c h the program s h o u l d work to resolve. — P r o g r a m s s h o u l d incorporate involvement of all police d i v i s i o n s without interruption of s e r v i c e s to other a r e a s of the city; no program s h o u l d b e c o m e the a x i s around w h i c h the department revolves. With t h e s e b a s i c c o n c e p t s a s a b a c k b o n e and with the realization that a s u c c e s s f u l project w a s dependent on identifying, interrelating and resolving individual n e e d s and s e r v i c e s , the C r i m e Prevention Unit tackled the functional a s p e c t of the program in three p a r t s — m a n a g e m e n t p r o b l e m s , tenant problems and police and c o m munity relations. To get the ball rolling, management w a s p r e s e n t e d with a c o s t effective method of making Briarfield a s a f e r and more productive hous- renovations. ing project. Realizing that many tenant problems c o u l d be a d d r e s s e d through the managing agent, the C r i m e Prevention Unit solicited m a n a g e m e n t a s the c a t a l y s t to bec o m e a w a r e of and act on tenant problems with the aid of two detectives. What better way to resolve a problem than w h e n all involved part i e s work together for a c o m m o n goal? R e c e p t i v e to the cooperative effort, m a n a g e m e n t provided the police department with an apartment, utilities and telephone free of charge. In h o p e s of developing better c o m m u n i t y relations, r e s i d e n t s w e r e e n c o u r a g e d to call or drop by with anything they w i s h e d to dis- cuss. A resident m a s s meeting attended by Newport N e w s city c o u n c i l m e m b e r s and m a n a g e m e n t o f f i c i a l s w a s c o n d u c t e d and repair projects at a c o s t in e x c e s s of $800,000 (expended by management), a s well a s other programs, w e r e outlined. A tenant s c r e e n i n g p r o c e s s w a s initiated and persistent trouble m a k e r s were e v i c t e d . A C r i m e W a t c h Program run by the r e s i d e n t s w a s begun, and in an effort to develop interaction between the resid e n t s and e s t a b l i s h a s e n s e of belonging, organized recreational a c tivities and programs were started. Support w a s provided by other city a g e n c i e s . T h e city C o d e s C o m pliance Department worked with s p e c i f i c structural d e f i c i e n c i e s and repair programs. T h e Parks and R e c reation Department developed prog r a m s and opened a neighborhood s c h o o l , hiring a recreational director s p e c i f i c a l l y for the Briarfield area. A l s o , Agricultural E x t e n s i o n S e r v i c e s made l a n d s c a p i n g s u g g e s tions. T h e r e s i d e n t s formed a tenant a s s o c i a t i o n and by J a n u a r y 1983, they were s e e k i n g and receiving f u n d s from area b u s i n e s s e s for additional projects. T h e s u c c e s s of Briarfield Manor Project is the result of the collaborative efforts of both the public and private s e c t o r s . A n a l y s i s i n d i c a t e s the first year period s h o w e d a 37 percent reduction in burglary and a 28 percent reduction in overall c r i m e . O c c u p a n c y rate is above 98 percent and Briarfield h a s been added to s e v e r a l referral s e r v i c e s who originally had rejected them from their l i s t s . T h e best m e a s u r e of s u c c e s s is the c h a n g e in attitudes e v i d e n c e d by the cooperation and movement of all participants toward one common goal with a new mutual respect and understanding of e a c h other. A s stated by Police Chief Darryl S t e p h e n s , "It is important that citiz e n s have a s e n s e of pride and belonging to their c o m m u n i t i e s . T h e Briarfield Manor Project is a prime e x a m p l e of what city government, the b u s i n e s s c o m m u n i t y and citiz e n s c a n a c c o m p l i s h when they c o m e together to a d d r e s s a s p e c i f i c problem." > u Q < o I— < oc 11 �VML Achievement Award Publie ^»%ty Pearisburg Pearisburg Police: A New L o o k — N e w Image >o Q O DC 12 W h e n Pearisburg's Police Chief Earl Martin a n n o u n c e d his plans to retire after 26 years w i t h the department, his advance n o t i c e gave t o w n c o u n c i l the o p p o r t u n i t y to exercise s o m e g o o d planning in p l o t t i n g the f u t u r e d i r e c t i o n of the p o l i c e departm e n t . C o u n c i l u n d e r t o o k t h i s opp o r t u n i t y w i t h sincerity and zeal. During the w i n t e r of 1982 c o u n c i l began making an evaluation of the police d e p a r t m e n t . One of the key e l e m e n t s of t h i s evaluation was the effort to d e t e r m i n e how the public perceived the d e p a r t m e n t , its operat i o n , p r o g r a m s , services and pers o n n e l . This process reinforced c o u n c i l ' s ideas on c h a n g e s w h i c h were needed and brought to light items w h i c h the public felt s h o u l d be a d d r e s s e d . The evaluation revealed that the Pearisburg Police Department needed an improved image. Citizens did not u n d e r s t a n d department o p e r a t i o n s and little had been done in the area of public relations to correct t h i s p r o b l e m . Furthermore, the citizens expressed interest in a C o m m u n i t y W a t c h Crime Prevention Program and better police coverage in both residential and c o m m e r c i a l areas. Internally, q u e s t i o n s arose surr o u n d i n g issues of leadership, training, morale and c o m m u n i c a t i o n s . In t a l k i n g w i t h police personnel it became evident the o f f i c e r s were aware of their p u b l i c image and w a n t e d to change it. Each m e m b e r of the d e p a r t m e n t had s u g g e s t i o n s on dealing w i t h the p r o b l e m s that e x i s t e d , and each offered full cooperation to the person c o u n c i l selected as the new chief of police. G o o d m a n a g e m e n t was o b v i o u s l y needed to w o r k t o w a r d the goals of the t o w n , the c o u n c i l and the dep a r t m e n t . During early spring the " p o l i c e c o m m i t t e e " of t o w n c o u n c i l devised a m e t h o d to evaluate applic a n t s for the p o s i t i o n of p o l i c e chief that was closely tied to the evaluation made of the d e p a r t m e n t . Materials f r o m the International City M a n a g e m e n t A s s o c i a t i o n , the Community Sen/ices Officer G. R. Price fingerprints Police F o u n d a t i o n and the International A s s o c i a t i o n of Chiefs of Police were f o u n d m o s t helpful to the t o w n in t h i s regard. W i t h good p l a n n i n g , Pearisburg was able to secure an individual w h o was well q u a l i f i e d to meet the i m m e d i a t e needs of the d e p a r t m e n t and w h o c o u l d take the lead in working t o w a r d the goals felt desirable by the c i t i z e n s , the c o u n c i l and the d e p a r t m e n t . Under the g u i d a n c e of the newly a p p o i n t e d Chief of Police Ronald L. L e m o n s and A s s i s t a n t Chief J o h n T. Moye the Pearisburg Police Department entered into several new c o n c e p t s of p o l i c i n g w h i c h resulted in improved quality and p r o d u c t i v i t y of p o l i c e services. a Girl Scout during a safety (a*. A participative management approach was taken not only to solicit new ideas f r o m the entire department but also to challenge each officer w i t h new r e s p o n s i b i l i t i e s . In the m o n t h s that f o l l o w e d each officer was put in charge of certain aspects of the d e p a r t m e n t such as inv e s t i g a t i o n s , juvenile, c o m m u n i t y services, firearms, business security, etc. W i t h an officer concentrat i n g on each area, the department and the individual o f f i c e r s benefited. A new look became visible as c h a n g e s were made in police unif o r m s and a c o m p l e t e reorganizat i o n of o f f i c e space took place. A new filing s y s t e m i n c l u d i n g all new �daily reporting f o r m s was i n s t i g a t e d as well as a new i d e n t i f i c a t i o n system w i t f i f i n g e r p r i n t s , pfioto files and cross references in s t o l e n property and o f f e n s e categories. W i t f i an extensive criminal hiistory file plus tfie new reports and files, t h e ability of every o f f i c e r t o perform fiis investigative d u t i e s was e n h a n c e d . S c h e d u l e c h a n g e s were made w h i c h b e n e f i t e d both the department and the t o w n . W i t h input f r o m department personnel straight s h i f t s replaced the previous s w i n g s h i f t s and were geared to each officer's preference. The new s h i f t s resulted in shorter work w e e k s for the o f f i c e r s giving t h e m t i m e off after a m a x i m u m of five work days. On a 28day s c h e d u l e , the o f f i c e r s only w o r k 19 days. The s c h e d u l e c h a n g e s also provided d o u b l e p r o t e c t i o n to t h e t o w n d u r i n g the evenings or peak c r i m e hours. Officers are now familiar w i t h the s e t t i n g and activities of their s h i f t s and changes f r o m the normal are n o t i c e d m u c h quicker. A d o p t i o n of a " p r e v e n t i v e polici n g " c o n c e p t resulted in many new police a c t i o n s also beneficial t o the t o w n . B u s i n e s s d i s t r i c t s now enjoy foot patrols at night as well as in the d a y t i m e , and residential patrols have been d o u b l e d . In a d d i t i o n , s c h o o l zones and high a c c i d e n t lo- Y ^ c a t i o n s have b e c o m e the targets of selective traffic e n f o r c e m e n t . Public safety and c r i m e prevent i o n programs initiated by the department have had the greatest positive i m p a c t and feedback f r o m the t o w n ' s citizens. N u m e r o u s safety programs were given t o elementary and pre-school children and Girl S c o u t s in g r o u p s of 5 to 500. At a Halloween program " W i t c h H a z e l " helped officers teach children about Halloween safety and every elementary c h i l d was given a bright orange trick-or-treat bag w i t h candy. Other programs s u c h as the IVIuppet Safety Show i m p o r t e d f r o m the W y t h e C o u n t y Sheriffs Department have been both educational for the c h i l d r e n and improved r e l a t i o n s h i p s with the police officers. Community Watch Programs were p r o m o t e d t h r o u g h talks, demo n s t r a t i o n s and handout materials given by Chief L e m o n s t o public citizen m e e t i n g s at T o w n Hall as well as t o n u m e r o u s civic, c h u r c h , neighb o r h o o d and block g r o u p s . C o m m u nity W a t c h signs were erected at every entrance into t o w n and t h e p o l i c e d e p a r t m e n t provided security a u d i t s for h o m e o w n e r s and businesses. T h r o u g h " o p e r a t i o n identif i c a t i o n , " the d e p a r t m e n t provided electric engravers for marking property at no charge. A new t r a i n i n g program was undertaken w i t h o f f i c e r s a t t e n d i n g specialized training s c h o o l s in officer survival, juvenile affairs, training m e t h o d s and r e s p o n s i b i l i t i e s , and post-blast and b o m b threat investig a t i o n . After c o m p l e t i o n of the s c h o o l s , a t t e n d i n g o f f i c e r s presented seminars on the various subj e c t s t o the entire d e p a r t m e n t . Inhouse training also was initiated on t o p i c s s u c h as hazardous materials response and handling driving under the influence d e t e c t i o n and enforcement. Finally, ties w i t h other t o w n s in the c o u n t y were made as the department realized the need for assistance and services f r o m other local police and the sheriff's department. A mutual aid assistance agreement for police services was developed w i t h the five other t o w n s in the c o u n t y and the sheriff's department. W i t h these u n d e r t a k i n g s preceded by some effective p l a n n i n g , the morale and public image of the Pearisburg Police Department have reached a new high. " J u s t as the d o c t o r s at our local hospital are as professional as any d o c t o r s in the c o u n t r y , " said Chief L e m o n s , " t h e Pearisburg Police Department can be as professional as any police department in the c o u n t r y . " G R I F F I I M I® Ductile Iron Pipe for water and sewer installations D U C T II. E IRON o Q O I- < CAST IRON SOIL PIPE & FITTINGS CBRIFFIN PIPE PRODUCTS CO. , /\insted > BOX 740 • LYNCHBURG, VIRGINIA 24505 • 804-845-8021 13 �"From setup to follow-through, our approach leads you to the green."Working from the client's point of view has made us a worldwide leader in the insurance, employee benefits and financial sen^/ices business. Alexander & Alexander of Virginia, Inc. Federal Reserve Bank BIdg. P.O. Box 1177 Richmond, VA 23209 Alexander (804) 788-4490 g/^exander The Allies �VML Achievement Award Enwironmental Quality Norfolk Making the Cit/s Water System Safe - . s « | " It happened in Virginia in 1979— tlie kind of misliap every municipal' ity dreads. A professional exterminator was - using a liome garden hose to spray ... toxic chemicals when a temporary loss of water service sucked the deadly pesticide back into the supply line contaminating an entire area's water system. Fortunately no one died from the incident, but several people were taken ill and a number of water lines had to be dug up and replaced. This type of mishap is far less likely to happen in Norfolk, however, because of the city's model Cross-Connection and Backflow Prevention Program. The dangers of backflow, the siphon effect created by a loss of water pressure, have long been acknowledged by plumbers and utility professionals but generally have gone unrecognized by public officials and the public. Incidents of illnesses and poisonings caused by backflow conditions remain obscure, but the famed outbreak of legionnaire's disease in Philadelphia, probably caused in part by a backflow and cross-connection problem, increasing environmental concerns and the growing emphasis on waterrelated issues have brought increasing focus to the problem. The city of Norfolk began its cross-connection and backflow prevention program in 1968 when first mandated by the U.S. Public Health Service. As in other communities, backflow devices became fairly common in schools, restaurants, hotels, mortuaries, bakeries, plating firms, bottling plants, shipyards, industries and other major water users. However, it was the fledgling Environmental Protection Agency that really turned the city's head. EPA inspectors raised the specter of major contamination from one of the thousands of foreign vessels that visit the port each year and really struck home. Throughout the city's 300-year history the sea lanes have brought industry and commerce, but sometimes pestilence and disease as well. A yellow fever outbreak in 1855 wiped out almost half the citizenry. Under the tutelage of EPA the backflow prevention program was upgraded in 1973 and a clearly more aggressive approach was initiated. Unfortunately, at the time there were no guidelines for an all out assault on possible sources of backflow contamination. Virginia municipalities had the authority to protect their water systems at the meter, but there were no local codes or state authorizing legislation to go on private property or require installation of preventative devices at the spigot level. Division personnel essentially developed both, lobbying for passage of state initiatives and drafting the local requirements that would come to serve as model legislation elsewhere. Although there were several backflow devices on the market, no one had developed the technical criteria for their liberal application, created a testing program for code compliance, or adopted the generalities of laboratory findings to specific field situations. Norfolk's staff broke ground developing procedures manuals and training materials for its own personnel that would set the standard for professional plumbing and technical contractors as well. A master list of businesses was prepared from license records and Environmental Services arranged for inspection, testing and certification of backflow devices at least annually at every commercial and industrial location in the city. Building, plumbing and housing inspectors were trained in the application of appropriate technology and backflow prevention was made a requirement of new construction, building renovations, housing code enforcement procedures and community development assistance programs in residential neighborhoods. Norfolk literally wrote the book on municipal enforcement, developing the codes, the technical criteria, field applications, training manuals and the role of private partnership in the process. As a result, the city now operates one of two national training, testing, and certification centers in the country (the only one on the East Coast) for backflow prevention techniques. Plumbing, building, mechanical and water utility professionals come to Norfolk from all areas of the country to sharpen their skills and earn credentials and Norfolk's Cross-Connection and Backflow Prevention Program has served as a model for the development of similar programs throughout the state. The sharing of this city's hard-won skills, knowledge and proven procedures has worked to protect not only its own citizens but citizens throughout the nation. Public Power Financing . . . Experience Innovation Commitment... o Q First Boston THE FIRST B O S T O N CORPORATION Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 o I< o QC 15 �VML Achievement Award Ewiromnerital Quality Blacksburg The Environmental Negotiation of Hethwood Village Shopping Center o The existing shopping center with rentai apartments, banl< and sales office at right. Proposed development will take place in parcel above parking lot. Q < Z o 16 A n eight a c r e s h o p p i n g c e n t e r had been planned in B l a c k s b u r g a s a neighborhood c o m m e r c i a l c e n t e r for H e t h w o o d s i n c e the residential planned unit development w a s originally approved in the early 1970s. In 1979, the original d e v e l o p e r s , Snyder-Hunt Corp., sold the site to an o u t s i d e developer, Little-McMahon of Charlotte, N C , w h o proceeded to d e s i g n the s h o p p i n g center, but several parties b e c a m e c o n c e r n e d about potential land u s e i m p a c t s and on-site and off-site traffic c i r c u lation. T h e plan w a s eventually approved and the s h o p p i n g center cons t r u c t e d with the first store opening D e c e m b e r 1 9 8 1 . Difficulties c o n tinued however. After opening, the developer r e q u e s t e d the town extend the operating hours w h i c h had been one of the c o n d i t i o n s originally proffered by the developer. A s m a l l e x t e n s i o n of the hours w a s approved, but the major portion of the request w a s d e n i e d . T h e shopping c e n t e r w a s sold to L e s t e r Development Corp. Lester soon c l a i m e d that the r e c e s s i o n and the limited operating hours were making it i m p o s s i b l e to find t e n a n t s for the shopping center and therefore requested another e x t e n s i o n of operating hours, w h i c h w a s again denied. In the meantime, L e s t e r proposed a g a s s t a t i o n - c o n v e n i e n c e store-car w a s h c o m p l e x for one of the out- �parcels. When the Blacksburg Planning Commission began reviewing the proposed site plan for the complex, it became apparent that there were widely diverging views concerning the development plan. At that time, the planning commission and the planning department saw the need for outside help and the Institute for Environmental Negotiation from the University of Virginia was invited to assist the town in designing and facilitating negotiations aimed at arriving at a consensus on the future development of the shopping center. Without such negotiations, the only other realistic alternative appeared to be litigation. The institute was asked to organize and mediate negotiations involving the five parties in the land use dispute: the town, Haymarket Square Homeowner's Association, representing a townhouse neighborhood across from the shopping center, Hethwood Foundation, an umbrella homeowners organization for the entire neighborhood, Synder-Hunt Corp., the original developers, and Lester Development Corp., the present owners. Representatives of the institute first interviewed representatives of each group. As a result, some prenegotiating conditions which all parties were asked to agree to were set up. At the first meeting it was agreed that each party would be allowed up to three representatives and that negotiations should be completed in five weeks. The deadline was to coincide with the site plan approval schedule of the planning commission. During the course of the negotiations, the facilitators first attempted to identify areas of agreement. Then areas of disagreement were isolated and the negotiations concentrated on trying to develop a consensus opinion that all parties could live with. All parties were assigned "homework" between the weekly negotiating sessions and in some cases private caucus sessions were held during the negotiating sessions. The length of the weekly meetings ranged from two hours to fourand one-half hours. While the negotiations were very difficult and trying for everyone, a twelve-point settlement was reached. The negotiators representing Haymarket Square Homeowner's Association and the Hethwood Foundation agreed to support the agreement before the planning commission and the town council, and the developer agreed to submit the agreements as part of the site plan proposal. The town agreed to consider an amendment to its zoning ordinance, and Haymarket Square Homeowner's Association, Hethwood Foundation and the developer agreed to support the ordinance change. All parties agreed to support development of a convenience store, a gas station and a car wash. The area was clearly divided into two zones for hours of business operations and a number of agreements were made regarding lighting and the screening of car headlights. This was the first negotiated settlement on land use in which the town had participated. The planning commission had a great deal of debate on the merits of the settle- ment, however, the commissioners recommended the site design agreed to by the negotiating parties for approval and put to rest an issue which had continued to confront the community for more than two years. The plan was unanimously approved by town council clearly avoiding a serious dispute over the development of the shopping center. Litigation was avoided, the shopping center owner and the neighbors feel the development plan and operating rules are settled and spelled out for all parties and the issue of operating hours is resolved for at least five years as stipulated in the agreement. Invest in a planner As p u b l i c funding t i g h t e n s , our communities f a c e s e r i o u s c u t b a c k s I n h o u s i n g , t r a n s p o r t a t i o n , energy, s o c i a l a e r v l c e s - t h e f u l l spectrum of s o c i a l , economic and p h y s i c a l needs. And r e a c t i n g t o t h e s e c u t b a c k s s i m p l y i s n ' t enough. The key t o i m p r o v i n g t h e q u a l i t y o f l i f e I s p l a n n i n g . Planning to do more w i t h l e s s . The k i n d o f p l a n n i n g o n l y a p r o f e s s i o n a l can p r o v i d e . Tough community problems r e q u i r e t h e b e s t p l a n n e r s . The V i r g i n i a Chapter o f t h e American P l a n n i n g A s s o c i a t i o n (VAPA) I s an o r g a n i z a t i o n of 732 p l a n n i n g p r o f e s s i o n a l s . P a r t i c i p a t i o n i n VAPA keeps l o c a l p l a n n e r s on top of t h e l a t e s t developments i n urban and r e g i o n a l p l a n n i n g and s t r e n g t h e n s t h e i r c a p a b i l i t i e s t o d e a l w i t h t h e tough problems o f making due w i t h l e s s . Support your l o c a l p l a n n e r s ' p a r t i c i p a t i o n i n VAPA. American Planning Association Virginia Chapter Planning Milton Martin, President D i r e c t o r , C i t y of Hopewell, V i r g i n i a Plan to V i s i t W Y T H E V I L L E "The H u b of Southwest Virginia" — Located >at Intersection of F e d e r a l R o u t e s 1 1 , 2 1 , a n d 5 2 a n d Interstate R o u t e s 7 7 a n d 8 1 o a COOL IN SUMMER Average Elevation 2350 Feet o < EFFICIENT GOVERNMENT Council-Manager Form since 1924 EXCELLENT FACILITIES for Business and o Industry CONVENIENT RECREATION including Sports, Camping, Hunting and Fishing 17 �VML Achievement Award James City County James City County's Data Processing Plan Charlene Thomas, standing, worl<ed on the data collection and Jean survey. Kuo, computer programmers, ran the office o Q < o o DC 18 Jim Ham, head of data processing, explains part of the 5-year plan to county users. while Director Ham The data processing office at James City County's Government Center lias been a busy one since its creation in 1978. Each year the level of services it provides has increased with few problems. Because of its success, the county and the Williamsburg-James City County School Board last year created a joint Data Processing Steering Committee to develop a plan to direct the growth of data automation. This committee was asked to evaluate the county's current computer resources and capabilities, determine future automation needs, devise an orderly method for satisfying those needs, produce a plan document and insure proper implementation of the plan. To tackle the tasks, the committee created a long-range planning subcommittee made up of the data processing manager, two administrative analysts from the Office of Management Services, a county planner and the school board's directorof finance. An office automation consulting firm was selected by the subcommittee to aid in the initial phases of the project. The consultant's role in the plan was a limited one. He conducted initial presentations for each county office, offered advice on the development of survey forms, assisted in the translation of user requirements to hardware and software specifications, edited the plan document and participated in the presentations of the final plan to the steering committee and planning commission. Long-range planning subcommittee members gave themselves five months to complete the entire project. They were eager to have a completed plan ready by the time the capital improvements budget cycle began. Early in the project the group discovered the job would be bigger than anticipated. Generating and maintaining enthusiasm for the project throughout the county government was difficult. But with �continuing, visible support from county and school board administration, the group kept its spirits up. Data collection began w/ith the distribution of a survey designed to gather information about currently automated functions, non-automated office functions and expected changes in office functions or the volume of data processed. Information from the surveys was expanded by file research, site visits and interviews. In interviews key staff members in many county offices were asked to write a "wish list" of automation applications. Evaluating the survey data involved categorizing all current and desired data processing applications by offices and by application type. Group members evaluated the applications using these criteria: • Is the application urgently required? • To what degree will the application provide or improve direct service to the public? • Will the application result in substantial benefit to the community from the investment dollar? • Does the application relate specifically to other existing or proposed systems? • What is the likelihood of successful implementation? Aftertheapplicationswere ranked, the group assessed what could be realistically accomplished during the five-year planning period. The full Data Processing Steering Committee then established priorities among the applications. Hardware acquisition, software acquisition and development, and training were plotted on a five-year fiscal time line. A two-volume plan was compiled containing information about existing resources and applications, existing costs, future requirements and costs, projected costs and savings, and the timetable for implementation. Because the entire user community had been involved in the total process, the Data Processing Steering Committee gave its unanimous approval of the plan with only cosmetic changes suggested. When the plan reached the board of supervisors as part of the formal capital improvements project approval process, the supervisors decided they did not have the necessary expertise to evaluate such a technical plan and a Data Processing Citizens Advisory Committee was formed from county residents. The only major suggestion made by the committee involved soliciting bids from all interested parties rather than considering only bids based on equipment made by the current computer manufacturer. That suggestion was incorporated in the Request for Proposals sent to potential bidders. If all goes as planned, a contract for the equipment necessary to implement the first year of the plan should be awarded in early October. In addition to the achievement of the primary goal of producing a flexible blueprint for automated services for the county, the long-range planning effort produced a number of other benefits. By limiting the role of an outside consultant, county staff members learned how to plan and manage a project of this type as well as how to conduct field research and requirements analysis. In addition, the county became fully aware of the extent of in-house and time-shared automation services, their cost and their value. Cost of the planning project was relatively inexpensive largely because it was conducted by in-house personnel. The board of supervisors did appropriate $22,500 for a consultant to oversee, critique and advise on the in-house process. Total cost of the five-year capital improvement project is estimated at $584,000 and will be funded through the capital improvement budget. Implementing the plan will save the county $1.2 million during the fiveyear period. A two-to-one return on investment will be realized. Equally important as return on investment is the improvement in the delivery of services to the public. A Crime Analysis Support System will shorten the time required to narrow a search for offenders and improve the police department's case clearance rate. Upgrading the computer system will improve the school board's student data base, improve the county's land data base, improve the catalog system at the regional library, improve equity in property assessment and reduce tax growth through long-term improvements in management productivity which will allow increased workload without increases in staff. W e !e stand behind our products at CP6?P. Our field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. Concrete Pipe & Products Company, Inc. o PC. Box, 1223, Rachmond,VA 23209 (804)233-5471 O < Z (D > 19 �Loudoun County, Virginia Compliments of -1908- 75 Y E A R S Mayor R o n a l d M . Masters Council Bastiam S i m m s , V i c e - M a y o r Wade H . Palmer Ernest J . K u l i k Margaret V a u g h a n Walter E . K e m p Walter Voskian -1983- The Town of Round Hill Town Mana^er-TreasurerZoning Administrator Barry R . Lawrence Planning Commission Ray E . Fields, I I . Chairman 141 E . M a i n Street P.O. B o x 936 Purcellville, V A 22132 Phone ( 7 0 3 ) 3 3 8 - 7 4 2 1 Professional Banking Services C e n t r a l F i d e l i t y B a n k continues i n its c o m m i t m e n t to serve the b a n k i n g needs of local g o v e r n m e n t i n V i r g i n i a t h r o u g h the del i v e r y of quality b a n k i n g services tailored to the needs of i n d i v i d u a l localities. O u r t w o specialists i n Public F i n a n c e , S u e Bennett a n d R i c h a r d M a d d e n , h a v e at their d i s p o s a l the resources of one of the major financial i n stitutions i n V i r g i n i a ; resources w h i c h i n clude both cash m a n a g e m e n t a n d investm e n t expertise. T h e y w i l l be h a p p y to r e v i e w y o u r present cash m a n a g e m e n t procedures, a n d , if necessary, i m p l e m e n t the changes w h i c h w i l l m a k e y o u r locality's f u n d s w o r k more efficiently. C a l l Sue at (804) 782-4441 or R i c h a r d at (804) 782-4313. T h e y w i l l be delighted to hear from y o u . Member F D I C Central FidelituBanh® work harder for you. �VML Achievement Award Human Development Henrico County Seeking Solutions to Human Service Needs Realizing human service problems do not stop at geographic or political boundaries and resources to address these problems are shrinking at federal, state and local levels, Henrico County created Metropolitan Alternatives. Metropolitan Alternatives is a unique public/private partnership focusing on human service issues. Members of the group represent local governments (the city of Richmond and the counties of Henrico, Chesterfield and Hanover), the private sector (Metro Richmond Chamber of Commerce) and the volunteer sector (the United Way of Greater Richmond). They meet monthly to discuss what they see as the human service needs of their areas, identifying issues as they talk. From there the group acts as a catalyst for the development of "alternative solutions," solutions other than the traditional solution of more governmental operating funds. Metropolitan Alternatives, led by Henrico's Deputy County Manager for Human Services George T. Drumwright Jr., developed out of a Human Services Innovations Project awarded Henrico County by the National Association of Counties and Stanford Research International Inc. Metro Alternatives' first issue of common concern was day care. Investigation showed that despite the dramatic need for day care many centers in the area were closing because of money problems. The need was cited in a postion paper, "Child Care: A Problem Diagnosis." Richmond area localities showed 35,194 children under age four, yet there are only 8,143 day care spaces available. This need was echoed by several corporate personnel directors who had been hearing the plea for years. Metro Alternatives addressed the issue by sponsoring an educational seminar called "Child Care: Corporate Alternatives" which used a diverse group of organizations and businesses. Held in May 1982, 54 firms and businesses sent 80 repre- sentatives to the seminar. Speakers emphasized that child care reduces employee absenteeism, draws and retains good employees, keeps families together and increases productivity. In addition, a booklet outlining employer tax incentives for child day care was distributed. The results: within a day a developer from Henrico County inquired how he could attract a child care center to his corporate industrial park. Later, another downtown business contacted the United Way about developing day care for its employees' children and the Henrico County Board of Supervisors approved a rezoning case for property adjacent to the Henrico Government Complex to be used for a free-standing private center to provide county employees with day care services. In the role of public advocate, Metro Alternatives stimulated a major Colorado based firm specializing in child care to make the biggest expansion move in its thirteen year history. The company would develop seven day care centers in the Richmond area within 12 months at a cost of about $3.8 million. One company official called the area "underserved" by child care centers. In addition, a major area firm signed an agreement with the child care developer allowing any of its employees to use the centers receiving a 10 percent discount and waiving the $25 application fee. In another move, Henrico County agreed to approve the Bond Inducement Resolution for a national child care facility company for $1 million to acquire, construct and equip two child care centers in the county. As part of the terms, the company agreed to reserve over the term of the bonds (normally 25 years) 17 child care slots in each of the facilities for children in the Aid to Dependent Children program or other comparable federal or state programs. This unique arrangement was conceived by L. Ray Shadwell, Henrico County Board of Supervisors member and previous chair- man, who has been active in Metro Alternatives. In addition to the child day care project, Metro Alternatives has conducted a survey of federal, state and local budget cuts experienced by area agencies. With the help of the Chamber of Commerce and key business people, Metro Alternatives published the results of the survey in a form useful to the business community. Strides are also being made in providing adequate housing for the mentally ill, another area of concern for Metro Alternatives. Getting private and public partnerships going can be a frustrating experience. It takes special planning to pull resources together and to channel ideas and energies into results, but Metro Alternatives has been a positive force in the area and demonstrated that it can be done. O Q O I- < CD 21 �VML Achievement Award Human Dftvelopment Appalachia Island Park: An Oasis for Appalachia Town of Appalachia appalachia. virgHita The designers' ^ H O Q ^ ^ > Q H< z cs > 22 rendering of Appalachia's Island Park. Nestled along the Powell River like an oasis in an ill-used and poverty stricken land lies Island Park, a tribute to the determination of Virginia's small towns to overcome insurmountable obstacles and provide for the needs of its citizen's. For the town of Appalachia and its population of 2,850, recreation opportunities had long been lost. Island Park represents a renewal of those opportunities. The name of the park was derived from its appearance as an island Iocated between the downtown business district and the residential neighborhoods of Old and New Bottom at the base of Little Stone Mountain. The area was once a product of neglect, the town's eye- sore, characterized by frequent flooding, abandoned junk cars and other debris, overgrown brush, sinkholes. Infestation and severe topographic and drainage problems. Since, it has been transformed into a beautiful, efficient community park and town recreation center providing a means by which recreation programs, once again, can be made available by local government and private organizations. The accomplishment is not so much the provision of needed recreation space, but rather the determination to overcome the many factors inherent to Southwest Virginia in order to provide the most elementary of public services. Appalachia in particular had to overcome the lack of financial resources created by an eroding economy and tax base, one which had declined in real dollars for ten years. This was particularly difficult in light of the deteriorating town infrastructure which demanded high priority. Also, the rugged mountainous environment contributes to a lack of undeveloped, physically suitable sites in the community and the enormous potential cost of any improvements. Island Park was initially conceived for recreational purposes during the early 1960s by three Appalachia families. Property ownership was transferred to the Community League with the stipulation that it would be used for recreational �purposes. After many unsuccessful attempts at development, the league gave the land to the town in 1974. Once obtaining ownership, the town requested assistance from the LENOWISCO Planning District Commission for preparation of conceptual plans for community-wide recreation facilities and assistance in submitting an application for Land and Water Conservation funds through the Virginia Commission of Outdoor Recreation. The initial concept prepared by LENOWISCO involved the development of Island Park with the Legion Hall Recreation Complex. The funding application was approved with a commitment of $100,300 in grant funds and the town responsible for matching the amount in local monies and/or in-kind services. It soon became obvious that the approved construction budget was completely inadequate to develop both facilities and in 1978 the town formally requested a revision of the project to allow development of only Island Park. Island Park (4.29 acres) represented the only sizable tract of land available with a central location in town. In spite of the site's numerous problems, town council envisioned improvement as a stimulus for neighborhood and downtown revitalization. A direct link could be established between the commercial core and Old and New Bottom through an attractive park. Although development funds were limited, development of the park included design features to ensure a lasting, top-rate facility. Additional property adjacent to the park was acquired through condemnation and some property was donated by property owners. Plans were prepared in accordance with specific design considerations. The most costly recreation equipment and facilities are concentrated in highly visible areas within view of the 24-hour rescue squad facilities. Less accomodation for vehicular traffic is intended to discourage vandals, and on-site parking is limited to encourage park users to walk from surrounding residences or downtown. Emphasis is placed on ground cover and preservation of natural vegetation along the Powell River banks as opposed to extensive grass lawns requiring constant maintenance. An arched pedestrian bridge over the Powell River provides easy access to and from the business district, encouraging park use by downtown employees, shoppers and those enroute to the central business district. Pedestrian paths from three other entrance points offer access for all the surrounding neighborhoods. Sycamore trees lining the river are preserved for bank stabilization and to provide an esthetic backdrop, and a memorial garden is planned at one entrance where town residents may contribute trees and shrubs in memory of nHE loved ones. Passive picnic areas are also interspersed along the river. Activity centers consist of a Little League field, a shelter/playground, tennis courts and picnic/observation areas. They are of a diverse character and allow activities to take place concurrently and independently. The intensive involvement of the community at-large represented the one intrinsic feature of Island Park's development that contributed to its success. Site preparation was entirely an effort of the town's personnel and citizens. After a year of operation, the pride in such an undertaking shows. Vandalism is non-existent, no graffiti adorns the shelter walls and the park is extensively used by a diverse number of groups. The appraised value of the improvement amounts to more than $450,000 supported only with the expenditure of $100,300 in grant funds. It was not unusual to find employees and citizens operating a bulldozer, seeding grass or planting azaleas long after working hours. The park encompasses a part of all those who planned, designed and built it with their own hands. After almost ten years, Appalachia once again can hear the crack of a Little League bat, the clang of horseshoes and the laughter of children on the playground. 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Pak-Mor Manufacturing Company/1123 S.E. Military DrIve/P.O. Box 14147/San Antonio, TX 78214/(512)923-4317/Telex 76-7429 �VML Achievement Award Transportation Norfolk Building a Better Downtown Downtowns are places with collections of activities that thrive on people; the more people the better. Downtown Norfoll< is no exception. It's the people that create activity and breathe life into downtown businesses, structures and outdoor places. People come to downtown Norfolk for various reasons—to work, to shop, to purchase services, to meet, to be entertained, to sightsee. Some come because they have always come; others because they are drawn by a renewed sense of excitement or new activities and combinations of activities not readily found elsewhere. Downtown opportunities have been rediscovered, but nowadays it takes a successful transportation system to have a successful downtown. Historically people have used transit to reach downtowns. The advent of the automobile, however, brought the challenge of providing convenient parking. Also, downtown leaders have seen from their competition the desirability of providing easy access to other opportunities for the single purpose downtown user. Parking "service" and accessibility "service" heavily influence people's satisfaction with a downtown area, and greater satisfaction translates into increased downtown economic activity and enhancement. The Norfolk Downtown Shopper and Parker Trolley Shuttle Project developed and grew out of the strong desire to see that these two services, parking and general downtown accessibility, were provided to the maximum satisfaction of anyone who had the inclination to use the downtown area. Some time ago, downtown Norfolk employers and merchants along with city officials began to stress the importance of drawing together all-day, inexpensive peripheral public parking and diverse activities in a way that would be perceived as attractive, convenient and efficient. One approach was to tie together peripheral parking with the high-density employment in the downtown financial area. Another approach was to provide a midday shuttle service between downtown office employment locations and the Granby Mall shopping and services district. Each approach was transit-based. Initial success led to formation of the Norfolk Downtown Transit Group with its diverse membership from private and public sectors. Armed with evaluations, extensive technical support and option analyses developed by Southeastern Virginia Planning District Commission (SVPDG) and Tidewater Transportation District Commission (TTDC) staff, the group secured city council's authorization to implement the Shopper and Parker Trolley System. Implementation of the program rests with the Department of Public Works. The service together with capital grant support is provided by TTDC. The trolley system currently consists of the two internal transit routes connecting the downtown employment area with parking facilities and Granby Mall. Plans are for the system to be extended to tie the downtown network with Norfolk's new Waterside. The trolleys themselves are rubber-tired vehicles and a key element in the success of the program. Their high profile and easy visibility make them easily recognizable to patrons and add to the perception that they are fun to ride. The vehicles hold more excitement and interest than the standard bus and are more convenient than automobiles. The shuttle routes are not supported by fare box revenues. Costs have been made up through the city's public transit service support account and the earmarking of a portion of the revenue from the most remote parking lot that would receive little usage were it not for the shuttle route. The sale of advertising space on the trolleys is also a source or revenue. Some cost savings has also been realized by the consolidation of previously duplicative services. In addition, the trolleys can be made available on a charter basis to supplement city tourist and convention activities. The Norfolk Downtown Transit Group appropriately brought together private and public interests to make downtown Norfolk work better. The convenient, accessible and supportive shopper and parker transit system is an important element in downtown's success. The approach gives benefits both presently and prospectively, adding to heightened activity in downtown Norfolk and increased expectations for the city's future. WHERE YOU WILL FIND • RECREATION • JOB • EXCELLENT OPPORTUNITY PLANT SITES • M O D E R N UTILITIES & SERVICES • HIGHWAY & O Q RAIL TRANSPORTATION • GOOD • REASONABLE SCHOOLS "ALL IN A LAND OF PLEASANT LIVING" TAXES o I< z CD DC THE T O W N OF ROCKY MOUNT, V A . 25 �GOLDMAN SACHS COMMITMEN'R HELPING STATES AND MUNICIPALITIES MEET THEIR CAPITAL NEEDS. In 1982, as well as four out of the prior five years, Goldman Sachs was ranked as the # 1 lead manager of negotiated municipal bond issues* The dollar volume of all our managed or co-managed municipal financings during the year totalled $24.2 billion for 461 financings. This performance reflects our strong commitment to innovation and service on behalf of all issuers and investors. Specialization is a major factor in our ability to serve state and municipal issuers. Our syndicate specialists tailor distribution to each client's specific needs. Our trading and undenwriting specialists are major market makers. And our sales specialists in tax-exempt bonds and notes cover the nation's major institutions and substantial individual investors on a daily basis. * S o u r c e : Institutional Investor. Whatever the assignment, we provide a team of professionals skilled in arranging financing for that type of project—public power, education, health care, housing, pollution control, transportation, water and wastewater, among others. We are a leader in each of these areas. For commitment and performance in state and municipal financing, call on Goldman Sachs. Goldman, Sachs & Co. fioldman Sachs New York Boston Chicago Dallas Detroit Houston Los Angeles Memphis Miami Philadelphia St. Louis San Francisco London Tokyo Zurich Member S I P C �VML Achievement Award Community Development Alexandria Alexandria's Torpedo Factory Art Center The Torpedo Factory, once an artillery plant, now an art center, is cased in glass and draped with Hags. On May 20, 1983 the Torpedo Factory Art Center's renovated facility opened as the permanent centerpiece of the city of Alexandria's waterfront development project. This event marked the culmination of more than a decade of cooperative public and private community development effort. Located on the Potomac River in the heart of the Old Town historic district, the Torpedo Factory complex was an unlikely source of civic pride or artistic appreciation when purchased by the city of Alexandria in 1969. Today, adaptive reuse and development of one of these buildings as an art center has become a major city cultural asset and a source of inspiration to other localities in Virginia and around the country. Constructed in 1918 and expanded during World War II by the U.S. Navy, the four large buildings on six acres of river waterfront were designed to manufacture torpedo shell cases and serve as an ordnance plant. Production ceased in 1945 and the complex then became a federal repository for miscellany: old tax files, Nazi war records, and even surplus dinosaur bones from the Smithsonian Institute. After an extended period of negotiation with the federal government, in 1969 the city of Alexandria purchased the complex with ownership transfer to be effective in 1974. The city chose to gamble on a new concept, an art center, and the Tor- pedo Factory Art Center began in December 1973 when the Alexandria City Council unanimously agreed to appropriate $140,000 in capital funds to paint the exterior, expand the existing plumbing and electrical services and build interior studio walls. Marion Van Landingham, the art center's first director and then president of the Art League, rapidly enlisted a group of dedicated professional artists to organize and launch the project. The art center opened July 1974 and proved to be an attraction to more than half a million visitors a year. The unique attraction of the Torpedo Factory Art Center centers on the working studios of more than 200 professional artists and apprentices. Unlike other art centers, studios are open so visitors can meet the artists, watch them work and ask questions. The success of the art center project had a number of positive impacts on planning for the long-term development of the entire Torpedo Factory complex. A new plan called for renovation of three existing structures and dedication of the original and oldest Torpedo Factory building forpublic use. In the spring of 1979, the Alexandria Waterfront Restoration Group's bid for development of the Torpedo Factory complex was accepted. The agreement called for the sale of two sites by the city to the group. The largest, inland from the waterfront, would be razed for the development of 114 one-to-three bedroom condominium units to be built atop a garage facility. The second site was sold for private development. It contained one of the more modern factory buildings which, when renovated, would be a five-story structure containing 104,000 square feet of rental office space. The waterfront behind both buildings, would feature a multilevel plaza with additional parking, small waterfront market buildings, kiosks and glass structures. The old wooden pier would become a small boat marina, while Pier One will have berthing available for tour boats, tall ships and other seaside visitors. The centerpiece, a restaurant at pier's head, will be designed after a 19th Century Victorian rowing club. For the renovation of the principal building planned to house the art center, the city of Alexandria's Archaeology Research Program and Laboratory and facilities for public meetings, the city committed $2.9 million of capital funds. In these tough times it is important to stress the problems and solutions for creating a self-sustaining program that can pay its own way rather than depend on grants or public subsidy. In this regard, the new facility is unique in some of its financing mechanisms. The new facility is the first municipal building in Virginia planned to be financed under provisions of the Economic Recovery Act of 1982 permitting "sale-leaseback" financing. This will result in a savings of $1.2 million or approximately 20 percent of total construction cost. The city's lease payments will include custodial, utility and maintenance costs. Management of the facility's use and programs will continue to be the responsibility of city employees. Alexandria found that a creative partnership of public and private interests and resources can produce solutions that benefit all sectors of the community. �The City of Manassas Park extends best wishes to the Virginia Municipal League and 1983 delegates for a successful conference HSMM TOTAL CONSULTING SERVICES Buildings Communications Energy Conservation Environmental Flood Control/ Storm Drainage ' Urban Development • Utilities ' Water Treatment Rate Studies A R C H I T E C T S > Transportation Wastewater Treatment Landscaping COMPLIMENTS OF TOWN OF PULASKI • Hazardous and Solid Waste Management • E N G I N E E R S • P L A N N E R S P.O. BOX 13446 ROANOKE, VIRGINIA 24034 (703) 343-6971 OFFICES IN THE TIDEWATER AND NORTHERN VIRGINIA AREAS �VML Achievement Award Cnmmunity Development Pamplin Pamplin's Recovery n e s s , b u t h e h a d g o n e to T e x a s to w o r k in a g a r m e n t f a c t o r y w h e r e h i s wife w a s living. The town next contacted the S t a t e D i v i s i o n of I n d u s t r i a l D e v e l o p m e n t . " T h e y w e r e not really intere s t e d in t r y i n g t o h e l p u s f i n d a t e n a n t for the v a c a n t s c h o o l building," said Mayor Patrick Harrison. Too many vacant school buildings w e r e available a n d no public w a t e r or s e w e r lines w e r e available. T h e f i n a l a n s w e r : " W e w o u l d h a v e t o locate a tenant o u r s e l v e s . " T h e t o w n w a s d e t e r m i n e d to g e t the garment workers back on the j o b a n d s o b e g a n to look for a n e m ployer. T h e former factory manager c o n t a c t e d t h e o p e r a t o r of a n u m b e r of g a r m e n t f a c t o r i e s . T h e i n t e r e s t w a s there and a deal w a s worked out provided the t o w n c o u l d obtain o w n e r s h i p of t h e s c h o o l b u i l d i n g . The morning of fJlarch 8, 1982 dawned on this scene of Pampiin's out jobs. M a r c h 8, 1 9 8 2 b r o u g h t a m o r n i n g t h e t o w n s p e o p l e of P a m p l i n a r e not lil<eiy t o f o r g e t . T h e s m a l l t o w n o f 2 3 7 p e o p l e awol<e t o f i n d i t s m a j o r i n d u s t r y in r u i n s . T h e A m e l i a D r e s s C o . h a d b u r n e d to t h e g r o u n d a n d 4 8 p e o p l e w e r e i n s t a n t l y out of w o r k . A l t h o u g h n o o n e w a s i n j u r e d in the blaze, the t o w n ' s e c o n o m y w a s severely threatened a s the t o w n ' s retail businesses soon felt the s q u e e z e of t h e c o m m u n i t y ' s red u c e d i n c o m e . Yet a s is often the c a s e , o u t of d i s a s t e r a r o s e n e w opp o r t u n i t i e s a n d t h e s t o r y that foll o w s i s o n e of s u c c e s s b r o u g h t o n by t h e h a r d w o r k of t h e r e s i d e n t s of the c o m m u n i t y and the cooperation of p r i v a t e i n d u s t r y a n d t h e c o u n t y . M e m b e r s of t h e c o m m u n i t y m e t w i t h the intent of w o r k i n g out s o m e t h i n g to put the f a c t o r y b a c k into p r o d u c t i o n . A l o c a l b a n k o f f e r e d to finance a new building and the equipment n e c e s s a r y to resume production; however, three months major industry and left many people with- after t h e fire the o w n e r d e c i d e d not to r e b u i l d . At the time, the townspeople w e r e v e r y m u c h a w a r e of t h e p e r m a n e n t c l o s i n g of t h e P a m p l i n E l e m e n tary S c h o o l . T h e s c h o o l had s e r v e d a b o u t 1 5 0 P a m p l i n c h i l d r e n in k i n dergarten through sixth grade and m o s t of t h e p o p u l a t i o n h a d att e n d e d t h i s s c h o o l . In f a c t the t o w n s p e o p l e h a d put up quite a fight to k e e p the s c h o o l f r o m c l o s ing a s m a n y p a r e n t s w e r e c o n c e r n e d about their children riding t h e s c h o o l b u s 10 m i l e s to 15 m i l e s t w i c e e a c h d a y to a n o t h e r s c h o o l . However, soon enthusiasm began to m o u n t for u s i n g the v a c a n t s c h o o l b u i l d i n g to h o u s e a n e w garment factory. T h e i d e a a p p e a r e d to be s o u n d but t h e t o w n e n c o u n t e r e d difficulty in f i n d i n g q u a l i f i e d h e l p t o o p e r a t e the business. Consideration had b e e n g i v e n to urging t h e f o r m e r plant m a n a g e r to start up t h e b u s i - Appomattox County School B o a r d h e l d t h e t i t l e to t h e s c h o o l building. T h e s c h o o l board agreed to turn t h e b u i l d i n g o v e r to t h e c o u n t y b o a r d o f s u p e r v i s o r s w h o in t u r n g a v e it t o t h e t o w n o f P a m p l i n . The town furnished approximately $ 3 0 , 0 0 0 t o r e n o v a t e t h e b u i l d i n g to suit the tenant's requirements. T h e m o n e y w i l l b e r e p a i d in m o n t h l y i n s t a l l m e n t s over a five-year period w i t h t h e r i g h t to r e n e w t h e l e a s e . R e n o v a t i o n of t h e b u i l d i n g b e g a n in N o v e m b e r 1 9 8 2 a n d a n u m b e r o f a r e a p e o p l e v o l u n t e e r e d h e l p in ord e r to h o l d d o w n c o s t s . W i n d o w s w e r e b o a rd e d up with insulation a n d p l y w o o d to c u t d o w n o n c o l d w i n t e r air a n d to m a k e air c o n d i t i o n ing easier. The renovation ran s m o o t h l y e x c e p t f o r a p r o b l e m tow a r d t h e e n d in g e t t i n g s o m e e l e c trical e q u i p m e n t required a s part of the wiring s y s t e m . W o r k o n t h e nev-j f a c t o r y w a s c o m p l e t e d in D e c e m b e r a n d s t a r t up w a s s c h e d u l e d for J a n . 3, 1983. B y J a n u a r y 20, there w e r e 30 e m p l o y e e s on the j o b ; by April t h e r e w e r e 5 0 . T h e e m p l o y m e n t l e v e l of the old factory h a s been m a t c h e d . More e m p l o y e e s will be a d d e d a s the b u s i n e s s can absorb them, and a rapid d e c a y w h i c h c o u l d h a v e all but d e s t r o y e d the c o m m u n i t y h a s been prevented. O Q o I- < 29 �Discover the benefits HERNDOIM , VIRGINIA A blend of heritage, pride and consciousness of the past linked with the progressive excitement and growth of the future. �WATER, G A S AND ELECTRIC DEPARTMENTS D A N V I L L E ' S M U N I C I P A L L Y O W N E D UTILITIES Courtesy of the Mayor and The City Council 1983 IS OUR 99th YEAR NEXT YEAR WE C E L E B R A T E - PLAN NOW TO JOIN US!! �VIRGINIA MUNICIPAL G R O U P S E T h e Virginia Municipal G r o u p Self i n s u r a n c e Associatic o n J u l y 1, 1 9 8 0 with 10 m e m b e r s . S i n c e that time it has million in annualized p r e m i u m with m o r e m e m b e r s join towns, counties, s c h o o l boards a n d other local governm experience a n d investment earnings are returned to m e m 2 1 % w a s returned, a n d for 1 9 8 1 - 8 2 the average divide e x c e s s of 5 0 % of their p r e m i u m . A s of J u l y 1, 1 9 8 3 th( m e m b e r s . Current m e m b e r s h i p in the Association inclu O Q z < z o O > 32 T o w n of Abingdon Albemarle County B o a r d of Supervisors Albemarle County Service Authority Alexandria City S c h o o l B o a r d T o w n of AltaVista A m e l i a County B o a r d of Supervisors Amelia County Public S c h o o l s T o w n of Appalachia Arlington County S c h o o l B o a r d T o w n of A s h l a n d Bedford Recreation C o m m i s s i o n City of Bedford T o w n of Berryville T o w n of Bluefield Botetourt County B o a r d of Supervisors T o w n of B u c f i a n a n B u c k i n g h a m County B o a r d of Supervisors Campbell County B o a r d of Supervisors T o w n of Cape Charies Charlotte County B o a r d of Supervisors Chariottesville-Albemarle County Airport B o a r d Chariottesville-Albemarle County J o i n t Security Complex Charlottesville Redevelopment a n d Housing Authority Chesapeake S c h o o l B o a r d Clarke County B o a r d of Supervisors T o w n of Cleveland T o w n of Colonial B e a c h City of Covington Crater Detention H o m e T o w n of Crewe C u m b e r i a n d County S c h o o l B o a r d C u m b e r l a n d Plateau Planning District C o m m i s s i o n T o w n of Dayton T o w n of Dumfries T o w n of E d i n b u r g City of E m p o r i a T o w n of E x m o r e City of Fairfax " City of F a l l s C h u r c h T o w n of Farmville T o w n of F r i e s City of Galax T o w n of Gate City Giles County B o a r d of Supervisors Giles County S c h o o l B o a r d Goochland County B o a r d of Supervisors T o w n of Gordonsville Grayson County B o a r d of Supervisors Greensville County B o a r d of Supervisors Greensville County S c h o o l B o a r d Greensville County Water & Sewer Authority G r e e n s v i l l e - E m p o r i a Department of Social Services T o w n of Grottoes Halifax County B o a r d of Supervisors Hampton Redevelopment & Housing Authority Highland County S c h o o l B o a r d T o w n of Hillsville City of Hopewell T o w n of Hurt T o w n of Irvington J a m e s City County B o a r d of Supervisors J a m e s City County Service Authority J a m e s City County S o c i a l Services J a m e s City County-Williamsburg City S c h o o l B o a r d T o w n of Kenbridge f T o w n of Keysville ' T o w n of K i l m a r n o c k K i n g & Q u e e n County B o a r d of Supervisors K i n g & Q u e e n County S c h o o l B o a r d K i n g William County B o a r d of Supervisors K i n g William County S c h o o l B o a r d T o w n of L a C r o s s e �ELF INSURANCE ASSOCIATION ition began offering workmen's compensation insurance as grown to almost 150 members and approximately $5 Dining all tfie time. T h e program is available to all cities, iment agencies. Savings accrued through favorable loss imbers as dividends. For 1 9 8 0 - 8 1 an average dividend of dend was 3 2 % . S o m e members received a dividend in the program offers a 15% up front rate deviation to all :ludes: Town of Lawrenceville Town of Leesburg Lord Fairfax Planning District Commission Loudoun County Fire & Rescue Association Town of Lovettesville Town of Luray Manassas Park City School Board City of Manassas Park City of Martinsville Mathews County School Board Middle Peninsula Planning District Commission Middle Peninsula Regional Security Center Town of Middleburg Montgomery County Board of Supervisors Montgomery County School Board Town of Narrows New Kent County Board of Supervisors New Kent County School Board Norfolk Redevelopment & Housing Authority Northern Virginia Planning District Commission Northern Virginia Transportation Commission City of Norton Nottoway County Board of Supervisors Nottoway County School Board Patrick County School Board Town of Pearisburg Peninsula Transportation District Commission City of Portsmouth-CETA Agency Powhatan County School Board Prince Edward County School Board Prince George County Board of Supervisors Prince George County School Board Town of Purcellville Town of Quantico City of Radford Rapidan Service Authority Rappahannock Rapidan Planning District Commission Rappahannock Social Services Department Town of Rich Creek Town of Ridgeway Town of Rocky Mount Rowanty Vocational Technical Center Town of Rural Retreat Russell County Board of Supervisors Russell County CETA Programs Shenandoah County Board of Supervisors Smyth County Board of Supervisors City of South Boston Town of South Hill Southeastern Virginia Planning District Commission Southwest Virginia Alcohol Safety Action Program Stafford County School Board Town of Stanley City of Stuart City of Suffolk Town of Tazewell Town of Timberville Town of Grbanna Virginia Association of Counties Virginia Housing Development Authority Town of Victoria Town of Vienna Town of Vinton Virginia Municipal League Warren County Board of Supervisors Town of Warrenton Town of Warsaw City of Waynesboro Town of Weber City Town of West Point West Point School Board Town of Wytheville For further information contact: J o h n M. Wyatt, iV Account Executive Alexander & Alexander of Virginia, Inc. P.O. Box 1177 Richmond, Virginia 2 3 2 0 9 (804) 7 8 8 - 4 4 9 0 O Q o I- < z o cc 33 �Drawing by Vienna artist David Paul One of the oldest is Moorefield, Moore, Skibiak and most distinguished built around who campaigned for freedom state in Virginia. It is believed son, Washington, Madison, principles of religious Moore field liberty has been placed and on the National Register landmarks in the Town of 1790 as the home of Baptist of religion and separation his preaching Mason and in America and writing other leaders following on the Virginia of Historic minister of church influenced and Jeffer- establishing the Revolutionary Register Places. in Vienna Jeremiah of Historic the War. Landmarks �The City Council, Administration and Citizens of Martinsville Congratulate COUNCILMAN FRANCIS T. WEST On a Successful Term as President of the Virginia Municipal League Francis T. West, Virginia Municipal 1982-1983 President League CITY OF MARTINSVILLE �The Annual Report By the President, Francis T. West T h i s has been a y e a r of great c h a l lenge to the state a n d the cities, towns a n d counties of the c o m m o n w e a l t h of V i r g i n i a . L o c a l g o v e r n ments i n V i r g i n i a a n d the n a t i o n as a w h o l e h a v e been through some of the most austere times i n recent m e m o r y a n d b y w o r k i n g together through our association, the V i r ginia M u n i c i p a l League, w e h a v e come through this y e a r i n strong shape. T h e r e h a v e been no startling n e w p r o g r a m s developed a n d f u n d e d to assist l o c a l government through this difficult time. I n s t e a d , w e h a v e depended o n strong leadership f r o m our elected officials a n d strong m a n agement f r o m our l o c a l managers. A s a result most l o c a l governments through cutbacks a n d i n n o v a t i v e management h a v e been able to weather these difficult times w i t h o u t m a j o r tax increases a n d w i t h a tolerable level of p r o g r a m reductions. T h e V M L has p r o v e n v e r y beneficial d u r i n g this period b y w o r k i n g to ensure that the state d i d not pass the b r u n t of its budget cuts o n to l o cal g o v e r n m e n t s . T h e G e n e r a l A s s e m b l y this past session restored n e a r l y a l l the cuts the a d m i n i s t r a tion h a d proposed i n education. I n a d d i t i o n , corrections received a d d i tional monies despite these difficult times w i t h the a d d i t i o n of $4 m i l l i o n to p a r t i a l l y f u n d the n e w corrections reimbursement f o r m u l a . T h e r e were some cuts i n compensation b o a r d f u n d i n g a n d i n a f e w smaller areas, but the b u l k of l o c a l government a i d r e m a i n e d intact. T h i s I a m sure w a s a m a j o r factor i n helping a l l of us i n local government weather these difficult times. o o I< o > 36 I n the administration's p r e l i m i n a r y budget projections for the 1984-86 budget, the g o v e r n o r is placing a significant n e w c o m m i t ment to education a n d to f u l l f u n d ing of the n e w corrections f o r m u l a . T h i s is a further i n d i c a t i o n of s t a t e / l o c a l relations strengthened through y o u r i n v o l v e m e n t i n y o u r association. O v e r the past y e a r the league has been i n v o l v e d i n a v a r i e t y of specific activities to benefit y o u r l o c a l i t y . For e x a m p l e , last y e a r at this time w e concluded the first r o u n d of negotiations w i t h the A p p a l a c h i a n P o w e r C o . for localities i n that electrical service a r e a , a n d this y e a r I a m pleased to report that another r o u n d of our ongoing negotiation process w i t h V i r g i n i a Electric a n d P o w e r C o . has been completed. Based o n our successes i n electrical utility rate negotiations for l o c a l governments, another joint effort w i t h the V M L a n d the V i r g i n i a A s sociation of C o u n t i e s is being launched as w e recently began negotiations w i t h Chesapeake a n d P o t o m a c Telephone C o . The Virginia Municipal Group Self Insurance A s s o c i a t i o n B o a r d , of w h i c h I a m a member, declared its second d i v i d e n d this y e a r . T h e a v e r age r e t u r n for the 1981-82 f u n d y e a r w a s 33 percent. T h e p r o g r a m c o n tinues to g r o w , even i n the face of intense competition f r o m the i n s u r ance i n d u s t r y . M o r e i n f o r m a t i o n on this i n n o v a t i v e p r o g r a m c a n be f o u n d elsewhere i n this issue. T h e V M L has sponsored several training sessions this y e a r . F o r the second time a L o c a l G o v e r n m e n t L a w Conference w a s offered i n c o n j u n c t i o n w i t h the O f f i c e of A t t o r n e y G e n e r a l G e r a l d Baliles i n June. A m a j o r topic at this year's l a w conference w a s the n e w C o m p r e h e n s i v e C o n f l i c t of Interests A c t . T h i s issue w a s also discussed i n m u c h detail d u r i n g the J a n u a r y Legislative D a y meeting. T h a t session a l l o w e d l o c a l government officials a n o p p o r t u n i t y to express their opinions p r i o r to the f i n a l a d o p t i o n of the comprehensive act. W e also cosponsored a series of User Fee W o r k s h o p s w i t h the Center for P u b l i c A f f a i r s at V i r g i n i a C o m monwealth University. I w a s p a r t i c u l a r l y pleased to h a v e the o p p o r t u n i t y to represent V i r g i n i a , along w i t h our executive d i rector, at a special W h i t e H o u s e briefing i n M a y . Representatives of state m u n i c i p a l leagues f r o m a r o u n d the c o u n t r y w e r e i n attendance to hear the president a n d his top assistants r e v i e w their positions o n v a r i ous issues of concern to l o c a l government. I a m pleased to report that the V M L m a i n t a i n s a v e r y solvent f i n a n c i a l position as is reflected i n the F i n a n c i a l Statement. P l a n n i n g for the future, the executive committee has recently started a b u i l d i n g f u n d to permit future consideration of the purchase of a permanent league headquarters building in R i c h m o n d . S e r v i n g as y o u r president for the past y e a r has been r e w a r d i n g i n v e r y m a n y w a y s . I appreciate the support I h a v e received f r o m local officials f r o m throughout the c o m m o n w e a l t h a n d I especially w a n t to thank m y colleagues on the V M L E x e c u t i v e C o m m i t t e e a n d our staff i n R i c h m o n d for their assistance d u r i n g the y e a r . A s w e conclude our 78th year of operation, the league has m u c h to be p r o u d of as w e c o n sider our past accomplishments a n d assess our strengths to face the c h a l lenges i n the f u t u r e . FRANCIS T. WEST— �Financial Statement Balance Sheet Year Ended June 30,1983 Statement of Revenue and Expenses and Changes in Fund Balance Year Ended June 30, 1983 C u r r e n t Funds Unrestricted Assets 1983 Cash and Temporary Investments: Checking accounts Savings accounts and certificates Pooled master notes participation Accounts Receivable Advances to Employees and Others TOTAL $ Total Liabilities and Deferred Revenue Fund Balances: Designated for building fund Undesignated available for general activities TOTAL $ 12,700 3,734 742 101,911 41,700 4,042 5,380 $224,247 $149,733 1983 1982 Liabilities and Fund Balance Liabilities: Funds Borrowed from Pension Plan Payroll Taxes Withheld from Employees Dues and Fees Collected in Advance Accrued Compensated Consolidated Leave 1,156 202,615 1982 Current Funds Revenue: Unrestricted Membership dues Convention registration Convention exhibits Regional meeting Affiliate groups Interest Magazine League letter Directories and report sales Grants and special projects V M G S I A administration fee Miscellaneous $357,267 57,060 13,600 4,055 8,778 33,993 40,873 1,705 2,623 8,673 73,950 2,044 Total Revenue 604,621 Expenses: $ 3,823 $ 3,081 1,239 1,256 7,689 8,838 13,607 14,500 26,358 27,675 107,446 90,443 122,058 197,889 122,058 $224,247 $149,733 Employment compensation and benefits Convention Regional meetings Travel Office supplies and postage Space and equipment rentals Leasehold and equipment repairs Dues and subscriptions National League of Cities dues Telephone Insurance Professional fees Legislative supplies Magazine publishing (except salaries) Conferences/workshops/seminars Directory Executive committee fiarold I . Baumes Scholarship Retirement Miscellaneous 285,310 43,626 4,413 16,341 28,674 33,045 3,384 4,292 9,303 9,453 2,402 11,385 600 36,982 4,528 1,090 1,487 1,000 10,928 2,262 Total Expenses 510,505 Excess of Revenue Over Expenses 94,116 Other Changes in Fund Balance: Property and equipment acquisitions from unrestricted funds Payment on installment loan from unrestricted funds Fund Balance, Beginning of Year Fund Balance, End of Year ( 14,839) ( 3,446) 122,058 $197,889 �1983 V M L Executive Committee President Francis T. West Councilman, Martinsville First Vice President Honorable Charles A. Robinson, Jr. Mayor, Vienna Second Vice President Honorable Lawrence A. Davies Mayor, Fredericksburg Third Vice President Honorable Vincent J.Thomas Mayor, Norfolk Fourth Vice President Samuel W. Adams, III Councilman, Emporia Robert T.Williams City Manager, Newport News Jane L. Hough Councilwoman, Salem Honorable Arlie C. Payne Mayor, Gordonsville Honorable Ronald C. Splggle Mayor, Appomattox Chairman, Town Section Honorable Martha V. Pennino Boardmember, Fairfax County Chairman, Urban Section Immediate Past President Honorable Raymond F. Ratcliffe Mayor, Pulaski COMMITTEE MEMBERS o o < Z o DC 38 Jack D. Edwards Boardmember, James City County Cliairman, City Section �VML's Insurance Program Expands and Changes During its third year of operation the Virginia Municipal Group Self Insurance Association grew to almost 150 members with approximately $5 million in annual premium. The program, which is the oldest and largest workers' compensation program in the commonwealth, declared its second dividend this year for the 106 members in the 1981-82 fund year. A total of $1,175,835 in dividends was distributed representing an average 33.4 percent dividend. Even though the average was 33.4 percent, seven members had dividends over 50 percent and 49 members had dividends between 40 percent and 49 percent. Only 10 members had dividends less than 20 percent. Effective July 1 , 1983, the program was authorized to grant members a 15 percent rate deviation. This up front premium savings helps the V M G S I A remain competitive with aggressive new insurance carrier plans introduced in response to group self insurance programs. V M L Executive Director R. Michael A m y x said, " I n 1980 when the V M G S I A first began operations, no insurance companies were offering rate reductions or dividends. In fact, many insisted upon classifying municipal accounts as 'assigned risks' with a premium surcharge. Since the advent of group self insurance, the assigned risk pool has disappeared and companies are offering all sorts of cash flow programs to recapture or maintain municipal accounts. A s a result of this competition, even local governments that do not participate in the V M G S I A are now saving on their workers' compensation premiums. Of course, one must assume that the savings potential is not as great as with the V M G S I A , since our program pays no insurance agent commission, retains no insurance company profit and returns all the investment income to the members." In May of 1983 the V M G S I A Board voted to discontinue its service agreement with Hall Risk Man- agement Services Inc. and to retain the services of Alexander and Alexander Inc. Commenting on the change. Brad Harmes, administrator at the time of the transition, said: "Hall Risk played an instrumental role in getting the V M G S I A off the ground. A l l our members seemed quite pleased with their claims handling service; however, there were some other aspects which left us disappointed with their overall performance. We are confident that Alexander & Alexander will do an outstanding job of claims administration and will also provide us with the expertise to branch out into new lines of insurance." The V M G S I A has offered several loss control training opportunities this year. Last winter a series of management seminars was held around the state to acquaint managers and financial officers with the mechanics of the program. In the spring another series of regional seminars was offered for first line supervisors. Also, several specialized courses were offered for the three member cities with electrical utilities. Margaret Nichols has been the staff member responsible for coordinating this training. She is also involved in establishing a resource library of films, audio-visuals and publications related to loss control and safety management. These materials are kept at the League Office and are available for loan free of charge to V M G S I A members. The V M G S I A is open to all political subdivisions, including cities, towns, counties, school boards, special districts and other governmental agencies. If your locality or agency is interested in joining the V M G S I A , please contact the service company at (804) 788-4490 or write: John M . Wyatt I V , Account Executive, Alexander & Alexander of Virginia Inc., P . O . Box 1177, Richmond, V A 23209. Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New York Plaza, New York, N.Y. 10004 �COMPLIMENTS OF THE TOWN OF PEARISBURG, VIRGINIA C. J. TAYLOR, MAYOR COUNCILMEN MARVIN E. C O U L T H A R D GEORGE G. PSATHAS W I N S T O N E. FAUST J O H N B. ROLLER, JR. GEORGE E. FLEEMAN FRANK M. WINSTON A. LEE G A L L O W A Y , T O W N MANAGER J A M E S A. HARTLEY, T O W N ATTORNEY COMPLIMENTS OF SALEM Complete Coverage for your Governmental R i s k s at One Convenient L o c a t i o n . . . 1-800-552-3408 Call today about our International City Management Association endorsed programs. ' Police Professional Liability Insurance • Public Officials Liability Insurance • Municipal Comprehens General Liability Insiu-i • School Board Liability Insurance Municipal Airport E & O MARKELSERVKE,INC. Governmental Programs Division 5310 Markel Road, Richmond, Virginia 23230 Locally, dial 282-5423 �THE TALLEST TOWN LMVIRGLSfLi IS 100 TEARS OLD 1883-1983 BLUEFIELD, VIRGINIA In 1883 the first coal mined fi-om the Pocahontas coal seam was shipped fi-om nearby Pocahontas, Virginia to Norfolk and the coal industry in southwest Virginia was rolling. The same year the T o w n of Graham, Virginia was formed. ( I n 1924 the town's name was changed from Graham to Bluefield.) Today, the sister communities of Bluefield, V a . and Bluefield, W. Va. serve the region as a commercial hub and popular place to live. With 6,000 residents in Bluefield, Va. and 16,000 in Bluefield, W . V a . , the following are some of the attributes which have developed in our community: two four-year colleges, two modern hospitals, two major industrial parks, a regional shopping mall, two country clubs and a third public golf course, a minor league baseball team, two dance studios and a community performing arts group, a well developed Y M C A and park system, modern schools and numerous institutions of worship. Traveling to Bluefield is easy enough. Just go north from 1-81 to 1-77 and go through Big Walker Mountain Tunnel (approximately 1 mile long), cross the Thomas Jefferson National Forest and go through the East Rixer Mountain Tunnel (approximately 1 mile long). After exiting the second tunnel, go west on the 460 connector and drive about 5 miles to one of our modern motels located on the base of East River Mountain in Bluefield. (East River Mountain rises to over 4,000 feet above sea level and is a popular launch site for hang gliders which usually land on the athletic field of one the area high schools.) So next summer, when the air conditioning breaks, "come on up!" We'll provide a better guarantee than the repairman. I f the temperature goes over 90°F., the Greater Bluefield Chamber of Commerce serves free lemonade at sites throughout the community. Bluefield, Virginia Town Officers: Mayor, Cecile Richardson Vice-Mayor, Robert Cofer Councilman, Hudson Huffard, Jr. Councilman, Edward Graham Councilman, David Johnson Treasurer, Harry Burton Town Manager, Art Mead O Q < z o > 41 �Law Enforcement in Transition o Q o o DC 42 The James City County Police Department and James City County Sheriff's Department officially bid friendly farewells to each other June 30 of this year. The parting of the combined departments was foreseen as early as 1979 when Sheriff A. M. Brenegan told county officials he might not seek another four-year term. At that time there was no police department in James City County. County Administrator James Oliver said a police department had been a long-range county goal and with Brenegan's retirement plans and a change in state law providing economic incentive, the county supervisors authorized a police department effective January 1980. In recognition of Brenegan's leadership as sheriff he was appointed chief of the new department and served as both police chief and sheriff for almost three years. "The police department under Brenegan's leadership was a full service department with 12 positions in excess of what the state Compensation Board required for county sheriff departments," said Oliver. "With Brenegan's retirement we saw an appropriate opportunity to separate the departments which had co-existed for three years. "The sheriff's department had a good history of honest, aggressive law enforcement," Oliver said, "but with the county's growth we couldn't leave law enforcement to political chance. We felt a professional environment could be better created in a police department with an appointed chief and permanent employees." In addition, James City County's population presents a unique challenge to law enforcement because its demands are so drastically varied. "On any one day, twice the county's permanent population is at either Busch Gardens or the Pottery," Oliver noted. "Our police must service a population of 65,000 every day during tourist season. While one corner of the county is the epitome of rural peacefulness, the other side is as busy as TimesSquare, and that's a law enforcement challenge." James City County's Chief of Police Robert ton Key is caugfit in a ttiougtitfui moment. Clay- A national golf tournament such as the Anheuser-Busch Golf Classic and appearances of international celebrities at Busch Gardens bring their own set of pressures to law enforcement in the county. Citizens expect their law enforcement officers to meet the challenges of increasing demands as crime becomes more sophisticated. County supervisors voted to separate the departments last November. "They wanted to give candidates for sheriff in the November 1983 election a year notice of the type of work a new sheriff would be doing," Oliver explained. Law enforcement officers from across the country expressed interest in becoming the county's first full-time police chief and the county received 190 applications. After a lengthy screening process, four finalists were interviewed by the board of supervisors. Robert Key of Wilson, NO, gained the supervisors' unanimous approval. The sheriff's department has relocated in the Williamsburg-James City County Courthouse where it will provide courtroom security and serve legal process. The police department will remain at the law enforcement facility. The police department now has 27 sworn officers and an $867,000 annual budget. Since last year 17 sworn officers have been added to the force either through transfer or the creation of new positions. "We created nine new positions in the police department last year in anticipation of the transition," Oliver said, "and we already have a need for more personnel." Oliver applauded Brenegan for developing a good generalized department into a more mature, complicated department. "I see that development continuing under Chief Key," Oliver said. "The dual departments were at a disadvantage because of the multitude of functions they had to perform. Now that the police are separate, I expect they will have a clearer mission and be harder hitting." Oliver sees the police absorbing new investigative functions to address white collar crime as the transition from rural to urban law enforcement in James City County occurs. Additional emphasis on training and specialties are also foreseen. Administrator and board see the separation of the sheriff's department and the police department as beneficial to both agencies enabling them to better serve the residents of James City County. James City County's new police chief is 45-year-old Robert Clayton Key, a former Wilson, NC, police chief. Although born in Florida, Key is no stranger to Virginia. He is a 16year veteran of the Alexandria Police Department where he worked his way up from patrolman to commander of planning and research. In 1977, he left Virginia to become police chief of Wilson. He resigned that position in 1981 to return to school for a master's degree in management and public administration. While working toward the degree he taught criminal justice and social sciences at Wilson County Technical Institute. He assumed his duties as James City County's chief of police July 1. �PEOPLE ARE THE STARS CHARTERED I IN THE 778 VIRGINIA HIGHLANDS One mile off L81—Exits 7-8-9 For a relaxing and enjoyable and Historical Touring HOME The vacation • Boating • Sightseeing • Fishing OF • Golfing I Barter Theatre—The State Theatre Now celebrating of Virginia its 50th The Virginia Highlands Arts and Crafts Annually • Hunting July 30-August 14 • Anniversary Festival May-Octoher �This Can't Be the County Dump'' A new trench is dug at the county landfill. Land at the landfill is gradually reclaimed by o Q O H < o gc > 44 grasses. Driving along the country road lined by tall, green trees and dotted by signs pointing to the Boy Scout camp, first-time users of James City County's landfill find it difficult to believe the county "dump" could be near. What they find past the professionally designed county landfill sign is not a dusty dirt road leading to a smelly, fly and rodent inhabited trash pile but rather a modern professional refuse disposal system in operation. "We run such a clean operation here," landfill superintendent Steve Crider said, "that even people who live in the subdivision that adjoins the landfill's property don't complain about ouroperation." James City County's landfill opened 10 years ago on 191 acres at a site near Lightfoot about four miles off Route 60, one of the county's main access roads. A recent land purchase by the board of supervisors added 240 acres to the landfill and extended its life about 50 years. On a hot summer day at Busch Gardens, tourists consume lots of ice-cold snowcones, chocolate-covered bananas and sodas. The paper cups and wrappers as well as beechwood chips, filters, defective cans and bottles generated by the brewery nearby all find their way to a waste container and eventually make their way to the county landfill. Last June an average of 95.8 tons of refuse arrived daily at the landfill. In August, traditionally the busiest month at the landfill, 96.1 tons of garbage were processed daily. That's 2,980 tons of garbage disposed of in one month. Seven days a week refuse disposal trucks roll onto the scales at the landfill. Six employees work at the landfill with one employee operating the scales. "I have the responsibility of making sure people who use the landfill are James City County residents," scales operator Charlotte Watkins said. "That's not always such an easy thing. Because we have such a nice landfill, people from several neighboring localities want to bring their garbage here but we have to turn them away." There is no fee, however, for county residents using the landfill. Once past the scales, trucks travel on a paved road for about a quarter of a mile to a long, deep trench currently being used for dumping. A large trash compacting machine works nearby loosening dirt from a huge mound as the truck dumps its load down the slope of the trench. Minutes after the truck pulls away, the trash compactor operator uses his machine to spread the refuse into a thin layer. The machine's metal spikes crush glass and shred paper. After the refuse is compacted, the machine is used to spread dirt over the area. "It's really a job to stay ahead in trenches," Crider said. "We try to stay one year ahead of our needs in clearing trees and digging trenches." A new type of trench is being prepared on a recently purchased piece of landfill property. The trench contains a leachate drain and collection system mandated by new government regulations. "Leachate is the liquid generated from trash," Crider explained. "Although our other trenches don't have such systems, we haven't had any serious contamination problems." A large pipe has been installed in a clay-lined ditch at the bottom of the newest trench. Two more feet of clay cover the pipe. The pipe is merely a safety precaution in case the clay liner leaks. When the clay eventually fails in 10 or 20 years, the �pipe will collect the leachate and s e n d it t o a c o l l e c t i o n p o i n t w h e r e it w i l l b e d i s p o s e d o f o n - s i t e o r tal<en to a disposal plant. C o l o r f u l fibers fill a t r e n c h a c r o s s the road from the new trench. The fibers c o m e from the Dow-Badische p l a n t in t h e e a s t e r n s e c t i o n o f t h e county. This waste product from the manufacture of carpets cannot be c o m p a c t e d w i t h r e g u l a r r e f u s e bec a u s e it w i l l n o t s h r e d . O n l y m a c h i n e s can h a n d l e the fibers bec a u s e o f t h e i r t o x i c c h e m i c a l mal<eup. Each day the trench containing the fibers gets a coat of dirt. Past t h e f i b e r t r e n c h is a ravine filled with tree s t u m p s and limbs. " W e j u s t l e t n a t u r e take i t s c o u r s e on that type garbage rather than waste dirt covering it," Crider said. Good firewood doesn't go to w a s t e at t h e l a n d f i l l . C o u n t y resi- d e n t s p a r t i c i p a t e in c l e a r i n g land for new trenches through a firewood permit program. Each July c o u n t y residents apply for free permits to c u t f i r e w o o d at t h e l a n d f i l l . L a s t y e a r 180 p e r m i t s w e r e i s s u e d . " W e call r e s i d e n t s in t h e o r d e r they were p e r m i t t e d w h e n we have w o o d available," Crider explained. " E a c h r e s i d e n t g e t s o n e picl<-up trucl< load per c a l l . " Providing firewood isn't the only special service the landfill offers county residents. More than a d o z e n c o n t a i n e r s i t e s are l o c a t e d a r o u n d J a m e s City C o u n t y to save residents atrip to the landfill. " W e are in t h e p r o c e s s of purchasing more sites for containers so that we can remove some from private property," Crider said. For t h o s e residents w h o do drive to the landfill, paved roads through- out the landfill provide easy, safe a c c e s s in all k i n d s of w e a t h e r . A s r e s i d e n t s leave t h e landfill, they see grassy fields on either side of the road. Those fields were once t r e n c h e s and have been r e c l a i m e d . T h e c o u n t y ' s n e w a n i m a l s h e l t e r is built on reclaimed land just inside t h e l a n d f i l l g a t e a n d s o m e o f t h e rec l a i m e d land m a y be used for a c o u n t y recreation d e p a r t m e n t softball f i e l d in t h e f u t u r e . R e f u s e d i s p o s a l in J a m e s C i t y C o u n t y c o u l d be r a d i c a l l y c h a n g e d in t h e n o t - t o o d i s t a n t f u t u r e if p l a n s f o r a s t e a m p l a n t at D o w - B a d i s c h e m a t e r i a l i z e . J a m e s C i t y C o u n t y is o n e o f s e v e r a l l o c a l i t i e s i n t e r e s t e d in p u r s u i n g t h e idea. "If that s t e a m plant ever g o e s into operation," Crider mused, " w e ' l l be d i g g i n g a lot less t r e n c h e s and s e e i n g a lot less g a r b a g e . " We're building our future In Prince William County. Discover Prince William— Recipient of the VML Effective Government Achievement Award, 1981 and 1982. �Urban HomesteadingWorking Together >• o o 5 p o DC 46 There was no Anheuser-Busch brewery or Busch Gardens theme park in James City County when Forest Glen subdivision, a rural housing development for low income families, was born in 1967. The county was rural, but officials had recognized the need for low cost housing. As the county grew and developed into a more urban environment, Forest Glen found itself fighting for life. For almost 13 years residents had an uneven relationship with federal agencies. Then James City County officials got involved. Today the future is bright for a number of residents due to the cooperative efforts of James City County, the Farmer's Home Administration (FmHA), the Department of Housing and Urban Development (HUD) and Virginia Housing Development Authority (VHDA). FmHA had provided the mortgage funding for residents who purchased the original 144 homes built in Forest Glen by private developers. The purpose of the project was a commendable one - to provide low-income residents the opportunity to own their own homes but problems developed quickly. Undercapitalization caused the project to collapse leaving many necessary street, drainage and utility improvements unfinished. Because four homes were constructed in the path of natural drainage, periodic flooding occurred causing unstable foundations on several houses. Promised recreation facilities because of their location were available only to a small percentage of homes. The problems of Forest Glen grew. Unpaved streets were impassable in wet weather, soil erosion and drainage problems increased and worst of all many homes were abandoned. High utility bills caused by poor insulation hindered Forest Glen homeowners in making mortgage payments and FmHA was forced to foreclose several mortgages. The future of the neighborhood brightened in early 1980 when HUD awarded James City County a community development block grant of Homesteaders were required to make repairs to their homes in Forest Glen. $633,000 to revitalize Forest Glen. The funds were earmarked for repairing drainage problems, paving existing s t r e e t s , constructing planned streets, rehabilitating housing and providing financial assistance with connection fees to the county's central water and sewer systems. A companion loan and grant was awarded the county by FmHA to install water and sewer lines. While these grants and loans went a long way toward solving Forest Glen's problems, the problem of numerous vacant and boarded-up houses persisted. The empty houses were targets for vandals and eyesores for the community. Some means of getting homeowners back into these houses had to be discovered. Clouds of gloom hung over Forest Glen in September 1981 when FmHA was forced to target 30 homes for foreclosure in an attempt to reduce its high delinquency rate. These were in addition to 17 vacant FmHA houses and 25 vacant privately developed houses. James City County officials saw HUD's urban homesteading program as a possible solution even though it was a novel idea. The program required potential property owners to make certain improvements to a house and then live in it usually for three years in exchange for receiving clear title to the property. In addition, homesteaders could use housing rehabilitation funds from the community development block grant to make the required improvements. Urban homesteading had been used successfully in several cities to revitalize downtown residential areas but had always been used with HUD properties and projects. James City County would be the first Virginia county to try the program and involve not only HUD but also FmHA. FmHA officials agreed to cooperate, viewing the joint project as beneficial because it reduced the administration's inventory of vacant houses. An application for $50,000 in HUD homesteading funds was filed by the county with FmHA's approval. Three vacant houses were purchased from FmHA with the funds, and later seven more houses were purchased with additional urban homesteading funds. �When word got out about the county's project, citizen response was overwhelming. Seventy people applied for the first three houses. Screening the applicants was a complicated and time consuming process. Applicants were told that in addition to the three-year residency requirement, homesteaders must make repairs and move into a house within 18 months of taking over the property. They were told also that the property had to be maintained in a manner acceptable to the county with the county reserving the right to inspect the premises. The next step for applicants still interested in participating in the program was a complicated financial screening. Credit checks, verifications and follow-up calls were necessary. After this a dozen applicants were chosen for interviews by a selection committee. The selection committee was composed of a Forest Glen resident, a local bank executive and a county official. The purpose of the interview was to determine which applicants would make significant contributions to the revitalization of the Forest Glen community. Eight applicants were finally selected. Matching the potential homesteaders with homes came next. County residents were given the first opportunity to select their homes followed by applicants who worked in the county but lived elsewhere. After touring the houses, each applicant chose a different home. While the committee screened the applicants, the county evaluated the properties and the successful applicants were given a list of problems with their houses that needed to be corrected along with repair estimates. One more agency's cooperation was necessary to make the urban homesteading program go. The county legally could not hold deeds of trust or make rehabilitation loans to homesteaders, but VHDA could. Detailed legal matters threatened to stymie the project but an agreement was finally reached. The pioneer group of urban homesteaders are now nearly finished refurbishing their homes and applicants are currently being screened for the final two houses in the project. Signs of revitalization are elsewhere in Forest Glen. A Neighbor- hood Watch program is in full swing with the help of the county police department. The county has leased a vacant house from FmHA for a community center where a variety of agency sponsored and citizen initiated activities for Forest Glen residents are held. Programs are sponsored by extension, recreation, community development and social services. The community donated a site for a county dumpster. Property to be used for recreation has been leased and a bank has donated property in a centrally located area for a second recreation area to be devoted to tots. Bright days are ahead for the residents of Forest Glen. Property values in Forest Glen rose 14.5 percent last year, the highest increase in any neighborhood in the county, after declining in previous years. With the combined efforts of the Farmer's Home Administration, the Department of Housing and Urban Development, the Virginia Housing Development Authority, James City County and the residents themselves. Forest Glen is developing into the community it was envisioned to become. • EDUCATION — an excellent system - local Community College • TRANSPORTATION — Airport, railroad, easy access to 1-66 and 1-95. • HOUSING — Excellent communities, single family, townhouse, apartments. • INDUSTRIAL — Varied prime site available, cooperative government. • WATER — Lake Manassas provides abundant high quality water supply. Take a look at what's happening in the City ofManOSSOS, Va. 47 �For Emergency Help, Call 911 "James Dispatch." "Wtiat "Wtiat's "Where "What "The from?" "Your "Have fire truck minutes." o o o I< z (3 48 City County Emergency type of fire is it?" ttie location of the fire?" on Centerville Road?" is it near?" number you're calling name?" someone watching for the and we'll be there in a few B e t w e e n 12 s e c o n d s and 25 s e c o n d s after lead d i s p a t c h e r J a c k i e Carroll h a n g s up the telephone in the radio room, firemen from one or more of the c o u n t y ' s four fire stations will be rushing to the s c e n e . A s the fire call is d i s p a t c h e d , another d i s p a t c h e r sitting beside Carroll might be d i s p a t c h i n g police units on other e m e r g e n c y c a l l s . T h i s is Central D i s p a t c h in a c t i o n . J a m e s City C o u n t y s p e n t nearly two y e a r s s t u d y i n g d i s p a t c h i n g s y s t e m s in other Virginia localities and in the District of C o l u m b i a before adopting a civilian staffed central d i s p a t c h unit in J a n u a r y 1980. R u s s Lowry, the c o u n t y ' s emergency m e d i c a l s e r v i c e s coordinator, des i g n e d the s y s t e m but s a y s every time he v i s i t s the g l a s s e n c l o s e d d i s p a t c h i n g room in the L a w E n forcement C e n t e r he learns a new capability of the s y s t e m . L o w r y s a i d the c o u n t y ' s nine disp a t c h e r s a n s w e r e d about 12,000 e m e r g e n c y c a l l s and 50,000 none m e r g e n c y c a l l s last year. Although the d i s p a t c h e r s have never been f i r e m e n , p o l i c e m e n or r e s c u e pers o n n e l , L o w r y s a i d , " O n c e they und e r s t a n d what g o e s on in the field, they are just a s c a p a b l e a s firemen or p o l i c e m e n who d i s p a t c h . " T h e immediate advantage of the new s y s t e m w a s the one-third reduction in personnel needed to operate it. F i v e full-time and four permanent part-time d i s p a t c h e r s currently handle the variety of c a l l s that c o m e in e a c h w e e k . Full-time d i s p a t c h e r s work 12hour s h i f t s for two d a y s , have a day off, then work 12-hour s h i f t s for two more d a y s before getting four d a y s off. During an eight-week period, d i s p a t c h e r s work approximately 42 hours a week. Betty Cowles handles a call at Central Dispatch. " W e got the s c h e d u l i n g idea from Arlington C o u n t y and decided to try it," L o w r y s a i d . " T h e d i s p a t c h e r s like it s o m u c h that they don't want to c h a n g e it." Another advantage of the s y s t e m is having one central number, 9 1 1 , that r e s i d e n t s call for all t y p e s of e m e r g e n c i e s . T h e number is s o well known that r e s i d e n t s in adjoining localities call J a m e s City C o u n t y ' s 911 number although their localities don't u s e the number. J a m e s City C o u n t y d i s p a t c h e r s transfer about 1,000 of t h e s e c a l l s every year to the proper locality. One of the best a d v a n t a g e s of C e n t r a l D i s p a t c h is the s p e e d of res p o n s e . L o w r y s a i d civilian disp a t c h e r s at Central D i s p a t c h c a n handle radio traffic and phone c a l l s faster than police and fire units dispatching from s e v e r a l different off i c e s . W h e n two d i s p a t c h e r s are working from 8 a.m. to midnight, one h a n d l e s police c a l l s w h i l e the other h a n d l e s fire, r e s c u e and nonemergency calls. L o w r y m e e t s with police, fire and r e s c u e o f f i c i a l s often to insure disp a t c h e r s are meeting their n e e d s . He a l s o m e e t s with d i s p a t c h e r s every five w e e k s to hear their c o m plaints and i d e a s . D i s p a t c h e r turn- over is low with the n e w e s t dispatcher having worked for the c o u n ty 2V2 y e a r s . B e c a u s e Central Dispatch h a s gained a reputation for its profess i o n a l i s m with county r e s i d e n t s , other law e n f o r c e m e n t o f f i c e s and e m e r g e n c y s e r v i c e s departments in the area, d i s p a t c h e r s often find t h e m s e l v e s handling c a l l s that are not real e m e r g e n c i e s . A l s o , Central D i s p a t c h is the only 24-hour a day operation in J a m e s City County. " O u r d i s p a t c h e r s handle c a l l s about water and dog problems not to mention q u e s t i o n s about bus s c h e d u l e s and Little L e a g u e baseball g a m e s , " Lowry s a i d . " T h e s e t y p e s of c a l l s add up to about 50,000 a y e a r , " Lowry explained. " I had several frustrated d i s p a t c h e r s the day of the E a s t e r egg hunt w h e n the rain started and everyone called Central D i s p a t c h . " State police who work in the J a m e s City C o u n t y a r e a often u s e Central D i s p a t c h for quick res p o n s e s to their q u e s t i o n s . " O u r d i s p a t c h e r s are a s k e d to run l i c e n s e c h e c k s for state police b e c a u s e w e c a n get the information the officer n e e d s within five s e c o n d s or s o , " Lowry explained. In addition to the public and state �police calling Central Dispatch for help in non-emergency situations, other area fire departments call for help in emergencies. "Because our dispatchers know the geographical area extremely well," Lowry said, "fire dispatchers from neighboring localities often ask for clarification in emergencies about which county or city should respond with its firemen or rescue personnel." Lowry hopes in the future to be able to add a dispatcher to handle non-emergency calls during the day to take some of the pressure off dispatchers who handle police, fire and rescue calls. Demands on Central Dispatch are growing as the county population grows. Neighborhood Watch, a crime prevention program now operating in 35 neighborhoods and subdivisions in James City County, surprised dispatchers. "We didn't realize the impact this program would have on dispatchers." Lowry said. "People call Central Dispatch all the time to report strange people in their neighbor- hoods, which is the proper thing to do but adds many calls per year." Home alarm systems connected to the 911 number often swamp dispatchers, especially when a power failure causes alarms to be triggered across the county. "We have asked residents not to connect their alarm systems to the emergency number but it looks like we are going to have to develop an ordinance to deal with the problem," Lowry said. Being a neighbor of Virginia Electric & Power Company's nuclear power plant in Surry adds to dispatchers' responsibilities. Dispatchers run silent tests of the warning sirens system throughout the county each month and full tests every quarter. Twice a day the hot line is tested between the nuclear power station and Central Dispatch. In addition, about every six weeks dispatchers receive word on the hot line that an "unusual event" has occured at the Surry plant and a list of detailed procedures is followed by dispatchers to insure the safety of county residents in the event of a nuclear accident. With all their varied responsibilities, James City County dispatchers needed a home specially suited to accommodate their radio, telephones, teletype machine and other equipment. Lowry designed an office enclosed by bullet proof glass and with room for more equipment, and dispatchers moved into their new office at the Law Enforcement Center in late July 1982. What does the future hold for Central Dispatch in James City County? "I hope to have three dispatchers working in the day to maintain our professional, efficient service," Lowry said. "To best meet all our citizens' needs, we would have one dispatcher working police calls, one working fire and rescue calls, and the other working all the nonemergency calls." But for now Lowry said he's proud of his civilian dispatchers and the professional job they do. ARLINGTON COUNTY Virginia's Number O n e Trove! Desrinorion Compliments of THE TOWN OF PEMBROKE Best Wishes to the Virginia Municipal League "or a successful conference 49 �Share with us.... our Historic Museums 6 lively Scottish Heritage, our Varied Restaurants 6 Unique Shops, Flounder Houses... and George Washington! He loved Alexandria: o Q r^You vi'ill too! r-^ ^ ^ -O-v 7< O < •-f . V N ^ T ^ C X O i T i^Ci ALEXANDRIA TOURIST COUNCIL 221 KING STREET ALEXANDRIA. VA. 22JH (70,!) 5 « (1205 �challenging the future... .with the heritage of the past. A complete community, rich in history and tradition, yet progressive in economic development. The close proximity to Washington, D . C . links us to the nation, and Loudoun County's Dulles Airport serves as a gateway to the world. VISIT BLACKSBURG VIRGINIA SPREAD THE S E C R E T : A S P E C I A L P L A C E IN T H E V I R G I N I A HIGHLANDS �Assessing Financial Health in James City County County growth generated by the Anheuser-Busch o Q o I- < o > 52 Brewery increases The eyeball approach to budgetary analysis and economic forecasting is a thing of the past in James City County. For years the county's financial planners based their budget recommendations on a deluge of information from a wide variety of sources, some scientific, most of them not. While methods of predicting the economic future worked relatively well, the board of supervisors and county staff decided in 1981 to move toward a systematic assessment of financial conditions before the budget process got underway each year. The need for such a process was accentuated by the major physical and economic growth experienced by the county since 1968. Growth was first concentrated in construction of the Anheuser-Busch brewery followed by Busch Gardens, Kingsmill-on-the-James, Ball-Metal Container Corp., the Octoberfest addition to Busch Gardens, a mini-brewery expansion, a major brewery expansion, Owens-Illinois, the Italy addition to Busch Gardens, the Old Colony Shopping Center, a new solar building at the Williamsburg Pottery and finally, two new outlet revenues and demands. malls with 43 stores and 16 kiosks which opened this past spring. While these facilities generate new revenue, they also require expansion of county services. In short, James City County has grown from a predominately rural community to a semi-urban/industrial area in little more than a decade and increased sophistication in charting a financial course was needed. Any system used had to clearly identify significant underlying trends driving the county's revenue and expenditure bases but be simple enough for staff, board of supervisors and citizenry to understand while having a minimum impact on staff time and resources. After considering several approaches the county chose the Financial Trend Monitoring System (FTMS) developed by the International City Management Association, the Municipal Finance Officers Association and the accounting firm of Peat, Marwick, Mitchell and Co. FTMS is an applied, practical approach to monitoring a locality's ability to pay its way on a continuing basis by identifying factors that affect financial conditions and ar- Many retired citizens reside in Peiham's Ordinary. ranging them in a rational order for easy analysis and measurement. The system is a management tool that pulls together pertinent information from budgetary and financial reports, mixes this information with appropriate economic and demographic data, and creates a series of local government financial indicators. When plotted over a period of time, these indicators can be used to monitor changes in financial conditions. The primary tool for evaluating the indicators is trend analysis—examining each indicator in a multiyear perspective of at least five years. Using trend analysis a municipality can determine where an indicator is headed, how fast it is changing and compare one trend to another. A comparison of the municipality to regional and national economic trends also is possible. A data base is provided by trend analysis that can be used for making two- to five-year projections necessary for effective budgeting, capital facility planning and general policy making. Thirty-one economic indicators have now been developed. They are �grouped into revenue, debt, operating expenditures and economic/ demographic categories. Seven years of data have been incorporated into most of them. Trends are charted using multiple regression analysis techniques. Two indicators pertaining to real estate tax revenue per household (in constant dollars) are shown at right. As seen, shifts are occurring in real estate tax revenue per household, with the amount raised from taxes on residential property trending downward on a per household basis, while the commercial/industrial segment is trending upward because of the expanding revenue base. Each December county staff present to the board of supervisors in a public session their analysis of the county's financial health. Considering overall county financial conditions before the budget process gets underway has given board members the opportunity to better direct staff in preparing a budget. Budget guidance given staff by the county board for use in preparing the FY 1984 budget was based on major conclusions presented in the December 1982 analysis. Those conclusions were that the county's current financial health was very good, a greater percentage of new revenue growth had come from the commercial/industrial rather than the residential sector, there appeared to be a correlation between new revenue growth and new commercial/industrial construction, sales tax growth, sometimes perceived as relief from "per household" taxes, was not growing as the raw numbers showed, and real estate personal property and Ir ol sales tax revenues accounter' approximately 66.3 percent of general fund revenue, each of these showing a slackening in growth rate. Evaluating a locality's financial condition and developing a financial plan can be a complex undertaking, particularly for a small government that has no full-time budget staff. The process involves sorting through a large number of pieces including the state of the economy, population level and composition, local business climate, actions of federal, state and local government and the character of the internal finances of the local government itself. No single piece tells the whole story. The great benefit of ICMA's Financial Trend Monitoring System is that it provides a baseline from which the rationalization process can start. DOLLARS 150 77 78 79 80 81 82 R E S I D E N T I A L R E A L E S T A T E TAX R E V E N U E P E R H O U S E H O L D (IN C O N S T A N T D O L L A R S ) DOLLARS 77 78 79 80 81 82 C O M M E R C I A L / I N D U S T R I A L R E A L E S T A T E TAX R E V E N U E PER HOUSEHOLD (IN C O N S T A N T D O L L A R S ) Norfolk salutes the Virginia Municipal League, Virginia's dedicated heal government officials, and invites you to sample the art, culture and seafaring heritage that is so evident in our pacesetting waterside development. Mayor �Central Purchasing in James City County— A Change For the Better A $5,506 difference o Q O I< DC 54 between fiigf) and low bids came in on this trucl<. C o n s u l t a n t s are s o m e t i m e s perceived a s m i s g u i d e d s o o t h s a y e r s , but J a m e s City C o u n t y purchiasing o f f i c i a l s have s e e n a c o n s u l t a n t ' s optimistic predictions c o m e true in a big way. T h r e e y e a r s ago a c o n s u l tant projected s a v i n g s in e x c e s s of $65,000 a year if the county centralized its p u r c h a s i n g a c t i v i t i e s . T h a t ' s w/hat the county did and the s a v i n g s are mounting e a c h year. T h e transition from decentralized to centralized p u r c h a s i n g started with the adoption of the c o u n t y ' s first formal p u r c h a s i n g manual in May 1981. O n e month later the first p u r c h a s i n g agent w a s hired. With t h e s e two key e l e m e n t s in place, c e n t r a l i z e d p u r c h a s i n g b e c a m e a reality in J u l y 1 9 8 1 . T h e centralized p u r c h a s i n g s y s tem w a s d e s i g n e d to meet eight s p e c i f i c o b j e c t i v e s : to s e r v i c e and support the entire organization, to introduce greater f i n a n c i a l control of e x p e n d i t u r e s s p e c i f i c a l l y a s related to procurement of c o m m o d i t i e s , c o n t r a c t u a l s e r v i c e s and capital outlay items, to promote c o m m u nication and good will in county vendor relations and intra-departmental relations relative to p u r c h a s ing, to formulate p r o c e d u r e s to enh a n c e e f f i c i e n c y of the procurement p r o c e s s allowing p u r c h a s e s to be made in a timely and proper manner, to a s s u r e realization of the p r i n c i p l e s of competitive p u r c h a s ing and best buy at least c o s t , to promote equal opportunity p o l i c i e s through procurement relations with v e n d o r s , to effect m a x i m u m feasible standardization of p r o d u c t s in order to minimize s t o c k l e v e l s and obtain better p r i c e s through larger quantity p u r c h a s e s , and to meet the r e q u i r e m e n t s of the C o d e of Virginia c o n c e r n i n g p u r c h a s i n g . During the first two y e a r s of operation the s y s t e m a c h i e v e d e a c h of these objectives. J a m e s City C o u n t y ' s p u r c h a s i n g p r o c e d u r e s c l o s e l y follow t h o s e r e c o m m e n d e d in the A m e r i c a n Bar Association Model Procurement C o d e a s well a s the new Virginia Public P r o c u r e m e n t A c t . T h e y are structured to e n s u r e fair and open competition thereby reducing the opportunity for favoritism and inc r e a s i n g public c o n f i d e n c e that c o n t r a c t s are a w a r d e d equitably and e c o n o m i c a l l y . S e v e r a l standard p u r c h a s e metho d s are e m p l o y e d by the county to facilitate a centralized flow of purc h a s e a c t i o n s . T h e most widely u s e d is the s m a l l p u r c h a s e procedure. A n y procurement not e x c e e d i n g $5,000 may be made under this proc e d u r e w h i c h r e c o g n i z e s that not all public p r o c u r e m e n t s justify the administrative time and e x p e n s e nece s s a r y for competitive s e a l e d bidding. At least three q u o t e s are obtained either by phone or in writing and an a w a r d is made to the vendor with the l o w e s t r e s p o n s i v e quote. A variation of the s m a l l p u r c h a s e procedure is the blanket p u r c h a s e order method w h i c h provides for iss u a n c e of a single open p u r c h a s e order to a vendor for procurement of repetitively u s e d , low c o s t items needed for immediate u s e . Disc o u n t s are negotiated with vendors prior to i s s u i n g a blanket p u r c h a s e order. C o u n t y d e p a r t m e n t s are authorized to place orders against the blanket a s required, a s long a s no s i n g l e order e x c e e d s $500 and no s i n g l e item e x c e e d s $100. T h i s proc e d u r e is a real t i m e s a v e r and is well liked by user departments. Forty-five blanket p u r c h a s e orders are currently in u s e for items ranging from hardware to lawn and garden s u p p l i e s . All procurements exceeding $5,000 are made by competitive s e a l e d bidding or competitive s e a l e d p r o p o s a l s . Both methods require i s s u a n c e of a formal invitation for bids or a request for proposals and formal opening and evaluation to determine the lowest r e s p o n s i v e r e s p o n s i b l e bidder. A " t e a m " a p p r o a c h is utilized in writing s p e c i f i c a t i o n s and evaluating t h e s e formal p r o c u r e m e n t s . T h e team i n c l u d e s the p u r c h a s i n g agent, a representative of the requesting department, the controller and the county attorney. After the formal bid s p e c i f i c a tions or proposal package h a s been prepared by the t e a m , it r e c e i v e s full staff coordination and final approval by the county administrator. T h i s staffing p r o c e s s is documented on a s p e c i a l approval form w h i c h b e c o m e s a permanent part of the procurement file. U s e of t h e s e p r o c e d u r e s h a s i n c r e a s e d dramatically s i n c e implementation of the centralized p u r c h a s i n g s y s t e m and resulted in both i n c r e a s e d s a v i n g s and improved financial control. Planned p u r c h a s i n g and term c o n t r a c t s are used e x t e n s i v e l y . Previously, under decentralized purc h a s i n g e a c h department would order i t e m s of furniture or major �equipment as needed. Now these purchases are consolidated by the purchasing agent using an annual purchase plan and schedule. Buying larger quantities has resulted in lower prices and more effective use of personnel and funds. Term contracts have proven extremely useful as a means of providing for competitive procurement when a definite quantity cannot be established. Gasoline, fuel oil, gravel, stone, office supplies, printing and radio maintenance are but a few examples. Invitations for bid are issued for term contracts setting forth estimated annual requirements. Once a contract is let, orders are placed against the contract at the prices set in the contract. Depending on the items involved, an escalation/de-escalation clause may be included to provide for fluctuations in market prices. James City County was one of the first localities in Tidewater to bid gasoline using this method. During the first year, more than $50,000 was saved on gasoline and diesel fuel purchases. Cooperative purchasing has been an added benefit of the centralized purchasing system. The county has actively pursued cooperative purchasing agreements with other lo- calities as well as other activities to benefit from volume buying and the resulting lower prices. Items currently purchased under cooperative purchasing agreements include gas, fuel oil, trash collection, heating/cooling system maintenance and radio maintenance. Savings were realized from all these cooperative purchases. On the trash collection contract alone, $6,000 was saved. Additional cooperative purchasing ventures are continuously sought through direct coordination with other localities and active participation in the local chapter of the National Institute of Government Purchasing. The entire purchasing function is now extensively automated. Using purchasing requisitions submitted by requesting departments, purchase orders are entered directly into the computer. The program automatically encumbers the appropriate accounts, prints the purchase order and monitors delivery. Computerizing the purchasing process has enabled the county to tighten financial controls, streamline the process of purchasing and improve management of purchasing. Delinquent deliveries of purchase orders have been reduced by the delivery monitoring program from more than 100 a month two years ago to less than 10 during April 1983. Contracts are also encumbered and managed by the computer providing total financial control of all procurement dollars and up-to-the-minute financial status reports of specific projects. The transition to centralized purchasing is complete in James City County. Each year the payoffs continue to mount. The consultant's $65,000 yearly savings estimate contained in the original study proved ultraconservative. County officials were pleasantly surprised to see the first year of centralized purchasing result in an estimated $120,000 savings. The estimated savings this year is $250,000. A byproduct of the new system has been better discipline by all county activities in the purchase of goods and services and better appreciation of the role of proper planning and programming. Service has improved, goods and services are provided in a timely manner and more efficient use is made of personnel time. The modest investment required to make the transition has more than been repaid by the monetary savings, increased efficiency and financial controls realized through centralized purchasing. NEWPORT CENTRE The 21st Century Skyline o O I- < This photograph depicts the $275 million downtown Newport News redevelopment plan which includes a new hotel, retail and office complexes, and residential towers. o DC 55 �Cooperation Not Confrontation Wanner Linda 8yrd, a schooi board employee, uses the county computer terminal while Jean Quo, standing, and Dee Scott watch. school board is realizing savings in several areas. The schools and the county jointly purchase gasoline and diesel fuel for the school bus fleet and county vehicles; heating oils; trash removal services and maintenance services for radio-telecommunication equipment. Future cooperative purchases are planned for custodial supplies and common automotive parts. The trash disposal contract alone has saved the school board $6,000 annually. In addition, the timely exchange of accurate information between school board officials and county administration has improved budget processes. County financial briefings are attended by the school board's finance director who in t u r n provides the county with state Department of Education budget information and local enrollment data. This dialogue has created a forum which has resulted in each organization learning about the peculiar problems, goals and objectives of the other. Because both administrations have more information about the other and a better appreciation of the other's goals, their respective budget responsibilities can be better carried out and the public per- ceives both groups as effective resource managers. One way the two effectively manage resources is by sharing equipment. The school board purchases computer operation services from the county based on CPU hours used, pages printed and terminal hours. Microcomputers and software owned by the school board are used by the county's Office of IVIanagement Services to produce financial trend analysis. Two school administrators and county officials worl<ed together to produce a long-range data processing plan. The school board will participate financially in the upgrading of the county's computer during the next five years and computer terminals will be placed in the systems' seven schools to assist with attendance reports, grade reporting and class scheduling. County offices use the school board's copy machine for printing. The machine was purchased jointly by city and county with the locality's investments repaid by the school board through printing credits. County user departments are charged by the school board on a per copy basis. Assistant County Administrator John fJIcDonaid, ieft, and Schooi taik over schooi and county finances. >• O Q tr 56 James City County's school board isn't typical as Virginia school boards go. A single board serves both the county and a major city v\/ithin the county. This is unusual, but local officials in James City County and the city of Williamsburg thinl< their joint school board benefits both communities. A special relationship has developed between the joint school board and James City County over the years. A spirit of cooperation exist between County Administrator James Oliver and Superintendent of Schools Dr. John Allen which extends to their staffs, and in 1980 the county built the school board its own building which it now leases at the county government complex. The spirit of cooperation has improved the delivery of services not only to the schools but also to county residents. Several broad areas of joint efforts currently exist and new cooperative ventures are added each year. Because the school board's purchasing policy is basically a mirror image of the county's policy, cooperative purchasing efforts are legally possible. Through cooperative procurements with the county the Board Finance Director Sandy �When the county studies ways to increase effectiveness and reduce costs, the school board often participates. Such joint studies have involved telephone systems, insurance, data processing and records management. School board office grounds are maintained by county employees with the assistance,of high school students. Students interested in landscape work help with spring plantings. Planning for sidewalks in the county is being done by school transportation staff working with county officials. The school board's Interest is to provide safe walking zones which could reduce the number of students who must be bussed. A computerizing bus routing system helps the county and school board decide where sidewalks should be placed to reduce operating expenses and increase pedestrian safety. The school system opens its buildings and grounds to the county recreational department for an average of three hours after school each day without charge. The city recreation department also uses the school facilities. Tennis courts at two schools have been resurfaced with Improvement funds from the county recre- The school board does the county's copying in exchange Becky West, center, and Rose Sutherlin use the machine. ation department. The department also built a softball field at another school. County recreation programs benefit from these Improvements during after school programs while the schools use the facilities during the day. When James City County officials set goals for the year, school administration representatives are there. In addition, school officials attend monthly county staff breakfasts and serve on several county government committees. The school board and school superintendent lent their support to the county's 1983 lobbying efforts in Richmond. During the General for use of the machine. Josephine Gardner, left, Assembly session, the school board went on record In support of county efforts to obtain state approval to levy a lodging tax and the school superintendent lobbied the legislature for the tax. Timely exchange of information and careful planning have led to a successful partnership between the Williamsburg-James City County School Board and James City County. Cooperative ventures in purchasing, equipment use and information sharing are expected to increase as more and more savings are realized. The cooperative spirit between the school board and the county is making the public the ultimate winner. Compliments T H E TOWN OF CHRISTIANSBURG o Q Z < o DC > 57 �The Assessor Knocks Once a Year in James City County o Q < Z o o > 58 " W h a t ' s going on h e r e ? " T h a t ' s w h a t new J a m e s City C o u n t y resid e n t s asK w h e n a c o u n t y a s s e s s o r p a y s t h e m a visit. " P e o p l e retiring here in J a m e s City C o u n t y from the North never had their property a s s e s s e d a n n u a l l y , " Henry Taylor, director of real estate a s s e s s m e n t s said. " O n c e we e x p l a i n how the s y s t e m w o r k s , they realize what w e are d o i n g . " J a m e s City C o u n t y adopted the a n n u a l a s s e s s m e n t a p p r o a c h in 1976 and i s now one of nine c o u n t i e s in the c o m m o n w e a l t h u s i n g the s y s t e m . " A n n u a l a s s e s s m e n t s have stabilized the tax rate and revenue c o l l e c t e d by the real e s t a t e t a x , " Taylor explained. T a y l o r ' s office i s r e s p o n s i b l e for e s t i m a t i n g the fair market value of all real properties both t a x a b l e and non-taxable and maintaining a current record of all o w n e r s of real property. H i s o f f i c e is staffed by two real e s t a t e a p p r a i s e r s , a mapping t e c h n i c i a n and an a b s t r a c t o r who doubles a s a secretary. T h e c o u n t y ' s s a l e / a s s e s s m e n t ratio, at 93.4 percent, i s the highest of ail a n n u a l a s s e s s m e n t c o u n t i e s in V i r g i n i a , a c c o r d i n g to the latest Department of T a x a t i o n s t a t i s t i c s . T a x payers c a n take comfort in the fact that b e c a u s e of the high s a l e s / a s s e s s m e n t ratio they are paying only their " f a i r s h a r e . " W h e n c i t i e s are added to the s t a t i s t i c s , J a m e s City C o u n t y i s ranked s e c o n d in the s t a t e . Only C h e s a p e a k e i s a h e a d with a 93.9 percent ratio. J a m e s City C o u n t y ' s growth is ref l e c t e d in the fair market value of its property. C u r r e n t fair market value of the c o u n t y ' s 10,511 t a x a b l e parc e l s and 196 non-taxable p a r c e l s is $966,408,000. In 1978, the county property's fair market value w a s $497 million. In the mid-1970s, J a m e s C i t y C o u n t y adopted agricultural/horticultural land u s e tax a s s e s s m e n t s . At the end of the d e c a d e forestry land u s e w a s instituted. About 37 percent or 31,334 a c r e s of the c o u n t y ' s total 85,040 a c r e s i s in land u s e . A total of $41,841,500 of taxable value w a s e x e m p t from t a x e s last year b e c a u s e of land u s e a s s e s s ment. A n o t h e r $4,977,110 of t a x a b l e value w a s e x e m p t e d for the elderly and h a n d i c a p p e d . T h e c o m m i s s i o n e r of the revenue s u p e r v i s e s land u s e a s s e s s m e n t . Property o w n e r s m u s t file an application with the c o m m i s s i o n e r and pay an initial fee to obtain land u s e a s s e s s m e n t . E a c h year a new application m u s t be filed but no additional fee i s c h a r g e d . A n important a s p e c t of the O f f i c e of R e a l E s t a t e A s s e s s m e n t s i s mapping. T h e c o u n t y ' s real property m a p s are updated frequently from a s s e s s m e n t information. A s s i g n i n g street n u m b e r s to all properties in the c o u n t y i s a t a s k the mapping department h a s been working on for a year and is e x p e c t e d to c o m p l e t e by late next year. T a y l o r ' s office u s e s an on-line c o m p u t e r to keep track of all real e s tate r e c o r d s . T h e s y s t e m c o n t a i n s a s s e s s m e n t r e c o r d s for e a c h parcel and h a s the capability of producing n u m e r o u s reports for daily u s e s u c h a s the ratio s t u d i e s , s a l e s information and building permit r e c o r d s generated by the computer. Other d e p a r t m e n t s a l s o u s e the c o m p u t e r i z e d real e s t a t e a s s e s s ment information. T h e c o m m i s s i o n e r of revenue u s e s the real e s tate d a t a b a s e to update r e c o r d s and print the land book. T h e building i n s p e c t i o n s office and the planning department will be able to u s e the a s s e s s m e n t information late t h i s f i s c a l year a s the county computer s y s t e m is upgraded. C o m p u t e r s are very m u c h in the future of the Real E s t a t e A s s e s s m e n t s O f f i c e . A s the county c o n t i n u e s to grow, the workload on the a s s e s s o r s w h o value real e s t a t e year round will i n c r e a s e . By the 1986-1987 a s s e s s m e n t c y c l e , the a s s e s s o r s will be a s s i s t e d by a computer a p p r a i s a l s y s t e m . Compliments of The City of Bedford �EFHuthm talks public powerfinandiig. E.F. 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P C BOX4800 4800 W HUNDRED RO • CHESTER, W-804 74B 8746 WATER WASTEWATER 8 0 U D WASTES WISCONStM Ave T e l e x 87.487 Consulting Er>gineers Engineers Planners Surveyors 2 0 4 GRAYSON RD .SUITE B , H e n n i n y s o n , Dur-h am £ MunKipoi S«rvicel Monoger PUBLIC UTILITY Relaying Metenng • ENGINEERING COMMUNITY DEVELOPMENT CONSULTING 11260 Roger Bacon Drive. Reston, Va. 22090 • (703) 471-6150 Rales HARLAND BARTHOLOMEW & ASSOCIATES, INC. Southern STEARNS.CONRAD AND SCHMIDT CONSULTING E N G I N E E R S , INC. 22030 ENVIRONMENTAL ENGINEERS, SCIENTISTS & PLANNERS Three Chopt & Parham Roads, Richmond 23229 ' AND HANSEN MALCOLM PIRNIE. INC. 301 HIDEN BLVD. NEWPORT NEWS. VA 804-599-5511 EtMGINEERS Since 1914 MMMIB'R!!S^ A PROFESSIONAL CORPORATION ARCHITECTS + ENGINEERS + PLANNERS Hurt & Proffitt, Inc. Engineers • Planners • Surveyors 229 W E S T B U T E S T NORFOLK, V A 23510 (804) 623 1611 Wastewaier Treatment Systems • Transportation Municipal Facilities • Water and Sewerage S y s t e m s Waterfront Facilities • Environmental Studies Construction Management • Surveying 1933 Fort Ave. FREDERICK G. GRIFFIN, P.C. Consulting Engineers APPRAISALS MUNICIP RATE STUDIES WATER WORKS SEWERAGE R E F U S E niSPONAI. R. S T U A R T R O Y E R & A S S O d A T E S , I N C . Consulting Engineers WiLi^w I P. (>. B o i HlL-HMON-U. VlHG 1514 (804)282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies . 140 S y l v a n A v e n u e , P . O . B o x 1 2 1 8 E n g l e w o o d Cliffs. N . J . 07632 201 -567-8990 • 4 0 5 S o . P a r l i a m e n t D r i v e . S u i t e 101 Virginia Beactl. Va 23462 804-499^8508 Waler, Wastewaler, Solid Wastes. Soils & Foundations Land Development Site Plans Residential, Commercial & Industrial Subdivisions, Road, Dams, Airports Lynchburg, VA 24501 (804)847-7796 3229 WaterUck Koad. Lynchburg, I VA 24.504 (804/237-2044) I • Pitometer - LEAK Complete Engineering Services M u n i c i p a l a n d Indusirial Waste TreatI m e n t , P o w e r Systems, S t r u c t u r e s . Solid Wastes, Water R e s o u r c e s , Water S u p p l y a n d T r e a t m e n t . Transportation 1941 R o l a n d C l a r k e P l a c e R e s t o n , V i r g i n i a 22091 703/620^5200 DETECTION • NETWORK ANALYSIS • METER TESTING • HYDRAULIC INVESTIGATIONS 2 N RIVERSIDE PLAZA CHICAGO. ILLINOIS 60606 (312)236-5355 10C CHURCH STREET NEW YORK NEW YORK 10007 (2121 267-8288 BoDiE, TAYLOR AND P U R Y E A R , INC. CONSULTING ENGINEERS 611 Cable Televisuin • TV Broadiiist • Public Safety Tommunications Syst*'ms • .\larm Systems • Electrical Design • Federal Crimmunicatiims r<)mmLs.sion .Application and IVeparation • Kxpert Testimony and Witness CH2M ::HILL Associates ENGINEERS • ESTABLISHED 1903 Research Road P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 R. KENNiyiH WKKKS ENGINEERS W a t e r S u p p l y n n d Purification • S e w e r a R e a n d S e w a g e T r e a t m e n t • Streets a n d H i g h w a y s • Investigations a n d R e p o r t s • Su[)ervision o( Construction. 2733 T [ D E U , X T I : R DR. NORFOLK. \. 235U!:f �GERAGHIY & M I L L E R , INC. Environmental L a b o r a t o r i e s Industrial and 844 W E S T S T R E E T , ANNAPOLIS. MD (301) 268-7730 S Y O S S E T , NY TAMPA BATON R O U G E W PALM B E A C H DENVER Municipal 21401 HARTFORD HOUSTON SANTURCE PR BARRYW.STARKE.ASLA LANDSCAPE ARCHITECT Consulting E n g i n e e r s OLVER 1531 North Main Street B l a c k s b u r g , Virginia 2 4 0 6 0 (703)552-5548 INCORPORATED EARTH DESIGN ASSOCIATES LANDSCAPE ARCHITECTURE / LAND USE PLANNING I ARCHfTECTUHf- Dames & Moore Water Supply and Pollution Control Solid and Hazardous Waste Management Environmental Impact Studies Water Resources iVIanagement Energy Studies Soils and Foundation Engineering P E T E R M. • Solid Waste/Energy Recovery • Water Pollution Control • A i r Pollution Control • Industrial Waste Treatment PARKS-HUDSON, INC. 7101 Wisconsin Avenue • Bethesda, Maryland 20814 (301) 652-2215 7 700 FALLS fBoLjfG LEESBURG PIKE SUITE 502 CHURCH.VA. 22043 703/893-0711 Enciineenna SITE WASTEWATER, e n o i n e e r s DRAINAGE,FLOOD DEVELOPMENT. STREETS, STRUCTURAL Indepeniient 'ASSOCIATES Charles R Velzy A s s o c i a t e s , Consulting Engineers 355 Ivlain Street Armonk, New York 10504 Inc. Box K228 Koger Executive Center Rictimond, Virginia 23288 (804) 288-6061 DESIGN CONTROL HIGHWAYS.BRIDGES , MARINAS V y (7031 590 1131 1703) 670 6300 Municipal Audils Federal — H e a d Start— C E T A - H U D , A - 1 0 2 Single AudilS J A M E S M. B R I D G E S , J A M E S B R I D G E S . LTD A PROFESSIONAL CORPORATION Cerlified Public Accounlanl • • • Metcalf&Eddy • I Coniu/lJtin 2360 W e s t J o p p a R o a d , Suite 300 Suite 900 G r e c n s p r i n g Station A r l i n g t o n , V i r g i n i a 22202 L u t h c r v i l l e , Maryland 21093 ( 7 0 3 ) 892-4812 ( 3 0 1 ) 583-9261 Water Wastewater Resource Recovery Transportation 1 1 1 2 0 New Hampstiire Ave Suite 2 0 0 Silver Spring. MD 2 0 9 0 4 CPA |QBRIEN5GEnE 14003 MINNEVILLE RD DALE CITY, VA 22193 ^ JAMES M. MONTGOMERY. CONSULTING ENGINEERS. INC. A R C H I T E C T S • • P L A N N E R S • S C I E N T I S T S P H O T O G R A M M E T R I S T S Corporate Drive Greenhorne & O^Mara, Inc. (301)731-5622 10710 ENGINEERS WASTEWATER • S U R V E Y O R S Landover. MD 2 0 7 8 5 C I V I L AND ENVIRONMENTAL WATER AND E N G I N E E R S ConsultingEngineer 820 V^^j^jm/r Insurance & Ruk Manager 1735 Jefferson D a v i s H w y . COffDorstion consultinQ WATER, HUDSON President L E K HIGHWAY. SUITE 202 • FAIRFAX. VIROINIA 22030 Boston, Philadelphia, New York St. Louis, Syracuse, White Plain DAVID A. PHONE: MINTER (703} 385-9800 Ram Irilernilianil Cenler. Suite 1130 1 1800 Sunrise VillBi Dri»t. RBSlon, VA 22091 YARGER AND A S S O C I A T E S , INC. Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 600 Our 30th A Patton, H a r r i s , R u s t & A s s o c . municipalities and public agencies MiinOffio: 1 0 5 2 3 Main Street, Fairtan Virginia 2 2 0 3 0 . ( 7 0 3 ) 2 7 3 - 8 7 0 0 2315 Vallay Off I C S : 100 South Main Street Bndgewater Virginia 2 2 8 1 2 Surveys Florida—West Year (703)828-2616 CONSTRUCTION CONSULTANTS CONSULTING ENGINEERS. SURVEYORS & PLANNERS MANAGEMENT Silver Spnng. MD 301-439-0055 CONSULTANTS • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y S t u d i e s • Executive S e a r c h and Selection • Management and Organization S t u d i e s • Utility and Public Works Management S t u d i e s • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED V I R G I N I A B E A C H . V A . 23458 804,422-1711 Leesburg. VA 703-777-1258 Centreville. VA 703-631-9630 w 235-3450 w a n n e r - h o h n s • i n g l i s • inc. COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES AND STREET MARYLAND 2121B Virginia—Georgia—Maryland BENGTSON, DeBELL. ELKIN & TITUS . 0 . B O X 45 SAINT PAUL BALTIMORE, (301) 2830 Mary Street Falls Church, Va. 22042 703/560-6900 FINANCIAL WHITMAN, R E Q U A R D T AND A S S O C I A T E S ENGINEERS a p r o l e s s i o n a l corporalion Engineers . Surveyors . Planners Complete prolessional services for • CPM Scheduling • Project Management • C l a i m s Litigation and Support • D o c u m e n t Management and RALPH WHITEHEAD & A S S O C I A T E S Consulting Engineers Retrieval • Laboratory Testing Services • Construction Management S e m i n a r s 208 > H O Q Z < z High Street Mount Holly, New Jersey 08060 1936 East Seventti Street P. O. Box 35824 Ctiarlotte, Norttl Carolina 28235 704-372-1885 BRIDGES . HIGHWAYS * RAILROADS - RAIL ft BUS TRANSrr • AIRPORTS (609) 261-0100 W A S H I N G T O N D.C • T A M P A KANSAS CITY • NEW ORLEAI^S ; LOS ANGELES • SAN FRANCISCO ? BRANCH O F F I C E S 3300 N E E x p r e s s w a y , Atlanta, QA 30341 1314 Lincoln Street, Columbia, S C 29201 (404) 452-0797 (803)256-3590 61 �Public Administration Service Providing management assistance and consultant services to local, regional, and slate governments since 1933. 1497 Chain Bridge Road McLean, Virginia 22101 734-8970 <'"^' Architects • Engineers • Planners CE Maguire, Inc. 5203 L e e t b u r g Pike, F a l l s C h u r c h , V A 22041 (703) 998-0100 207 B u t l n e s i P a r k Dr., Virginia B e a c h , V A 23462 (804) 497-6304 Rsgiiinal onicn: Provldenci. Rl: Alexandria. LA; BostDn. MA; Clearwater, fi: Ctiarlotte. NC: Fallt Church. VA; Florence. SC: Honolulu. HI; Manchoiter. NH; New Britain. CT; PItbhurgh. PA; Phoenix. AZ: Spartanburg. SC: Virginia Beach. VA; Waltham. MA. dmq DAVID M. GRIFFITH AND ASSOCIATES, LTD. Specialists in A D P Systems and Cost Allocation Plans D r a w e r 59, Christiansburg, Virginia 2 4 0 7 3 703/382-1464 George Cunningliam, Field Representative "imagineered" PLAYGROUND and PARK GAME Box VML Staff R. M i c h a e l A m y x Executive Director Richard F. Weeks Jr. Director of Intergovernmental Relations C l a y L, Wirt Staff Attorney Margaret A. N i c h o l s Finance Director C h r i s t i n e A. E v e r s o n Director of Communications J o n i S . Terry Office Coordinator o Q Paulette P. A l e x a n d e r Bookkeeper K a t h y L Mclntyre Secretary O I- < o DC Robert E . H o l m e s Clerk Robert B. Pel Id Legal Intern Mary A n n Cornell Communications Intern > Howard W. Dobbins General Counsel 62 EQUIPMENTBY TIME, I N C . CUNNINGHAM AiSOC. INC. 9 5 5 4 L a k e s i d e Br , R i c h m o n d , V a 2 3 2 2 8 Phone 804'262-2401 «!S»HORNER «ii»BARKSDAlJiS, 725 CHURCH STREET 804-846-2711 LYNCHBURG, VIRGINIA PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. PATRICIA A. C O O P E R THOMAS W. ROBERTS, JR. CAMP D R E S S E R & M c K E E 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental planners, engineers, & management scientists, consultants CDM R . W . BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 Grove Street Wellesley, M A 02181 (617) 237-4870 1510 E. Colonial Drive Orlando, FL 32803 (305) 8 9 6 4 9 1 1 �THE PEOPLE OF LYNCHBURG ARE HELPING VIRGINIANS GROW AND PROSPER �Beattij lit up d ci(jareiteattke beach. She was surprised she made such a hi(j splash. You ve come a long way, baby. Philip Morris I n c . 1983 General Has Determined t Cigarette Smoking Is Dangerous to Your Health. Regular: 9 mg "tar," 0.7 mg nicotine-Menthol: 8 mg "tar," 0.6 mg nicotine av. per cigarette, FTC Report Mar.'83. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 18, Number 9 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource September 1983 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198309 https://www.virginiaroom.org/digital/files/original/69/6456/198310.pdf 2ad7d0af697179afaef999f2c3e5fb53 PDF Text Text Vrginia Volume 18 October 1983 Number 10 *City ssing • ba chip • compil ]u • datak Bsrig, centrgi megabyte • memory • modem • olt-line • ca-line * peripherals • printer • software • storage units chip • compiler • cpu» database • data ssing, centralized • data processing, ralized • disk • disk drive • dump • elect peripherals • printer • software • storage units teleconferencing • visicalc • word processor • Technology and Local Government Computerization Comes to Stanley Organizational Change for the Sake of Technology �A LOTOFFOLKS THINK AN ALL-WHEEL-DRIVE GRAD WILL DO EVERYTHING. f • L FACT I S , IT JUST DOES EVERYTHING BETTER. SNOWREMOVAL Foi a tiaction boo the go, hydi fiont-wheel drive in when tandems stc slip. FOI bucking diifts, winging pa snow, oz working glaie ice, switching aggiessive mode ru the izont wheels 2 p cent fastei than the re wheels—fuU time. BANK CUTTING Raise the blade to any bank cutting angle to 90 degiees horn inside the cab. Lean the front wheels up to 20 degiees into the bank. Select the light woiking lange tiom 5 speeds below 9 miles pel houi (14.5 km/h). And let all-wheel diive add extia tiaction and side-diatt contiol. AVAILABLE IN MOST MUNICIPAL SEE A PARTICIPATING STATES LEASE DEALER �Editor C h r i s t i n e A. E v e r s o n Editorial A s s i s t a n t s Joni Terry Mary A n n C o r n e l l Telephone 804/649-8471 Volume 18 Virginia *City October 1983 NumberlO VML President Charles A. Robinson Jr. Officers Lawrence A. Davies Vincent J . T h o m a s Sam W. Adams Jane L. Hough Zoning and R e z o n i n g — A F u n c t i o n of the Executive Committee R o b e r t ! . Williams ArlleC. Payne Martha V. Pennine Jack D. Edwards J a c k P. Barnes Margie Mayes Computerization C o m e s to Stanley: Government Body. By General C o u n s e l Howard W. Dobbins A Small Town's Experience By Mayor Roger Keyser T e c h n o l o g y and L o c a l Government: Building New Partnerships Past President Francis T. West Executive Director R. Michael Amyx By Bob Havlick 9 How to Tell a Bit from a Byte By Mary J . Kaminski 12 Organizational C h a n g e for the S a k e of Technology: A Support Building Strategy By 0 . Reggie Whittey and C . Willard Clark 14 Tort Liability of L o c a l Officials By John A. GIbney, Jr. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year. $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 18 People 20 P r o f e s s i o n a l Directory �Legal Guidelines Zoning and Rezoning—A Function of the Governing Body By Howard W. Dobbins, General Counsel It w a s o n l y a b o u t t h r e e y e a r s a g o that m a n y p e r s o n s i n t e r e s t e d in local government became exceedingly perturbed by what was p e r c e i v e d t o b e a t r e n d in t h e decisions of the Virginia Supreme Court evidencing an erosion of t he legislative prerogatives of local governments, particularly in t h e area of z o n i n g or rezoning. This writer did not fully share t h e general c o n c e r n a n d t h e apparent lack of c o n f i d e n c e in o u r S u p r e m e C o u r t a n d in t h e fall of 1980 p o i n t e d o u t that n o t w i t h s t a n d i n g t h e disturbing o p i n i o n i n Hylton Enterprises Inc. v. Board of Supervisors of Prince William County, 2 2 0 V a . 4 3 5 , 2 5 8 S . E . 2 d 577 (1979), i n t h e t w e l v e m o n t h s f o l l o w i n g Hylton local g o v e r n m e n t s had n o t fared t o o badly at t h e hands of t h e S u p r e m e C o u r t o n s u c h iss u e s . In a r e c e n t o p i n i o n t h e c o u r t indicated its continued acceptance of t h e d o c t r i n e that t h e g o v e r n i n g body's legislative j u d g m e n t o n zoning m a t t e r s m a y n o t b e j u d i c i a l l y rev e r s e d as l o n g a s that j u d g m e n t is fairly debatable. o Q Z < o < o DC > In Laird v. City of Danville, 302 S.E. 2 d 21 (April 2 9 , 1983), t h e c o u r t w a s first called upon t o d e t e r m i n e the superiority of a Danville charter provision authorizing the city council t o delegate to its planning commission the power to approve requests for rezoning with the p o w e r reserved t o t h e c o u n c i l itself to review t h e decisions. In t h i s c a s e , t h e a p p l i c a t i o n f o r a rezoning w a s first denied by t h e planning commission and then a p p r o v e d in part by t h e c o u n c i l , each acting pursuant to the charter delegation a n d review provisions. T h e c o u n c i l ' s a c t i o n w a s held invalid by t h e trial court, a n d t h e council thereupon rezoned the property by enacting an ordinance pursuant to the applicable provisions of the Virginia Code, which action was thereupon upheld by t h e trial c o u r t . On appeal by landowners other than the applicant of t h e trial court's final d e c i s i o n , t h e Virginia Supreme Court stated that t h e case turned on the simple proposition that the rezoning of property, no less than t h e e s t a b l i s h m e n t of its original z o n i n g c l a s s i f i c a t i o n , is wholly legislative, requiring action in t h e f o r m o f an a m e n d a t o r y ordinance adopted by t h e o n e "purely legislative b o d y " that e x i s t s in t h e locality involved. H e n c e , z o n i n g of p r o p e r t y is a c c o m p l i s h e d by t h e governing b o d y of a c o u n t y or a m u n i c i p a l i t y {Virginia Code §15.1486) a n d r e z o n i n g is a c c o m p l i s h e d also by t h e g o v e r n i n g b o d y (§15.1491 (g)). T h e c i t y c h a r t e r p r o v i s i o n delegating this power to the planning commission w a s therefore contrary to t h e applicable laws of Virginia and invalid. The applicant also challenged the trial c o u r t ' s d e c i s i o n o n t h e basis that t h e evidence before t h e court was insufficient to support the rezoning ordinance. T h e Supreme Court examined the entire record and being satisfied that t h e issue of the z o n i n g of property w a s fairly debatable held that the city council's action to rezone must stand. This holding should bring a d d e d c o m f o r t t o t h o s e in local government w h o continue to be concerned that legislative discretion of local government bodies is b e i n g diminished by d e c i s i o n s of t h e Virginia S u p r e m e Court. A n o t h e r s u b j e c t of vital interest to local g o v e r n m e n t officials w a s e x a m i n e d i n t h e c a s e o f Barry v. City of New York, d e c i d e d b y t h e C i r c u i t Court of Appeals for the Second C i r c u i t , 52 U.S.L.W. 2025 (June 22, 1 9 8 3 ) . I n Barry, t h e f e d e r a l a p p e a l s court considered and upheld New York City's financial disclosure law requiring annual financial reports for most elected and appointed officials, candidates for city office a n d all civil service e m p l o y e e s w i t h an a n n u a l salary of $30,000 or m o r e . The law required covered employees and their spouses to provide extensive information about their personal finances. The court reasoned that the filing requirement, though affecting privacy, furthered a substantial, possibly even compelling, state interest to deter corruption and conflicts of interest among city officers and employees and to e n h a n c e p u b l i c c o n f i d e n c e in t h e integrity of city g o v e r n m e n t . Even the provision permitting public inspection of the financial reports did not invalidate the statute b e c a u s e it c o n t a i n e d substantial procedures available u p o n a valid claim for privacy. T h e p l a i n t i f f s in t h e case c o n tended that they were not public figures a n d did not o c c u p y policymaking provisions and therefore should be i m m u n e from disclosure. This contention w a s rejected by the court on t h e ground that the cons t i t u t i o n a l b a l a n c e w a s t i p p e d in favor of permitting public disclosure because of the magnitude of the city's interests. �Computerization C o m e s to Stanley: A S m a l l Town's Experience By Mayor Roger K e y s e r "We have become convinced that the size of the community is not the determining factor..." In December 1981, the town of Stanley's central sewer system was placed in operation and with it came the need to revise the town's water billing procedures to incorporate the new sewer charges. The town already had an extensive water supply system serving approximately 400 in-town and 500 out-of-town connections. The new sewer system added 400 in-town and 100 outof-town connections to be serviced. The town's water billing had always been computed and prepared manually on a quarterly basis requiring an average of 64 hours each week just to compute and type water bills. Manually posting water receipts and preparing cut-off notices required approximately another 30 hours per billing period. Computing the sewer charges would almost double the processing time. The total time required to manually process water and sewer bills would be 120 hours per billing period, and for each manually processed bill at least 300 opportunities for human error existed. When the town council decided to change to a monthly billing system due to the amount of the Individual's quarterly water and sewer bills, they added a 120-hour per month work load on an office staff of two full-time and one part-time employees. This meant a combined 80-hour work week. It was obvious the town either had to hire an additional employee at a cost of $10,000 About the Author Roger Keyser is mayor of t h e t o w n of Stanley. Born and raised in Stanley, he spent 17 years w i t h the federal government in W a s h i n g t o n , DC, where he obt a i n e d an extensive b a c k g r o u n d in federal b u d g e t i n g and p r o g r a m managem e n t . He is a graduate of George Mason University w i t h a degree in m a n a g e m e n t . a year, or find a more efficient method of billing. Our first step was to contact several companies that provide utility billing services. We found that a service contract for our billing would cost between $400 to $450 a month. The service would provide ready-to-mail utility bills plus several system management reports. Although the cost was reasonable, we felt we should compare this with the cost of purchasing our own computer system which could be used for utility billing as well as other bookkeeping functions. We began an extensive survey of available computer systems and established primary criteria. First, the cost of the computer system had to be within the town's limited budget, and second, the system had to be simple enough to be operated by our present office personnel. After talking with numerous computer vendors and looking at several different computer systems, it became obvious we did not have the ware program, plus the purchase of the program source code to allow programming changes, plus the cost of reprogramming would be more than the cost of a custom program. One vendor offered us a package system including computer, printer, a custom billing program, a general ledger program, other programs Including word processing and electronic spreadsheet programs, pre-printed billing forms and a service contract on the computer equipment. The town used a simple program I had written for my personal computer as a sophisticated "calculator" for computing bills while our custom program was being prepared. Although my program required user input of each customer's account information, it provided a basis for determining the many variables to be built into the custom program. Close cooperation between the town and the vendor resulted in an extremely flexible utility billing program which can "The time savings which will result will allow our office staff to spend more time on other problem areas..." expertise to evaluate and select the proper system for our needs. At that point we decided to employ the services of an independent consulting firm to review and determine our needs. The resulting study provided us with specific software program requirements and an analysis of various computer systems which would meet these requirements. We learned it was important to understand our software needs before selecting a computer. Based on the study, we narrowed our selection to two vendors. One major obstacle remained: none of the available utility billing programs appeared to have the flexibility to handle our water and sewer billing procedures without extensive programming changes. We found the initial cost of the soft- easily be changed to meet our future needs or tailored to meet the needs of other towns. The program Is menu-driven for ease of use; it is password protected to insure only authorized personnel have access to the data; the rates can be changed by the user; the program allows operator input of certain data which vary from month-to-month, such as commercial trash fees billed on the basis of volume and number of pick-ups; and it provides management information in the form of reports prepared on the basis of users, consumption and revenue by various rates. The town of Stanley is currently entering user account information and will be processing the October billing on the computer. We have been able to computerize our utility j_ H O Q ^ ^ > Q t< z o E > 5 �THE NEWEST MUNICIPAL MICRO SOLUTION PRICED FOR SMALLER LOCALITIES • Multi-fund general ledger with financial reports • Accounts receivable • Purchase orders with encumbrancing • Accounts payable & checkwriting • Voters lists • Payroll • Budget allocation & preparation • Utility billings & receivables • T a x billing & receivables O u r solution includes hardware, software, training, and total continued support of your system. Call to arrange for a free system analysis before you commit tax dollars. The complete system is surprisingly inexpensive. 909 N . Courthouse Rd. P . O . Box 34040 Richmond, V A 23234 r GROUP INC. (804) 794-2194 Market Makers and Investment Bankers o Q o o > 6 S a l o m o n B r o t h e r s Inc Member of Major Securities and Commodities Exchanges One New York Plaza, New York, N.Y. 10004 billing and bookkeeping functions without any change in office personnel. The time savings which will result from using the computer will allow our office staff to spend more time on other problem areas and should result in an overall increase in efficiency and better service to the public. In addition, financial information available to the mayor and town council will be up-to-date as of the day of the council meeting and will allow closer monitoring of the budget. The installation of the computer system has not resulted in a reduction of existing costs, but It has resulted in a savings of costs which would have been incurred otherwise. Based on a four-year projection, to continue to manually process utility bills would have required the addition of an employee at a cost of approximately $10,000 a year, or a total four-year cost of $40,000. Our computer system including all hardware and software cost $5,500 plus $350 a year for a maintenance contract, giving us a total four-year cost of $6,900 and resulting in a four-year savings of $33,100. We also estimate a savings of as much as $2,000 a year In the cost of the annual audit due to the improved efficiency of our bookkeeping system and the availability of information for the auditors. Although many people argured that our town is too small to need a computer, we have become convinced that the size of the community Is not the determining factor in deciding whether to buy a computer. It Is rather, only a factor in determining software program and computer equipment requirements. Based on our experience, I believe the time has come for every town to take a look at computerizing their utility billing and bookkeeping functions. As one can readily see, the initial costs are only a fraction of the savings which can be realized in a very short time. �Technology and Local Government: Building New Partnerships By B o b Havlick Nineteen cities and counties are cooperatively financing a comprehensive analysis of w/hether to build and own an ethanol plant. Twenty-six jurisdictions and ten private companies are evaluating water-on-need irrigation devices. Four cities and three counties are sponsoring the creation of a microcomputer cooperative for local governments. Several cities and counties are advising a high technology company during the development of a powerful, battery powered, portable computer. A city manager's idea was turned into an actual product. Light Sentry, now being used by cities in several states to decrease street lighting costs. These and other projects are the results of the activities of a nonprofit organization, the Florida Innovation Group (FIG), which acts as a catalyst in bringing local governments and the private sector together for programs of mutual benefit. The results of this cooperation is the introduction of new technologies, methodologies and ideas into both the public and private sectors. Two examples illustrate this process. A few weeks ago a Michigan company contacted the group re- A b o u t the A u t h o r Bob Havlick h o l d s a MA in Public Administration from Northern Illinois University. Over the past several years he has w o r k e d for the city of LaGrange Park, IL, the I n t e r n a t i o n a l City Management A s s o c i a t i o n , a n a t i o n w i d e t e c h n o l ogy f i r m and as a partner In a t e c h n o l o g y d e v e l o p m e n t c o m p a n y in Chicago. Four years ago Havlick established the Florida Innovation G r o u p w i t h o f f i c e s in T a m p a . He is currently president of FIG. garding a new device said to cause significant fuel savings in diesel vehicles. A meeting between company representatives and fleet management administrators from two cities was arranged. The technology made sense to the local officials and terms of an evaluation program were drawn up. The devices were installed on different types of diesel vehicles and performance data will be recorded during the next several months. The innovation group will monitor the program and report progress to its member jurisdictions. If at the end of the evaluation the devices have performed as promised, the locality will purchase them. If not, they will be returned. The company also will provide product liability insurance for the life of the evaluation. Benefits to the company from this type of program include the following: • field evaluation of its product • collection of field data for use in future promotions • sale of product upon completion of a successful evaluation • free publicity through the innovation group • access to the local government market and the group's assistance in reaching decision makers Local governments' gains include benefits such as: • hands-on evaluation of new products at no initial cost or risk • as part of the network, each jurisdiction provides as well as receives data on product evaluations • purchase of new products with proven performance and favorable returns • favorable prices as part of tne network • opportunities for more efficient service delivery through the use of new products at an earlier stage than normal • participation in product development and market entry The second example involves a group of local governments cooperatively deciding to initiate a new program with potential benefits including introduction of new technology into local governments, reduced costs, more efficient use of existing products and new revenue sources. This program, The Microcomputer Cooperative, evolved during one year of discussions among the innovation group staff, local officials, private sector representatives and technical managers in cities and counties. It was decided that a core group of 15 to 25 governments working together would be better able to deal with the rapidly changing field of microcomputers than individual jurisdictions. Briefly the services of the Microcomputer Cooperative will include the following: • current data on hardware and assistance in evaluation of this information • hands-on utilization of several microcomputer configurations, independent of vendors, at the Microcomputer Coop's office and on-site in each member's offices • evaluation of software • participation in software exchange and development • opportunity to license in-house developed software to the coop for sale nationwide with revenues returned to the developer • up to 65 hours of on-site time of a microcomputer specialist —Continued on page 8— ^ H O Q ^ ^ > Q H < Z o EE > 7 �Microcomputers and Virginia Local Governments The Florida Innovation Group recently c o n d u c t e d a m i c r o c o m puter survey of 171 local governm e n t s in Virginia, Florida, North and S o u t h Carolina. Of the 32 surveyed Virginia jurisd i c t i o n s , 15 (47 percent) c u r r e n t l y use m i c r o c o m p u t e r s . Fourteen of the r e s p o n d e n t s plan to purchase m i c r o c o m p u t e r s d u r i n g the next 12 months. Virginia c i t i e s , t o w n s and c o u n t i e s are also interested in cooperating w i t h one another in the field of m i c r o c o m p u t e r s . Sixty-three percent of the j u r i s d i c t i o n s want to part i c i p a t e in s o f t w a r e exchange w h i l e 44 percent are interested in the more d i f f i c u l t task of cooperative m i c r o c o m p u t e r s o f t w a r e development. A g o o d i n d i c a t o r of the extent to w h i c h a local g o v e r n m e n t is using a micro is w h e t h e r it is w r i t i n g Its o w n s o f t w a r e p r o g r a m s . In Virginia 32 percent of the r e s p o n d e n t s are w r i t i n g m i c r o c o m p u t e r s o f t w a r e . As m i c r o c o m p u t e r s c o n t i n u e to proliferate in local g o v e r n m e n t more cities, t o w n s and c o u n t i e s will w r i t e their o w n programs and, h o p e f u l l y , e x c h a n g e s u c h p r o g r a m s w i t h one another t h r o u g h a formal software exchange p r o g r a m . To date m o s t m i c r o c o m p u t e r s in V i r g i n i a local g o v e r n m e n t s (exc l u d i n g t h o s e used in s c h o o l classrooms) are used for a d m i n i s t r a t i v e f u n c t i o n s s u c h as w o r d p r o c e s s i n g , data base m a n a g e m e n t , spread sheet analyses and public w o r k s . As local j u r i s d i c t i o n s develop and i m p l e m e n t p o l i c i e s for the use of m i c r o c o m p u t e r s , t h e s e ever more p o w e r f u l m a c h i n e s are likely to be used in increasing n u m b e r s by every local g o v e r n m e n t d e p a r t m e n t . The range of p o s s i b i l i t i e s is vast. Just a few of FIG's involvements inc l u d e a public/private science and t e c h n o l o g y cooperative, a government m i c r o c o m p u t e r newsletter, d e v e l o p m e n t of a program for venture capital investment in enterprise zones, m i c r o c o m p u t e r - b a s e d fiscal impact analysis packages, an on-line c o m p u t e r i z e d fleet management p r o g r a m , n u m e r o u s product and t e c h n o l o g y analyses, and s e m i n a r s on s u b j e c t s of interest as needed. UTILITY ^ BILLING PROGRAM for T o w n s and Municipalities • M e n u d r i v e n for e a s y use • P a s s w o r d protected data at:(:ess • U s e r m a y change rates • O p e r a t o r input of certain variable data • Provides n u m b e r of users, cons u m p t i o n , and revenues by v a r i ous rates • Meters m a y be changed billing period during We offer complete s y s t e m i n c l u d i n g program, computer, and printer. P r o g r a m a l s o r u n s on IBM PC a n d m a n y other computers. Call for details VALLEY MICROCOMPUTERS •--I . 288 N . M a i n S t . HarrisonburfJ, V A 22801 (703) 434-7566 or 434-8026 IBM 1 TKisli. i^ll Bli; •i,il,.|iiiirk nl , Mai hinc (:i — C o n t i n u e d f r o m page 7— A t e c h n i c a l c o m m i t t e e of local g o v e r n m e n t data processing managers and a policy group of city and c o u n t y a d m i n i s t r a t o r s will m o n i t o r and direct the c o o p w h i l e innovat i o n group staff will be responsible foroperations. T h r o u g h s u c h cooperatively funded programs local g o v e r n m e n t s are able to reduce per j u r i s d i c t i o n c o s t s w h i l e greatly e x p a n d i n g individual b e n e f i t s and access to t e c h n i c a l resources. The private sector is m u c h more likely to respond w i t h product and s u p p o r t to an organized group of local g o v e r n m e n t s w i t h a t e c h n i c a l purpose (in t h i s case the expanded and more efficient use of m i c r o c o m p u t e r s ) than to a single j u r i s d i c t i o n . These t w o examples c o n t a i n most of the ingredients e m p l o y e d by the Florida Innovation Group in c o m b i n ing the interests of local governm e n t s and the private sector. The only l i m i t s to what is possible t h r o u g h these approaches are our o w n i m a g i n a t i o n s and w i l l i n g n e s s to a s s u m e some risk. In Florida more than 50 j u r i s d i c t i o n s are involved in FIG activities and plans exist to bring private c o m p a n i e s into formal m e m b e r s h i p . Sandblasting Painting Special Coatings & Repair Work of Water Tanks Reservoirs & Water Treatnnent Plants John Robinson, Inc. P.O. Box 3294 Winchester, VA 22601 (703) 662-7180 The financial support for FIG is o b t a i n e d t h r o u g h annual local gove r n m e n t m e m b e r s h i p fees, special a s s e s s m e n t s for selected projects, private sector fees, product royalties and seminar revenues. The three-year-old Florida Innovation Group is exploring the means to establish a parallel group in Virginia. As the Florida group matures and new p r o d u c t s succeed in the marketplace, the value of these new partnerships among local g o v e r n m e n t s and the public and private sectors will become even more evident. �How to Tell A B i t from a Byte All you need to know to speak "Computerease" By Mary J . K a m i n s k i , C.A.M. A Assembler—The closest language to machine language. G e n e r a l l y , o n e a s s e m b l e r instruction e q u a l s one m a c h i n e instruction. E x p e r i e n c e d programm e r s u s e a s s e m b l e r s to write prog r a m s that run fast and take up little memory s p a c e . T h e y are u s e d primarily for writing specialpurpose s o f t w a r e , s u c h a s the operating s y s t e m . B Batch P r o c e s s i n g — A n approach to c o m p u t e r processing where g r o u p s of like t r a n s a c t i o n s are a c c u m u l a t e d (batched) to be proc e s s e d at the s a m e time. U s u a l l y c h a r a c t e r i z e d by turnaround t i m e s that are m e a s u r e d in hours. Req u i r e s l e s s hardware r e s o u r c e s for a given t r a n s a c t i o n v o l u m e than transaction processing. B a u d — A unit that m e a s u r e s the s p e e d at w h i c h a computer transmits information. It's the number of bits sent or r e c e i v e d by a c o m p u t e r every s e c o n d over a t e l e p r o c e s s i n g link. Binary — B a s e 2 numbering s y s t e m u s e d e x t e n s i v e l y by digital c o m p u t e r s and w h i c h u s e s only the n u m e r a l s 0 and 1. B i t — C o m p u t e r s " d o their t h i n g " u s i n g the binary number s y s t e m ; that i s , everything is c o m p u t e d using the digits 1 and 0. T h e s e digits are c a l l e d " b i t s " - short for binary digits. Reprinted from Management World, Witt) permission from tfie Administrative Management Society (AMS), Willow Grove, PA 19090. Copyright 1983 AMS. B y t e — A group of eight bits that m a k e s up one unit of information. A byte c a n represent n u m e r a l s , lett e r s , or other information, and is the s m a l l e s t a d d r e s s a b l e unit of c o m puter memory. Chip (also, integrated c i r c u i t ) — A s m a l l s i l i c o n w a f e r that c o n t a i n s from a few dozen to t e n s of t h o u s a n d s of c i r c u i t s for storing and p r o c e s s i n g information. C o m p i l e r — A program that translates a high level c o m p u t e r language into c o d e s the m a c h i n e s c a n understand c a l l e d m a c h i n e language. C P U — S t a n d s for central p r o c e s s ing unit, w h i c h is the " b r a i n " of the c o m p u t e r w h e r e the memory is h o u s e d and w h e r e other operations, s u c h a s giving orders to printers and d i s k drives, are controlled. C R T — A b b r e v i a t i o n for c a t h o d e ray tube. A television-like s c r e e n u s e d to d i s p l a y d a t a from the c o m puter. Add a typewriter keyboard and it's s o m e t i m e s c a l l e d a term i n a l . Often C R T and terminal are one and the s a m e . Database—A vast and cont i n u o u s l y updated file of information, a b s t r a c t s , or r e f e r e n c e s on a particular s u b j e c t . On-line datab a s e s are d e s i g n e d s o that by u s i n g s u b j e c t h e a d i n g s , key w o r d s or p h r a s e s , u s e r s c a n q u i c k l y and economically s e a r c h for, sort, analyze, and print out d a t a on their terminals. Data Processing, Centrali z e d — T h e p r o c e s s i n g of all d a t a pertaining to a given activity at a s i n g l e location, u s u a l l y in one building h o u s i n g the equipment configuration. Data to be p r o c e s s e d is transmitted to the centralized facility from all parts of the organization for p r o c e s s i n g and r e t u r n , or for use there or e l s e w h e r e . No other data p r o c e s s ing capability should exist e l s e w h e r e in the organization in a fully centralized activity, e x c e p t for input preparation prior to t r a n s m i s s i o n , or other minor processing. Data P r o c e s s i n g , Decentrali z e d — T h e h o u s i n g of d a t a by individual subdivisions of an organization or at each geographical location of the parts of an organization. E a c h subdivision h a s its own data p r o c e s s i n g capability required to further its own individual m i s s i o n and is not dependent in any w a y on a central facility. Disk—A m a g n e t i c storage dev i c e u s e d to record information in the form of binary digits. Disk Drive—A d e v i c e that s t o r e s and retrieves information from a disk. It w o r k s like a stereo turntable, with an e l e c t r o n i c " n e e d l e " that r e c o r d s and p l a y s back information sent to it by the c o m p u t e r — t h i s " n e e d l e " d o e s not p h y s i c a l l y touch the disk. Disk drives are u s e d for permanent storage of computerized data. Distributed Data Processi n g — U s e of c o m p u t e r s at v a r i o u s l o c a t i o n s . R e f e r s to the arrangement of c o m p u t e r s within an organization, in w h i c h the c o m p u t e r c o m p l e x h a s many s e p a r a t e c o m puting f a c i l i t i e s all working in a cooperative way, rather than the conventional s i n g l e c o m p u t e r at a s i n g l e location. D u m p — M a s s copying of a portion of all the c o m p u t e r memory, usually to detect program m i s t a k e s or errors. O Q O < o DC �E Electronic M a i l — A system that can manage virtually every aspect of person-to-person communication within an organization, including message preparation, transmission, filing, retrieval, and distribution control. The computer is the "mailbox" and gives each user access to his or her messages through ordinary terminals—fixed or portable, video or hard copy. G Graphics—The use of diagrams or other graphic means to obtain operating data and answers. The use of written symbols and visual displays. H Hardware-Hardware in the computer world Is the computer itself and the peripheral devices attached to it, such as disk drives, tape drives, CRTs, and printers. I Interface—A device that allows the computer to work with the outside world (printers, modems, etc.). A shared boundary between two systems or two devices. K One K equals 1,024 bytes or characters (K actually means a thousand, like kilo—kilometer, for example—but In computers it's applied as a rough figure). Typically used to describe computer memory size (i.e., 256K). L >; ^ Q 2 < Z § O ^ ^ — > ^r, Language—Computers are stupid. In order to tell them what to do, you have to be very specific, so specific that English Is too vague and too general for the machines to understand. Thus, you have to speak to the computer in its own preprogrammed language. There are three popular types of language, each developed for a certain purpose. COBOL, which stands for "Common Business Oriented Language." It is used for purposes such as accounting and personnel work. FORTRAN, which is used In science and engineering. It stands for "Formula Translation," and you can do complex calculations with it. BASIC, which was developed at Dartmouth, and is easy to learn. It's the language you get with home and school computers. Then there's PASCAL, ALGOL, PL/1, Assembler, RPG, and dozens of others. M Mainframe—A term traditionally used to reference the computers sold by IBM, Univac, Honeywell, NCR, Burroughs, etc. Historically these machines were very strong batch processing units with transaction processing as a lesser capability. They were also much larger and more expensive than the minis. The difference between minis and mainframes has become very fuzzy since several minis are larger than smaller mainframes and several mainframes are less expensive than the large minis. The term Is also used to refer to the central control and processor of any computer complex. Megabyte (or M)—1,024 Ks or 1,048,576 bytes or characters. Commonly used to refer to the amount of Information that can be stored on a mass storage device such as a disk, or the memory size of large computers. Memory—Generally refers to computer memory. Programs and data currently being operated on by a computer must reside in memory. Should be considered temporary storage since data in computer memory is usually lost when electrical power is removed. Microcomputer—A small computer that uses a microprocessor for Its central processing unit. In function and structure It's like a minicomputer, except for differences in price, size, speed of execution, and computing power. Most cost under $10,000, can be configured to handle three to four terminals. Large capacity floppy disks can be used for mass storage. Some machines have multiple languages and canned business packages are available. These machines have all the basic capabilities of a very large computer, although there are fewer programming aids available. Microcomputers are designed to be "friendly" because most "speak" to practically any office worker in understandable languages. Microprocessor—A single microelectronic chip containing all the elements of a central processing unit. It's the physical heart of the system, and is the computer. Minicomputer, Large—Systems from $70,000 and higher provide a more powerful CPU than a small minicomputer, faster transfer of information between memory, disk, and CPU, and in some cases an operating system comparable in capability to small "mainframe" computers. Also, with many large minicomputers advance data man- agement software is commonly available. Networking capabilities are allowing users to combine computers, allowing expansion capabilities that are almost limitless, especially for timesharing rather than the traditional batch processing operation. Minicomputer, Small—Cost, a larger and more powerful CPU, and In many cases higher-caliber software tend to distinguish the mini from the microcomputer. They may range from $20,000 to around $70,000, and handle up to 16 terminals and 60M of external storage (though this may vary somewhat from vendor to vendor). Applications range from complete standalone business systems to frontend processors (machines that handle input/output to a larger computer). Modem —From the words modulate-demodulate. It's the name of a device that can hook up one computer to another via telephone. Modems are also used to do such things as turn the binary digit language of a computer into sound and turn sound back into binary digits. N Network, Computer—Basically, two or more interconnected computers with advantages for permitting geographical distribution, and thus economy of operation. Such a network also permits parallel processing, combinations of send-receive communications, multipoint remote entry and output, locally controlled databases, and less requirement for centralized facilities. 0 Off-LJne-Descriptive of peripheral equipment or devices not under the control of the central processing unit. On-Llne-Pertaining to peripheral equipment or devices in direct communication with the central processing unit. Operating System—The software that makes the computer run—the real brains of the operation. It's an organized collection of techniques and procedures to supervise and control the running of all other programs. P Peripherals—Any devices connected to a computer. They are usually electromechanical ma- �c h i n e s that have the capability to send or receive i n f o r m a t i o n . Examples i n c l u d e : disk drives, printers, CRTs and your television set. Personal Computers — O f t e n defined as low-cost microcomputers oriented t o h o m e use, have graphics (often color), and can prod u c e s o u n d s . Newer personal c o m puters can perform w o r d processing and other b u s i n e s s f u n c t i o n s better than earlier m o d e l s . It used t o be that personal c o m puters meant personal and b u s i n e s s c o m p u t e r s were business, and rarely d i d t h e t w a i n meet. That d i s t i n c t i o n is b e g i n n i n g t o blur, however, and personal c o m p u t e r s now perform b u s i n e s s f u n c t i o n s and vice versa. This trend toward overlapping is s i g n i f i c a n t in that it offers m a n a g e m e n t new o p t i o n s in c o m p u t e r i z i n g a wider range of business functions. A d e f i n i t i o n of personal c o m p u t e r (also called d e s k t o p c o m p u t e r ) may b e c o m e o b s o l e t e the m o m e n t it is c o m m i t t e d t o print because of the rapidly c h a n g i n g t e c h n o l o g y and the merging of f u n c t i o n s . Printer—A m a c h i n e that prints out w h a t you've typed into your c o m p u t e r . Printers may produce text or graphics of varying quality (e.g., letter or draft). s S o f t w a r e — T h e i n s t r u c t i o n s that tell t h e c o m p u t e r ' s hardware what to d o ; i.e., t h e p r o g r a m s (including the operating system). Software can be w r i t t e n in a number of languages s u c h as BASIC, FORTRAN, COBOL, and PASCAL. Storage U n i t s — T h e r e are four kinds: • Floppy disks (affectionately k n o w n as floppies) are t h i n , flexible platters coated w i t h magnetic material, are about eight inches square, and hold 256K t o one M (an M is a megabyte, or one m i l l i o n bytes) storage. • M i n i f l o p p i e s . These are similar t o the f l o p p i e s except they're 5 V4 inches square. They usually hold 125K t o 256K storage. • Hard d i s k s are magnetic storage devices, a l u m i n u m coated and • bigger than t h e f l o p p i e s , used by the large business c o m p u t e r s . They hold about five M t o 300M storage and give q u i c k access to large a m o u n t s of i n f o r m a t i o n . Cassette tapes: They file inform a t i o n in sequence. T Teleconferencing—A catch-all term that includes conferences both by phone and by television. V Vi si G a l e — B u s i n e s s - o r i e n t e d software package available for many m i c r o c o m p u t e r s . It replaces pencil, paper, and calculator, and provides the typical " w h a t - i f " quest i o n s of financial analysis and budgetary p l a n n i n g . w Word Processor—A c o m p u t e r system (including peripherals) that has been specially designed t o prepare, store, edit, and d i s s e m i nate human-language texts. EFHuttaNi talks puMic powerfinancii^. E.F. Hutton's Public Power Finance Group has demonstrated its ability to generate new financing ideas and carry them out successfully. We have the experience, the know-how, and the distribution network which could make your next financing a success in ways you may not have anticipated. As managers or co-managers of numerous public financings, we have proven our ability to create innovative approaches to complex tax-exempt financings. We have one of the largest capital bases in the industry. We also have the willingness to use our cap- ital to maintain a secondary market in issues we manage. 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High among early priorities or "targets" for many of these programs is "high tech" industry. The community normally accompanies these efforts w/ith a portrait of itself as an ideal "host" for the conception, nurturing and growth of this breed of highly specialized industrialization. Although some such programs will succeed, eventually many of these efforts must undergo an inevitable refinement in priorities as initial idealism yields to experience in the marketplace and the reality that generally "high tech" begets "high tech." Fortunately for local governments, another approach to coping with the imbalance between limited resources and the expanding cost of services exists. Like so many economic development efforts today, the basic ingredient for success is also high technology. In contrast to importing new industry, this approach involves the seeming- o Q O I< Z o DC > 12 About the Authors Mr. W h i t l e y , d e p u t y c i t y manager, has served the city of L y n c h b u r g s i n c e 1972. The a u t h o r of n u m e r o u s articles regarding a variety of local g o v e r n m e n t issues, he is a g r a d u a t e of Davidson College and earned his m a s t e r ' s degree in public adm i n i s t r a t i o n f r o m t h e University of Georgia. Mr. Clark has served the L y n c h b u r g Data Processing Center since 1974 and a s s u m e d its leadership as data processing manager in January 1979. His backg r o u n d i n c l u d e s extensive data processing t r a i n i n g along w i t h c o n s i d e r a b l e experience in t h e c o m p u t e r service operat i o n s of private industry. ly limitless opportunities available to every local government through increased productivity and enhanced cost-saving effectiveness derived from internalizing computer technology. Just as with recruiting " h i g h t e c h " industry, simply espousing the concept of progress through technology is not enough. Frequently overlooked is the need to create a "friendly" and accommodating environment in which the application of computer technology can succeed and flourish. Organizational Realignment Since inception in the 1960s, the Data Processing Center of the Lynchburg city government functioned as a division of the Finance Department. This position in the city's organizational structure represented a natural outgrowth of the early accounting and financial records maintenance role initially assigned to data processing and computer services. With the ensuing years, organizational receptivity to computerization grew and technological advancements took place at a rapid pace. Corresponding increases in competition for computer services became increasingly fierce. As the early accounting and financial records orientation of the computer assumed lesser relative importance, its organization-wide potential as a management tool emerged. Accompanying this evolution were nagging questions regarding the propriety of one department determining the computer service priorities, policies, goals and longrange plans of an entire city government. To resolve these concerns and focus attention on the productivity and cost savings which might result from further expansion of the role of the computer, the data processing function was relocated in July 1981 to become the only direct sub-unit of the city manager's office. With fifteen employees under the direction of the data processing manager, the center serves as the central processing facility for all departments of the city government, the various constitutional offices and some segments of the public schools. The Policy-IVIaking Framework To complement this realignment in organizational structure, an Information Services Advisory Group was appointed in July 1982. The purposes of this group include establishing policy, goals and long-range plans related to development and operation of information services (data processing and micrographics); assuring that data processing services are distributed equitably among all users and potential users in accordance with established service priorities; serving as the means for informing all department directors in the area of information services; providing a forum for city government, school and constitutional officials for discussion of plans and the status of computer and micrographics functions within overall Data Processing Center operations; and focusing attention on an organization-wide basis toward opportunities for expansion in computer technology application. The advisory group, which meets each quarter and which is appointed by and is advisory to the city manager, consists of seven members: the deputy city manager, who in addition to having responsibility for overall supervision of data processing serves as the chairman of the group; the director of �finance; the director of office management and budget; a representative of the public schools designated by the school superintendent; a representative of one of several city council appointed offices, currently the city assessor; a representative of the constitutional offices, currently the commissioner of revenue; and one other department director on an annual rotating basis, currently the chief of police. The data processing manager serves as an ex-officio member of the group. This composition assures thorough representation of virtually every segment of the municipal government which now utilizes or which may eventually utilize the services of the Data Processing Center. Each department or agency now represented on the Information Services Advisory Group, with the exception of the police department, currently utilizes the Data Processing Center. The police department operates a separate mini-computer system as a result of federal grant funding in the 1970s. The police chief was designated as the first rotating member of the advisory group in order to underscore the importance of compatibility of policies, goals and long-range planning with this one and only computer system within the city government which is indepedent of the Data Processing Center. Advisory Group Activities During its first year, the activities of the Information Services Advisory Group focused on several areas. Following an initial program of orientation developed by the data processing manager, the group carefully considered its assigned mission and commenced its most significant ongoing responsibility: assigning priorities to competing demands for computer resources. Unquestionably, one of the advisory group's most notable contributions has been development of a policy to guide the acquisition of personal or microcomputers. Both the rationale and particular features of this policy deserve special mention. On January 3, 1983 "Time" magazine veered from its customary "Man of the Year" designation to declare the computer as "Machine of the Year." The Information Services Advisory Group was particularly impressed with the need for local governments to respond to the "future shock" implications of the technological explosion reflected in the "Time" article. "Sale figures are awesome and will become more so," the article said. "In 1980 some two dozen firms sold 724,000 personal computers for $1.8 billion. The following year 20 more companies joined the stampede including giant IBM, and sales doubled to 1.4 million units at just under $3 billion. When the figures are in for 1982, according to Dataquest, a California research firm, more than 100 companies will probably have sold 2.8 million units for $4.9 billion." The advisory group's concern was further reinforced by another article, "Multiple Microcomputers: Who's In Charge Here?" in the September 1982 issue "Public Technology NEWS." It included the following assessment: "Desktop microcomputers have become so inexpensive and easy to use that nearly every department or office can think of ways to justify acquiring a system. In business, the spread of micros has been so quiet and sudden that many corporations have no idea how many of these machines are at work in their offices. Even when orders are issued to prohibit or limit purchases, micros continue to pop up on the desks of managers and professionals. Some buy their own systems and bring them to the office. Others disguise microcomputer purchases as word processors, typewriters, or other office equipment." To promote the coordination which appeared necessary for a positive organizational response to this emerging form of computer technology, the advisory group recommended that a policy be formulated to guide the acquisition of personal or microcomputers. The city manager welcomed this suggestion and accepted the group's proposal. Six months later, the Information Service Advisory Group culminated its first year of activity with adoption of a policy emphasizing the following considerations in acquiring microcomputer equipment: cost justification for equipment, programs, maintenance, supplies, consultant fees, etc., as the first prerequisite; advanced planning for proposed purchases in conjunction with normal budgetmaking deliberations; demonstrated performance of programs prior to equipment acquisition; capability for same day repair or replacement of defective or malfunctioning equipment; ability of microcomputer to emulate terminals compatible to the existing "mainframe" computer; except where word processing is the prevailing applica- tion, de-emphasis on acquisition of letter quality printers because of slow speed and relatively high cost; adherence to the established procurement ordinance; and advanced review by the Information Services Advisory Group of any proposed acquisition of microcomputer equipment which does not satisfy the preceding criteria. In addition to recognizing the importance of specified standards, the policy provides assistance to user departments and agencies by outlining a methodical, deliberate and cautious approach in any decision-making to acquire microcomputer equipment. In this regard, it promotes coordination of new technology by the host city government rather than the disorder, duplication, incompatible equipment and cost consequences likely to result when technology is permitted to dominate the host. Assessing Accomplishments In 1981 the city administration began a carefully charted course to create an organizational climate conducive to the expanded application of computer technology and its significant potential for productivity and cost savings. While it is difficult at this time to evaluate the effectiveness of the various changes several interim results are identifiable. First, through attention to new computer technology opportunities, through the sharing of transferable, user-prepared computer programs among other local governments and through costconscious concern for telephone line-related charges, Lynchburg has saved large sums of public funds. A substantial segment of these savings will continue to accrue on a yearly basis into the future. Second, the organizational relocation of the Data Processing Center and the emphasis on crossdepartmental decision-making regarding competing computer service demands assure all proposals will receive equal, organizationwide consideration and, theoretically, the highest priority needs will receive the earliest attention. This approach encourages departments and agencies to feel that a mechanism exists to promote equal access to computer services. In the absence of such an approach, some units might otherwise pursue computerization reluctantly, thinking such technology is inaccessible. Third, the adoption of a policy for acquisition of microcomputers is —Continued on page 22— >t ^ ^ < z § O ^ — — ^ ^ 13 �Tort Liability of L o c a l Officials By J o h n A . Gibney J r . >^ K O Q ^ _ I— < 2 — ^ ^ 14 federal. S t a t e law g o v e r n s most day to day a c t i v i t i e s . F o r i n s t a n c e , state law m a k e s it unlawful to drive a car r e c k l e s s l y . In c o n t r a s t , federal law g o v e r n s only rights s p e c i f i c a l l y created under the C o n s t i t u t i o n or federal s t a t u t e s . Most civil rights s u i t s are t e c h n i c a l l y tort c a s e s brought under federal law. T h e diff e r e n c e b e t w e e n federal and s t a t e law i s important b e c a u s e federal and state c o u r t s apply different l a w s of immunity. F e w t h i n g s c o u l d be s i m p l e r than filing a l a w s u i t against a public official or a locality. A n y o n e with a pen, s o m e paper and a complaint c a n file a suit. If a plaintiff l a c k s f u n d s , the c o u r t s will even w a i v e the filing f e e s . E v e n t u a l l y , nearly all public o f f i c i a l s are s u e d . A suit u s u a l l y requires the d e f e n d a n t s to s p e n d what s e e m s an inordinate amount of money and time on l a w y e r s and c a s e preparation.: T h a t ' s the bad n e w s . T h e good n e w s i s that plaintiffs w i n few s u i t s a g a i n s t governmental bodies and o f f i c i a l s . G o v e r n m e n t a l d e f e n d a n t s have a variety of def e n s e s w h i c h often result in the d i s m i s s a l of m o s t c a s e s long before they c o m e to trial. Most c a s e s not d i s m i s s e d are s e t t l e d , often for a nominal payment. Very few c a s e s go to trial and result in money j u d g m e n t s a g a i n s t l o c a l i t i e s or their officers. T h e law in t h i s area h a s c h a n g e d d r a m a t i c a l l y in the past five y e a r s leaving m a n y q u e s t i o n s unans w e r e d , but before d i s c u s s i n g off i c i a l s ' liability, a few c o n c e p t s need to be e x p l a i n e d . Tort. A tort is a civil wrong w h i c h c a u s e s harm. T h e victim of a tort c a n bring suit to recover his l o s s e s and s o m e t i m e s for punitive dama g e s . O n e of the most c o m m o n exa m p l e s of a tort is an a c c i d e n t c a u s ed by a c a r e l e s s driver. Immunity. Immunity is a s h i e l d or d e f e n s e to a suit for money damages. Governmental defendants can a s s e r t immunity d e f e n s e s in a variety of c i r c u m s t a n c e s . S o u r c e s of law. Individuals and governmental bodies m u s t c o m p l y with two bodies of law — state and State Tort Liability T h e Virginia law of tort liability is not at all clear. In 1979, the Virginia S u p r e m e Court in Short v. Griffiths, 220 V a . 53 (1979), s a i d that local off i c i a l s " d o not enjoy governmental immunity and . . . are a n s w e r a b l e for their own a c t s of s i m p l e neglig e n c e . " T h u s if the c o u n t y manager hits a pedestrian while driving a c o u n t y c a r on county b u s i n e s s , he is personally liable for the harm he causes. T w o recent c a s e s have raised the possibility that local o f f i c i a l s , like their state c o u n t e r p a r t s , may be immune from suit in certain s i t u a tions. In First Virginia Banl<—Coloniai v. Bal<er, 225 V a . (1983), the V i r g i n i a S u p r e m e Court went through a lengthy a n a l y s i s of the d u t i e s of a circuit court clerk before holding s h e w a s not i m m u n e from suit for errors in recording d e e d s . T h e court left the possibility open that under different f a c t s the c l e r k might have been i m m u n e . In the s e c o n d c a s e , San/cs v. Sellers, 224 V a . 168 (1982), the court held that a local s c h o o l s u p e r i n t e n d e n t and a principal w e r e i m m u n e from suit by a student w h o had been s t a b b e d in s c h o o l . About the A u t h o r Mr. G i b n e y is currently an a s s i s t a n t attorney general in the o f f i c e of the attorney g e n e r a l ' s civil litigation s e c t i o n . H i s primary d u t i e s i n c l u d e d e f e n d i n g s t a t e o f f i c i a l s . B e f o r e c o m i n g to t h i s off i c e , G i b n e y w a s in private p r a c t i c e for s e v e r a l y e a r s with a firm w h i c h repres e n t e d a number of s c h o o l b o a r d s , c i t i e s and c o u n t i e s . W h i l e t h e s e c a s e s offer hope that s o m e local o f f i c i a l s may be found i m m u n e from suit, the c a s e s denying immunity to local public e m p l o y e e s have not been overruled and the law r e m a i n s unclear. F o r the time being, therefore, the s a f e s t c o u r s e is to a s s u m e that local off i c a l s are not i m m u n e from suit u n d e r s t a t e law. Local employees also can make the locality liable through their negligent a c t s . For r e a s o n s shrouded in history, Virginia law treats c o u n t i e s and c i t i e s differently in this a r e a . C o u n t i e s are i m m u n e from liability; they cannot be s u e d for money d a m a g e s . C i t i e s are immune w h e n they act in their "governmental" c a p a c i t i e s , but they c a n be liable for their "proprietary" f u n c t i o n s . " G o v e r n m e n t a l " a c t i o n s are t h o s e " t a k e n for the c o m m o n good of all, without the element of special corporate benefit or pecuniary profit," a c c o r d ing to the court in Ferer v. City of Norfolk, 203 V a . 551 (1962). Applied, this test h a s led to s o m e strange r e s u l t s . For i n s t a n c e street maint e n a n c e is a proprietary function w h i c h c a n lead to municipal liability. In s e l e c t i n g and adopting a plan for the c o n s t r u c t i o n of s t r e e t s , and in maintaining traffic s i g n a l s on its s t r e e t s , however, a city performs a governmental function for w h i c h it is i m m u n e . ' T h e recently e n a c t e d Virginia Tort C l a i m s A c t h a s raised a number of q u e s t i o n s about local liability. T h e act d o e s not apply to localities and their o f f i c e r s and c r e a t e s no new liabilities for them. Rather, it a p p l i e s only to the c o m m o n w e a l t h , and the Virginia S u p r e m e Court h a s not yet a d d r e s s e d the liability of l o c a l i t i e s and local o f f i c i a l s under the a c t . Federal Tort Liability L o c a l o f f i c i a l s c a n be held pers o n a l l y liable for federal torts committed in the performance of official d u t i e s . Most c o m m o n l y t h e s e c a s e s involve violations of federally protected civil rights. Public o f f i c e r s do, however, have several immunity d e f e n s e s . L e g i s lative immunity protects c o u n c i l m e m b e r s and s u p e r v i s o r s from liability for their v o t e s on matters before t h e m , a s cited in Bruce v. Riddle, 631 F.2d 272 (4th Cir. 1980). L e g i s l a t i v e immunity protects off i c i a l s only w h e n acting in their legislative c a p a c i t i e s ; its s h i e l d is lost w h e n the official b e c o m e s in— C o n t i n u e d on page 16— • ' I I ; �Two words define expertise in public power financing: Merrill Lynch. To find out why we're a breed apart, call: (212) 637-2540 Merrill Lynch Capital Markets Municipal Utilities Department �v o l v e d in t h e d a y t o d a y o p e r a t i o n of local government. Q u a l i f i e d i m m u n i t y provides prot e c t i o n to a broader range of local officials. Under qualified immunity, an o f f i c e r is n o t n e c e s s a r i l y liable in his individual capacity w/henever a court finds a federal right has been v i o l a t e d . Q u a l i f i e d i m m u n i t y is n o t , however, carte blanche to make m i s t a k e s . If a n o f f i c e r v i o l a t e s a clearly established constitutional or statutory right of w h i c h he k n o w s or s h o u l d have k n o w n , he loses his imm u n i t y (Harlow v. Fitzgerald, U.S., 1 0 2 S . C t . 2 7 2 7 (1982)). F o r i n s t a n c e , a city manager cannot claim immunity for directing city employees to close d o w n a local n e w s p a p e r that has published editorials critical of h i m . Until 1978 local governments were i m m u n e f r o m suit for civil r i g h t s v i o l a t i o n s . In 1 9 7 8 , h o w e v e r , the United States Supreme Court h e l d i n Monell v. New York Department of Social Services, 436 U.S. 6 5 8 ( 1 9 7 8 ) , t h a t if a c i t y o r c o u n t y has a regular practice, policy or custom which violates individuals' constitutional rights, the locality generally can be held liable for monetary damages. Localities, however, are i m m u n e f r o m punitive d a m a g e s (City of Newport v. Fact Concerts Inc., 456 U . S . 2 4 7 (1981)). Protecting Local Officials Local officials are p r i m e targets for lawsuits but they can take several steps to ease t h e pain of going to court. First, local officials c a n , s h o u l d and must obtain insurance. A number of c o m p a n i e s provide policies which cover not only localities but also their officials and employees. These policies offer a n u m b e r of opt i o n s , a n d an i m p o r t a n t o n e is a " d e f e n s e " clause. A defense clause obligates the insurance company to p r o v i d e a l a w y e r t o d e f e n d s u i t s . If a locality anticipates having to hire a private attorney to defend tort suits, a d e f e n s e c l a u s e m a y p r o v i d e valuable savings. Such a clause can pay f o r itself in o n e m a j o r c a s e . A n i n s u r a n c e p o l i c y is w o r t h l e s s if n o o n e a l e r t s t h e i n s u r e r w h e n a c l a i m is m a d e . L o c a l i t i e s , t h e r e f o r e , should create a procedure to assure all l a w s u i t s are p r o m p t l y b r o u g h t t o the insurance company's attention. At a m i n i m u m , a local e m p l o y e e should be assigned the specific responsibility of notifying t h e ins u r e r o f all c l a i m s . F i n a l l y , it i s i m p o r t a n t t o r e c o r d information about the subject matter of potential l a w s u i t s as q u i c k l y as possible. M e m o r i e s fade quickly, a n d if n o o n e r e m e m b e r s a n e v e n t , it b e c o m e s difficult to defend a suit brought several years after t h e e v e n t s in q u e s t i o n . L o c a l o f f i c i a l s and e m p l o y e e s s h o u l d keep a written record of the facts surrounding all p o t e n t i a l c l a i m s . T h e r e c o r d c a n be as s i m p l e as a note t o t h e files, b u t it m u s t b e p r e p a r e d a s s o o n a s possible after t h e event and should include every fact r e m e m b e r e d , no matter h o w s e e m i n g l y trivial. P r e p a r i n g a r e c o r d of t h e f a c t s is o n e part of a s s i s t i n g a locality's d e f e n s e a t t o r n e y s in r e s p o n d i n g t o a suit. Attorneys will make other d e m a n d s of local officials. They will want several interviews w i t h their clients; they will ask for information which seems tangential to the c l a i m ; they will sit for h o u r s reviewing s c o r e s of d o c u m e n t s . T h e i r purp o s e is s i m p l e : t r i a l s are w o n by ex- The John Marshall is not what it used to be. haustive preparation, not by courtroom fireworks. Attorneys' dem a n d s on local officials are crucial to trial p r e p a r a t i o n , a n d a n y t h i n g less than total cooperation from local officials diminishes the c h a n c e s of w i n n i n g a case. Summary B e i n g s u e d is an unfortunate counterpart of public service, but local o f f i c i a l s have a variety of legal defenses against tort suits and can take a n u m b e r of steps to protect themselves from personal liability. The threat of suit, therefore, should not defer local officials f r o m vigorously serving the public. Tills article does not represent the official views or opinions of ttie Virginia Attorney General's Office. It deals only with suits brougfit seeking money judgments; it does not deal witfi injunctive and other non-monetary relief. It is Important to remember that this article Is only an outline. A city or county official with specific questions should consult his locality's attorney as each case presents unique problems. The author thanks Mary Lynne Bailey for her assistance in research for this article and Joseph P. Rapisarda and William Hefty for their review and advice. Public Power Financing . . . Experience Innovation Commitment... o o < ® First Boston ^ ^ ^ ^ 16 We're better than even Our spacious meeting rooms, fine food, complete audio/video equipment and expert staff assure you of a comfortable, effective meeting. Located at 5th & Franklin Streets., Richmond, Virginia. 804-644-4661. TheJohnMarshall THE FIRST B O S T O N CORPORATION Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 �Police Chiefs Hold Conference The Virginia A s s o c i a t i o n of C h i e f s of P o l i c e held i t s 58th A n nual C o n f e r e n c e at the OMNI International Hotel in Norfolk A u g . 21-24. P r e s i d e n t Roland A . L a k o s k i , chief of police, C h e s a p e a k e , presided and nnore than 200 c h i e f s a n d g u e s t s attended. During the c o n f e r e n c e , the a s s o ciation e l e c t e d its 1984 o f f i c e r s and gave a w a r d s to four m e n . One award w a s made p o s t h u m o u s l y . C o l . L e s l i e T . S h e p p a r d , chief of police, Henrico County, a s s u m e d the a s s o c i a t i o n ' s p r e s i d e n c y a n d Harry T. H a s k i n s J r . , chief of police, S a l e m ; Frank W. J o h n s t o n e , director of police. University of Virginia; Maj. C e c i l S . J o h n s o n J r . , field s u p e r v i s o r . S t a t e P o l i c e Department, b e c a m e first, s e c o n d a n d third v i c e p r e s i d e n t s r e s p e c t i v e l y . Sgt. J o h n H. Cherry, formerly of the C h e s a p e a k e P o l i c e Department, w a s honored p o s t h u m o u s l y with an award for outstanding contribution to law e n f o r c e m e n t . S e p t . 27, 1982, Sgt. Cherry w a s killed in an attempt to apprehend a disorderly person without the u s e of deadly force. T r o o p e r s Perry J . F r e e m a n , S . A . B o o n e and D. W . S a w y e r of t h e S t a t e P o l i c e Department received a w a r d s for valor. Trooper F r e e m a n , in a difficult 25 minute operation, r e s c u e d a w o m a n who had jumped from t h e Key Bridge from t h e i c y current of the P o t o m a c River J a n . 7, 1983. Trooper S a w y e r , along with civilian Ricky Fletcher, were trapped under a roof w h i c h c o l lapsed w h i l e they were trying to r e s c u e a victim in a S h e l l S e r v i c e Station e x p l o s i o n in H a y s i , V A , May 28, 1982. W h i l e t h e building w a s burning. Trooper B o o n e c r a w l e d under the debris and raised the roof with a bar enabling the three men to be freed. Virginia Delegate R i c h a r d M. B a g l e y ; E x e c u t i v e Director for t h e Department of C r i m i n a l J u s t i c e Serv i c e s R i c h a r d N. Harris; and A s s i s tant Director of Training for the F B I at Q u a n t i c o J a m e s D. M c K i n z i e participated in a panel d i s c u s s i o n on " T r a i n i n g and t h e F u t u r e " held at the c o n f e r e n c e . Other c o n f e r e n c e s e m i n a r s included a presentation on a c c r e d i t a t i o n , a report on the Hot Col. Leslie T. Sheppard Pursuit T a s k F o r c e and a report on the G o v e r n o r ' s T a s k F o r c e to C o m bat Drunk Driving. The 59th V A C P A n n u a l C o n f e r e n c e will be held in W i l l i a m s b u r g Aug. 19-22,1984. GRIFFIN® Ductile Iron Pipe Y for water and sewer installations CAST IRON SOIL PIPE & FITTINGS GRIFFIN PIPE P R O D U C T S CO. BOX 740 • LYNCHBURG, VIRGINIA 24505 • 804-845-8021 ...s^^ �People Charlottesville Manager Receives Award o Q O I< Z > 18 Cole Hendrix, city manager, C h a r l o t t e s v i l l e , r e c e i v e d the 1983 L. P. C o o k i n g h a m A w a r d for C a r e e r Development. T h e a w a r d i s presented a n n u a l l y by the International City M a n a g e m e n t A s s o c i a t i o n ( I C M A ) to a m a n a g e r or chief administrator w h o h a s s i g n i f i c a n t l y contributed to the e n c o u r a g e m e n t and development of y o u n g people in local government c a r e e r s . Hendrix, w h o h a s s e r v e d a s Charl o t t e s v i l l e ' s city manager s i n c e 1971, h a s helped many y o u n g professionals with their careers through city m a n a g e m e n t interns h i p s , departmental i n t e r n s h i p s , minority c a r e e r d e v e l o p m e n t and general p r o f e s s i o n a l development. S i n c e his appointment, a total of 79 University of V i r g i n i a s t u d e n t s have c o m p l e t e d i n t e r n s h i p s in v a r i o u s d e p a r t m e n t s of the c i t y ' s government. S e v e n t e e n public administration graduate s t u d e n t s have c o m pleted i n t e r n s h i p s in h i s office alone. In addition, a number of high s c h o o l s t u d e n t s have participated in work/study programs with the city. Fairfcix County Executive Named Citizen of the Y e a r J . Hamilton Lambert, county exe c u t i v e of F a i r f a x C o u n t y , w a s recently n a m e d C i t i z e n of the Y e a r by the F a i r f a x C o u n t y C h a m b e r of C o m m e r c e . Lambert w a s s e l e c t e d a m o n g 600,000 people and members of s o m e of the w o r l d ' s leading c o r p o r a t i o n s located in the county to r e c e i v e the a w a r d recognizing o u t s t a n d i n g leadership and c o n tributions to the well being of the county. L a m b e r t h a s s e r v e d a s c o u n t y exe c u t i v e s i n c e A u g u s t 1980. H i s appointment c u l m i n a t e d more than 20 y e a r s of s e r v i c e in F a i r f a x C o u n t y . He h a s w o r k e d with practically every department of the county government and h a s received num e r o u s other a w a r d s . He r e c e i v e d the c o u n t y ' s highest award bestowed on an e m p l o y e e in 1969, and in 1979 he r e c e i v e d the C o u n c i l of Government's Metropolitan Achievement Ex-Police Chief D i e s Elmer R. Blevins, former police c h i e f of Marion, suffered a heart att a c k the night of A u g u s t 1 and died early the following day in S m y t h County Community Hospital. B l e v i n s , 65, had retired j u s t 33 d a y s prior. He joined the Marion police force in 1957 and had s e r v e d a s chief for eight y e a r s . He w a s s u c c e e d e d by J o h n H. G r u b b J r . , a former state trooper. B o n d T o Serve ICMA John P. Bond III, city manager, P e t e r s b u r g , h a s been e l e c t e d a vice president of the International City Management A s s o c i a t i o n . He will represent the S o u t h e a s t and will serve a two-year term. B o n d , a native of W a s h i n g t o n , D C , b e c a m e city manager of Petersburg in 1979. Prior to that he served a s a s s i s t a n t city manager of Miami and a s s i s t a n t city manager of W i n s t o n S a l e m , N C . He is currently c h a i r m a n of I C M A ' s affirmative action c o m m i t t e e . B O C A Elects Two Virginia Building Officials A w a r d , an a w a r d given only one other time. In J a n u a r y 1982, " T h e W a s h i n g t o n i a n " m a g a z i n e honored L a m b e r t with its W a s h i n g t o n i a n of the Y e a r A w a r d . He a l s o w a s recently n a m e d director of the Virginia A s s o c i a t i o n of C o u n t y A d m i n i s t r a t o r s . Falls C h u r c h Appoints New City Manager Anthony H. Griffin is the new city m a n a g e r of F a l l s C h u r c h . He s u c c e e d s Harry E . W e l l s w h o retired after 19 y e a r s a s city manager and 35 y e a r s a s an e m p l o y e e of the city. Griffin h a s s e r v e d a s the deputy county manager of Arlington s i n c e S e p t e m b e r 1982. He h a s been employed by Arlington C o u n t y s i n c e 1975, and s e r v e d a s a c t i n g county manager, and administrative a s s i s tant and administrative aide in the c o u n t y m a n a g e r ' s o f f i c e . He holds m a s t e r ' s d e g r e e s in urban and regional planning and in urban affairs from V i r g i n i a P o l y t e c h n i c Institute and S t a t e University. J o s e p h Bertoni, chief building ins p e c t o r for F a i r f a x C o u n t y and a past president of the Virginia Building Officials Association, has been e l e c t e d to the board of directors of the Building O f f i c i a l s and C o d e A d m i n i s t r a t o r s International ( B O C A ) , and Charles Everly, building official for A l e x a n d r i a and a l s o a V B O A member, h a s been e l e c t e d treasurer of B O C A . B O C A is an international a s s o c i a t i o n that prov i d e s model c o d e s for adoption by local g o v e r n m e n t s . < r Bertoni �Two Take Council Seats Jimmie B. Bryan was appointed to Lynchburg City Council June 23 to replace Hubert Nash, at-large council member who died the preceding week. Bryan, 67, is a retired high school basketball coach and athletic director. His term will expire In 1984. Joanne Marston was appointed to the Edinburg Town Council In August to replace Fred Hottle who resigned. Marston is an employee of the Farmers Bank of Edinburg. Ex-City Manager D ies S. Lee Grant, city manager of Winchester for almost 28 years, died July 26 In a local nursing home at the age of 76. Grant was appointed city manager in 1939 at the age of 32. He had served as superintendent of the Water Department from 1931 to 1939, and was first hired by the city In 1930 as a water meter reader. Upon his retirement he was elected city manager emeritus. Cornell Assists With Magazine The Virginia Municipal League has hired Mary Ann Cornell to assist with "Virginia Town & City" magazine on a part-time basis. Cornell, a mass communications student at Virginia Commonwealth University, is working primarily with the magazine's advertising, although she assists in other areas as well. She Is a native of King George County and has also attended Bridgewater College. Staunton Cited For Preservation The Historic Staunton Foundation received the Preservation Honor Award funded by Rust-Oleum Corp. and granted by the National Trust for Historic Preservation. The Staunton organization was first in recognizing and making citizens aware of the commercial value of the city's historic buildings and then succeeded In Implementing an exemplary facade Improvement program. Governor's Conference O n Tourism Set The Virginia Governor's Conference on Travel and Tourism will take place in Richmond at the Hotel John Marshall Oct. 30-31. The conference will actually begin with an afternoon registration and gala evening reception Sunday, Oct. 30, at the Science Museum of Virginia. Gov. Charles S. Robb, who has demonstrated a strong commitment to tourism making It one of the few areas of state government to receive Increased funding, will speak Monday morning, Oct. 31. Following Gov. Robb's remarks, open round-table discussions will allow the opportunity to express concerns, pose questions and recommend solutions, policies and priorities to help determine the future development of Virginia's tourism Industry. Conference workshops include "How to Persuade Elected Officials to See It Your Way," "How to Generate Media Publicity," "How to Package Successful Tours for Domestic and International Markets," and "How to Plan Local Festivals and Events that Work." Conference registration Is $30 in advance, $35 at the door. For more Information contact LaVerne Deusebio, Division of Tourism, Director of Tour Development, 202 N. Ninth St., Richmond, VA 23219, or call (804) 786-2051. Marketplace Chief of Police, Manassas, VA. Responsible for operation of police department under general supervision of city manager. Department has operating budget of $986,000 witti 41 full-time and 6 part-time employees. Position requires strong leadership, extensive experience in modern police work with progressive supervisory experience in operation and administration, at least two years of command experience and ability to innovate programs. Bachelor's degree in criminal justice or associated field preferred, but applicants with extensive law enforcement schooling and training will receive equal consideration. Salary $25,938-$36,525 depending on education and experience, plus full range of fringe benefits. Candidates may be invited to participate in an assessment center procedure to be conducted in Manassas by lACP. Send resume, including salary history, to C. M. Moyer Jr., City Manager, P.O. Box 512, Manassas, VA 22110. Real Estate Assessor, Chesapeake, VA, Pop. 120,000. Person will report to city council and be responsible for directing a staff of 23 in the valuation of real property and the preparation and public notification of assessments. Requires a relevant college degree and extensive experience in real property appraisal, some of which must have been at a management level. C.A.E. certification preferred. Submit resume to City Clerk, P.O. Box 15225, Chesapeake, VA 23320 prior to November 1.E0E. "PROTECTED" MUNICIPAL SELF INSURANCE (TAILORED TO YOUR NEEDS) —Worker's Compensation — Liability —Group Health Y E A G E R and C O M P A N Y . I n c . 8100THREECHOPT ROAD RICHMOND,VIRGINIA23288 Phone: (804) 285-8000 �Professional Directory SCS ENGINEERS Sougiern EngmGermg S T E A R N S . C O N R A D AND SCHMIDT CONSULTING E N G I N E E R S , INC. • WATER SUPPLY • WASTEWATER TREATMENT • SANITARY LANDFILL DESIGN , GAS PROTECTION AND RECOVERY 11260 R o g e r B a c o n D r i v e , R e s t o n , V a . 2 2 0 9 0 • (703) 471-6150 California Rates Planning System Studies Feasibility •Washington •Kentucky •South PUBLIC UTILITY Relaying Eng:nee'& & ConsuHants Metenng Waste Systems East Central Region 1800 P a r k w a y Dr. , ZiaeZ 497-794Z Virginia P H O N E 804/649-8627 Engineers Austin Drockenbrough and Assoc iotes CIVIL WATER WASTEWATER B O U D WASTES Planners T e l e x 87.487 Gannett FlEming Ccxisulring Engineers Engineers Planners Surveyors • Consu-tancs B a i t . (301) 7 9 6 - 8 8 5 0 • ELECTRICAL (804J 4 9 0 - 2 9 2 9 CONSULTING H e n m n g s o n , D u r h a m S. R i c h a r d s o n BROWNING-FERRIS INDUSTRIES BALDUJin AHD GREGG . LTD. GRArSON RD .SUITE B,VA BEACH,Vfl COMMUNITY DEVELOPMENT 400 Kast M a i n Street Richmond. 23219 HDR Micha«l K. B«ilin Municipol Se™,ceJ Manager Hanover, MD 21076 ?04 PLANNING • L A N D S C A P E A R C H I T E C T U R E • E N G I N E E R I N G Carolina C H O D A T , R U B A C K & A S S O C I A T E S , INC THE HATHAWAY H O U S E 1 0 3 C E N T H A L S T . P Q BOX 749 WFI 1 F S L E Y , M A S S A C H U S E T T S 0 2 1 8 1 T E L E P H O N E (61 7) 237-5815 Studies Destgn S o u t h e r n E n g i n e e r i n g C o m p a n y oi V i r g i m a 1 8 0 0 P e a o h t i e e Street, N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 S 2 - 9 2 0 0 HARLAND BARTHOLOMEW & ASSOCIATES, INC. E N G I N E E R S AND P L A N N E R S MECHANICAL • PLANNING S U R V E Y I N G . INDUSTRIAL fAClLillES AND PBOCESS DESIGM • HIGHWAYS • WATEB AND SEWERAGE SYSTEMS • DRAINAGE • SURVEYING ENVIRONMENTAL STUDIES • SITE PLANNING AND tNGiNFESiMr, NORFOLK FAIRFAX /Vo. ! 1 Koger Executive Center Fairfax Professional Building m Suite 250 /Norfolk, VA. 23502 • Suite 7 3545 Cfiain Bridge Road Fairfax. VA. 22030 PO BOX4eOO-4800W HUNDRED RD • CHESTER,\«-804 748-8T46 MALOOLM i IRNIC ENVIRONMENTAL ENGINEERS. SCIENTISTS a PLANNERS Three Chopt & Parham Roads. Richmond 2 3 2 2 9 ' AND MALCOLM PIRNIE, INC. 301 HIDEN BLVD. NEWPORT NEWS, VA 604-599-5511 HANSEN Hurt & Proffitt, Inc. A P R O F E S S I O N A L ARCHITECTS + ENGINEERS + PLANNERS WASTERWATEf! TREATMENT SYSTEMS • ENVIRONMENTAL STUDIES MUNICIPAL FACILITIES • WATEflFRONT FACILITIES WATERS SEWERAGE SYSTEMS • TRANSPORTATION BM ^182 5223 o Q Z < o APPRAISALS MUNICIPAL I'l.ANNINIi RATE STUDIES WATER WORKS SEWERAGE REFUSE niSPOSAI. DC > 20 Water, Wastewater, Solid Wastes, Soils & Foundations L a n d Development Site P l a n s Residential, C o m m e r c i a l & Industrial Subdivisions, R o a d , D a m s , A i r p o r t s 1933 Fort Ave. Lynchburg, VA 24501 (804)847-7796 Consulting Wii-ixiw L A W N D B I V B P. O . B o x 8 6 8 7 RicnuoNU. VIRGINIA 2 3 2 2 6 (804) 282-7657 BUCK, S E I F E R T & J O S T , INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • Industrial Waste Treatment • Treatability Studies ' 140 Sylvan Avenue, P - 0 - B o x 1218 Englewood Cliffs, N-J-07632 201-567-8990 • 4 0 5 S o P a r l i a m e n t D r i v e , S u i t e 101 Virginia B e a c h , V a 23462 804-499^8508 ® NEW economists scientists 2 N RIVERSIDE PLAZA C H I C A G O I L L I N O I S 6060b (3121 236-5355 611 Research Road P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 R. K E N M - T H WEF.KS ENGINEERS Complete Engineering Services 1941 R o l a n d C l a r k e P l a c e R e s t o n , Virginia 22091 703/620-5200 INVESTIGATIONS CONSULTING ENGINEERS (804/237-2044) M u n i c i p a l a n d Industrial Waste Treatment, Power Systems. Structures, Solid W a s t e s , VValcr R e s o u r c e s , Water S u p p l y a n d T r e a t m e n t , Transportation • HYDRAULIC B O D I E , T A Y L O R AND PUR YEAR, INC. Cablo TilnisKin • TV Broadciist • Public Safety Ciimmunications Systfms • .-Marm Systi-ms • Electrical Design • Federal Communicati(ni.s C(nnmLs,sit)n .Application and IVpiiration • Rxpert Ti-stimtiny and Witnes.s CH2M HHILL • NETWORK ANALYSIS • METER TESTING Y O R K N E W Y O R K 10007 (212)267-8288 3229 WaterUck Road, Lynchburjt, VA 24504 E N G I N E E R S • E S T A B L I S H E D 190.T • LEAK DETECTION 100 C H U R C H S T R E E T Consulting Engineers Engineers 1314 Pitometer Associates F R E D E R I C K G. GRIFFIN, P.C. R. S T U A R T R f ) Y E R & ASSO< l A T E S , I N C . < o Engineers • Planners • Surveyors C O R P O R A T I O N Water Supply a n d Purification • Sewerage and Seuage T r e a t m e n t • Streets a n d H i g h w a y s • Investigations a n d Reports • S u p e r - v i s i o n of Consiruciion. 2-33 TiDEV NoRrui-K. \ ' A , 2350^ �(JliKACilll Y & M I L L E R , INC. 644 W E S T S T R E E T , ANNAPOLIS, MD (301) 268-7730 S Y O S S E T , NY TAMPA BATON ROUGE W PALM BEACH DENVER SANTURCE B A R R Y W. S T A R K E , A S L A LANDSCAPE ARCHITECT Consulting E n g i n e e r s Environmental L a b o r a t o r i e s Industrial and Municipal EARTH DESIGN ASSOCIATES 21401 HARTFORD HOUSTON PR OLVER INCORPORATED 1531 Nortti Mam Street B l a c k s b u r g , Virginia 2 4 0 6 0 (703) 5 5 2 - 5 5 4 8 LANDSCAPE ARCHITECTURE I LAND USE PLANNING / ARCHFTECTURE Dames & Moore Water S u p p l y and S o l i d and Pollution Control P E T E R M. • Solid Waste/Energy Recovery • Water Pollution Control • A i r Pollution Control • Industrial Waste Treatment H a z a r d o u s Waste M a n a g e m e n t Environmental Impact Studies Water R e s o u r c e s M a n a g e m e n t HUDSON President Energy Studies S o i l s and P A R K S - H U D S O N , INC. Foundation Engineering 7101 Wisconsin Avenue • Bethesda, Maryland 20814 (3011 652-2215 7 7 0 0 LEESBURG SUITE CHURCH,VA. 703/893- FALLS PIKE 302 22043 0711 r 7\SSOCIATES C h a r l e s R Velzy A s s o c i a t e s , Inc. Consulting Engineers 355 Main Street Armonk, New York 10504 Independenl Iniurance & Risk tAanagemenl Comu. 1735 Jefferson D a v i s Box K228 Koger Executive Center Richmond, Virginia 23288 (804) 288-6061 2360 W e s t j o p p a R o a d , S u i t ? 300 Hwy. S u i t e 900 G r c c n s p r i n g Station A r l i n g t o n . V i r g i n i a 22202 L u t h c r v i l l c , Maryland 21093 ( 7 0 5 ) 892-4812 ( 3 0 1 ) 583-9261 ^ S o u ' e Encuneenncj CarocDrstion consultiRQ enaineers WATER, SITE WASTEWATER, DRAINAGE,FLOOD DEVELOPMENT, STREETS STRUCTURAL DESIGN , CONTROL HIGHWAYS,BRIDGES , MARINAS (703) 590.1 131 (703) 670-6300 . Municipal Audils Federal-Head StartCETA —HUD,A-102Sin Audils J A M E S M. B R I D G E S , lAMES BRIDGES, LTD * PROFESSIONAL CORPORATION :e'titied Public Accountant • • • Metcalf&Eddy • 111 2 0 New Hampstiire Ave. Suite 2 0 0 Silver Spring. MD 2 0 9 0 4 CPA E N G I N E E R S IQDRIENGGEnE 14003 MINNEVILLI DALE CITY, VA 2 • A R C H I T E C T S S U R V E Y O R S • • P L A N N E R S S C I E N T I S T S Corporate Drive Landover. MD 2 0 7 8 5 JAMES M. MONTGOMERY, CONSULTING ENGINEERS. INC. Greenhorne (301)731-5622 C I V I L AND E N V I R O N M E N T A L ENGINEERS W A T E R AND W A S T E W A T E R 10710 LE« HIOHWAY, SUITE 202 & O^Mara, • Inc, FAIRFAX. VIRGINIA 22030 Boston, Philadelphia, New York, St. Louis, Syracuse, White Plains PHONE: DAVID A. M I N T E R 703-860-2*00 • P H O T O G R A M M E T R I S T S Consulting Engineers 820 J Water Wastewater Resource Recovery Transportation (703) 385-B800 HeilDi) Inlirnilionil tsnler, Suiti 1130 llflOO Sunrise Ville) Drln, HBSIOH, U 2 2 0 9 1 A YARGER AND ASSOCIATES, INC. Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 600 Our 2830 M a r y a prolessional WHITMA^, REQUARDT AND ASSOCIATES corooration Engineers , Surveyors , Planners Complete prolessional services for municipalilies and public agencies ENGINEERS MainOHIca: 1 0 5 2 3 Mam Street Fairfax Virginia 2 2 0 3 0 (703) 273-8700 2315 V a l l ^ (5Hie«: tOOSoutti Mam Surveys 30th Fatten, Harris, Rust & A s s o c . Street Bndgewater. Virginia 2 2 8 1 2 (703) 828-2616 Florida—West Virginia—Georgia—Maryland Year SAINT PAUL STREET BALTIMORE, MARYLAND (301) 235-3U50 21218 Street F a l l s C h u r c h , V a . 22042 703/560-6900 COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES BENGTSON, DeBELL, ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS & PLANNERS FINANCIAL AND; MANAGEMENT I CentrevJIIe.VA 703-631-9630 C:ONSULTANTS i • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization S t u d i e s • Utility and Public Works fvlanagement Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED P.O. B O X 45 VIRGINIA 804 B E A C H , V A . 2.14.S8 422-1711 w Silver Sp ing, MD 3 0 1 - 4 3 )-0055 Leesburg. VA 703-777-1258 I wagner cJiohns • ing^lis • inc. CONSTRUCTION CONSULTANTS • CPM Scheduling • Project Management • Claims Litigation and Support • Document Management and Retrieval • Laboratory Testing Services • Construction Management Seminars RALPH WHITEHEAD « A S S O C I A T E S Consulting Engineers 208 High Street Mount Holly, New Jersey 08060 1936 East Seventh Street P. O. Box 35624 Charlotte. North Carolina 28235 704-372-1885 BRIDGES • HIGHWAYS • RAILROADS • RAIL t BltS TRANSIT • AIRPORTS BRANCH O F F I C E S 3300 N E E x p r e s s w a y , A t l a n t a . G A 30341 1314 Lincoln Street, Columbia, S O 29201 (404)452-0797 (803) 256-3590 (609) 261-0100 WASHINGTON D.C • T A M P A KANSAS CITY • NEW ORLEANS LOS ANGELES • SAN FRANCISCO �dmq DAVID M. GRIFFITH AND ASSOCIATES, LTD. Public Administration Service Providing management assistance and consultant services to local, regional, and state governments since 193.3. S p e c i a l i s t s in R e v e n u e E n h a n c e m e n t , Cost Allocation Plans and Computer S y s t e m s 1497 Chain Bridge Road McLean, Virginia 22101 R a l e i g t i . N C 919/876-8042 R i c t i m o n d . V A 804/323-1184 D r a w e r 5 9 . Ctiristiansburg. Virginia 2 4 0 7 3 (703) 734-8970 Architects • Engineers • Planners mmm m wmm mmum% C E Maguire, Inc. 5203 L M t b u r g Pike, Falls C h u r c h , VA 22041 (703) 998-0100 P . O . B o x 789 Bluefieid, Virginia 207 B u t l n e s i Park Dr., Virginia B e a c h , VA 23462 (804) 497-6304 T H E MAGUIRE GROUP Dtglonalonicn: Pnivldtnn. Rl: Alaxindrli. LA Bottwi. Mk: Clearwitar. FU ClurlDtla. NC: Filli Church. VA: Floranci. SC: Honolulu. HI: ManchetHr. NH: Niw Britain. CT: Pllttburgh. PA: Phoenix. AZ: Spartanburg. SC: Virginia Baach. VA: Waltham. MA (703) 362-3931 Urban P l a n n i n g Annexation Studies Landscape Arctritecture Development Planning B R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , V I R G I N I A 23323 804-485-4485 1009 D E L A W A R E S T . S A L E M , VA 24153 703-389-6673 CAPITAL 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 C O M P L E T E LINES O F EQUIPMENT FOR MUNICIPAL G O V E R N M E N T S Environmental Engineers 2301 West Meadowview Road Greensboro, North Carolina 27407 (919) 292-2271 ELGIN-Sweepers A T H E Y MANUFACTURING CO.—Maintainer Grader D Y N A P A C - Vibratory Rollers G I A N T - V A C - Leaf Collectors DAVEY — A i r Compressors RO C O R P . — H y d r a u l i c C r a n e s HIGHWAY—Ctiemical Spreaders LINK B E L T — C r a n e s — E x c a v a t o r s THOMSEN P R O D U C T S - E P O K E Spreader LAYTON MFG. C O — A s p t i a l t Pavers PEABODY MYERS—"Vactor Jet Rodder" RICHMOND MFG. CO.—Horizontal Boring Mactiines 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental engineers, & management scientists, consultants CDM ili^HORNER^ iei!*R\RKSDAlJ^:ft, 725 CHURCH STREET LYNCHBURG, VIRGINIA 804-846-2711 PUBLIC FINANCE SPECIALISTS o a ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD T.PEniGREW, JR. PATRICIA A. C O O P E R THOMAS W. ROBERTS, JR. R . W . BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS ; ; ^ < z o Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 G r o v e Street Wellesley, M A 02181 (617)237^870 1510 E. C o l o n i a l 22 Drive OrlancJo, FL 3 2 8 0 3 (305) 8 9 6 4 9 1 1 Also Offices In: Toledo, Ofiio Akron, Ohio — C o n t i n u e d from page 1 3 — expected to provide needea g u i d e l i n e s for proper n e t w o r k i n g of microcomputers in conjunction wWh t h e l a r g e ' m a i n f r a m e ' c o m p u t e r in t h e D a t a P r o c e s s i n g C e n t e r w/hile s a v i n g t h o u s a n d s of d o l l a r s in equipment c o s t s a n d avoiding the w a s t e of additional m o n i e s w h i c h probably would have occurred through random, uncoordinated p u r c h a s e s of i n c o m p a t i b l e equipment. CAMP D R E S S E R & M c K E E planners, Flnkbeiner, Pettis & Strout, Limited F o u r t h , t h e c r e a t i o n of a s e v e n m e m b e r , c r o s s - d e p a r t m e n t a l Information Services Advisory Group h a s proved a n important v e h i c l e for m a n a g e m e n t in r e s p o n d i n g to t h e challenges and opportunities of new computer technology. Addit i o n a l l y , it h a s s e r v e d a s a n i m p o r tant outlet for t h e organization to e x p r e s s c o n c e r n s regarding technology, to coordinate a c o n s t r u c t i v e r e s p o n s e to technology a n d to foster an atmosphere in w h i c h technology i s w e l c o m e d rather than feared. Fifth a n d finally, t h e e m e r g e n c e of a m o r e " f r i e n d l y " o r g a n i z a t i o n a l environment for technology h a s h e l p e d to r e d u c e earlier a n x i e t i e s regarding technology, innovation and c h a n g e . T h i s greater receptivity among municipal employees h a s facilitated introduction a n d wides p r e a d a c c e p t a n c e of s e v e r a l n e w technology-based initiatives including a centralized word processing o p e r a t i o n and sophisticated micrographics records systems. �Where Will Ypa be When the Big Snow ^Hits? And when that last snow finally melts, these versatile machines can shed their winter chores and turn to all the other jobs they do so well the rest of the year. When the big snow hits, the taxpayers expect your people to be out there clearing it. Right now. Not a day or two later when you get your equipment running. can't handle. Especially in town. Doing all the jobs that winter demands. Plowing or blowing snow. Loading. Sanding. Salting. Scraping. With Reliable Cat Machines, You'll Be Out Clearing Roads, Not in the Shop With reliable Cat Motor Graders and Wheel Loaders, you won't have to make excuses. Your operators will be out there pronto. Doing the job faster and for less money. Cat Series G Motor Graders have the speed, power and maneuverability to make quick work of snow removal. Their comfortable cabs are easy on operators. And service and maintenance is simple. Articulated Cat Wheel Loaders maneuver in and out of tight places trucks Call us today for more information about Cat Motor Graders and Wheel Loaders. The economical, year-'round machines that so many street and highway departments have found they can't do without. Consider the Taxpayer... Consider CAT Your C A T E R P I L L A R Dealer CARTER MACHINERY COMPANY, INC. Salem, N o r t o n , O a k w o o d , W a r r e n t o n , Fishersville, R i c h m o n d , Chesapeake, V A B l u e f i e l d , Lewisburg, Pineville, W V Caterpillar, Cat and a are trademarks of Caterpillar Tractor Co. �Why ComeTo wheat WhenY)ure In The Market For Tax-Free Investments? .lhats Ine . $3 Billion Question. I n the fiscal year ended March 1983. Wheat, First Securities managed or co-managed more than 13 billion in tax-exempt revenue financings. Our record makes us the leading underwriter among all investment banking firms based in the Southeast.* But what does this mean to you when you're in the market for tax-free bonds? It means at Wheat you'll find a large selection of local and regional bond issues to fit your investment needs. For example, you might prefer local bonds that save you state as well as federal income taxes. Or bonds that offer innovative features such as put options, original issue discounts, variable rates, or compound interest. Another advantage of coming to the leader is the convenience of doing business with any of our 49 offices located throughout the Southeast. Wheat has more account executives trained to help you achieve your investment goals than any other firm in our area. Product selection... marketing strength... experience.. .and the $3 billion record of 3ne of the Southeast's leading investment banking and financial services firms. When you're planning your investments, why settle for less? Call or visit your nearest Wheat, First Securities office. *Source: Public Securities Association Statistical Yearbook Municipal Finance, The New Issue Market in 1982, page 23. Yes! I'm interested! Please conact me regarding: • Investing in tax-exempt securities. • Planning tax exempt financings. Name Address _ . State. Cit\ .Zip. Home phone (_ Bus. phone (_ If you're a Wheat client, please give the name of your Account Executive Branch Office Mail to: 'Wheat, First Securities Department 38 RO. Box 1357 Richmond, VA 23211 Wheat First Securities Member SIPC 49 offices throughout the Southeast, including 24 in Virginia. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 18, Number 10 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource October 1983 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198310 https://www.virginiaroom.org/digital/files/original/69/6457/198311.pdf 5756baf5396097fdb6e0408b28cd67b6 PDF Text Text �THE NEW401D THE TAX DOLLAR STRETCHER Here in one well-designed package is a backhoe loader that can help government agencies get more for their dollar Ifs the 401D. With no frills. Few "creature comforts" It's just a basic, affordable machine that provides the production and versatility you're looking for The backhoe, easily removable, responds to 2-lever control. With more than 14 feet (4.3 m) of digging depth and nearly 4 tons (35 kN) of digging force you get through big jobs fast. And with the closedcenter hydraulic system, you can smoothly AVAILABLE IN MOST MUNICIPAL SEE A PARTICIPATING STATES LEASE DEALER feather all moves for precise control. Loader work is fast, effortless. A hydraulic reverser lets you change direction al any rpm, on the go. A single-lever control puts all boom and.bucket functions in the palm of your hand. Tractor jobs require a good 3-point hitch. There's none better than on the 401D. You have an adjustable rate of tool drop for pre- else fill and lowering. Float position on the lift links for no-scalp mowing. Adjustable sway blocks for rigid or flexible hitch control. There's automatic load-ond-depth sensing for ground-engaging tools, plus Category 2 and 3 capabilities. And you con add to this one of the three PTO options (540-rpm independent rear, 540-rpm live rear, or 1000rpm mid with 540-rpm live rear). Your John Deere dealer will be happy to give you more facts and figures on the 40ID. See him today or phone direct for more information toll free: 800/447-9126 (In Illinois 800/332-6796). John Deere, Moline, Illinois. �Virginia Editor C h r i s t i n e A. E v e r s o n Editorial Assistants J o n i Terry IVIary A n n Cornell Telephone 804/649-8471 November 1983 Volume 18 Numberll VML President Charles A. Robinson Jr. Officers Lawrence A. Davies Vincent J . Thomas Sam W. Adams Jane L. Hough Executive Committee Robert T. Williams ArlleC. Payne Martha V. Pennino Jack D. Edwards Jack P. Barnes Margie Mayes 4 Meet the President: CharlesA. Robinson Jr. 5 At the Conference: A report on the 78th annual VML conference. 8 Education: V M L Tal<es a Stand 9 The C r i s i s in Education: Excerpts from the conference panel. Past President Francis T. West Executive Director R. Michael Amyx On the Cover: A student in the Mathematics and Science Center, a regional center which provides enrichment programs and is owned and operated by five public school divisions In the Richmond area. Photo by Bev Schultz, Media Services, Richmond Public Schools. VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be -accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 13 The Governor's Plans for Education: A report on Gov. Robb's merit pay/master teacher programs. 14 Planning Norfolk's Budget: A Team Approach By R. Breck Daughtrey and Wendell C. Lawther 16 Henrico Develops a J o b Performance Appraisal S y s t e m By Thomas J . Mailman Jr. 19 People 20 Professional Directory o 22 Marketplace Q O �Meet the President Although not a native Virginian, C h a r l e s A. R o b i n s o n J r . h a s lived in the c o m m o n w e a l t h s i n c e h i s disc h a r g e from the Air F o r c e in 1946. He c a m e to Virginia to attend the University of Virginia, brought his high s c h o o l s w e e t h e a r t , Maud Ferris of C o n n e c t i c u t , with him, married her in C h a r l o t t e s v i l l e , graduated with an e l e c t r i c a l engineering degree in 1950 and moved to Vienna. O Q O I- < Not one to move around m u c h , the c o u p l e rented in V i e n n a one year and then, in 1951, moved into the h o u s e w h i c h r e m a i n s their home. T w o c a t s acquired in C h a r l o t t e s ville, " A g a t h a " and " E l m e r , " influe n c e d the R o b i n s o n ' s move to Vie n n a . A s c o n s i d e r a t e cat o w n e r s , w h e n R o b i n s o n got his job with the National Rural E l e c t r i c Cooperative Association headquartered in W a s h i n g t o n the couple e l e c t e d to reside in V i e n n a , then c o n s i d e r e d " i n the c o u n t r y , " with R o b i n s o n c o m m u t i n g to D.C. T h e y have s i n c e added on to their original " c o u n t r y " home five t i m e s and never been without s e v e r a l c a t s , s o m e t i m e s even p o s s u m s and r a c c o o n s . R o b i n s o n s a y s , " I t ' s the only h o u s e in the corporate limits, a d j a c e n t to a shopping center, with a 5 0 b y 20chicken house." R o b i n s o n is a l s o an amateur radio operator (call letters W 4 W T X ) and a collector, rebuilder and refinisher of antique furniture, but don't take R o b i n s o n too lightly. S i n c e 1950 he h a s graduated with honors from law s c h o o l at G e o r g e W a s h ington University, e s t a b l i s h e d a s m a l l law practice in V i e n n a , risen from staff engineer to deputy general manager of the National Rural E l e c t r i c Cooperative A s s o c i a t i o n ( N R E C A ) , served on the V i e n n a town c o u n c i l 14 y e a r s , served a s mayor of V i e n n a eight y e a r s and run for election every two y e a r s s i n c e 1962. He is a l s o a director and corporate s e c r e t a r y of the E l e c t r i c C o operative Life I n s u r a n c e C o . , a di- rector of the W e s t e r n S t a t e s Water and P o w e r C o n s u m e r s C o n f e r e n c e , an active m e m b e r of the A m e r i c a n Bar A s s o c i a t i o n , and presently v i c e c h a i r m a n of the Utility F i n a n c e C o m m i t t e e of the A B A Public Utility Law S e c t i o n . He finds his two positions, mayor and deputy general manager of N R E C A , compatible. " O n e complim e n t s the other," he s a y s , noting that V i e n n a h a s a very knowledgeable and c a p a b l e town manager in Brackenridge Bentley. Robinson rarely t a k e s a vacation and a l s o w o r k s long hours. Despite this b u s y s c h e d u l e , Robinson is a l s o very c o m m i t t e d to the Virginia Municipal L e a g u e . H i s a s s o c i a t i o n with the league s p a n s his public s e r v i c e career. In 1976, he w a s e l e c t e d c h a i r m a n of the town s e c t i o n , a position w h i c h he repeated three y e a r s . He h a s s i n c e served on the e x e c utive c o m m i t t e e and moved up the ladder. He w a s an early a d v o c a t e of the Virginia Municipal Group Self I n s u r a n c e A s s o c i a t i o n and h a s served a s c h a i r m a n of its m e m b e r s u p e r v i s o r y board s i n c e its inception. Looking at the future, R o b i n s o n s a i d , " T h e s i g n i f i c a n t i s s u e s for the league will be generated by the budget s q u e e z e on state and local government plus the continuing public d e m a n d for an improving e d u c a tional s y s t e m and e x p a n d i n g government s e r v i c e s . " P e o p l e are demanding continuing improvement in all government s e r v i c e s , while at the s a m e time r e v e n u e s are being s q u e e z e d very hard. " M y hope is that w e at the league c a n continue the work our predec e s s o r s initiated and pursued and continue the development of a c l o s e working relationship between the league and state and local jurisd i c t i o n s throughout the c o m m o n wealth. " T h e stature and influence of the league with the G e n e r a l A s s e m b l y is b a s i c a l l y attributable to the support and effort of our local jurisdictions; the voters at home are the people to w h o m the legislators respond. " W e need to be sure that members of the league are aware of the i s s u e s and willing to s p e a k out for w h a t ' s right f o r t h e i r c o m m u n i t i e s . " O u r league director, Mike A m y x , is an effective and eloquent s p o k e s man for the league membership, and the league officers and e x e c u tive c o m m i t t e e constitute a group of individuals who have a c h i e v e d well d e s e r v e d recognition throughout the state a s local government leaders. " T w o things are needed for the league to s u c c e e d . W e must have support at the g r a s s r o o t s level and w e m u s t have effective staff leadership and organization. If w e c a n a c h i e v e t h e s e two things, then the future of the league will be s u c c e s s ful." z o DC > —Charles A. Robinson Jr.— �VML members and others meeting with interest. attended the legislative committee John C. Brown, R-Bristol, the legislative committee local option sales tax. tried to sway to vote for a At the conference . . . J L A R C . . . education . . . taxes . . . Mills Godwin . . . exhibits . . . awards . . . cable TV . . . housing . . . the budget . . . quality circles . . . Hunter Andrews . . . the festhouse . . . The 78th Annual Virginia Municipal League Conference is over and all that remains of the actual event are the echoes of success. Former Virginia governor, Mills E. Godwin Jr., opened the conference with an address noting the fiscal challenges local governments face and encouraging those in decisionmaking roles to reach for rational judgments on the priorities that should govern the allocation of available funds. "Circumstances...,"Godwin said, "have compelled all governments to take a critical look at every phase of their operations to make sure the first determination in the distribution of resources is on the basis of that which is essential rather than that which may appear desirable. "We must make certain that the stress of the times does not throw priorities out of focus and result in a diminution of the strength and quality of our critically required services Dr. Johnas F. Hockaday, Virginia's new chancellor of the Community College System, was introduced at the opening session. A native of North Carolina with a doctorate in education from Duke Uni- versity, Hockaday is the system's third chancellor in five years, not counting one acting chancellor. Former Virginia delegate, Robison B. James, gave an entertaining and inspirational address at the annual Prayer Breakfast which honored such familiar faces as Richard L. DeCair, former league director; Jessie M. Rattley, former VML and National League of Cities president; former VML presidents Harold Atkinson, Dr. Carl E. Stark, Roy H. Erickson and Jack P. Barnes; Harold I. Baumes, the league's first full-time director; and Julian F. Hirst, former league president and director. At the 15 workshops held during the conference attendees learned about a wide range of subjects including computer mapping, productivity at city hall, municipal bond registration, cash management, conflict of interests, drafting town ordinances, manufactured housing and cable television, just to mention a few. In addition, the many amenities and social activities of the conference were crowned by an enjoyable evening at Busch Gardens' Festhouse sponsored by James City County and Busch Gardens. The conference is both an annual beginning and ending forthe league with the changeover in officers and passage of the annual policy statement and legislative goals. Francis T. West of Martinsville stepped aside to become the league's immediate past president as Charles A. Robinson Jr. of Vienna assumed the league's presidency for the coming year. Elected to serve as Robinson's fellow officers and moving a step up the ladder were Lawrence A. Davies of Fredericksburg, first vice president; Vincent J . Thomas of Norfolk, second vice president; and Sam W. Adams of Emporia, third vice president. Coming on the ladder was Jane L. Hough of Salem, elected to serve as fourth vice president. Elected to serve on the executive committee as at-large members were Robert T. Williams of Newport News, Arlie C. Payne of Gordonsville and Martha V. Pennine of Fairfax County. Elected to chair the city, urban and town sections and serve on the executive committee also were Jack D. Edwards of James City County, city section; Jack P. Barnes of Portsmouth, urban section; and ho Q z ^ > g i< z (5 oc > 5 �WILLIAMSBURG HILTON •H : Former Gov. Mills E. Godwin Jr. (I.) and Frances T. West share a following Godwin's address at the opening session. o Q o I< o DC Margie Mayes of Grottoes, town section. Serving as their vice chairmen are M. Stuart Koethcke of Clifton Forge, city section; Sidney Onnan of Chesapeake, urban section; and William R. Hartz of Waverly, tow/n section. One of the major purposes of the annual conference is the finalization of the league's policy statement and legislative program. The 1984 Virginia Municipal League Policy Statement and Legislative Program were adopted without amendment at the annual business meeting during the conference. The adoption of the policy statement represents the successful conclusion of a new format used this year to allow each member locality ample opportunity to review the statement. The policy committees completed their work by Aug. 1, and the preliminary policy statement was mailed to each member a full month prior to the conference. In addition, copies were made available at the registration desk from the beginning of the conference. This is a significant change in format from the past when policy committees held their final meeting on the Sunday of the annual conference. Amendments from these final committee meetings were not made available until Monday afternoon allowing only 24 hours for review. The Legislative Program was also adopted at the business session without amendment. This year, the legislative committee's final meeting prior to the business session was held on Sunday afternoon during the conference rather than on Monday morning. This change in time greatly improved attendance at this meeting. The adoption of the Legislative Program included con- smile Sen. Hunter B. Andrews (r.) and R. Kirk Jonas answer questions about the JLARC study on local government. siderable work done both by the VML's executive committee and the legislative committee. Both the executive committee and the legislative committee held numerous discussions on the need to improve education and to provide adequate funding for education. The executive committee had heard a presentation from Superintendent of Public Education John Davis in early July when he explained the proposed new and far more stringent accreditation standards. The executive committee supported the new accreditation standards and also supported additional funding to meet the full cost of providing the standards of quality. They referred the issue to the legislative committee which held considerable discussion on the need for additional funding for education. The committee concluded that the best approach was to support an additional one percent statewide sales tax to be returned to localities based on school age population. Support for this statewide sales tax was included in the Legislative Program and is probably the most significant item in this year's pro- Exhibitor with a guest Ann Clayton of VHDA speaks g,. 3 —Robison B. James- in the exhibit area. �gram. The shift from a local option sales tax to a statewide sales tax is a major shift as well as is the direct tie-in of the additional revenue for education. This new position is viewed as having several advantages. A principal option is that it reduces the possible inequitable distribution of tax burden between jurisdictions which might occur if only a few communities in a given metropolitan area adopt the local option tax. In addition, education is the highest priority for a community and also the area of greatest financial need. By tying the sales tax to this need it ensures that the need will be met and also should improve the salability of the sales tax to the General Assembly and the general public. The completed Municipal Policy Statement and Legislative Program with all the amendments made this year was mailed to each member locality in October. In addition, the Legislative Program will be presented to members of the General Assembly at the fall meetings of the Virginia Municipal League and the Virginia Association of Counties. These regional meetings are an important part of VML's legislative activities and all are encouraged to attend. The mayor of Pamplin, Patrick Harrison (c), aiong witti town advisor W. R. Britton Jr. (I.), receives tlie town's actiievement award trophy from VI\/IL Executive Director R. f^ichael Amyx. Others receiving trophies were Norfoil(, Blacksburg, Pearisburg, Henrico County, James City County, Appalachia, Newport News and Alexandria. Our Record In Debt Issues Is A Credit ToHardWork. When it comes to public finance know-how, our record speaks for itself. Time and again, F&M's overall underwriting experience meant a municipality or county got the financing needed. When they needed it. And at the lowest effective cost. We do it by bringing special talents to each financing. So it's structured the right way And then brought to market successfully Lynn Ivey of the Investment Banking Group can tell you more at (804) 788-2069. Bring F&M your financing need. No matter how much hard work it takes, we'll make an issue out of it. o FSkM o First & Merchants National Banic Investment Banking Group P.O. Box 27025, Richmond, VA 23261 O Q DC �Education VML Takes a Stand By Christy Everson A l t h o u g h many t o p i c s were considered and d i s c u s s e d d u r i n g the V M L Annual C o n f e r e n c e , one subject seemed to be pervasive—that of e d u c a t i o n . From the o p e n i n g session address of Virginia's former Governor Mills E. G o d w i n Jr. and the introduct i o n of Virginia's new C o m m u n i t y College System Chancellor Dr. Johnas F. H o c k a d a y , through V M L ' s legislative c o m m i t t e e meeting, the J o i n t Legislative A u d i t and Review C o m m i s s i o n ' s report on local g o v e r n m e n t , the report on the state's proposed budget for 1984-86 and the " C r i s i s in E d u c a t i o n " panel d i s c u s s i o n , to the final write-ups of the c o n f e r e n c e in several local newspapers, e d u c a t i o n and its f u n d i n g were key issues. Not surprising in light of recent events and the political nature the s u b j e c t has taken on. The ripple that started the educational tidal wave was the release of the report of the National C o m m i s sion on Excellence in Education early t h i s year. The c o m m i s s i o n reported, infam o u s l y by now, " T h e nation is at risk [because] the e d u c a t i o n a l f o u n d a t i o n s of our society are presently being eroded by a rising tide of med i o c r i t y that threatens our very future." Furthermore, the commission stated, " T h e average graduate of our s c h o o l s and c o l l e g e s today is not as well e d u c a t e d as the average graduate of 25 or 35 years a g o . " A l t h o u g h we may q u e s t i o n this s e c o n d s t a t e m e n t , most will agree that national e d u c a t i o n , national e c o n o m y and national security are inseparable. We recognize the need to prepare future g e n e r a t i o n s of A m e r i c a n s for a " h i g h t e c h " w o r l d . We d o n ' t want A m e r i c a n s to be A b o u t the A u t h o r Christy Everson is Director of C o m m u n i cations for the V i r g i n i a Municipal League and e d i t o r of " V I R G I N I A T O W N & CITY" and " L E A G U E LETTER." stragglers in the w o r l d of t e c h n o l ogy for the sake of national security. As one writer aptly put it, " W e must not provide our children a 1960s e d u c a t i o n for a 21st century world." " A s c h o o l w i t h o u t a c o m p u t e r is like a s c h o o l w i t h o u t a library," said Sen. Frank Lautenberg, D-NJ. Mark Tucker of the Carnegie Project on I n f o r m a t i o n T e c h n o l o g y and Education calculates that to have a " r e a s o n a b l y c a p a b l e " c o m p u t e r for every four s t u d e n t s in the United States w o u l d take 10 m i l l i o n work s t a t i o n s for 40 m i l l i o n s c h o o l children at about $1,000 each; or $10 billion. Current e s t i m a t e s are that we have a p p r o x i m a t e l y 180 s t u d e n t s per c o m p u t e r t e r m i n a l , and reports indicate that these are not equitably d i s t r i b u t e d t h r o u g h o u t the country. Aside f r o m f u n d i n g the equipment for high tech e d u c a t i o n , we are repeatedly told that in order to achieve e x c e l l e n c e in e d u c a t i o n we must train, attract and keep excellent teachers, and the way to do this is w i t h m o n e y — m o n e y for better teacher c o l l e g e s , higher base salaries, differential pay for math and s c i e n c e teachers, master teacher programs, p o s s i b l y merit pay rewarding excellence. Even Neal R. Peirce w r i t i n g in " N a t i o n ' s Cities W e e k l y " warned, " U n l e s s states, their fiscal cries n o t w i t h s t a n d i n g , improve teacher pay drastically, the results will be m e d i o c r e teachers, t r a i n i n g , and work f o r c e — a n d inevitably, deteriorated state and national economies." The new a c c r e d i t a t i o n standards for s c h o o l s recently approved by the Virginia Board of Education are e x p e c t e d to c o s t as m u c h as $11.6 m i l l i o n in Virginia during the first year in effect and about $8 m i l l i o n annually thereafter. The Fairfax C o u n t y S c h o o l Board e s t i m a t e d it will have to build at least 20 s c i e n c e labs at a cost of $32,000 each to be in c o m p l i a n c e . Norfolk e x p e c t s the new standards to cost it about $2 m i l l i o n . Suffolk expects it will need to hire 11 more teachers. • The challenge is clear; the quest i o n is who will accept it, w h o will pick up the tab. In September, a c o m m i s s i o n established by the National Science Foundation proposed to the federal government a crash program to bolster s c i e n c e and math e d u c a t i o n in the United States after c o m p l e t i o n of a 17-month study of science education f o u n d " p r o b l e m s so deep that the federal government must take the lead in solving t h e m . " " E d u c a t i o n is primarily a local res p o n s i b i l i t y , " W i l l i a m T. Coleman, co-chair of the c o m m i s s i o n said, " b u t we think in the current situation there is a crying need for a national role and national leadership." Apparently it will not be the Reagan a d m i n i s t r a t i o n , however, that picks up the bill. A l t h o u g h the president has pushed for merit pay and other educational reforms, his adm i n i s t r a t i o n has argued repeatedly in favor of a reduced federal role in e d u c a t i o n and lower federal spending. State and local g o v e r n m e n t s already bear more than 90 percent of the $117.6 billion spent each year on public e d u c a t i o n and the Reagan a d m i n i s t r a t i o n appears firm in its refusal to take on any additional expenditures f o r e d u c a t i o n . T w o years ago. Congress, at the urging of the Reagan administrat i o n , cut f u n d s for 29 s c h o o l aid programs f r o m $724 m i l l i o n to $479 million incorporating t h e m into a block grant k n o w n as Chapter Two. In Virginia, the federal share of the cost of e d u c a t i o n has dropped f r o m 10.6 percent to 8.1 percent. Just recently, a House task force recommended experimentation w i t h merit pay plans but the task force offered no financial assistance. • The s c e n e appears perhaps s o m e w h a t better on the state level. At the annual meeting of the Na— C o n t i n u e d on page 10— �The in Jeremiah Floyd A s s o c i a t e E x e c u t i v e Director National S c h o o l B o a r d s Association Trends in tiie Composition of Scliool Boards In 1927, G e o r g e C o u n t s at the University of C h i c a g o d e s c r i b e d the typical s c h o o l board m e m b e r a s follows: • upper or upper middle c l a s s • middle age, male • a b u s i n e s s or p r o f e s s i o n a l person • married, a parent of children in the public s c h o o l s • active in the organizational life of the c o m m u n i t y T h e A m e r i c a n S c h o o l Board Journal and Virginia T e c h reported the following information about the c o m p o s i t i o n of s c h o o l boards following their 1982 annual survey: • 28 percent female • 2.2 percent A f r o - A m e r i c a n • 2.0 percent H i s p a n i c - A m e r i c a n • 0.3 percent A s i a n - A m e r i c a n • 0.8 percent A m e r i c a n - I n d i a n • 3.5 percent other minorities • 91.2 percent C a u c a s i a n - A m e r ican • a median age range of 41-50 • a median annual i n c o m e of about $40,000 Ralph J . S h o t w e l l Director—Finance, Research, Retirement & Special Services Virginia E d u c a t i o n A s s o c i a t i o n "It would be a grave disservice to Virginia's educational system to assume that all the educational shortcomings cited in ["A Nation at Risk," etc.] . . . apply to Virginia school divisions." • 15,538 s c h o o l d i s t r i c t s / b o a r d s of education e x i s t s in the U.S. • 95 percent of 9 5 , 0 0 0 + s c h o o l board m e m b e r s serving on s c h o o l boards are e l e c t e d • s c h o o l boards are r e s p o n s i b l e for setting and governing the educational programs carried out in 85,700 elementary and s e c o n d a r y s c h o o l s for 40-1- million s t u d e n t s . ( P u b l i c s c h o o l s • S i n c e 1974, e a c h c l a s s of Virginia s t u d e n t s h a s performed a s well or better than the previous c l a s s on standardized achievement tests given annually to fourth, eighth and eleventh graders. • Spring 1982 testing s h o w s average a c h i e v e m e n t test s c o r e s of Virginia s t u d e n t s c o m p a r e favorably to t h o s e of s t u d e n t s nationwide, and a c h i e v e m e n t test s c o r e s generally continue to i n c r e a s e . • In the spring of 1982, nearly 93 percent of the tenth graders who took the Virginia High S c h o o l C o m petency T e s t p a s s e d both the mathe m a t i c s and reading s e c t i o n s . In 1978, only 82 percent p a s s e d both tests. • S i n c e the 1950s the percentage of school-age population enrolled in public s c h o o l h a s risen from 76 percent to 89 percent nationwide and to 91 percent in Virginia. • In the past four y e a r s the high s c h o o l dropout rate in Virginia h a s continued to d e c l i n e . • Only 10 percent to 20 percent of high s c h o o l g r a d u a t e s continued their education in 1950. T o d a y more than 60 percent in Virginia go on to c o l l e g e , b u s i n e s s s c h o o l or trade school. • H a n d i c a p p e d s t u d e n t s in Virg i n i a ' s public s c h o o l s have inc r e a s e d from 4 percent in 1970 to 9 percent in 1982. • In 1981-82, 6 percent of the total s c h o o l population in Virginia were enrolled in s p e c i a l e n r i c h m e n t programs. — C o n t i n u e d on page 11 — — C o n t i n u e d on page 11 — Floyd c o n c l u d e s that school boards are run largely by white, middle-aged, high-income m e n , e s s e n tially what C o u n t s reported in 1927. Facts About Scfiooi Boards Panel Cecil F r a n c e s Carter D e p u t y S e c r e t a r y of E d u c a t i o n C o m m o n w e a l t h of V i r g i n i a ' T h e governor has stated on numerous occasions that he considers education to be his top priority in addition to economic development." "Looli at tfie budget targets proposed for tfie 1984-86 biennium. Education encompasses about 56 percent of the proposed budget statement." Regarding the flood of reports released on the quality of e d u c a t i o n . Carter s a i d , "For tfie first time we see a nation not just criticizing but taking a hard look at what we are doing and why, and offering some assistance. We are getting positive and constructive criticisms and suggestions from all segments of society." "We are starting to recognize that the position of technological and economic superiority we once enjoyed Is now threatened, similar to the situation we had In the late 50s with Sputnik. I like to refer to the report of the National Commission on Excellence In Education as the Sputnik of the 80s." "The governor has recognized the critical position of the classroom teacher in the educational process and spoken to the need to develop those mechanisms to attract and retain teachers of the highest quality. He has spoken to the need of providing teachers with adequate across the board compensation for their efforts and has set a goal to establish a salary benchmark comparable to the national mores." "Closely related provide teachers to the need to with adequate — C o n t i n u e d on page 11 — o Q o < DC �tional Governors' Association in Portland, ME, according to David S. Broder, "Roanoke Times & World News" reporter, "there seemed to be striking evidence that the states are moving ahead on their own to meet the challenge to improve the high schools and elementary schools of this country." Broder said almost every governor he talked to or heard speak during the three-day conference had plans to improve teacher pay, stiffen educational standards and increase financial support. Prior to this spring, before several reports critical to education were released, the governors had chartered a task force from the Education Commission of the States to work on educational problems. "Our goal," North Carolina Gov. James B. Hunt Jr. is quoted as saying, "was not to criticize but to recommend a plan of action. "Education is a national problem that cannot be solved in Washington," said Hunt. "The states must lead." • And some states are leading. In Mississippi, a state that Gov. William F. Winter, D, said has "chronically weak schools," a bill was passed for compulsory school attendance, statewide kindergartens, a 10 percent teacher pay raise, tougher teacher certification standards, special scholarships for math and science teacher training, mid-career programs for administrators, and consolidation of small school districts, accompanied by the biggest tax hike in the history of the state at a time of high unemployment in a state with the lowest per capita income in the nation. This was accomplished with an organized campaign including business community involvement, advertising, direct mail, a phone bank and the help of local newspapers. Public demand eventually left legislators no where to hide. Breakthroughs are also occurring in Florida, California and Tennessee. Tennessee Gov. Lamar Alexander, R, has designed a $210 million "master teacher" program for his state which he hopes will be in place next spring accompanied by a 1 percent sales tax increase. Jeremiah Floyd of the National School Boards Association presented figures during his presentation on the "Crisis in Education" panel at the VML Conference indi- cating that from 1975-76 through 1980-81 the trend has been toward greater state support of public schools and less reliance on local monies. • In our own state. Gov. Charles S. Robb appears to be attempting a lead. He has developed experimental merit pay and master teacher programs and just recently traveled to Washington to explain his plans to House members. Deputy Secretary of Education Cecil Frances Carter, at the VML Conference, emphatically stated that education is Gov. Robb's first priority along with economic development. In fact. Gov. Robb has earmarked $500,000 in his preliminary 1984-86 budget for testing his experimental plans. Total funds for education encompass about 56 percent of the governor's proposed budget and include a 24.25 percent increase for elementary and secondary education for the biennium. This increase provides Standard of Quality levels of $1,604 per pupil for fiscal year 1984-85 and $1,758 per pupil for fiscal year 1985-86 and is intended to provide 10 percent salary increases for teachers during each fiscal year. In the past two sessions of the General Assembly, the administration has attempted to implement 10 percent increases in teacher salaries across the board, however, this year it was reduced to 9.7 percent due to economic conditions. This is "putting your money where your mouth is," according to Deputy Secretary Carter. • Two problems exist with this however. Local school districts are allowed to use these monies for whatever purpose they see fit, not necessarily teacher salary increases. In fact, the Virginia Education Association recently reported that only about one-third of the school districts in Virginia are attempting to provide the 9.7 percent teacher salary increases. "If the pattern exhibited in the 1983 survey holds true," said VEA President Brenda Cloyd, "teacher salary increases for 1983-84 will probably average 6 percent to 7 percent," not the 10 percent Gov. Robb is aiming for. Teacher salaries in Virginia rank 31st in the nation, up from 34th and averaging $18,676. This trails the national average of $20,531 by $1,855, according to VEA figures. The second part of the problem is that for nearly a decade the state has engaged in a somewhat deceptive practice in school financing. The General Assembly has calculated the state's portion of school funding on the basis of a sum that has fallen increasingly far behind the Department of Education's estimates of the actual cost of educating a school child. When the Standards of Quality were implemented in 1974, the Board of Education requested funding on the basis of 50 instructors per 1,000 students, but the General Assembly actually funded the standards on the basis of 48 instructors per 1,000 students. This has created an increasing disparity or gap in per pupil funding through the years, a gap in the General Assembly's calculated cost of education per pupil and the estimated actual cost of education per pupil. The gap in dollar terms has increased from $204 in 1978 to $348 in 1983. In 1983-84, the difference between the Standards of Quality per pupil cost established by the General Assembly ($1,464) and the actual Standards of Quality per pupil cost ($1,773) as determined by the Department of Education is $309, or 21 percent. The Robb administration plans to increase this level of funding from the current 48 instructors per 1,000 students to 52 per 1,000, but in reality there are currently 64 instructors per 1,000 students. This disparity is an issue of grave concern for VML. • What all this means is that although the state may be spending more money on education, its share of the total has decreased, putting the burden on local governments. The pressure is increasingly on local government. As the VEA sees it, state aid for education has declined 8 percent from 1970 to 1980. According to the recent Joint Legislative Audit and Review Commission study of local government, the state's share of the total cost of education has gone from 46.3 percent in 1977-78 to 40 percent in 1982-83. In 1977-78 the state passed on $729.1 million in education costs to the localities, and in 1981-82 this sum exceeded $1 billion. • The membership of the VML is painfully aware of this situation. In fact, 86 percent of the local governments surveyed in the JLARC study —Continued on page 12— �—Floyd— accommodate 89 p e r c e n t of all s c h o o l a g e c h i l d r e n i n t h e U.S.) • 90 p e r c e n t of t h e b o a r d s of e d u c a t i o n are f i s c a l l y i n d e p e n d e n t (i.e., t h e y h a v e b e e n d e l e g a t e d statutory authority to set out and raise local revenues) • current annual expenditures total $105 b i l l i o n Funding Public Education F o r t h e s c h o o l y e a r 1975-76, m o n ies for p u b l i c e d u c a t i o n w e r e raised as follow/s: • 47 p e r c e n t l o c a l l y • 44 p e r c e n t statev\/ide • 8.8 p e r c e n t f e d e r a l l y • 0.2 p e r c e n t f r o m o t h e r s o u r c e s In 1 9 8 0 - 8 1 , m o n i e s f o r p u b l i c e d u c a t i o n w e r e raised as f o l l o w s : • 44 p e r c e n t locally • 47 p e r c e n t s t a t e w i d e • 8.3 p e r c e n t f e d e r a l l y • 0.7 p e r c e n t f r o m o t h e r s o u r c e s Trends in Excellence • N A E P r e p o r t s in t h e s p r i n g of 1983 t h a t w h i l e " a d d i t i o n a l work m a y be n e e d e d to prepare s t u d e n t s for the increasingly t e c h n o l o g i c a l world of the future, most s t u d e n t s are ' l i t e r a t e ' in b a s i c r e a d i n g a n d writing skills... lower ordered skills are w e l l in h a n d . " • In 1 9 3 9 - 4 0 , 51 p e r c e n t o f h i g h school age children graduated from h i g h s c h o o l . In 1 9 5 9 - 6 0 , 6 5 p e r c e n t g r a d u a t e d f r o m h i g h s c h o o l . In 1979-80, 72 p e r c e n t (just m o r e t h a n 3 million) graduated from high s c h o o l . T h e t r e n d is c l e a r l y u p w a r d . "With respect to excellence," said Floyd, "the hard part is to know what is real and to respond to it with 'informed judgement,' not the volatile top-of-the-head reaction which characterizes single issue mass opinion." "We see the challenges identified by the major national reports as being real and have moved to assume leadership responsibilities." —Shotwell— • In s t a t e s w h e r e a n e q u a l or greater p e r c e n t a g e of s t u d e n t s take the SAT Test, Virginia ranks seventh a m o n g 16. "The crisis Is not teacher performance. The crisis Is school funding. The crisis is teacher salaries." "Teacher salary increases for 1983-84 will probably average 6 to 7 percent. This means that there will be little, if any, further progress in moving the Virginia average teacher salary to the national norm." • College graduates who choose private industry rather than teaching careers are likely t o earn $3,000 t o $ 1 0 , 0 0 0 m o r e in t h e i r f i r s t y e a r o f employment. • The m e d i a n b e g i n n i n g salary for t e a c h e r s in V i r g i n i a in 1983-84 w a s $12,888. • T h e average n u m b e r of t e a c h e r e d u c a t i o n c o l l e g e g r a d u a t e s in Virginia eligible to begin teaching d r o p p e d f r o m 2,444 in 1971-72 t o 1,217 i n 1 9 8 1 - 8 2 , a d e c l i n e o f 5 7 p e r cent. • F r o m 1974 t o 1982, i n f l a t i o n inc r e a s e d 68 p e r c e n t w h i l e t h e inc o m e of Virginia t e a c h e r s w e n t up 46 p e r c e n t . • S i n c e 1972-73, t h e b u y i n g p o w e r of t h e average Virginia t e a c h e r ' s p a y c h e c k h a s d r o p p e d $ 1 , 5 7 7 o r 17 percent. VEA believes the following must be undertaken to deal with the teacher crisis: • increase funding for the standards of quality to a realistic level and develop a mechanism to ensure that teachers receive the state funds designated for salary improvement • raise entry salaries for all teachers to a level at least equal to the beginning salaries for comparable professional career training positions in private industry • move as quickly as possible to increase Virginia teacher salaries to the national norm "We have the financial wherewithal to do the job. Virginia is a low tax state. Virginia ranked 33rd in per capita total tax collections of state and local governments in 1980-81, 40th in state and local tax collections as a percent of personal income in 1980-81, and 36th in total current expenditures for public elementary and secondary schools in 1981-82 as a percent of personal income." -Cartercompensation for their efforts is the need to develop mechanisms to recognize and reward excellent teaching in the classroom. The governor has formed a special advisory committee designed to pursue the concepts delineated in his merit pay and master teacher plans and to put the plans into operation within the next year." "The second area of concern the governor has articulated is the need for schools to improve educational foundations for all students, including emphasis on more students pursuing core academic courses. The Board of Education recently approved revised accreditation standards encompassing additional course requirements for all students in English, math and science as well as additional requirements for foreign languages for those intending to pursue higher education." Some Feedback O n Merit Pay T h e p u r p o s e of meri t pay prog r a m s is t o i m p r o v e t h e q u a l i t y of e d u c a t i o n . P r o p o n e n t s say its critic i s m s have been derived f r o m the f a i l u r e of p o o r l y d e v i s e d p r o g r a m s , but curiously enough many teachers a n d a d m i n i s t r a t o r s are f i r m l y against merit pay programs. The American Federation of Teachers only recently, and with considerable difficulty, voted to s u p p o r t m e r i t p a y if a n d o n l y if a l l teachers were given higher base salaries. Union president, Albert S h a n k e r , w a s a b l e t o c a j o l e t h e reluctant group only with the reasoning that to be flexible on t h e issue w o u l d have fewer consequences than stubbornness. The National Education Associat i o n has r e g a r d e d merit pay as a step b a c k w a r d s f r o m fixed salary s c h e d u l e s based on a c a d e m i c credentials and seniority. Many educators feel the m o n e y c o u l d be b e t t e r u s e d , s u c h as in a g e n e r a l pay raise for all t e a c h e r s , b u t t h e m o s t c o m m o n c r i t i c i s m s are t h a t m e r i t p a y s y s t e m s r e s u l t in m o — C o n t i n u e d on page 13— �Public Power Financing . . . Experience Innovation Commitment... ® First Boston ^^So^^ THE FIRST B O S T O N C O R P O R A T I O N Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 indicated that state aid for public e d u c a t i o n is inadequate. The topic of educational f u n d i n g has been one of considerable d i s c u s s i o n and debate a m o n g t h e m e m b e r s h i p . Neal R. Peirce, again w r i t i n g in " N a t i o n ' s Cities W e e k l y , " says he has f o u n d s u r p r i s i n g l y broad public support for educational funding, " e v e n at the c o s t of higher b u d g e t s and t a x e s , " not w h e n teacher salary increases alone are p r o p o s e d , but w h e n increases are linked w i t h t o u g h e r t e a c h i n g standards, performance t e s t i n g and rewarding of t h e best t e a c h e r s — a quid pro q u o relationship. In California, Peirce reports, there is broad bipartisan support f o r as m u c h as $840 m i l l i o n in new taxes for s c h o o l a i d . Lamar Alexander, TN-R, launched a c a m p a i g n for a master teacher program requiring regular teacher evaluations linked to salary incentives and merit pay of up t o $7,000 for t h e m o s t t a l e n t e d . Virtually every major statewide group backed his plan, a c c o r d i n g t o Peirce, and so did t h e p u b l i c — 7 3 t o 23 percent. But what is at stake? A poorly e d u c a t e d public? The future security of t h e nation? In July, t h e V M L Executive C o m - m i t t e e met w i t h S u p e r i n t e n d e n t of Public Education S. John Davis for an explanation of t h e new, more s t r i n g e n t a c c r e d i t a t i o n standards. Even t h o u g h the new standards are expected t o cost an additional $11 million or more just to i m p l e m e n t and $8 million annually thereafter, the executive c o m m i t t e e voted to s u p p o r t the new standards. Considerable d i s c u s s i o n ensued on t h e need for additional f u n d i n g for e d u c a t i o n . W i t h local real estate taxes and b u d g e t s already pushed to t h e limit, the league has voted to s u p p o r t a o n e percent statewide sales tax to support quality educat i o n . The tax c o u l d generate $254 million during its first year in effect and t h e money w o u l d be returned to the localities based on s c h o o l age population. The challenge of providing t h e public w i t h a quality e d u c a t i o n is f o r m i d a b l e , but not i n s u r m o u n t a b l e and not one to run f r o m . The leadership of the V M L has taken a critical look at t h e issues and is facing this challenge. The 1 percent sales tax increase is n o w part of t h e V M L Policy Statement and will be one of the league's major goals in t h e 1984 General A s s e m b l y . EFHutton talks public powerfinancii^. ^ O Q ^ Q < DC > 12 E . F . H u t t o n ' s P u b l i c P o w e r Finance G r o u p has demonstrated its abiHty to generate n e w f i n a n c i n g ideas a n d c a r r y them out successfully. W e h a v e the experience, the k n o w - h o w , a n d the distribution n e t w o r k w h i c h c o u l d m a k e y o u r next f i n a n c i n g a success i n w a y s y o u m a y not h a v e anticipated. A s managers or co-managers of n u m e r o u s p u b l i c financings, w e h a v e p r o v e n our ability to create i n n o v a t i v e approaches to complex tax-exempt financings. W e h a v e one of the largest capital bases i n the i n d u s t r y . W e also h a v e the willingness to use our c a p - ital to m a i n t a i n a secondary m a r k e t i n issues w e manage. A n d our distribution capability is extensive, w i t h 320 offices across the c o u n t r y . I n addition to o u r g r o w i n g retail business, our institutional business has g r o w n to over 1 / 3 of our total securities business. For y o u r next public p o w e r offering, w h y not give M a r s h a l l Lancaster a call at (212) 742-6087, Steve S l o a n at (212) 742-6651, or B i l l S a c h a u at (213)488-3551. L e a r n w h y so m a n y people i n public p o w e r s a y that it p a y s to listen w f i e n E . F . f i u t t o n talks. E . F. Hutton & Company, Inc. O n e B a t t e r y P a r k P l a z a , N e w Y o r k , N e w Y o r k 10004 (212) 742-5000 When EFHutton talks, people listen. �T h e Govemor^s P l a n for Education In July, Virginia Gov. Charles S. Robb spoke before the U.S. House of Representatives' Task Force on Merit Pay. He described his proposed plan for testing merit pay and master teacher programs in Virginia. Gov. Robb proposes to budget $500,000 to the Department of Education to carry out this pilot test project. He has proposed that the project be set up so that local school divisions w^ould submit requests for the state funds to support local experiments. In the first year, Robb anticipates two to five school divisions will participate in the project by experimenting with merit pay or master teacher programs. A parallel program also would be set up for school administrators. The local experiments would have to meet certain basic requirements to receive funding. I=irst, teachers would have to be directly involved in the merit pay or master teacher selection process proposed. Separate selection procedures would be required for excellent teachers and excellent administrators and results would have to be monitored and disclosed with public reports to the governor and the General Assembly. Robb has indicated that two approaches are likely to appear, but that other approaches may be developed. One, the master teacher/merit program, involves designation of a small number of master teachers to be compensated both for the excellence of their performance in the classroom and for additional work to improve instruction, improve courses or to implement new instructional technologies or methods. The master teacher/merit proposal will involve both designation of master teachers and specific programs to use master teachers as teachers of other teachers, especially other teachers in their early years of service. The other approach, a performance evaluation program, provides for an annual evaluation of the work done by all teachers in a local school division with a substantial proportion of the teachers qualifying for performance supplements on the basis of this evaluation. Compensation packages will be required to be submitted with re- quests for funding. Robb expects to require that each local compensation package include a cash bonus, intended to be a one-time reward for excellence; a payment-in-kind, such as money for instructional equipment, a selection of books or even advanced study intended to improve instruction; and a fellowship payment to support the master teacher's work as a teacher of teachers. As an illustration, Robb suggested that a typical pilot project might permit designation of up to 5 percent of the practicing classroom teachers within the local school division as master teachers, with compensation arranged so the cash payment would be $1,000 and the payments-in-kind and fellowships would be $2,500 each. The performance evaluation program would involve all teachers within a local division in a comprehensive program of peer review and assessment, leading to performance-based salary supplements of perhaps $1,000 per teacher to perhaps one third of the teachers in a division. This proposal entails teachers developing standards for self-evaluation within their own groups, and then certifying colleagues whom they find to be their best. The board would have the job of assigning salary supplements on the basis of ratings applied by the teachers. Robb cites the benefits of such programs as improved teaching, movement away from the tendency toward mediocrity that exists in rigidly structured salary scales, economic advantage and prestige for top ranking teaching professionals and tenure systems without the lethargy that many critics see in a system that awards lifetime security. Gov. Robb thinks a merit pay system in Virginia can work. "I know no good reason why teachers should not play primary roles in choosing master teachers," he said, "or indeed why they should not choose them if all parties to the arrangement—the state, the locality, teachers organized either through existing teacher groups or on an ad hoc basis for this purpose only—subscribe to carefully drawn standards of selection. "The often-made charges that no merit pay scheme can be fair derive, I think, from the common assumption made by teachers that o t h e r s board members, parents or principals, perhaps—may use the evaluation system in unfair ways. Because so many other occupations and professions use performance evaluation as a cornerstone of their compensation systems, and with good results, I doubt this fear is well grounded." Merit Pay — f r o m page 11 — rale problems and are impossible to fairly implement. A recent article in "The Wall Street Journal" illustrated the problems some teachers have with merit pay. An English teacher in Pennsylvania who was among 25 of 233 teachers in the district to receive $1,000 in merit pay said she was "horrified" by the effect of merit pay on her fellow teachers. "Teachers," she wrote, "are very fragile, dedicated people. They receive very little praise throughout their careers—from students, from parents or from administrators. Thus, to keep on teaching, they must develop their own self-confidence, fed mostly from within. Then, poof! slash! rip! zap! Nearly 90 percent of the staff are told they don't measure up. Their aura of confidence is shattered." The names of the 25 merit pay recipients were published in a nearby local newspaper along with a story that quoted one school official as having said, "these people will serve as models" for other teachers. A science teacher who was not a recipient of the bonus even though his principal regards him as meritorious keeps a copy of the story in his desk drawer. On the day the story was published, his wife and a fellow church choir member called to ask why his name was not on the list. O Q O I< O > 13 �Planning Norfolk's Budget A Team Approach By R . Breck Daughtrey and Wendell C . Lawther o o o o 14 Municipal budgeting has beconne increasingly complex in the city of Norfolk, largely due to rapid growth In the range and amount of municipal services provided a rapidly growing population. A greater part of the executive responsibility for managing the budget process has had to be decentralized, whereas in the past the city manager delegated only a small part of the responsibility. This move to decentralization has led to the creation of a budget team vested not only with the responsibility for coordinating the operating budget process, but also the capital Improvement, revenue sharing and community development budgets. In Norfolk, the departments of finance and personnel as well as the executive department contribute the five members of the budget team. The department of finance is represented by the budget officer, responsible for directing and supervising the team's activities; the city controller, responsible for forecasting revenues; and a senior accountant who performs coordinating and accounting tasks. The department of personnel is represented by the senior classification and pay analyst whose task it is to assimilate all data relevant to personal expenditures. The executive department is represented by a senior administrative analyst who is responsible for all non-personal expenditures. Each member has individual tasks as well as partnership tasks. Under the city manager's guidance, the budget team generally is responsible for setting budget policy and assembling the proposed operating budget. Work begins in early August with a preliminary assessment of revenues and expenditures. The next few months are spent compiling preliminary program budgets submitted by city departments in early fall and drafting the budget policy statement and budget instructions. In late November, the policy statement is issued. followed in approximately six weeks by distribution of budget instructions. Before the deadline for budget request submissions (usually in early February) all departments are notified of the date and time of their budget hearings. After the budget requests have been submitted the team begins a detailed review of all funding requests. Revenue hearings are held concurrently with internal service fund hearings for data processing and automotive maintenance services, expenditure hearings and executive hearings. At the conclusion of the budget hearings final figures are entered and the proposed operating budget is printed for presentation to city council by the manager. • Revenue Forecasting The city controller is responsible for revenue forecasting. The revenue forecasting system used in Norfolk encompasses a decentralized data gathering process combined with centralized activities which include a combination of techniques. Each revenue producing bureau and department is provided a partially completed revenue budget worksheet. The worksheets are completed by the departments and forwarded to the controller prior to the formal budget requests. The city uses four sources of information to assist departmental forecasting: fiscal year cash receipts for the preceding five to ten years, nine-month year-to-date receipts for the preceding five years and current year (Norfolk uses an eight month base), the immediate past year's estimate for the current year, and data to support forecasting techniques. After receiving and reviewing worksheet information, revenue budget hearings are begun. A revenue hearing is simply a "give and take" session between controller and department representatives in order to fine-tune estimates. In addition to the departmental revenue estimate, the controller conducts his own analysis. He employs a variety of techniques de- pending upon the importance of the revenue source. Trend analysis and a "best guess" methodology are used. For revenues generated by real and personal property taxes and auto licensing fees a deterministic model also is used. The data needed for these analyses are available as part of a continuous process of compiling revenue collection information. • Expenditure F o r e c a s t i n g The expenditure side of the budget is divided into personal and nonpersonal categories. The senior classification and pay analyst is responsible for personal costs, and the senior administrative analyst for non-personal costs. Personal expenditures account for close to 75 percent of the budget. Unlike some other operating expenses the cost of personal services compounds with each successive salary increase because many fringe benefits such as medical insurance, retirement, unemployment compensation and worker's compensation are calculated as a percentage of basic payroll. The task of estimating personal services expenditures involves examining computer printouts reflecting payroll and salary histories, then compiling figures and equations for salary increments, social security deductions, retirement rates and medical insurance rates. Departments use this material to calculate the total cost for personal services. As formal budget requests are submitted the personal team member reviews the information and has it entered on-line into the computer to check the submitted figures. During the expenditure hearings, his role is to verify the accuracy of all requested personal costs and to seek justification for problem areas such as wild fluctuations in requests for more overtime pay or temporary employees. Non-personal expenditures are the responsibility of the senior administrative analyst. Numerous cal- �c u l a t i o n s m u s t be made to determ i n e cost p r o j e c t i o n s for sucti i t e m s as autos, heavy e q u i p m e n t , car pool charges, heating fuel, elect r i c i t y and auto fuel. A l s o , all f u n d ing requests must be reviewed and compared with the budgeted a m o u n t for the current year to identify c h a n g i n g e x p e n d i t u r e trends. The senior a d m i n i s t r a t i v e analyst plays the role of budget t r i m m e r during the e x p e n d i t u r e hearings. During the hearings non-personal e x p e n d i t u r e requests are reviewed by line item. Frequently additional j u s t i f i c a t i o n is required to supplement the formal budget request. A n o t h e r important task involves d e t e r m i n i n g the a c c u r a c y of estimated f u n d i n g needs for the remainder of the current fiscal year. A great deal of advance preparation is made by the non-personal team m e m b e r for this category. Departmental budgeters are urged to att e m p t pin-point accuracy for current year e s t i m a t e d e x p e n d i t u r e s , and no penalty is assessed for project i o n s lower than originally budg e t e d . The purpose of t h i s is to enable the budget team to gauge as accurately as p o s s i b l e the carryover a m o u n t to be applied to the next fiscal year. W o r k associated w i t h the fiveyear budget p r o j e c t i o n is inextricably linked to the annual b u d g e t process. The senior a d m i n i s t r a t i v e analyst provides a great deal of input for t h i s i n c l u d i n g c o n t i n u a l review of national, state and local economic forecasts, assumptions on e x p e c t a t i o n s for the next year s u c h as property a s s e s s m e n t rates and military trends for the area and, of course, p r o j e c t i n g e x p e n d i t u r e s five years into the future. The resulting figures represent the e s t i m a t e d cost to maintain current levels of service for the e n s u i n g five years. • get policy. He is primarily responsible for c o o r d i n a t i n g activities s u c h as d i s t r i b u t i n g all f o r m s , instruct i o n s , work papers and final approval requests f o r m s for the proposed budget. He s c h e d u l e s deadlines for s u b m i s s i o n s , e s t a b l i s h e s the budget hearing s c h e d u l e , coordinates printing arrangements and prepares revenue w o r k s h e e t s . IVIore important r e s p o n s i b i l i t i e s include reviewing s u b m i t t e d figures for the budget officer and being available at all t i m e s to assist d e p a r t m e n t a l budgeters w i t h p r o b l e m s they may e n c o u n t e r in the c o m p i l a t i o n process. The budget officer is the key m e m b e r of the budget t e a m . His primary r e s p o n s i b i l i t y is to e s t a b l i s h budget policy. During the c o u r s e of the budget cycle he d i r e c t s the t e a m ' s activities and is c o n t i n u o u s l y briefed on s i g n i f i c a n t aspects of departmental f u n d i n g requests. He w o r k s c l o s e l y w i t h the city manager, b r i e f i n g him a l m o s t daily in m u c h the same manner as he is briefed. Budget policy is largely det e r m i n e d by the budget officer subject to approval by the manager. Norfolk maintains separate p o l i c i e s for program and operating b u d g e t s even t h o u g h they are c o m b i n e d into one d e p a r t m e n t . Summary W h i l e the budget process in Norfolk is managed by a group labelled the budget team, it is apparent that every m e m b e r has unique responsibilities and areas of c o n c e n t r a t i o n . Collaboration o c c u r s on a n u m b e r of o c c a s i o n s , but tasks are suffic i e n t l y diverse so that team members f u n c t i o n independently under the g u i d a n c e of the budget officer. On the w h o l e , the team turns in a consistently solid performance each year. The budget team, however, is only a temporary assignment for most m e m b e r s . A move to make the budget team a permanent bureau c o u l d possibly improve effectiveness even further. A b o u t the A u t h o r s R. Breck Daughtrey is d e p u t y city clerk for the city of Norfolk. He currently is enrolled in the MPA program at Old D o m i n i o n University. W e n d e l l C. Lawther is w i t h the Department of Urban S t u d i e s and Public A d m i n i s t r a t i o n at Old Dominion University. e stand behind our products at CPfifP. Our field service representatives are trained to help the contractor with any prohlem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assiire a successful Installation. Coordination, Direction,Supervision The senior a c c o u n t a n t and the budget o f f i c e r f u n c t i o n as a team w i t h i n a t e a m . Their r e s p o n s i b i l i t i e s are not d o m i n a t e d by the tasks of line by line review as are the other m e m b e r s . The role of the budget officer d e m a n d s a broader range of analysis as he is responsible for est a b l i s h i n g overall budget policy and managing the t e a m . The senior a c c o u n t a n t does not participate in budget hearings and does not assist in f o r m u l a t i n g bud- Concrete Pipe & Products Company, Inc. P.O. Box, 1223, Richmond,VA 23209 (804)233-5471 �Henrico Develops a Job Performance Appraisal System One of the most rewarding, challenging and important aspects of personnel management of the 1980s and beyond will be the development of valid, job related performance appraisal systems. When one stops to ponder what they can be and what they are used for—promotion, demotion, layoff and termination decisions; development of individualized job skills training, decisions on professional development training; development of possible policy, development of performance oriented compensation systems, development of productivity standards, and several other major areas—it is quite evident that if a performance appraisal system is to be used in any organization, its potential for usefulness or trouble cannot be underestimated. With this in mind the county of Henrico decided to undertake a project, with the support of a twelve-month International Personnel Association grant, to develop a totally new performance appraisal system for use by all levels of its 2,200 general government employees. • Key elements in answering these questions were acceptance of an IPA grant proposal which would provide sufficient start-up funding and availability of in-house expertise to perform professional aspects of the project. Thought also had to be given to the simple matter of staff time. Maintenance of operations had to be considered as well as time for research and development. Additionally, consideration was given to availability of outside support such as automated data processing essential during development, implementation and maintenance of the project. The future plans for professional personnel management in the county were a final consideration. Where did we want to go in the future with such concepts as performance based compensation systems, benefits and a wide variety of personnel policy that would eventually affect every employee. It was decided that a sound, content valid and professionally developed performance appraisal system would probably be the keystone for the development of these systems. • D e c i d i n g to P r o c e e d M a r k e t i n g the Project Probably one of the most difficult decisions to be made initially was whether or not to even begin the project. Was there really a need to attempt to develop a totally new system when the county already had a system in place that was doing what it was designed to do: provide a simple mechanism to evaluate an employee generally on an annual basis? A thorough analysis of the strengths and liabilities of the current system was made. Our analysis showed that based on current legislation, regulations and judicial decisions, the liabilities of the current s y s t e m far o u t w e i g h e d its strengths. Also considered in reviewing the current system was informal feedback gathered from supervisors who had to use the system. What were their problems, comments and suggestions. Another major consideration was whether or not resources—funds, staff and expertise—were available to start and eventually accomplish the project. Early in the project another key decision point was identified. Simply, it was that full support of top management was essential to the success of the project. If management support could not be gained for this highly visible and potentially politically sensitive project, then the entire project would be dropped. A series of briefings was prepared for the county manager and his chief deputies. Comments from these briefings were basically that they wanted input from their agency heads. Another series of briefings was held for all agency heads of the county. Support for the project was overwhelming with several-agency heads volunteering their resources. The highest degree of employee involvement and communication would be sought throughout the life of the project in order to contribute eventually to employee acceptance at implementation. By Thomas J . Hallman Jr. >• O Q O I< o > 16 • O r g a n i z i n g F o r the Project An internal team approach was decided as the best way to accomplish the project. The use of outside consultants was ruled out as past experience showed considerable time lags due to simple logistical and coordination efforts. Also considerable training time would be required to familiarize consultants with the county and the project. Initially the project team was composed of a project director, project leader and temporary research analyst. Additional professional expertise in the personnel office would be tapped from time to time as needs of the project dictated. The team also would have the responsibility for implementation and maintenance of the new system. C o n d u c t i n g the Project Actual development of the new performance appraisal system lasted about two years, primarily because the system was to be content valid and based on task analysis methodology. This was extremely time consuming and detailed, but it was felt that this method would be best in order to obtain the level of validity and confidence wanted in the new system. Additionally, project staff had to divide their time between the project and normal daily operation of the office. While many elements of the project were occuring simultaneously, certain key phases of the development process can be defined. These steps assisted in providing guidelines for study as well as organizational framework: Preliminary Definition of GoalsOne of the most crucial phases of the study was simply to define where we wanted to be at the end of the project. A type of reverse planning was used, starting at the finish and planning back to the start. The word "preliminary" was used as it was not uncommon for objectives to change during the course of the project. This goal definition was important, however, as it gave needed direction to the study. Research and Literature Search—In order to avoid reinventing the wheel, a thorough search of what has already been accomplished is of great value. Even if unable to use fully any material gath- �ered, there still may be u s e f u l n e s s in the data. F o r e x a m p l e , general t r e n d s in how performance evaluation is being done may be spotted or a unique idea in form d e s i g n may be found. A review of recent a c a d e m i c and p r o f e s s i o n a l literature is a l s o important in that it provides s o m e of the most current thought and theory. Project Organization—An important element w h i c h needed to be a c c o m p l i s h e d early w a s organization, a breakdown of the project into m a n a g e a b l e s e g m e n t s that c a n be controlled. In H e n r i c o , the study eventually involved c o n t a c t with 2,200 e m p l o y e e s more than 370 distinct job c l a s s i f i c a t i o n s and 27 a g e n c i e s . In order to r e d u c e t h i s to a m a n a g e a b l e s i z e two main a c t i o n s were taken. First, c l a s s i f i c a t i o n and c o m p e n s a t i o n staff in c o n j u n c t i o n with project staff broke the 370 job c l a s s i f i c a t i o n s into s i x groups. T h i s s e r v e d two main p u r p o s e s . O n e w a s to provide for an orderly arrangement of the c l a s s e s for the purpose of job a n a l y s i s . T h e other w a s to arrange the groups that w e r e s i m i l a r s o they might be u s e d a s a target population for a unique perform a n c e evaluation form. T h e s e c o n d action w a s to establish a g e n c y c o n t a c t points. T h i s provided the project team with a working partner in e a c h a g e n c y a s well a s a c h a n n e l of c o m m u n i c a tion. Job (Tasl<) Analysis—T\ne key to a s o u n d , valid and reliable perform a n c e appraisal s y s t e m is that it be b a s e d on a job a n a l y s i s p r o c e s s . T h i s b e g i n s with the start of the project and for all practical purp o s e s c o n t i n u e s throughout the project and into the implementation and m a i n t e n a n c e p h a s e s . In Henrico a l m o s t all m e t h o d s of job analy s i s w e r e utilized including q u e s tionnaires, group i n t e r v i e w s with e m p l o y e e s and s u p e r v i s o r s , individual m e e t i n g s with e m p l o y e e s and s u p e r v i s o r s and d e s k a u d i t s . A s stated earlier, this i s a very time c o n s u m i n g p r o c e s s and a l s o a low profile activity without m u c h meas u r a b l e e v i d e n c e of a c c o m p l i s h ment. R e s p o n s i b l e or interested parties need to be made a w a r e of t h i s a s well a s of the importance of the job a n a l y s i s . Data Synthesis—\n conjunction with and really a part of the job analy s i s is the s y n t h e s i s of the data. T h e m o u n t a i n s of data must be red u c e d and s y n t h e s i z e d to a manageable level. At e a c h level of sort- ing it is a d v i s a b l e to review with emp l o y e e s and s u p e r v i s o r s for a c c u racy and a c c e p t a b i l i t y . A g a i n , this is a time c o n s u m i n g , low profile a c tivity. Form (Instrument) Design—At s o m e point in the study you begin to have an idea of what you are going to need in the w a y of an instrument to a c c o m p l i s h your p u r p o s e s . T h i s form, even in rough draft, along with draft p r o c e d u r e s is n e c e s s a r y to do any pilot study. Pilot Study—Any project or s t u d y to implement a new or modified perf o r m a n c e evaluation s y s t e m s h o u l d include a pilot study. T h e pilot s t u d y for t h i s project produced several important o b s e r v a t i o n s . O n e w a s that e m p l o y e e s and superv i s o r s involved in the s t u d y highly praised the new s y s t e m and thought it w a s m u c h better and more meaningful than the old s y s t e m . S e v e r a l very good s u g g e s t i o n s were made and eventually incorporated into form d e s i g n . W e a k n e s s e s in the draft training p a c k a g e w e r e made evident by problems and q u e s t i o n s a s k e d during the c o u r s e of the pilot study. T h e need for clear, c o n c i s e administrative p r o c e d u r e s a l s o w a s made evident. Procedures Development—\n order for any n e w s y s t e m to work, s o u n d administrative p r o c e d u r e s are required. T h i s s h o u l d i n c l u d e c o m p l e t e d o c u m e n t a t i o n of the s y s tem and how it w a s d e v e l o p e d , a manual a s to how the s y s t e m is to work for t h o s e c h a r g e d with the responsibility of a d m i n i s t e r i n g the program, a n d a s u p e r v i s o r ' s guide a s to how to u s e the new s y s t e m . Documentation of any activity w h i c h requires interagency funct i o n s is a l s o a d v i s a b l e . Training Package—All personnel required to rate p e r s o n n e l or have input into an individual's rating need to be trained. T h i s training p a c k a g e is a l s o u s e f u l in training new s u p e r v i s o r s . Open information s e s s i o n s for e m p l o y e e s s c h e d u l e d prior to implementation to foster good e m p l o y e e relations and dispel any rumors are r e c o m m e n d e d . Summary S e v e r a l key points c a n be made. T h e s e l l i n g of top m a n a g e m e n t and the gaining of their support is critical to s u c c e s s . Without their support c h a n c e s of s u c c e s s are drastically r e d u c e d . A l s o , e m p l o y e e involvement greatly e n h a n c e s the s u c c e s s of the new s y s t e m . B y al- lowing e m p l o y e e involvement to the greatest extent p o s s i b l e , f e a r s are m i n i m i z e d , r e s i s t a n c e to c h a n g e is r e d u c e d and the e m p l o y e e h a s a s e n s e of o w n e r s h i p of and pride in the new s y s t e m . Early and frequent coordination with outside a g e n c i e s that m u s t support the s y s t e m a l s o is n e c e s s a r y . If all the p i e c e s are to fall into place properly, c h a n n e l s of c o m m u n i c a t i o n must be kept open. F i n a l l y , do not be afraid to make c h a n g e s . If you s e e the need to make a major c h a n g e or c h a n g e the direction of a project, do not hesitate to make it. It will probably pay in the long run. About the Author Thomas J . Hallman Jr., is the supervisor of classification, compensation and testing for the county of Henrico, VA. Statement of Ownership Management and Circulation 1. D a t e o f F i l i n g : October, 1983 2. Title of P u b l i c a t i o n : V I R G I N I A TOWN & CITY 3. F r e q u e n c y of Publication: Monthly. 4. L o c a t i o n of known office of publication: 1011 E a s t Main S t r e e t . 5. L o c a t i o n of H e a d q u a r t e r s of G e n e r a l B u s i n e s s O f f i c e of Publ i s h e r s : 311 Ironfronts, 1011 E a s t Main Street, R i c h m o n d , V i r g i n i a 23219. 6. Editor: C h r i s t i n e A. E v e r s o n , 311 Ironfronts, 1011 E a s t Main Street, Richmond, Virginia 23219. 7. P u b l i s h e r : Virginia Municipal L e a g u e , 311 Ironfronts, 1011 E a s t Main S t r e e t , R i c h m o n d , Virginia23219. 8. O w n e r : Virginia Municipal League 9. A v e r a g e No. of c o p i e s e a c h issue during preceding 12 months: Total No. c o p i e s printed: 5,000 Mail S u b s c r i p t i o n s : 3,816 Paid c i r c u l a t i o n : 3,816 F r e e distribution: 675 Total distribution: 4,491 O f f i c e u s e , etc.: 509 Total 5,000 10. S i n g l e i s s u e nearest to filing date: Total No. c o p i e s printed: 5,000 Mail s u b s c r i p t i o n s : 3,871 Paid c i r c u l a t i o n : 3,871 F r e e distribution: 550 Total distribution: 4,421 Office use, etc. 579 Total: 5,000 I certify that the s t a t e m e n t s made by me are correct and c o m p l e t e . C h r i s t i n e A. E v e r s o n , Editor >H O Q O H < O DC 17 �55TH A N N U A L S C H O O L & C O N F E R E N C E VIRGINIA BUILDING OFFICIALS ASSOCIATION DECEMBER 4-7,1983 HOLIDAY INN, HAMPTON SUNDAY, DECEMBER 4 Registration President's Reception M O N D A Y , DECEMBERS 8:30 a.m. Registration 9:00 a.m. O p e n i n g Session 10:00 a.m. Candy Grafts D e m o n s t r a t i o n 10:30 a.m. F U N D A M E N T A L S O F REINFORCING IN CONCRETE INSPECTION OF REINFORCING STEEL-CONCRETE SYSTEMS 12:00 n o o n GROUP L U N C H E O N PUBLIC RELATIONS 1:30 p.m. 2:30 p.m. HOUSING A N D PROPERTY M A I N T E N A N C E 3:45 p.m. M E C H A N I C A L E X A M I N A T I O N - LICENSE LAW TUESDAY, DECEMBERS 8:30 a.m. Registration 9:00 a.m. VBOA EDUCATION COMMITTEE REPORT 9:30 a.m. CODE C H A N G E HEARINGS 9:30 a.m. Trip to W i l l i a m s b u r g Pottery and S o l a r S h o p s 12:00 noon Lunch (on your own) 2:00-5:00 p.m. C O N T I N U A T I O N O F CODE C H A N G E HEARINGS 6:30 p.m. Social Hour 7:30 p.m. Banquet WEDNESDAY, DECEMBER 7 9:00 a.m. T H E FIRE PROTECTION ENGINEER A N D PLAN REVIEWER 10:30 a.m. B u s i n e s s Session For further i n f o r m a t i o n and registration c o n t a c t Joni Terry, executive director, at 804/649-8471. 3:00-5:00 p.m. 6:00-7:30 p.m. Sandblasting Painting Special Coatings & Repair Work of Water Tanks Reservoirs & Water Treatnnent Plants John Robinson, Inc. P.O. Box 3294 Winchester, VA 22601 (703) 662-7180 WE HAVE THE BEST M I C R O ACCOUNTING SOFTWARE SYSTEM SPECIFICALLY DESIGNED FOR MUNICIPALITIES (Municipal Information S y s t e m ) O o o 18 MUNIS is a complete municipal package, developed in R/M COBOL, that will run on most hard disk, multi-user micro systems. The software fully conforms to GAAFR standards, and is the end resiilt of over 20 years experience with municipalities. MUNIS is a proven success and is currently being used by several municipalities. MUNIS is available now. For a F R E E MUNIS brochure and more information, write or call Paul Crowley at (207)781-2260 today. CcSmputer :i^CeiiTer 366 U.S. Route 1, Falmouth, Maine 04105 �People Nichols Appointed Insurance Administrator Hawthorne Receives Baumes Scholarship Margaret A. N i c h o l s has been app o i n t e d the insurance a d m i n i s t r a t o r for the Virginia M u n i c i p a l Group Self Insurance Association (VMGSIA) f i l l i n g the post recently left vacant by Bradley K. Harmes who resigned to b e c o m e manager of benefits f i n a n c i n g for the city of A u s t i n , TX. Prior to her appointment, Nichols had served as V M G S I A ' s a c t i n g a d m i n i s t r a t o r in Harmes' absence and as VIVIGSIA assistant a d m i n i s t r a t o r since October 1982. N i c h o l s has w o r k e d for the Virg i n i a M u n i c i p a l League since her a p p o i n t m e n t as financial assistant in 1975. She b e c a m e V M L o f f i c e manager in 1978 and a d m i n i s t r a t i v e assistant to the executive d i r e c t o r in 1981. In O c t o b e r 1982 she was app o i n t e d finance d i r e c t o r for the league as well as assistant a d m i n i s trator to VMGSIA. She also currently serves as executive d i r e c t o r of the Virginia A s s o c i a t i o n of Chiefs of Police and is a past executive secretary of the V i r g i n i a Building Officials A s s o c i a t i o n and the State Fire Chiefs A s s o c i a t i o n of Virginia. N i c h o l s is currently a m e m b e r of the Self Insured A d m i n i s t r a t o r s C o u n c i l of Virginia and a m e m b e r of the board of d i r e c t o r s of the Interg o v e r n m e n t a l Pooling S e c t i o n of the Public Risk Insurance Management A s s o c i a t i o n . She is also presently pursuing a c e r t i f i c a t e as a Chartered Property Casualty Underwriter. In her new p o s i t i o n , N i c h o l s will have oversight r e s p o n s i b i l i t y for the $4.7 m i l l i o n annual p r e m i u m self insured w o r k e r s ' c o m p e n s a t i o n program. Stanley D. H a w t h o r n e of Abbeville, AL, has received the 1983 Baumes S c h o l a r s h i p . The $1,000 s c h o l a r s h i p is presented by the Virginia M u n i c i p a l League in honor of past league d i r e c t o r Harold I. Baumes. H a w t h o r n e is a first year graduate s t u d e n t at the University of Virginia. He is seeking a master's degree in public a d m i n i s t r a t i o n and is currently w o r k i n g as an intern in the Charlottesville city manager's office. Hawthorne is a graduate of Troy State University, Troy, A L , and holds a bachelor's degree in social s c i e n c e s w i t h a d o u b l e m i n o r in e c o n o m i c s and political s c i e n c e . W h i l e a t t e n d i n g Troy State, Hawthorne was a m e m b e r of t w o honor s o c i e t i e s . He w a n t s a career in public a d m i n i s t r a t i o n because " y o u can clearly see the results of your act i o n s " and because he enjoys working w i t h people. Norfolk Mayor Appointed Mayor V i n c e n t J . T h o m a s of Norfolk was recently reappointed chairman of the C o m m u n i t y Developm e n t , H o u s i n g and E c o n o m i c Dev e l o p m e n t C o m m i t t e e for the U.S. C o n f e r e n c e of Mayors. During his 1983-84 c h a i r m a n s h i p he will w o r k w i t h four other mayors: Charles Royer of Seattle, J a m e s M c N u l t y of S c r a n t o n , PA, Sheila Lodge of Santa Barbara, CA, and Harold W a s h i n g t o n of C h i c a g o . Posivach Fills New V M L Post Ellen S. Posivach has been selected to fill the Virginia M u n i c i p a l League's newly created p o s i t i o n of d i r e c t o r of research. Posivach has w o r k e d for the past four years as the state legislative liaison for the city of N o r f o l k and c o m e s to the league not only w i t h experience in legislative matters but also w i t h expertise in research and s t a t i s t i c a l analysis. Posivach holds a master's of public a d m i n i s t r a t i o n in research metho d s and s t a t i s t i c s f r o m Old Dominion University and has had extensive experience in research and stat i s t i c a l analysis. During the past six years she d e s i g n e d , c o n d u c t e d and w r o t e all of N o r f o l k ' s s t a t i s t i c a l l y based s t u d i e s as well as analyzed every empirical s t u d y c o n d u c t e d for that city by c o n s u l t a n t s . On several o c c a s i o n s she created the research d e s i g n e m p l o y e d by o u t s i d e c o n s u l tants. Prior to her e m p l o y m e n t w i t h the city of Norfolk she w o r k e d as a c o n s u l t a n t on empirical research p r o j e c t s for the Chesapeake & Potomac T e l e p h o n e Co. and the city of Virginia Beach. In her p o s i t i o n at the league, Posivach will perform public policy research and legislative advocacy as well as w o r k t o w a r d the p u b l i c a t i o n of major manuals for use by local government. Arlington Appoints Deputy County Manager A n t o n S. " T o n y " Gardner has been a p p o i n t e d d e p u t y c o u n t y manager of A r l i n g t o n C o u n t y f i l l i n g the post left vacant by A. H. G r i f f i n w h o resigned to b e c o m e city manager of Falls C h u r c h . Gardner is a 12-year e m p l o y e e of the c o u n t y and was previously director of the Department of Mana g e m e n t and Finance. He began w o r k i n g for the c o u n t y as an a d m i n istrative aide in the c o u n t y manager's o f f i c e in 1971. In 1973 he was named chief of the newly created Fiscal A n a l y s i s Division, and in 1980 he became d i r e c t o r of the Off i c e of Management S y s t e m s and Budget w h i c h t h i s past year became the Department of Management and Finance. He is a m e m b e r of the M u n i c i p a l Finance Officers A s s o c i a t i o n , the International City Management A s s o c i a t i o n and the A m e r i c a n Society for Public A d m i n istration. He and his w i f e , Linda, and their three children reside in Arlington. O Q z < o > 19 �Professional Directory mmim m mmm mmmm% P.O. Box 362-3931 Urban Planning Annexation Studies Landscape Architecture Development Rales Planning THE HATHAWAY H O U S E 103 C E N T R A L ST., P. 0 . BOX 749 W E L L E S L E Y , M A S S A C H U S E T T S 02181 T E L E P H O N E (61 7) 237-5815 Studies Feasibility Studies Design PUBLIC UTILITY ^^Cjy O D RKFUSE niSPOHAI. R A T E Engineers 1 5 1 4 WiLixnw L A W N D I I I V B P. <>. B o x 8 6 8 7 HicHMOxi>. V i H d N i A 2 3 2 2 6 (804) 282-7657 O I- o > 20 F R E D E R I C K G . G R I F F I N , WC. BUCK, SEIFERT& JOST, INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • Industrial Waste T r e a l m e n l • Treatability Studies • 140 S y l v a n Avenue, P . O . B o x 1218 E n g l e w o o d C l i f f s , N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t D r i v e , S u i t e 101 Virginia Beacti, V a 23462 804-499-8508 FAIRFAX Center Fairfax Professional Suite 250 Norfolk. VA. 23502 Building • Suiie 7 3545 Chain Bridge Pitometer ® Road M 3229 WatsrUck Koad, Lynctibun,', VA 24504 (804/237-2044) Associates ENGINEERS • ESTABLfSHED I90'i - LEAK DETECTION • NETWORK ANALYSIS • METER TESTING • HYDRAULIC INVESTIGATIONS 2 N RIVERSIDE PLAZA B O D I E , T A Y L O R AND Consulting Engineei^ S T U D I E S R. S T U A R T R O Y E R & A S S O C I A T E S , I N C . Consulting < Water, Wastewater, Solid Wastes, Soils & Foundations Land Development Site Plans Residential, Commercial & Industrial Subdivisions, Road, Dams, Airports 1933 Fort A v e . L y n c h b u r g , V A 24501 {804)847-7796 APPRAISALS MUNICIPAL PLANNINt; 8 E W B R A G E • Fwrtax. VA. 22030 CORPORATION ARCHITECTS + ENGINEERS + PLANNERS E N G I N E E R S AND P L A N N E R S NORFOLK tow HUNDRED RD CHESTER,VA-804 748-8 Hurt & Proffitt, Inc. Engineers • P l a n n e r s • Surveyors WASreflWAT£R TREATMENT SYSTEMS • ENVIRONMENTAL STUDItS MUNICIPAL FACILITIES • WATERFRONT FACILITIES WATER & SEWERAGE SYSTEMS • TRANSPORTATION • Planners W\t Fleming A'o, If Koger Executive AND SEWERAGE SYSTEMS • DRAINAGE • SURVEYING MMMiBI!}8^ WATER WORKS Austin Dfockenbrough ond Associates CIVIL • MECHANICAL ELECTRICAL • PLANNING S U R V E Y I N G - li^DuSTmAL FACILITIES Engineers Planners Surveyors Richardson • Consu'CanCs Telex87.487 Consulting Engloeefs GREGG . LTD. PROFESSIONAL Engineers B a i t . (301) 7 9 6 - 8 8 5 0 Hanover, M D 2 1 0 7 6 BALDUJin AHD P H O N E 804/649-8627 H e n n i n g s a n , Dunham S East Central Region 1800 P a r l ^ w a y Dr. CONSULTING 400 East Main Street Richmond, Virginia 23219 HDR Michoal K. Berlin Munitipal SefViCei Manoget BROWNING-FERRIS INDUSTRIES Relaying Metenng A CGMr^UNITY D E V E L O P M E N T Southern E n g i n e e r i n g C o m p a n y ot V i r g i n i a 1 8 0 0 Peaclitree Street, N,W. Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 S 2 - 9 2 0 0 C H O D A T , R U B A C K & A S S O C I A T E S . INC Ranning System PLANNING • L A N D S C A P E A R C H I T E C T U R E • E N G I N E E R I N G 789 Bluefield, Virginia (703) HARLAND BARTHOLOMEW & ASSOCIATES, INC. Southern Engineeriiig PURYEAR, INC. CONSULTING ENGINEERS 611 Research Road Cable TflfvisKHi • TV Briiadtasl • I'ublic Safety ('ommunications Systems • Alarm Systems • Electrical Design • Federal Communications Commission Application and !*ri'piiratinn • Rxperf Testimony and Witness CH2M ::HILL economists scientists Complete Engineering Services M u n i c i p a l a n d Industrial Wable Treatment, Power Systems, Structures, Solid W a s t e s . Water R e s o u r c e s , Water S u p p l y a n d T r e a t m e n t , Transportation 1941 R o l a n d C l a r k e P l a c e R e s t o n , Virginia 22091 703/620-5200 P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 R. KF.XM;'IH WKI'.K.S ENGINEERS Water Supply and Purification • Sewerage and Sewage T r e a t m e n t ' Streets a n d Hit^hways • In\TStit?ations a n d Reports ' S u p e r v i s i o n of Construction. 2733 T l D E W . \ T L R D R - N'ORTOLK. \ " A . 2350if �GERAGHTY & MILLER, INC. Consulting Industrial and 844 W E S T S T R E E T . ANNAPOLIS. MD (301) 268-7730 S Y O S S E T NY B A T O N R O U G E TAMPA W PALM B E A C H DENVER Laboratories Municipal 21401 HARTFORD OLVER HOUSTON SANTURCE, PR BARRY W.STARKE, ASLA LANDSCAPE ARCHITECT Engineers Environmental 1531 N o r t t i M a i n S t r e e t B l a c k s b u r g , Virginia 2 4 0 6 0 (703)552-5548 INCORPORATED EARTH DESIGN ASSOCIATES LANDSCAPE ARCHITECTURE I LAND USE PLANNING / ARCHrTECTURE Dames & Moore Water S u p p l y and P o l l u t i o n C o n t r o l PETER M. H U D S O N Finkbeiner, Pettis & Strout, Limited S o l i d and H a z a r d o u s Waste M a n a g e m e n t Environmental Impact Studies Water R e s o u r c e s M a n a g e m e n t President Energy Studies PARKS.HUDSON, INC. S o i l s and F o u n d a t i o n E n g i n e e r i n g 7101 Wisconsin Avenue • Bethesda, Maryland 20814 In^epenJeni Inturanc, Environmental Engineers [301) 652-2215 1735 Jefferson Davis 2301 West Meadowview Road Greensboro, North Carolina 27407 (919) 292-2271 7700 FALLS LEES8URG PIKE SUITE 302 CHURCH,VA. 22043 703/893-0711 _ SITE 2360 West Joppa Road, Suite 300 Suite 900 Greenspring Station Arlington. Virginia 22202 Luthcrvillc, Maryland 21093 (703) (301) 892-4812 583-9261 ^ consultina WATER Also Offices in: Toledo, Ohio Aicron, Ohio t Rtsk M.anagemen( Comukanii Hwy. WASTEWATER, DEVELOPMENT. DRAINAGE,FLOOD STREETS, STRUCTURAL e n a m e e r s DESIGN , m,M*^ CONTROL • Water • Wastewater HIGHWAYS.BRIDGES MARINAS Metcalf&Eddy 1 1 1 2 0 New Hampshire Ave. Suite 2 0 0 Silver Spring, M D 2 0 9 0 4 Municipal Audits Federal — Head Start — GET A — HUD, A-102 Single Audits (7031 590 1131 (703) 67063OO • Resource Recovery • Transportation J A M E S M. B R I D G E S , C P A J A M E S B R I D G E S LTD A PROFESSIONAL CORPORATION Certified Public Accountant |OBRIENGGEnE 14003 MINNEVILLE RD DALE CITY, VA 22193 ConsultingEngineers 820 Corporate Drive Landover, MD 20785 (301)731-5622 J A M E S M. MONTGOMERY. CONSULTING ENGINEERS, INC. CIVIL ANO ENVIRONMENTAL ENGINEERS WATER AND WASTEWATER E N G I N E E K S • • P L A N N E R S • S C I E N T I S T S P H O T O G R A M M E T R I 3 T S Greenhorne 1 0 7 1 0 L E K HiOHWAY, S U I T E 2 0 2 •AVID YARGER ASSOCIATES, A R C H I T E C T S & O'Mara, Inc. FAIRFAX. VIRGINIA 22030 Boston, Philadelplnia, New York, St. Louis, Syracuse, Wtiite Plains Riiltn Intirnilionil Onlir. Snlti II3D 1IBOO SanrJK Vlller Drlti. Riston, VA 22091 AND • S U R V E Y O R S INC. Position Classification and Pay Plans Managetnent and Financial Studies Test Construction—Fire and Police Studies A. A Patton, Harris, Rust & Assoc, WHITMAN, a Drctessional corooralion Engineers , Surveyors , Planners AND Complete proressional services tor ipalilies and public agencies (703) SSB.saOD 2315 Valtoy Offic«: 100 South Mam Streel. Bndgewater, Virginia 2 2 8 1 2 [ 7 0 3 } 8 2 8 - 2 6 1 6 Florida—West REQUARDT ASSOCIATES ENGINEERS Main Off ic«: 1 0 5 2 3 Mam Street, Fairfax. Virginia 2 2 0 3 0 , ( 7 0 3 ) 2 7 3 - 8 7 0 0 Over 600 Surveys Our 30th Year PHONE: MINTER -1;: SAINT PAUL STREET BALTIMORE, MARYLAND (301) 235-3450 Virginia—Georgia—Maryland 21218 2830 Mary Street Falls Church, Va. 22042 703/560-6900 w a g n e r . h o h n s - i n g l i s • inc. COMPLETE PUBLIC WORKS ENGINEERir^G, SURVEYING AND PLANNING SERVICES CONSTRUCTION CONSULTANTS BENGTSON. D e B E L L . E L K I N & TFTUS CONSUUriNC ENGINEERS, SURVEYORS & PLANNERS FINANCIAL AND MANAGEMENT Centreville, VA 703-631-9630 Silver Spnng, MD 301-439-0055 CONSULTANTS • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y S t u d i e s • E x e c u t i v e S e a r c h and Selection • Management and Organization S t u d i e s • Utility and Public W o r k s Management S t u d i e s • Governmental S t a t u s Studies MUNICIPAL ADVISORS Leesburg, VA 703-777-1258 w R A L P H WHITEHEAD ti A S S O C I A T E S Consulting Engineers 1936 East Seventh Street P. O. Box 35624 Charlotte, North Carolina 28235 704-372-1885 VIRGINIA B E A C H , VA, 804/422-1711 2M5S • • • • • Project Management Claims Litigation and Suppoil Document Management and Retrieval Laboratory Testing Services Construction Management Seminars ' 208 High Street Mount Holly. New Jersey 08060 (609) 261-0100 W A S H I N G T O N D.C • TAMPA K A N S A S CITY • NEW O R L E A N S BRIDGES . HIOHWAYS • RAILnOADS . RAIL ft BUS TRANSrT • AIRI>ORTS INCORPORATED P . O . B O X 45 • CPM Scheduling BRANCH O F F I C E S 3300 NE Expressway, Atlanta, GA 30341 1314 Lincoln Street, Columbia, S C 29201 (404)452-0797 (803)256.3590 LOS ANGELES • SAN FRANCISCO ,.' �Marketplace Public Administration Service Providing management assistance and consultant services to local, regional, and state governments since 193.3. 1497 Chain Bridge Road McLean, Virginia 22101 dmq (703) 734-8970 Building Official Grade 28/Salary range: $21,432 • $27,370. Directs operation of inspections division within the department of engineering and inspections. Implements and enforces Virginia Uniform Statewide Building Code and miscellaneous city ordinances and regulations a s directed. A c t s a s zoning administrator enforcing zoning ordinance and reviewing development plans for compliance. DAVID M. GRIFFITH AND ASSOCIATES, LTD. S p e c i a l i s t s in R e v e n u e E n h a n c e n n e n t , C o s t Allocation P l a n s and C o m p u t e r S y s t e m s D r a w e r 59, Christiansburg, Virginia 2 4 0 7 3 R a l e i g h . N C 919/876-8042 R i c h m o n d , V A 804/323-1184 CAMP D R E S S E R & M c K E E Applicants should p o s s e s s demonstrated management skills and thorough knowledge of principles and practices of general building construction and code enforcement including zoning administration. Acceptable experience shall include a minimum of five years in code enforcement or directly related field, registration or ability to become registered in the state within one year a s a building official and graduation from college, or any equiv. combination of exp. and ed. 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 S e n d letters and resumes to: Personnel Office, 300 N. Main S L , Hopewell, VA 23860. Closing date: Nov. 30,1983. E O E . Architects • Engineers • Planners CE Maguire, Inc. 5203 Leeaburg Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 B u s i n e s s Park Dr., Virginia B e a c h , VA 23462 (804) 497-6304 T H E MAGUIRE GROUP Regional olllcw: Provldenn. Rl: Aiexindrla. U : Rinton. MA: Clearwattr. Cliarlatte. NC: Falls Church. VA: Floreno. SC: Honolulu. HI: Manchestar. NH: Naw Rrltaln. CT: PltHburgh, PA: Phoenix. AZ: Spartanburg. SC: Virginia Reach. VA: WalUiam. MA. environmental engineers, planners, & management CAPITAL scientists, consultants CDM B R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , VIRGINIA 23323 804-485-4485 1009 D E L A W A R E S T . S A L E M , VA 24153 703-389-6673 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 C O M P L E T E LINES O F EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY—Chemical Spreaders LINK B E L T — C r a n e s — E x c a v a t o r s THOMSEN P R O D U C T S - E P O K E Spreader LAYTON MFG. C O — A s p h a l t Pavers PEABODY M Y E R S - " V a c t o r Jet Rodder" RICHMOND MFG. C O . —Horizontal Boring Machines ELGIN—Sweepers A T H E Y MANUFACTURING CO.—Maintainor D Y N A P A C - V i b r a t o r v Rollers G I A N T - V A C - Leaf Collectors D A V E Y — Air C o m p r e s s o r s RO C O R P . — H y d r a u l i c C r a n e s Grader o Q R . W . BECK AND ASSOCIATES o ENGINEERS A N D CONSULTANTS I- < DC 22 Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 Grove Street Wellesley, MA 02181 (617) 237^870 1510 E. Colonial Drive Orlando, FL 32803 (305) 8964911 For Sale The town of Blacksburg will accept sealed bids for the following: 1. Pak-IVIor R-220 refuse truck, 20 c u . yd. rear loader refuse packer; 1981 Crane Carrier Low Entry Centurion c h a s s i s , GVW 41,000 lbs; 3208 Caterpillar engine; Allision Automatic MT-853 transmission; white; 18,530 miles; 2,330 hours; $40,000 minimum bid. IVlark bid envelope "Surplus Refuse Truck." Truck can be seen at the Public Works Lot, 2700 Prosperity Rd., Blacksburg, VA. For additional information call (703)961-1140. 2. Oren 1000 GMP pumper fire truck; 1965 Chevrolet c h a s s i s ; 409 V-8 cab over engine, good condition, new booster tank; minor body repair needed and pump should be gone over for maximum volume and/or heavy use; 18,000 miles; 5 speed manual transmission; equipment manuals available; $10,000 minimum bid. IVlark bid envelope " S u r p l u s Fire Truck." Truck can be s e e n at the Blacksburg Fire Department, 200 Progress St., Blacksburg, VA. For additional information call (703) 961-1175. Bids will be opened November 22 at 2:00 p.m. Submit bids to: Town of Blacksburg, Purchasing Division, 2700 Prosperity Rd., Blacksburg, VA 24060. The town of Blacksburg reserves the right to accept or reject any or all bids or to accept any portion that will be in the best interest of the town. �VIRGINIA MUNICIPAL G R O U P S E L F INSURANCE ASSOCIATION A program designed to help control your Workers' Compensation Costs. MEMBERS' SUPERVISORY BOARD H O N . C H A R L E S A. R O B I N S O N . J R . Mayor. T o w n of V i e n n a Chairman H A R R Y G. KING Member, Prince George C o u n t y B o a r d of Supervisors FRANCIS T. W E S T C o u n c i l m a n . Martinsville JOHN CUTLIP S h e n a n d o a h C o u n t y Administrator P E R R Y M. D e P U E J a m e s City C o u n t y B o a r d of Supervisors R. M I C H A E L A M Y X E x e c u t i v e Director. V M L F o r further information c o n t a c t : Margaret A. Nichols J o h n M . W y a t t , IV Administrator Account Virginia Municipal Self Insurance Group Post Office B o x 1 1 7 7 Association R i c h m o n d , Virginia P.O. 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Salem, N o r t o n , O a k w o o d , W a r r e n t o n , Fishersville, R i c h m o n d , Chesapeake, V A B l u e f i e l d , L e w i s b u r g , Pineville, W V Caterpillar, Cat and m are trademarks of C a t e r p i l l a r T r a c t o r Co, � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 18, Number 11 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource November 1983 https://www.virginiaroom.org/digital/files/original/69/6458/198312.pdf d8c25685ffc800cd8eaa7ddc72ed8c6a PDF Text Text volume 1 o ecember 1983 u m b e r 12 r:? o ;j O <-> CI »- i.> o t_ cr to t r Negotiati �EFHutton talks public powerfinancii^. E . F . H u t t o n ' s P u b l i c P o w e r Finance G r o u p has demonstrated its a b i l i t y to generate n e w f i n a n c i n g ideas a n d c a r r y them out successfully. W e h a v e the experience, the k n o w - h o w , a n d the distribution n e t w o r k w h i c h c o u l d m a k e y o u r next f i n a n c i n g a success i n w a y s y o u m a y not h a v e anticipated. A s managers or co-managers of n u m e r o u s public financings, w e h a v e p r o v e n our a b i l i t y to create i n n o v a t i v e approaches to complex tax-exempt financings. W e h a v e one of the largest capital bases i n the i n d u s t r y . W e also h a v e the willingness to use our cap- ital to m a i n t a i n a secondary m a r k e t i n issues w e manage. A n d our d i s t r i b u t i o n c a p a b i l i t y is extensive, w i t h 320 offices across the c o u n t r y . I n addition to o u r g r o w i n g retail business, our institutional business has g r o w n to over 1 / 3 of our total securities business. For y o u r next public p o w e r offering, w h y not give M a r s h a l l Lancaster a call at (212) 742-6087, Steve S l o a n at (212) 742-6651, or B i l l S a c h a u at (213) 488-3551. L e a r n w h y so m a n y people i n public p o w e r s a y that it p a y s to listen w h e n E . F . f i u t t o n t a l k s . E. F. Hutton & Company, Inc. O n e B a t t e r y P a r k P l a z a , N e w Y o r k , N e w Y o r k 10004 (212) 742-5000 When EFHutton talks, people listen. OurRccord In Debt Issues Is A Credit To Handwork. When it comes to public finance know-how, our record speaks for itself. Time and again, F&M's overall underwriting experience meant a municipality or county got the financing needed. When they needed it. And at the lowest effective cost. We do it by bringing special talents to each financing. So it's structured the right way And then brought to market successfully Lynn Ivey of the Investment Banking Group can tell you more at (804) 788-2069. Bring F&M your financing need. No matter how much hard work it takes, we'll make an issue out of it. FSiM First & Merchants National Bank Investment Banking Group P.O. B o x 2 7 0 2 5 , R i c t i m o n d , V A 2 3 2 6 1 �Virginia Editor C h r i s t i n e A. E v e r s o n Editorial Assistants J o n i Terry Mary Ann Cornell Telephone 804/649-8471 December 1983 Volume 18 Number 12 VML President C h a r l e s A. R o b i n s o n J r . Officers Commentary: Reducing Risks in Public/ Private Partnersliips L a w r e n c e A. D a v i e s Vincent J . Thomas S a m W. A d a m s J a n e L. Hough By William J . Osby, Ph.D. Executive Committee New Leaders Join the Executive Committee R o b e r t ! . Williams Arlie C . P a y n e Martha V. Pennino J a c k D. E d w a r d s J a c k P. B a r n e s Margie M a y e s VIVIL VIEWS: Thomas Speaks Before JLARC Past President Francis T. West Negotiation vs. Regulation 8 General Counsel Howard Dobbins gives the rationale behind utility rate negotiation. Executive Director R. Michael A m y x '1' 15 People 17 The Year in Review On the Cover This photograph of telephone poles receding into the snowy distance was taken by free-lance Richmond artist Chris Cullinan. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 By R. Michael Amyx, VML Executive Director 18 Professional Directory 22 Index >O Q Z < z o DC > �Commentary Reducing R i s k s i n Public/Private Partnerships By William J . Osby, Ph. D. Public/private partnerships offer an important opportunity for state and local governments to join with private developers and investors in the renewal, redevelopment and revitalization of America's central cities and rural areas. Individuals and government working together can bring about change, make a dream come true and open new vistas for growth and the resolution of community problems. Public/private p a r t n e r s h i p s have played a key role in the development of our nation and the diversity of activities subsumed under partnership arrangements is quite notable. Nationally, this has encompassed activities ranging from construction of low-income housing and industrial parks to revitalization of whole communities and development of transportation and telecommunications systems. Historically, partnerships between the public and private sectors helped settle the American West, provided for increased production of armaments and materiels during World War II and were intimately involved in d e v e l o p m e n t of the National Aeronautics and Space Administration's space shuttle program. In Virginia, partnerships activities have included development of regional cultural centers, such as the Center in the Square located in Roanoke, and construction of a regional shopping facility. The Waterside, a festival mall located on the Norfolk waterfront. >O Q To the extent that they provide states and localities with alternative sources of revenue, public/private partnerships may indeed be the wave of the future. They can be attractive to both public and private sector partners, each seeking to meet individual goals, and they can form the nucleus of a new cycle of growth and development, particularly related to the needs of the inner-city. But, there are also risks associated with public/private O < (5 DC About the Author William Osby is an assistant professor in the Department of Urban Studies and Planning at Virginia Commonwealth University. He has been involved in the department's research on public/private partnerships for economic development. partnerships that must be taken into consideration as well. Partnerships and Risk Management Partnerships involve joint ventures between collaborating entities; the understanding exists that profits as well as risks will be shared. Although public/ private partnerships may gain wide notoriety from their inception onwards, such notoriety does not always translate into ongoing marketability. We need only think of Renaissance City in Detroit to be reminded of the problems which can arise. Substantial public funds were put into Renaissance City to initiate as well as sustain the project; however, upon completion difficulty was encountered in maintaining a market due to the Detroit economy. The risks attached to the public/private projects are real, and in cases where the project fails, losses may be incurred by all. From the public sector standpoint, management of these risks seems related to two important factors: control of activities surrounding the project site and the development of long-range complementary uses. The Waterside mall, for example, is part of a multiphase waterfront development project which also includes a world trade center, a new hotel (the Omni), a new museum (the Jacques Cousteau marine biology exhibition) and other cultural and tourist attractions. The public sector alone has the capacity to define what will happen in the immediate environment of a project such as this and thus reduce risk. Without huge sums of money, the developer cannot possibly have control of the surrounding area. Integration and consistency within the context of a broader scheme of development is also important. The Center in the Square, for example, is a key element in the Roanoke downtown redevelopment plan. The center was designed to complement other elements of the plan such as improved parking access, main- tenance of the traditional farmer's truck market and street-level commercial development. This concentration of complementary activities provides an impetus for further growth which can contribute to the success of the project in the long term. This also further reduces the risks associated with such projects. It is therefore possible to modulate hsk through integrative planning and the application of policy instruments such as zoning and land-use controls, tax abatement and capital subsidies. These are the same instruments which were used earlier to attract industry, only now states and localities have taken on the burden of generating the desired activities themselves. Secondary Effects While they cannot be explored fully here, it is useful to note also that secondary effects flowing from intermediate or large-scale public/private projects can create imbalances and uneven development patterns. Market activities become realigned and the public/private project may add to the overconcentration of activities in certain areas. They thus compete with other regional facilities and may create problems which will appear later. We need to explore and to estimate the importance of such effects, and to compensate for them relative to our other interests. In many instances it is impossible to estimate these impacts. Corporations, in particular, often do not keep records or at best have scanty or scattered records of such projects even though they may pour millions of dollars into them. Unfortunately, we at times find this to be true in the public sector also. Corporations will continue to be pressed to become involved in public/ private partnerships. In order to make future judgements we need to be more responsible in our record keeping, assessment and evaluation functions. �New Leaders Join the Executive Committee J a c k P. Barnes and Margie H. Mayes are the new members of the VML E x e c utive Committee for the year. Elected at the annual VML conference, Barnes comes on board as chair of the Urban Section and Mayes a s chair of the Town Section. Mayes is the mayor of Grottoes and a native of the Elkton-McGaheysville area of Virginia. S h e has been an active member of the league since her election as Grottoes' mayor in 1977. S h e has served on the league's Community and Economic Development Policy Committee for several years and has chaired the Task Force for Women in Local Government two years. Mayes comes from a politically oriented family. Her father worked extensively in the Republican Party serving a s a district and state party delegate. Through her father's political activities and having worked in the backseat for other political candidates since 1964, Mayes was well familiar with governmental rules and regulations when she decided to run for mayor. At the time there were some local c o n c e r n s about a s e w e r a g e project which Mayes saw a s a very real potential problem for the community and she w a s asked to run for council. While at the courthouse doing a genealogical study of her family one day, the other candidates were registering and she w a s further encouraged to run for office. At that point she decided to run for the mayor's seat and called home to tell her family. Mayes decided to go to the people. She did so with a door to door campaign, a newsletter, handouts and the help of the local newspaper. S h e easily won her election. S h e has since won the mayor's seat three more times having served six years and completed three terms. Her goal has been "to serve to the best of her ability where the majority can benefit." Among her many local activities, Mayes is active in the Water Control Subbasin South Fork River District and the Sixth District Republican Party. She has worked at Dupont in nylon engineering for more than 14 years and is the mother of four children, the youngest being a sophomore at J a m e s Madison University. Members with concerns related to towns may contact M a y e s at (703) 249-5896 or P.O. Box 146, Grottoes, VA 24441. No stranger to the league. J a c k P. Barnes returns to the executive committee after an eight-year a b s e n c e . Barnes was president of the league in 1974 and last served on the executive committee a s immediate past president in 1975. He has been active with the league s i n c e his election to Portsmouth's city council in 1960. From 1968 to 1974, Barnes served a s the mayor of Portsmouth. He has been re-elected to the council every year since, serving a total of 23 years, a record for the city. Barnes' interest in politics stemmed from his activities with the Junior Chamber of Commerce. Through his membership in the J a y c e e s , he was always aware of what was happening in the city. He was close friends with several who went on to serve in the House of Delegates, working with many on their election campaigns. Having led an active career in local government, Barnes s a y s the attraction for him is that he can s e e results. It is time-consuming but also very selfsatisfying, he said, comparing the work to that of a doctor or an artist in that you can see what you accomplish. This is also what attracts him in his business life. Following in his father's footsteps, Barnes once owned an interior decorating business, an area that still interests him today. In fact, he modeled his present home in the Williamsburg Dutch Colonial style and built it from old houses using original bricks, beams, mantelpieces, flooring, etc.; and on his way back from the National League of Cities meeting in New Orleans he and his new wife, Cynthia, visited several of the Old South mansions. In 1952, Barnes joined Provident Life and Accident I n s u r a n c e C o . , headquartered in Chattanooga, T N . He remains with the company today serving as director of sales and services and also a s agency supervisor. He handles group insurance for railroads throughout the Southeast and travels extensively in his work. A native of Norfolk, Barnes grew up in Southhampton County near Franklin and moved with his family to Portsmouth in 1941. He will serve in three capacities for the league this year: on the executive committee, as chair of the Urban S e c tion and a s chair of the legislative committee, a seat he has held for the past two years. He will also serve on N L C ' s finance committee for a second year. Barnes can be reached through the Portsmouth City Clerk's Office at (804) 393-8639, or by writing to him at 5000 Portsmouth B l v d . , Portsmouth, V A 23701. O Q Z < o o DC -Margie H. Mayes- -Jack P. Barnes- �VML VIEWS: Thomas Speaks Before Vincent J . Thomas, mayor of Norfolk and second vice president of the Virginia Municipal League, spoke on behalf of the league Nov. 14 before the Joint Legislative Audit and R e v i e w C o m mission during a public hearing on the commission's recent findings and recommendations resulting from the study of state mandates and local financial resources. Major findings of that study Indicated local governments are fiscally stressed and that this fiscal stress has increased in recent years. According to the study, it would take $552 million to bring all localities just to the state average of fiscal stress. Following are excerpts from Thomas' speech. "Of particular concern to local governments Is the funding for education. In Its review of mandates J L A R C found that this is the program most in need of additional funding. From fiscal year 1978 to fiscal year 1982, state funding for education increased 37 percent whereas local funding i n c r e a s e d 6 3 percent. Since state aid for education comprises 70 percent of all state aid to local governments, the lack of adequate educational funding by the state could be a major contribution to local fiscal stress. In fact, in fiscal year 1982 the state w a s funding only 78 percent of the estimated Standards of Quality costs. "The need for funding of education goes far beyond meeting the need to assist Virginia's fiscally stressed communities. There is a national demand for improving the quality of education to meet the future needs of a highly technical society. In addition, there is a concerted effort on the part of the General Assembly and the executive branch to provide for increased salaries for teachers. We feel our local governments have been hendered in their efforts to provide these salary increases by the declining support of education by the state and federal government. T h e state's share of educational funding has decreased to 43.6 percent in fiscal year 1982 from 46.3 percent in fiscal year 1978, while the federal share has decreased by a similar amount. "To meet these needs, the Virginia Municipal League is supporting an additional 1 percent statewide sales tax to be returned to local governments based on school-age population in the same manner a s the current one-third of the state's 3 percent sales tax. A statewide tax would be of significant benefit to local governments in Virginia suffering high levels of fiscal stress. They are in desperate need of additional revenues which cannot be generated at the local level. "The final point we will touch on is the advantage counties have over cities in the receipt of state aid. According to J L A R C , counties receive $395 per capita a s compared to the $273 per capita cities receive. Most of this difference is due to the low level of payments to municipalities for street maintenance — JLARC a function provided by the state for counties. "To carry this point further, the additional 1 percent sales tax, if administered in the same manner that the current 1 percent sales tax going to education is administered, would free a significant amount of revenue for the state's general fund. Therefore, monies would potentially be available for other r e c o m m e n d a t i o n s contained in the study. A major area of concern, and the one which produces most of the differential in state aid benefits between cities and counties, is the low level at which street maintenance for municipalities is funded. However, since all local governments are fiscally stressed to at least some degree, a redistribution of current funding is less satisfactory than the identification of new monies. "Therefore, the VML urges the General A s s e m b l y to provide additional funding for municipal street m a i n tenance through the general fund. Although this would be a major policy change on the part of the state, the benefits would also be quite significant. Certainly construction and maintenance of streets and roads is one of the most important services provided by state and local governments and critical to our overall e c o n o m i c development a c tivities. "We do not want to imply that additional funding for education and high-continued on page 14- O Q < Z o gc > "The critical question now is where do we go from here," Mayor Thomas told the committee. i f �Expertise in public power finandna Expertise across the board. At Merrill Lynch Capital Markets, our relationship-oriented investment bankers orchestrate the efforts of specialists in perhaps the broadest range of financial services in the industry—our expertise across the board. To discover the opportunities this can create in public power financing, please call our Municipal Utilities Department at (212) 637-2540. Merrill Lynch Capital Markets Investment banking �Negotiation vs. Regulation By Howard W. Dobbins For a number of years the Virginia Municipai League has successfully negotiated electric utility rates for local governments. Recently, a number of localities joined in attempts to likewise negotiate telephone rates, but to date the largest telephone company in Virginia has refused to negotiate. Below, VML's general counsel, Howard Dobbins, explains the history and legal authority, as well as the benefits to both parties, behind utility rate negotiations. In recent months Virginia local governments have been concerned about the escalating costs of telephone services which they purchase from private telephone companies operating throughout the state. In the past local governments have paid on the basis of rates established for non-governmental telephone users by the Virginia State Corporation Commission. A number of localities have recently joined in an effort to determine whether the rates which they have paid and which they are expected to pay in the future are fair and reasonable both to the localities and to the telephone companies with the motive that if those rates are not reasonable, better and more equitable rates are to be negotiated. The Franchise Arrangement o Q o o > The Virginia General Assembly has long recognized that cities, counties and towns have a fundamental obligation to furnish certain services to their citizens and early granted local governments the power to establish and maintain essential public utilities, including water works, sewer lines, gas works and electric plants. Public utilities were originally furnished to the citizens of incorporated communities, until recent years the only urban sections of the country. Public water supply and sewer lines were probably the first utilities furnished by municipalities, followed by gas and in the latter part of the 19th century, by electric and telephone service. When electricity began to supplant gas for illumination and power, city and town councils were required to decide whether to provide electricity for use by the municipality and its citizens by publicly owned and operated facilities or to permit private electric companies to provide the^e services. A number of communities elected to meet their needs by establishing municipallyowned power systems. The city of Danville, which has operated its own electric distribution system for more than a century, is a typical example. Other communities elected to permit private companies to furnish electricity under a franchise arrangement. Thereafter other types of public utilities sought to render services in localities and franchises have been granted to many telephone and telegraph companies. The franchise arrangement naturally permitted use by the private utility of public streets, alleys and other property and in most cases granted an exclusive right to the utility to furnish its service to users within the franchising community. From the beginning, the franchise was a valuable property right and it has continued to have value with the passage of time. The framers of the 1902 Virginia Constitution recognized problems inherent in granting perpetual franchises or easements of any kind over municipallyowned property. In Section 125, the period of these franchises was limited to 30 years and their grant prohibited without public advertisement and solicitation of competitive bids. The 1902 constitution further provided that upon termination of any franchise grant, the plant and the property of the grantee in streets, avenues and other public places should become the property of the municipality, either without compensation or upon payment of a fair valuation. The stated reasons for permitting termination and forfeiture were to secure efficiency of public service at reasonable rates and maintenance of utility property in good order throughout the term of the grant. On its face such power of forfeiture would appear to be rather far reaching in the regulation of a private enterprise; however, the power of termination and forfeiture is not at all unreasonable when considered with the fact that the utility is usually supplying services which the local government is responsible for furnishing to its citizens and which are essential to public welfare. Moreover, the Virginia Supreme Court has held that under existing law a municipality may impose any condition in granting a franchise. Statutes in Virginia also grant counties the power to regulate use of their streets, alleys, etc. Local Government's Responsibility and Authority In connection with public utilities, local government's responsibility is a dual one. In addition to the obligation local government has to furnish utilities to its citizens, local government is also obligated to insure that the government itself has an adequate supply of necessary utilities for operation of its public facilities such as street lights, fire fighting equipment, police protection, waste and sewer works and public communications. This obligation is necessarily c o n t e m p l a t e d in e v e r y f r a n c h i s e granted. Article II, Section 9 of the 1971 Virginia Constitution increased the permissible term of franchises to 40 years (60 years for air rights) but reaffirmed and continued the 1902 provisions with respect to termination and forfeiture as measures protective of municipal obligations. Although many Virginia localities have exercised the constitutional and statutory prerogative of granting franchises to private suppliers of certain utilities, every Virginia municipality had, and still has today, the option of either �furnishing most public utilities itself a s a proprietary function or of permitting a private utility company to supply such services under grant of franchise. V a . C o d e S e c t i o n 1 5 . 1 - 2 9 2 authorizes cities, towns and counties to acquire, maintain and operate public utilities within and without the limits thereof. T h e only limitation to the right of a city or town to take over the ownership and operation of a public utility company is found in the Utility Facilities Act, a proscription which w a s not adopted until 1964 and which can be amended at the will of the General Assembly. When local governments originally made decisions a s to whether they would operate their own electric plants or telephone companies or franchise the right to independent companies, the independent companies were for the most part small and local in character a s contrasted to today's monopolistic giants. When these companies were small and local in character, competitive bidding for initial franchise rights was expected and routine. T h e franchise right w a s a valuable property right permitting private industry to supply an essential governmental s e r v i c e . Consideration in some form flowed to local government for the grant of franchises. This may have been explicitly stated in the franchise or it may have been benefits or sen/ices supplied by the utility at either reduced cost or without cost. An example is the franchise granted in 1898 by the city of Norfolk to Southern Bell Telephone Co. which provided the city with ten telephones, fire alarm service free of charge and 3 percent of the utility's gross earnings. Arrangements for services in lieu of a stated substantial franchise fee are believed to have been customary, but were not a l w a y s reduced to written agreements. Howard Dobbins and Eric Page (I) meet with local officials to plan possible rate negotiations. S C C ' s Involvement The 1971 Virginia Constitution empowers the State Corporation C o m mission to regulate rates, charges and services of railroads and telephone, gas and electric c o m p a n i e s , e x c e p t a s othenwise authorized by the constitution or by g e n e r a l law. § § 5 6 - 2 3 2 a n d 5 6 - 2 3 4 of the code plainly provide that the commission's power does not extend to establishing rates by a telephone company or other utility for service to any municipal corporation or the state government. Early in the 1970s, due to the oil embargo and the resulting escalation of the cost of electricity, certain consumer groups voiced the concern that local governments were not paying their fair share of the cost of providing electricity and that other c l a s s e s of customers, whose rates were regulated by the S C C , were subsidizing governmental service. The idea was advanced that the only way to ensure that governments did pay their fair share would be to have the S C C set rates charged to and paid by the local governments and the state. The statutes referred to which excluded governmental rates from S C C control were challenged a s being unconstitutional, but the Virginia Supreme Court held in 1974 that those laws were valid and not contrary to the Virginia Constitution and that the S C C had no jurisdiction over electric rates paid by the state or cities, towns, and counties. Shortly after this decision some of the larger electric institutions lobbied the General Assembly to amend the law and place governmental entities under the S C C . It was during this pehod that many localities banned together to form the Virginia Municipal League/Virginia Association of Counties Steering Committee. T h i s committee, assisted by counsel and consultants, successfully opposed the attempts to amend the statutory law and since then has been able to negotiate electric rates with both Virginia Electric and Power Co. and Appalachian Power Co. which have been considered fair and reasonable both to local government and the utilities. Regulation v s . Negotiation The steering committee has been convinced that there are numerous reasons why private negotiation of contracts is superior to the imposition of increased rates regularly and sometimes unexpectedly by the S C C . Some of these reasons are a s follows: Potential Loss of Cooperation Among Governmental Entities and Utilities. B e cause utilities must use public streets and other property in order to furnish services in the community, it is essential that a spirit of cooperation exist so that construction, repair and maintenance of the utility facilities can be accomplished at times and by means reasonably convenient to the utility and with the least interference to the public. Accomplishment of construction, maintenance and repair In an economic and expeditious way in the past has been the result of friendly cooperation between utility and public officials. Periodic rate hearings -continued, next page- >O Q O H < Z > �before the S C C wherein local governments and utilities are adversaries necessarily will impair the cooperative spirit which now exists. Rate Hearing Costs Are Phenomenally High. T h e cost of rate hearings under today's regulatory procedures have escalated tremendously. In order to be adequately represented, each interested party must provide counsel and both expert and lay testimony and be prepared to devote days, even weeks, to the undertaking. Local governments, jointly or separately, must develop and bear that expense. T h e s e costs would ultimately be borne by the taxpayer. Contractual rates are far less expensive to negotiate for both utility and governmental users. Budgeting of Local Governments Will Be Impaired. Local governments are required by law to establish budgets annually and to a s s e s s taxes to meet budgeted and anticipated expenditures. T h e s e assessments can be made only on an annual basis and any interim increase or emergency charges will damage the existing fiscal security of counties, cities and towns. By contrast, the use of negotiated rate agreements will aid both local governments and utilities to maintain fiscal security and will eliminate budget uncertainty. The State Corporation Commission Is Overburdened. T h e existing staff and hearing schedule of the S C C are at what seems to be the limit of their present capacities. Unquestionably, if governmental rates are fixed by the S C C , the addition of a class of users of such magnitude will require great increases in S C C staff and may tend to cause restructuring of the commission and its responsibilities. In any event, additional costs will add to the burden of the consumer public. The State Corporation Commission Should Not Have Authority Over Utility Rate Regulation and Utility Taxation. Under present law, assessment of utility properties for taxation rests with a division of the S C C which determines the amount of the tax liability utilities have to local governments. T h e power to regulate rates should not be exercised by the same state agency. The State Corporation Commission's Rating of Governmental Entities Will Cause Inequities. C o u n t i e s , cities, towns, authorities and various members of each group a s well as'the state itself have distinct cost of service characteristics. Rate schedules developed by the S C C for all governmental users or Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Y o r k P l a z a . New Y o r k . N . Y . 10004 for categories thereof will develop unfair rates because different kinds of governmental units have distinctive characteristics. In negotiations for contractual rates there is freedom to develop rates matching those characteristics and protect the interests of all localities. This is not thought to be possible in a rate hearing covering all users or even all governmental users. Determination of Rates by the SCC Will Dilute Authority. Determination of rates by the S C C or by any regulatory agency will dilute the authority of each local government to levy taxes and provide essential services a s tax rates will be dependent on utility rates established by the commission. S f a f e Corporation Commission's Regulation Of Rates t\/lay Not Exclude the State. The state and each governmental unit thereof may not be differentiated in respect to utility rates if rates are regulated. That is to say, if rates to local governments are to be regulated by the S C C , rates to the state itself must also be so regulated, and regulation of rates to the state is inherently dilutive of the power of the General Assembly to establish the state's budget. Negotiation between utilities and governmental entities does produce fair and equitable rates. The steering committee could not have reached agreements with Vepco and A P C O in the past 12 or 13 years if either had not considered the agreed upon rates fair and equitable. The Benefit to Utilities There seems to be general agreement that governmental entities are distinct from other users of electricity. It is believed that this principle also applies to telephone service. There are several valid reasons why governmental entities must be considered separately from other users in the rate-making process, not the least of which are the extraordinary benefits utilities have traditionally received from localities, benefits which result in economies to the utilities and which pass through for the benefit of all other classes of electric consumers. In 1975, a study examined the indirect financial benefits flowing from Virginia local governments to Vepco. This study had two purposes: it was intended to raise the previously ignored issue of valuable benefits historically granted to the power company and to present the logic by which the value of such benefits might be determined. Three major kinds of benefits were evaluated. T h e s e were related to franchise fees, treatment of utility e a s e ments for real estate taxes and a s -continued on page 20- �The Best Price is the Lowest Total Cost Total Cost Evaluation Lets You Know What's Beyond The Purchase Price That low bid price is always tempting. Especially when you're up against reduced revenues and tighter budgets. But sometimes that machine with the appealing price tag costs more in the long run. In unnecessary downtime. Higher maintenance and repair. In lower resale. tell what that machine really costs you. And gives you a better idea of costs to project over the next few years. TCE is logical, accurate, fair. It wasn't designed to make any one brand look good. And the information you need is already in your files. We'll be pleased to help you with a Total Cost Evaluation. Even supply some handy record books. With no obligation. It's just another way we can help you justify your future purchasing decisions. Call us. So before you buy a machine, use a simple formula to find out what your present one is costing you . . . a formula we call Total Cost Evaluation. First, take the purchase price. Add the maintenance costs. Plus the repair charges. Then subtract the machine's probable resale price. The final figures Consider the Taxpayer... Consider CAT CARTER M A C H I N E R Y C O M P A N Y , I N C . >- o Q Z < z o Salem, N o r t o n , O a k w o o d , W a r r e n t o n , Fishersville, R i c h m o n d , Chesapeake, V A B l u e f i e l d , Lewisburg, Pineville, W V C a t e r p i l l a r , Cat and • are t r a d e m a r k s of C a t e r p i l l a r T r a c t o r C o . 11 �In Search of Excellence How responsive is local government to the citizens it serves? John Sherman, Pullman City (WA) supervisor, recently asked this question and others in a memo to his top management staff. As a basis for his memo, Sherman used several key concepts from the current bestselling book "In Search of Excellence: L e s s o n s f r o m A m e r i c a ' s Best Run Companies." A u t h o r e d by T h o m a s Peters and Robert Waterman Jr., the book looks at management practices successful companies use that enable them to excel. Although the book focuses on the private sector, its theme can easily be adapted to local governments. The book cites eight basic attributes of s u c c e s s f u l o r g a n i z a t i o n s . In his memo, Sherman asks his staff to exam- Signalsllncrossed AtAKeystroke. ine each of these criteria and how well they think the city measures up. The questions Sherman asked staff follow: 1. Are we an organization on the move or are we stagnant? 2. Are we citizen oriented, recognizing that we are public servants, and do we willingly solicit and value citizen input? 3. Are we innovative and constantly questioning how our operations can be made more efficient and economic? 4. Do we stress participatory management, recognize the worthwhile ideas that all employees can contribute and give recognition for a job well done? 5. Do our managers and supervisors make regular visits to work sites; are they aware of the nuts and bolts of the operation; do they instill in all the highest values of the concept of public service; are employees aware of the goals of the city and are they committed to helping achieve them? —continued on page 20— Y o u ' v e realized the need for a c o m p u t e r i z e d b i l l i n g s \ s t e m . but y o u ' r e confused by a l l the N o w y o u ' v e f o u n d the choices. PROVEN CHOICE . . . UTILIBILL®-Utility Billing System by T E C N O M I C S Only U T U . I B I E L a 90-dav money-back guarantee • 90 d a y s o f free service • computerized through FRS- O Q Z < o I- < z o > Computer systems maximize municipal services. U. S. Androids' consulting, programming and system sales bring your locality on-line with unparalleled performance. Our expertise ex-• • « •« tends to all systems including IJpAnCirOldS the popular IBM's. Make it . easy on yourself. Call us. ^m£^^J^^^AmAmm. Where Communications & Computers Come Together U.S.Androids Incorporated.6330 Newtown Road.Suite U9,Norfolk,VA 23502 804-461-9363 • use meter of reading UTILIBII.L Field Recorder System o t h e r integrated p r o g r a m s such as rate a n a l v s i s a n d a c c o t m t i n g . I T I L I B I l . L is in use a l l a c r o s s the c o u n t r \ C a l l o u r clients d i r e c t l y to see u h a t they h a \ to say about the s y s t e m . F o r m o r e information and references contact: TECNOMICS 100 A r d m o r e S t r e e t , B l a c k s b u r g , V i r g i n i a 24060 or c a l l (703) 12 offers: • COLLECT: 552-5609 �The Wallerstein Scholarship The Wallerstein S c h o l a r s h i p w a s e s t a b l i s h e d by a gift from R u t h C . a n d Morton L. W a l l e r s t e i n to the U n i v e r s i t y of V i r g i n i a to f o s t e r i n t e r e s t a n d r e s e a r c h in V i r g i n i a m u n i c i p a l g o v e r n ment. T h e s c h o l a r s h i p is a d m i n i s t e r e d by the V i r g i n i a M u n i c i p a l L e a g u e a n d t h e Institute of G o v e r n m e n t , U n i v e r s i t y of Virginia. E U G I B I L I T Y : A n applicant must be: 1. A n e m p l o y e e or official of a V i r g i n i a municipality w h o w o u l d like to s p e n d a y e a r at t h e U n i v e r s i t y of V i r g i n i a e n g a g e d in r e s e a r c h a n d s t u d y with the Institute of G o v e r n m e n t ; or 2. A p e r s o n , preferably a n e m p l o y e e or o f f i c i a l of a V i r g i n i a m u n i c i p a l i t y , s e e k i n g to u n d e r t a k e g r a d u a t e w o r k at t h e U n i v e r s i t y of V i r g i n i a in a field r e l a t e d to m u n i c i p a l g o v e r n m e n t . It i s h o p e d , but not r e q u i r e d , that t h e r e c i p i ent i n t e n d s to e n t e r or r e - e n t e r V i r g i n i a municipal government s e r v i c e upon c o m p l e t i o n of the g r a d u a t e w o r k . S E L E C T I O N C R I T E R I A : While an a p p l i c a n t m u s t s h o w p r o m i s e of b e n e fiting s u b s t a n t i a l l y from a y e a r at t h e university and a degree applicant must meet admission s t a n d a r d s , the s e l e c tion c o m m i t t e e will p l a c e h e a v y e m p h a s i s upon t h e i n d i v i d u a l ' s potential for public s e r v i c e in V i r g i n i a . DURATION O F THE AWARD: The a w a r d is m a d e for a t w e l v e - m o n t h p e riod b e g i n n i n g at the r e c i p i e n t ' s w i s h e s between J u n e 1, 1984 and September 1 , 1 9 8 4 , a n d m a y c o n t i n u e for a s e c o n d y e a r d e p e n d e n t upon the recipient's n e e d a n d his or h e r first y e a r r e c o r d . AMOUNT OF THE AWARD: The a m o u n t is $ 5 , 0 0 0 . A P P L I C A T I O N P R O C E D U R E : App l i c a n t s for the s c h o l a r s h i p m a y obtain the n e c e s s a r y f o r m s by writing to the institute. A p p l i c a n t s s e e k i n g a g r a d u a t e d e g r e e m u s t fulfill all the r e q u i r e m e n t s for a d m i s s i o n to the g r a d u a t e s c h o o l of the university. Inquiries regarding graduate school requirements should be a d d r e s s e d to the D e a n of the G r a d u a t e S c h o o l of A r t s a n d S c i e n c e s , 4 3 8 C a b e l l H a l l , U n i v e r s i t y of V i r g i n i a , C h a r lottesville, V i r g i n i a 2 2 9 0 3 . D A T E S F O R S E L E C T I O N : Applic a t i o n s m u s t be s u b m i t t e d no later t h a n March 1, 1984. A n applicant m a y be invited to a t t e n d a p e r s o n a l i n t e r v i e w h e l d either at the institute or at the Virg i n i a M u n i c i p a l L e a g u e o f f i c e s in R i c h - m o n d . T h e r e c i p i e n t will b e notified no later t h a n A p n l 1 5 , 1 9 8 4 . For further information, please write to Dr. Timothy G. O'Rourke, Institute of Government, University of Virginia, 207 Minor Hall, Charlottesville, VA 22903. Disclosure Statements Due January 15 T h e C o m p r e h e n s i v e C o n f l i c t of Intere s t s A c t r e q u i r e s c e r t a i n local g o v e r n m e n t o f f i c i a l s to file d i s c l o s u r e s t a t e m e n t s e v e r y y e a r by J a n . 1 5 . Financial disclosure forms must be f i l e d b y m e m b e r s of t h e g o v e r n i n g b o d i e s of localities with p o p u l a t i o n s in e x c e s s of 3 , 5 0 0 . T h i s f o r m , p r e p a r e d by the s e c r e t a r y of the c o m m o n w e a l t h , h a s b e e n d i s t r i b u t e d to l o c a l m u n i c i p a l c l e r k s w h o a r e r e q u i r e d to distribute the form to t h e a p p r o p r i a t e officials by D e c . 10. T h e g o v e r n i n g b o d y of localities with p o p u l a t i o n s in e x c e s s of 3 , 5 0 0 by ordin a n c e also m a y require designated e m p l o y e e s or p e r s o n s a p p o i n t e d to p o s i tions of trust to file. T h e f o r m is t h e s a m e form filed by m e m b e r s of t h e G e n e r a l A s s e m b l y a n d s e l e c t e d officials. P r o v i s i o n s of P a r t III, A a n d B , of the form d e a l with r e c e i v i n g c o m p e n s a t i o n for r e p r e s e n t i n g entities b e f o r e s t a t e a g e n c i e s a n d a p p l y only to s t a t e officials. U n d e r P a r t I of t h e form y o u n e e d list only y o u r real e s t a t e holdi n g s ( a n d t h o s e of y o u r s p o u s e or a n y other r e l a t i v e r e s i d i n g in y o u r h o u s e hold) l o c a t e d within y o u r locality or a n y locality c o n t i g u o u s to y o u r s . R e a l e s t a t e d i s c l o s u r e f o r m s m u s t be f i l e d by m e m b e r s of p l a n n i n g c o m m i s s i o n s , b o a r d s of z o n i n g a p p e a l s , r e a l e s t a t e a s s e s s o r s a n d c o u n t y , city or t o w n m a n a g e r s (or e x e c u t i v e o f f i c e r s ) w h o seny/e a locality with a population in e x c e s s of 3 , 5 0 0 p e r s o n s . T h i s f o r m r e q u i r e s y o u to list all y o u r i n t e r e s t s in r e a l e s t a t e l o c a t e d in the c o u n t y , city or t o w n in w h i c h y o u a r e a p p o i n t e d or e m p l o y e d . T h i s i n c l u d e s a n y b u s i n e s s in w h i c h y o u o w n a n interest a n d from w h i c h i n c o m e is r e c e i v e d , if t h e p r i m a r y p u r p o s e of t h e b u s i n e s s is to o w n or d e v e l o p r e a l e s t a t e in the c o u n t y , city or t o w n . T h e form s t i p u l a t e s that " e a c h r e l a t i v e r e q u i r e d to d i s c l o s e h o l d i n g s " file a s e p a r a t e f o r m . In effect, t h e form r e q u i r e s y o u r s p o u s e a n d a n y other relative living in y o u r h o u s e h o l d to file a s e p a r a t e f o r m listing e a c h r e a l e s t a t e interest. T h i s form a l s o w a s p r e p a r e d by the s e c r e t a r y of t h e c o m m o n w e a l t h a n d h a s b e e n d i s t r i b u t e d to t h e c l e r k of y o u r g o v e r n i n g body. T h e c l e r k is r e q u i r e d to distribute t h e form to y o u by D e c . 1 0 , a n d y o u m u s t return it to the c l e r k by J a n . 15. VML Publishes Conflict of Interests Manual T h e Virginia Municipal L e a g u e h a s j u s t c o m p l e t e d publishing a r e f e r e n c e m a n u a l to t h e n e w C o m p r e h e n s i v e C o n flict of I n t e r e s t s A c t . T h i s 3 9 - p a g e refere n c e w o r k w a s p r e p a r e d by l e a g u e staff a n d i n c l u d e s t h e full text of the n e w a c t a s w e l l a s a n a n n o t a t e d s u m m a r y of t h o s e p r o v i s i o n s a p p l y i n g to l o c a l gove r n m e n t officials. D o z e n s of e x a m p l e s a r e i n c l u d e d in t h e m a n u a l a s w e l l a s t h e full text of the f i n a n c i a l d i s c l o s u r e a n d real e s t a t e d i s c l o s u r e f o r m s . A t t o r n e y G e n e r a l G e r a l d L. B a l i l e s ' staff r e v i e w e d the m a n u a l a n d p r o v i d e d helpful s u g gestions. A f r e e c o p y of the m a n u a l h a s b e e n distributed to e a c h V M L m e m b e r locality through the locality's chief administrative officer. A n o t h e r c o p y h a s b e e n g i v e n to c o m m o n w e a l t h ' s a t t o r n e y s w h o a r e r e s p o n s i b l e u n d e r the a c t for providing official a d v i s o r y o p i n i o n s to l o c a l government officers and e m p l o y e e s . L o c a l g o v e r n m e n t a t t o r n e y s will a l s o r e c e i v e a c o p y a s part of the " H a n d b o o k for L o c a l G o v e r n m e n t A t t o r n e y s " to b e p u b l i s h e d this fall by t h e L o c a l G o v e r n m e n t A t t o r n e y s of V i r g i n i a . V M L is g r a t e ful for p e r m i s s i o n to distribute this c h a p ter of their m a n u a l a s a s e p a r a t e p u b lication. Additional c o p i e s of the m a n u a l m a y be o r d e r e d from t h e l e a g u e by s e n d i n g a c h e c k for $ 7 . 5 0 p a y a b l e to V M L , to V M L , P.O. Box 753, Richmond, V A 23206. V M L w e l c o m e s y o u r s u g g e s t i o n s for future p u b l i c a t i o n s a n d h o w t h e y m a y be m o r e helpful. >O Q O I< z o > 13 �-from page six- way maintenance is all we support. Each recommendation of the JLARC study is well thought out and worthy of VML's active support. Recommendations for the General Assembly to establish a stable and predictable c o m mitment to program funding including specifying the share of the program cost to be funded by the state are monumental. This would greatly enhance joint delivery of services by the state and go from here. To step back and say, 'provide us with all the new financial resources you can,' would certainly be irresponsible on our part. The Virginia Municipal League intends to assume its responsibility and to step to the forefront with specific proposals to carry out the recommendations of this JLARC study. "Many of the findings and recommendations tie closely together and as a result, one carefully thought out solution may address many of these needs. As the study has indicated, local governments' major concern with mandates is inadequate funding of those mandates. The one mandate which local governments feel is most inadequately funded is education, which is the largest single c o m p o n e n t of local e x p e n d i t u r e s . Therefore, increased funding for education would, in large part, relieve the local governments as well as allow better financial planning on the part of local g o v e r n m e n t s . V M L also supports a state aid program targeted to fiscally stressed communities and additional aid for auxiliary grant programs. "The Virginia Municipal League concurs with each recommendation of the JLARC study. We will not take further time today to review each of the findings and recommendations since we believe the critical question now is where do we wmmm if -continued on page 20- Wm i f UTILITY BILLING PROGRAM • : ,'>;-''#S Flicl< - ' intently iiJl Weel<s at the Public Power Financing for T o w n s and Municipalities • M e n u d r i v e n l o r ea.sy use • P a s s w o r d p r o t e c t e d d a l a ai:(:(!ss ,.. Experience Innovation Commitment • U s e r m a y change rales • O p e r a t o r i n p u t of c e r t a i n v a r i a b l e data and Ellen tiearing. Posivacfi of VML (front row) listen m John Robinsonvlnc. • P r o v i d e s n u m b e r of u s e r s , c o n s u m p t i o n , a n d r e v e n u e s by v a r i ous r a l e s • M e t e r s m a y be c h a n g e d billing period >• o Q O I- We offer complete s y s t e m including program, computer, and printer. P r o g r a m oLso run.s on / B M a n d m a n y other (;oni/)u((!r.s. CQW for < z o |--| • DC > 14 Sandblasting Painting Special Coatings & Repair Work during of FC First Boston details THE FIRST B O S T O N C O R P O R A T I O N VALLEY MICROCOMPUTERS 288 N. Main S I . HarrisonlnirH, V A 22801 (703) 434-7568 or 434-8026 «v I H M is ;i n - i s l i M f c l l i i n i r i i u i . k cil i h r lnli>niiitinn;il Husincss Miu.liinc C d i p y Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 Water Tanks Reservoirs & Water Treatment Plants John Robinson, Inc. P.O. 6 0 x 3 2 9 4 Winchester, VA 22601 (703) 662-7180 �People V M L Promotes T w o Mayor D i e s Tw o Leave Posts Two VML staff members, Richard F. Weeks Jr. and Clay L. Wirt, have received promotions. Weel<s, who has been with the league since 1977 and who served formerly as director of intergovernmental relations, has been named associate director. In his new position he will continue his responsibilities in the area of legislative and policy development but will also assume new responsibilities coordinating the annual VML conference and serving as executive secretary of the Virginia Section of the International City Management Association. Weeks holds an MPA degree from the State University of New York at Albany and previously worked as an administrative intern for the city of Hopewell. He is from an Air Force family and has lived in Florida, Michigan, Nebraska, Iowa, Alaska and New York. Married, he and his wife, former Judy Carroll of Henrico, are expecting their first child in June. Wirt came to the league in 1981 and has served as staff attorney. In his new position he will serve as legislative counsel and deputy executive director. Wirt holds a degree in humanities from Bethany Nazarene in Bethany, OK, a master's in divinity from Princeton Theological Seminary and a degree in international law from Georgetown Law School in Washington, DC. He is a native of Kansas but also represents the seventh consecutive generation in his family to reside in Virginia. He has previously served as a county commissioner of Johnson County, KS, and as the deputy director of the Kansas City (KS) Anti-Poverty Program. He also worked in Washington for Sen. Robert Dole for 3V2 years. Wirt and his wife, Lynn, live in Chesterfield County with their three sons, Eric, 6, Evan, 3, and Ethan, 1. L. J o h n Denney, mayor of Amherst, died of cancer Oct. 23 in his home at the age of 8 1 . He was mayor from 1960 to 1970 and from 1972 to 1983 and had served on the Amherst Town Council 24 years. Denney came to Amherst in 1954 after working abroad 25 years for the American Telephone & Telegraph Co. He organized the Central Virginia Telephone Corp. and the Raphine Telephone Co. and became a millionaire in the 1970s when he sold the two companies to Continental Telephone Co. of Virginia. At the time of his death Denney owned and operated the RulonM a y n a r d C o r p . , c o m p o s e d of t w o Lynchburg radio stations, WLGM and WJJS, and he owned a 202-unit apartment and townhouse complex in Charlottesville. Active until as recently as a month prior to his death, Denney was a member of the board of directors of the Amherst County Chamber of Commerce, the Amherst Development Corp., Seven Hills School, Junior Achievement and the Academy of Music restoration program. He also served on the board of advisers of Lynchburg College, Randolph-Macon Woman's College and the Lynchburg Fine Arts Center. Vice Mayor William A. Ogden has been unanimously elected to serve as A m h e r s t ' s new mayor, and council member N. Roger Beidler was elected vice mayor. Alexandria Fire Chief C h a r l e s H. Rule has resigned his position to become assistant vice president for public protection and education with the National Fire Protection Association in Boston. Rule had served as Alexandria's fire chief since 1976. Allan T. Williams, Hanover County administrator, has left his position to become general manager of the Metropolitan Convention and Visitors Bureau in Richmond, or ConTour. ConTour was formed in July to replace work done by an arm of the Metropolitan Richmond Chamber of Commerce. The city will pay 51 percent of ConTour's $459,000 budget, while the chamber and Henrico and Chesterfield counties will pay 15 percent each and Hanover County will pay 4 percent. Williams had been Hanover's administrator since May 1981. He was formerly administrator of Montgomery County and of Buckingham County. W c Want N e w s from your locality for V I R G I N I A T O W N & C I T Y magazine. If you have recent appointments, a new facility or a project/program that can benefit other Virginia local governments, let us know. Contact C h r i s t y E v e r s o n at 8 0 4 / 649-8471. CAPITAL Two H o n o r e d for Service in P u b l i c W o r k s Two Virginians have been honored with Samuel A. Greeley Local Government Service Awards given to public works administrators who have served a single local government honorably and efficiently for at least 30 years. Receiving the award from Virginia were J o h n F. Chilton of Fairfax County and J i m m i e Burton Layman of Roanoke. The awards are presented by the American Public Works Association and sponsored by the Chicago-based engineering firm of Greeley and Hansen. B R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , V I R G I N I A 23323 804-485-4485 1009 D E L A W A R E ST. S A L E M , V A 24153 703-389-6673 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS H I G H W A Y — C h e m i c a l Spreaders LINK BELT—Cranes—Excavators T H O M S E N P R O D U C T S - E P O K E Spreader L A Y T O N M F G . C O — A s p h a l t Pavers PEABODY M Y E R S — " V a c t o r Jet Rodder" RICHMOND MFG. CO.—Horizontal Boring Machines ELGIN-Sv^eepers ATHEY MANUFACTURING CO. —Maintainer Grader D Y N A P A C - V i b r a t o r y Rollers G I A N T - V A C —Leaf Collectors DAVEY —Air Compressors RO C O R P . — H y d r a u i i c C r a n e s �VIRGINIA MUNICIPAL G R O U P S E L F INSURANCE ASSOCIATION A program designed to help control your Workers' Compensation Costs. MEMBERS' SUPERVISORY BOARD H O N . C H A R L E S A. R O B I N S O N , J R . Mayor, T o w n of V i e n n a Chairman HARRY G. KING Member, Prince George C o u n t y B o a r d of Supervisors FRANCIS T. W E S T C o u n c i l m a n , Martinsville JOHN CUTLIP S h e n a n d o a h C o u n t y Administrator P E R R Y M. D e P U E J a m e s City C o u n t y B o a r d of Supervisors R. M I C H A E L A M Y X Executive Director, V M L F o r further i n f o r m a t i o n c o n t a c t : Margaret A. Nichols Administrator Virginia Municipal Group Self Insurance Association P.O. Box 753 Richmond, Virginia 23206 (804) 649-8471 AlexaiKJria Ashland Augusta County Bedtord Bedford County Berryville Blacksburg Bluefield Bristol Buena Vista Chase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville John M. Wyatt, IV Account Executive Alexander & Alexander of Virginia Post Office Box 1177 Richmond, Virginia 23209 (804) 788-4490 Leesburg Luray Lynchburg Manassas Manassas Park Martinsville ORDINANCE CODIFICATION Looseleof Supplement Service M UNICIPAL CODE CORPORATION r. O. tax 2235 TALIAHASSK, FLORIDA 32304 Ttkphsn* (904) 37*^171 Newport News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Radford Richmond Roanoke Rockingham County Salem Smithfield Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Waynesboro White Stone Williamsburg Winchester Wise County York County • Law Editorial Staff • IVlodern Computer Technology Serving over 1,700 municipalities and counties in 47 States, including Virginia �The Year in Review B y R. Michael Amyx Throughout the past year, the Virginia Municipal L e a g u e h a s continued its strong tradition of service to and representation of its member localities that has marked its 78-year history. A s your executive director I am pleased to have this opportunity to provide this brief overview of the major activities undertaken by the league in 1983. A s w a s the c a s e when the league was formed in 1905, the primary mission of VML is to represent the interests of our members before the Virginia General Assembly. Approximately 500 local government related bills and resolutions were introduced in the 1983 session and s o m e 2 0 0 of this number actually passed. Perhaps the most dominate issue during the session w a s the budget bill which in its final approved form produced reductions in several local government aid programs but nearly full funding of the originally appropriated Standards of Quality funds. A major bill of significance to local elected and appointed officials brought about major revisions to the Conflict of Interests Act. Following the session several training efforts were undertaken including a recently published league report that provides a comprehensive analysis of the act. Copies of this important report may be requested from the league office. As is often the case, numerous bills harmful to the interests of local government were defeated through the efforts of the membership of the league and its staff. A s we rapidly near the beginning of the 1984 General Assembly session, the league will be faced with many challenges and opportunities. T h e S e p tember release of the Joint Legislative Audit and Review Commission's "Study of State Mandates and Local Financial R e s o u r c e s " provides local governments with an ample supply of fodder to accomplish major legislative goals for several future sessions. In an effort to address the cited fiscal stress and the need for i n c r e a s e d school aid, the league membership endorsed at its September annual conference a 1 percent increase in the state sales tax to be returned to localities based on school age population. Other 1984 session state aid priorities include: (1) full funding of the new corrections reimbursement formulas and the incentive payment, (2) adequate funding of constitutional offices, (3) increased highway funding n e c e s s a r y for equitable distribution among Virginia localities, (4) new funding aid for fiscally stressed lo- calities and (5) increased funding for the Auxiliary Grant Program for local welfare departments. T h e league membership has been ably represented in numerous contacts with state government during the past year. League staff has had extensive contact with state agencies in the delivery of state programs and the shaping of state regulations. Although such contact may not often be "high profile" activity, it is clearly an essential service provided by the staff. A large number of local government officials continue to serve on the many advisory commissions that play an important role in state decisions that impact our localities. I am particularly pleased to report that within the past year Gov. Robb reactivated the Governor's Local Government Advisory Council under the able leadership of Lt. Gov. Richard Davis. On the federal scene, the league has played an active role in key issues impacting Virginia localities such a s reenactment of the federal general revenue sharing program, the seeking of antitrust immunity and cable television legislation. In the league's important role a s an "information broker" we have through the written word of VIRGINIA T O W N & C I T Y , the L E A G U E L E T T E R and numerous reports and special mailings shared with the membership important local government related developments in a timely and complete fashion. In addition, an extensive offering of training sessions and workshops have provided league members with new skills ranging from employee safety to understanding new legislation. Responding to your problems and information needs a s individual local government officials through hundreds of contacts, the league staff has worn another hat. Information requests ranged from sample ordinances to ideas on how to better carry out local government service programs. The league staff prides itself on our prompt and full response to such inquiries. In 1983, the league remained involved in several important statewide programs that directly impact vital portions of your annual budget. In its fourth year of operation, the Virginia Municipal Group Self Insurance Association has grown to almost 150 members representing nearly $5 million in annual premium. Average returned dividends of 33 percent and an outstanding employee safety training program have marked the development of the program this y e a r . T h e coming y e a r will be marked by expansion of the program to include liability and property lines. In another area of statewide impact, based on our long-standing s u c c e s s e s in electrical rate negotiations for local governments, the league has recently launched negotiations with several major telephone companies. I want to particularly commend the VML Executive Committee for its devoted service in guiding the league staff and programs through the past year. I want to give special recognition to Francis and June West for their effective and gracious leadership. The installation of Charles Robinson, mayor of the town of Vienna, a s league president will ensure that the year ahead will be marked by the level of leadership members of the league have grown to expect from the office of VML president. Lastly, this past year has seen the departure of several valued employees—Charlotte Kingery and Bradley Harmes. I know the many league members that have had contact with Charlotte and Brad over the years wish them well in the continued development of their successful careers. >- O Q O I< Z cc > R. Michael Amyx, Executive Director Virginia IVIunicipal League 17 �Piofessional Directory Southern Engineering P.O. B o x 789 Bluefield, Virginia (703) 362-3931 Urban Planning Landscape Architecture Rates Annexation Studies Development Planning Feasibility Studies Design Relaying ^ Gannett Fleming ENGINEERS AND PLANNERS NORFOLK AND PROCESS DESIC;M . HIGHWAYS • WAIE« AND SEWtHAGE SVS'EMS • DRAINAGE • SunvFViMG FAIRFAX No. 1! Koger Executive Center PC. BOX4800-4800Vtf, HUNDRED RD • CHESTER.VA-804 748-6746 • Suite 250 Norfolk. VA. 23502 fai'lax Professional Bwlding • Swle 7 3545 Cfiwn Badge Road Fmfa)^. VA. 22030 'INC. I ENVIRONMENTAL ENGINEERS, SCIENTISTS & PLANNERS • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes Three Chopt S Parham Roads. Richmond 23229 AND 301 HIDEN BLVD NEWPORT NEWS VA 804/599-5511 HANSEN Hurt & Proffitt, Inc. MMMlB^Rllg^ Engineers • Planners • Surveyors CORPORATION ARCHITECTS + ENGINEERS + PLANNERS ti^naTtR TH£ATvefJT SYSTEMS • EfV.-'fiONVt^i TaL iTuUli", VUNICIPAi FACILITIES • WATERfKONT FACILITIES WATER X. SEV/EftAGE SVSTEVS - TRAIVSPCRTATIO^ Waler, Wastewater, Solid Wastes. Soil.s & Foundations Land Development Site Plans Residential, Commercial & Industrial Subdivisions, Road, Dams, A i r p o r t s 1933 F o r t A v e . L y n c h b u r g , V A 24501 (804)847-7796 Ari'RAISALS M U N I C I P A L I'I.ANNIN(i RATE STUDIES R. S T U A R T R O V E R & A S S O C I A T E S . Consulting • Planners Telex 87.487 CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . iNPusTmALFAciuriES MAIOX PIRNIE • PMtocMphIa WATER WORKS SEWERAGE R E F U S E niSHOSAI, & Richardson •C o n s u t a n c s Bait. (301) 796-8850 Consulfir>9 Engineers • Attene* O Q Engineers Austin Dfockenbrough ondAssociotes • CMoago PROFESSIONAL Hen ningson , D u r h a m Eost Centrol Region H a n o v e r , M D 21076 Engineers Planners Surveyors A P H O N H 804/649-8627 HDR Michaal K. Barlin LTD. WATER WASTEWATER SOLID WASTES Hast M a i n S t r e e t Richmond, Virginia 23219 Municipal Se^ices Manager 1800 P a r k w a y Dr. Engineers & Consullanis GREGG 400 B R O W N I N G - F E R R I S INDUSTRIES PUBLIC UTILITY Metenng COMMUNITY DEVELOPMENT CONSULTING Waste Systems THE HATHAWAY HOUSE 103 CENTRAL S T , P 0 BOX 749 Vi/ELLESLEY, MASSACHUSETTS 02181 TELEPHONE (61 7) 237-5815 System Studies PLANNING • LANDSCAPE A R C H I T E C T U R E • E N G I N E E R I N G S o u t h e r n E n g i n e e n n g C o m p a n y of V i r g i n i a 1 8 0 0 Peachtree Street, N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 C H O D A T , R U B A C K & A S S O C I A T E S , INC Ranning HARLAND BARTHOLOMEW & ASSOCIATES, INC. INC. Engineers Consulting Engineers m ;!229 WaU'rIick Koad, Lynchburg, V A 24504 (804/237-2044) Pitometer Associates ® ENGINEERS . ESTABLiSHtD 1 - LEAK DETECTION • NETWORK ANALYSIS • METER TESTING • HYDRAULIC INVESTIGATIONS N RIVERSIDE PLAZA CHICAGO. ILLINOIS 606i:' (312) 236.5355 IOC CHURCH STREET NEW YORK, NEW YORK itX)07 12121 267-8288 BODIE, T A Y L O R AND P U R YEAR, INC. CONSULTING ENGINEERS 611 Research R o a d 8 ICHMO.VU. VlHCINIA 3 3 2 2 6 O (804)282-7657 Cable Ti'U'Usiim • T V HroadiiLst • P u b l i c munit-ations SysU'ms • A l a r m S;ifety Com- Systems • Kk'Ctrical D f s i g n • F f d o r a ] C i i m m u n i t a t i ) i n s CommLssion .\pplk-ar tion a n d l*rcpiira(i<in • K x p i T t Ti-slimcmy a n d W i t n e s s I< Z o DC > 18 BUCK, S E I F E R T & J O S T , INCORPORATED Consulting Engineers Water Supply • Sewage • Industrial Waste Treatment • T r e a l a b i l i l y Studies • 140 S y l v a n A v e n u e , P.O. B o x 1218 E n g l e w o o d G l i f i s , N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t D r i v e , S u i t e 101 V i r g i n i a B e a c h . Va 2 3 4 6 2 8 0 4 - 4 9 9 ^ 8 5 0 8 CH2M HHILL engineers economists scientists Complete Engineering Services M u n i c i p a l a n d Industrial Waste Treatm e n t . Power Systems. Structures. Solid Wastes. Water Resources. Water Supply a n d T r e a t m e n t . Transportatirjn 1941 R o l a n d C l a r k e P l a c e R e s t o n . V i r g i n i a 22091 703/620-5200 P.O. Box 2901 R i c h m o n d , V i r g i n i a 23235 804-794-6823 R. K K . \ - \ i ; r H WKF.K.S ENGIXEKR.S W a t e r S u p p l y a n d P u r i f i c a t i o n • Sc\%crage a n d St•\^age T r e a t m e n t • S t r e e t s a n d Hit?liv%avs • IiuTStiqations and Reports * S u p c r \ ' i s i o n of ("(nistnictloii. 2733 T i D E w A T I R D n NoRroi.k. VA. 23bi)i' �(;ivKA(;in Y & I V I I M J : R , INC:. BARRY W. STARKE. Consulting J? Engineers Environmental Industrial and Municipal EARTH DESIGN ASSOCIATES 844 WEST STREET, ANNAPOLIS, MD 21401 (301) 268-7730 SYOSSET NY BATON ROUGE TAMPA W PALM BEACH DENVER HARTFORD HOUSTON SANTURCE PR OLVER ASLA L A N D S C A P E ARCHITECT Laboratories 1531 N o r t h Mam Street B l a c k s b u r g , Virginia 24060 WHITLCCK HOUSE 316 NCBIH 2dlh ST (703) 5 5 2 - 5 5 4 8 INCORPORATED LANDSCAPE ARCHITECTIIRF ' 1 AND USE PLANNING / ARCHITECTUflE Dames & Moore Water S u p p l y and P o l l u t i o n Control S o l i d a n d H a z a r d o u s Waste Management Envrronrrental impact Water Resources Energy Studies Management Studies Soils and F o u n d a t i o n 7101 Wisconsin Avenue Finkbeiner, Pettis & Strout, Limited PARKS.HUDSON, INC. Engineering • Bethesda, Maryland 20814 (301) 652-2215 LEESBURC PIKE SUITE 302 CHURCH ,VA. 22043 703/893-0711 FALLS S o u ' e Enaineennct 2301 West Meadowview Road Greensboro, North Carolina 27407 (919) 292-2271 Also Offices In: Toledo, Otiio AI(ron, Otiio 2360 W c s t j o p p a ultani R o a d , Suite 300 Suite 900 G r e c n s p r i n g Station A r l i n g t o n , V i r g i n i a 22202 L u t h e r v i l l c , Maryland 21093 (703) 892-4812 (301) 583-9261 Coroorstton consultmQ enoineers WATER, mSTEWATER, DRAINAGE,FLOOD SITE STREETS , DESIGN , MARINAS STRUCTURAL & Risk Management Coi Independent h Environmental Engineers 1735 Jefferson D a v i s Hwy. 7700 DEVELOPMENT, PETER M , HUDSON President 590-1 131 )3) 670 6300 • CONTROL HIGHWAYS,BRIDGES Federal — HoadSlari CETA — HUD;A-102 Single Audits Metcalf&Eddy Water • Wastewater • Resource Recovery • Transportation 1 1 1 2 0 N e w Hampstiire Ave. Suite 2 0 0 Silver Spring, M D 2 0 9 0 4 JAMES M. BRIDGES, C P A JAMES BRIDGES. LTD A PROFESSIONAL CORPORATION Cerlified Public Accountant E N G I N E E R S laMOBRIENSGEnE • ARCHITECTS S U R V E Y O R S • • P L A N N E R S • SCIENTISTS P H O T O G R A M M E T R I S T 8 ConsultingEngineers 820 Corporate J A M E S M. M O N T G O M E R Y , C O N S U L T I N G E N G I N E E R S , INC. CIVIL AND EKVIRONMENTAL ENGINEERS WATER AND W A S T E W A T E R Drive Landover, M D 20785 Greenhorne (301)731-5622 10710 AND ASSOCIATES, INC. Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 600 Surveys Our 30th Year 2830 Mary Street Falls Church, V a . 22042 703/560-6900 A Ration, Harris, Rust & A s s o c . a D'c'essional MANAGEMENT municipalities , Planners services lor and public agencies MUNICIPAL ADVISORS INCORPORATED >.0, BOX 45 V I R C ; i N I A B E A C H , V A 2.145 804 422-1711 Inc. FAIRFAX, VIRGINIA 22030 10523 Mam Street. Fairfax, Virginia 22030. [703] 273-8700 100 South Mam Street Bndgewaler Virginia 22812 {703)828-2616 PHONE: (703) 385-9800 BALTIMORE, MARYLAND 21218 (301) 235-3450 Florida—WesI Virginia—Georgia—Maryland wagner • hohns •inglis • inc. COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES Leesburg. VA 703-777-1258 Silver Spring. MD 301-439-0055 w WINTER 2315 SAINT PAUL STREET V«H«y O I l i c * : Centreville. VA 703-631-9630 A. ENGINEERS Main Orfic*: CONSULTANT.S • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification and Pay Studies • Executive Search and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies & O'Mara, • WHITMAN, REQUARDT AND ASSOCIATES corporation Engineers , Surveyors Complete protessional BENGTSON, D e B E L U ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS & PLANNERS FINANCIAL A N D - 202 B o s t o n , P h i l a d e l p h i a , N e w York, St, L o u i s , S y r a c u s e , White Plains DAVID YARGER LEK HIGHWAY. SUITE I • CONSTRUCTION CONSULTANTS >- CPM Scheduling O Q • Project Management • Claims Litigation and Support < • Document Management and Retrieval • Laboratory Testing Services • Construction Management Seminars o RALPH WHITEHEAD & ASSOCIATES C o n s u l t i n g Engineers 1936 East Seventh Street P. O. Box 35624 Charlotte, North Carolina 28235 704-372-1885 208 High Street M o u n t Holly, New Jersey 08060 (609) 261-0100 o W A S H I N G T O N D.C. • T A M P A DC KANSAS CITY • NEW ORLEANS B R I D G E S • H I G H W A Y S • R A I L R O A D S • R A I LftB U S T R A N S I T • A I R P O R T S LOS ANGELES • SAN FRANCISCO r BRANCH OFFICES 3300 NE Expressway, A t l a n t a , GA 30341 1314 Lincoln Street, Columbia, SC 29201 (404) 452-0797 (803)256-3590 19 �JLARC -from page Excellence 14- fiscal stress which your study has indicated affects all local governments. It would also meet the need for increasing and stabilizing the level of the state's share of funding of education. As the study found, the additional funding for education would be of benefit to all localities ranging from urban centers to rural areas." [nad I * scs ENGINEERS I I STEARNS, CONRAD AND SCHMIDT Consulling Engineers, Inc. SOLID WASTE - HAZARDOUS WASTE PUBLIC WORKS 1 1260 Roger B a c o n Drive Reston, Virginia 2 2 0 9 0 (703)471-6150 —from page 12— 6. Are we trying to perform basic government services in the best manner possible or are we spreading ourselves too thin by trying to do too much with too little? 7. Are we top heavy or have we trimmed administrative and supervisory layers down to an efficient level? 8. Are we centralized in terms of organizational controls and values; on the other hand, are we decentralized enough so that all employees have a sense of autonomy and feel free to contribute ideas? Adapted from "City News," tfie official publication of tfie Association of Washington Cities and tfie l\/lunicipal Research and Services Center. Public Administration Service Providing mariarjemenl assislanco and consiillant seiA/ices to local, regional, and slate govornments since 193.3. 1497 Chain B r i d g o Fload McLean, Virginia 22101 dmq (703) 734-8970 DAVID M. GRIFFITH AND ASSOCIATES, LTD. O THE MAGUIRE GROUP R a l e i g t i . NO 919/876-8042 R i c h m o n d , VA 804/323-1184 Architects • Engineers • Planners CE Maguire, Inc. 5203 Leesburg Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 Business Park Dr., Virginia B e a c h , VA 23462 (804) 497-6304 Regional otIlcBS: Providence. Rl: Alexandria. LA; Boston. MA; Claarwiter. FL Charlotte. NC; Falls Church. VA; Florence. SC; Ronolulu. Rl; Manchester. NK; New Britain. CT; Pittsburgh. PA; Phoenix. AZ; Spartanburg. SC; Virginia Beach. VA; Waltham. MA. CAMP DRESSER & McKEE 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental engineers, scientists, planners, & management consultants CDM R . W . BECK AND ASSOCIATES ENGINEERS A N D C O N S U L T A N T S U t i l i t y Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations -from page ten- sessment of utility properties for property taxes. In each case, the data were insufficient for determining the exact amount of benefits granted by municipalities and counties served by Vepco, but the combination of available data, judgmental information provided by state Tax Department officials, and assumptions derived from other data sources produced a range of estimates. Based on these estimates, the study concluded that annual benefits flowing from localities to Vepco were very substantial. The logic underlying each benefit type was as follows: Vepco's transmission line easements covered more than 81 square miles of land in Virginia. Since most of this land is privately owned and since the presence of large transmission lines decreases the appraised value of land, Virginia local governments suffer a loss in real estate taxes. In effect, Virginia counties and municipalities are subsidizing Vepco's taxfree interest in easement-encumbered land. This subsidy was estimated to a m o u n t to b e t w e e n $ 3 0 0 , 0 0 0 and $400,000 per year. Franchise agreements between Vepco and Virginia municipalities give the power company the right to use public streets and alleys and to sell and supply electric power within a m u nicipality's corporate limits. Historically, the price paid by Vepco for franchise rights has been low and has not increased with inflation or the number of Vepco customers accompanying municipal growth. The rights granted to Vepco in these franchise contracts are extremely valuable, especially in light of the revenue they permit the power company to earn. S p e c i a l i s t s in R e v e n u e E n t i a n c e m e n l , C o s t A l l o c a t i o n Plans a n d C o m p u t e r S'y'stems Drawer 59. Chrisliansbiirg, Virginia 24073 Rate Negotiations 40 Grove Street Wellesley, M A 02181 (617) 2 3 7 ^ 8 7 0 1510 E'coloriiaVDrive O r l a n d o , FL 32803 (305) 8964911 Property taxing policies and practices in Virginia, particularly those regarding public service corporations, have been the subject of considerable controversy. Valuation of property based on condition systematically produces low appraisals so that Virginia localities receive less taxes from the power company than non-public profit-making companies would provide. Alternative appraisal policies, based upon unit valuation (a weighted average of cost, income capitalization and market valuation) and replacement cost less depreciation were applied in the benefits study and the resulting property tax loss to Virginia local governments was several million dollars per year. As noted above, the value of this study was in its development of the logic and philosophy of benefits. The data needed for refinement of the numbers does exist, but are costly to obtain. For this reason, the numbers were esti- �mates rather than exact figures. However, the magnitude of the estimates clearly show the relevance of benefits in determining electric power rates. It is believed that the flow of benefits theory is equally applicable to telephone companies. While it is evident that Virginia local governments must pay their appropriate share of the cost of electric or telephone service, this share should, out of necessity and fairness, reflect all benefits prevailing between purchaser and seller. Telephone Companies No known existing franchise issued by a telephone company contains any language concerning the rate to be paid by the municipality for telephones used by governmental entities. Unfortunately at some time in the past, telephone companies stopped granting preferences to local governments in lieu of realistic franchise fees and a s indirect payment for the benefits which flow to the companies from the localities whose citizens they serve. The larger the community and the greater amount of service utilized within the community, the greater the value of the franchise because of the greater revenues and indirect benefits derived. Not the least of these benefits is an atmosphere of cooperation between utility and government. Rates charged to local governments by telephone companies operating in Virginia fail to reflect the benefits which flow from governmental units to the telephone utilities, and cities, towns and counties have been billed for telephone services on the same basis a s private customers. T o our knowledge, the data supplied to the S C C to justify telephone rates has consistently failed to make any distinction between governmental customers and other users or to recognize that governmentar units constitute a separate class of customers. As stated at the outset of this article a number of localities h a v e recently sought to negotiate telephone rates which are fair and reasonable in relation to the cost of the service supplied to them. The largest telephone company in Virginia has so far refused to negotiate with the representatives of the localities and has refused to supply data from which localities can determine the fairness of the rates which they are expected to pay for telephone services. Admittedly, telephone companies, or at least the American Telephone and Telegraph Co. subsidiaries, have numerous problems in today's deregulation environment, but local governments are also faced with many problems not the least of which is the cost of services purchased, including utility services. We have lately heard that the telephone companies may seek to have the statutes amended to grant the S C C power to determine rates to be charged for utility services furnished localities. This effort should be resolutely resisted for the reasons expressed above. Unless Virginia law is changed, we believe telephone companies will eventually come to the negotiating table. Certainly, negotiation is a s much in the interest of the utilities a s it is for cities, towns and counties. About the Author Howard Dobbins is with the firm of Wallerstein, Goode and Dobbins and serves as legal counsel for the VML GRIFFIN Ductile Iron Pipe ^^\>V^'' for water and sewer installations I OUCTILE >- IRON O Q O H < Z CAST IRON SOIL PIPE & FITTINGS o GRIFFIN PIPE PRDDUCTS ^ «^ BOX 740 • LYNCHBURG, VIRGINIA 24505 • 804-845-8021 ./Vmsted DC > i r ^ D U S T P I K S 21 �INDEX TO VOLUME 18, JANUARY-DECEMBER, 1983 FINANCES ZBB: Charlottesville's Tool for Cutback Management Assigning Vehicles and Training Supervisors Save Suffolk Money User Charges: Why Aren't Virginia Cities Using Them More? Review Existing Fees and Services Portsmouth Keeps a Close Watch Improving Productivity—Points for Local Governments Municipal Bonds in Registered Form: What It Means, How It Works Hiring Contractors Saves Tax Rates Available Falls Church Explains Budget The Bottom Line for Enterprise Zones: Local Participation The Challenge of Economic Development Assessing Financial Health in James City County Central Purchasing in James City County—A Change for the Better The Assessor Knocks Once a Year in James City County Planning Norfolk's Budget Month, Page Jan., pg. 8 Jan., pg. 10 Jan., pg. 18 Feb., pg. 6 Feb., pg. 8 Feb., pg. Mar., pg. Mar., pg. May, pg. 10 16 18 12 June, pg. 6 Aug., pg. 4 Sept., pg. 52 Sept., pg. 54 Sept., pg. 58 Nov., pg. 14 LAND USE, cont'd. Month, Page Environmental Planning The EASe of It All The Environmental Negotiation of Hethwood Village Shopping Center Aug., pg. 5 Sept., pg. 16 LEGAL Response to New Procurement Act . . . A Good Week for Local Governments in the U.S. Supreme Court Drafting an Ordinance A Practical Guide for NonLawyers Legal Guidelines The Broadening Liability in Civil Rights Cases A Local Government Guide to Conflict of Interest Conflict of Interests Facts You Should Know Legal Guidelines Zoning and Rezoning—A Function of the Governing Body Tort Liability of Local Officials Apr., pg. 18 May, pg. 5 June, pg. 8 July, pg. 19 Aug., pg. 11 Aug., pg. 12 Oct., pg. 4 Oct., pg. 14 LOCAL NEWS HUMAN S E R V I C E S Richmond Halfway House Due Protecting Our Older Adults Has Everything Been Done Crisis in Corrections Mayors to Study Urban Hunger Seeking Solutions to Human Service Needs Jan., pg. 9 Jan., pg. 12 Mar., pg. 2 June, pg. 11 Sept., pg. 21 INSURANCE >t ^ ^ ^ 2 § 0 Becoming Your Own Customer Norfolk's Self-Insurance Program — Jan., pg. 6 VAPRIMA Here to Serve Virginia July, pg. 5 Fleet Safety Accident Investigation & Peer Review Programs July, pg. 7 How Culpeper Saved on Insurance Costs July, pg. 8 A Municipal Guidebook Risk Management: An Evolving Discipline July, pg. 10 VML Chooses New Company to Service Insurance Program July, pg. 13 VML's Insurance Program Expands and Changes Sept., pg. 39 < 1 DC > 22 LAND USE Local Government . . . Competition Or Cooperation? Resolving Land Use Disputes Between State Agencies and Local Governments Jan., pg., 2 Jan., pg. 4 Richmond Halfway House Due Cities Get Ferry Leesburg Named VA Cities Capture Awards VCU Offers Classes Falls Church Explains Budget Abingdon Police Move to Old Depot Microcomputers and Virginia Local Government Jan., pg. 9 Feb., pg. 7 Mar., pg. 9 Mar., pg. 16 Mar., pg. 16 May, pg. 12 lune, pg. 5 Oct., pg. 8 MANAGEMENT Improving Productivity—Points for Local Governments ICMA Survey VA's Responses VCU Offers Classes Starting the City Manager Form of Government The Elected Officials and the Manager A Former Mayor Reflects on the Council-Manager Form Louis Brownlow A Giant in Public Administration A Whale Has Beached in Luray Caverns: Managing With a Sense of Humor Managing Human Services Putting the Job in the Manager's Office Conflict: Keeping It Under Control Managers Celebrate 75 Years of the Profession Hazardous Materials What Managers Should Know James City County's Data Processing Plan Feb., pg. 8 Mar., pg. 10 Mar., pg. 16 Apr., pg. 5 Apr., pg. 6 Apr., pg. 10 Apr., pg. 12 Apr., pg. 14 May, pg. 8 May, pg. 12 June, pg. 13 Sept., pg. 18 �MANAGEMENT, cont'd. Month, Page Cooperation Not Confrontation Sept., pg. 56 Computerization Comes to Stanley: A Small Town's Experience Oct., pg. 5 Technology and Local Government: Building New Partnerships Oct., pg. 7 Organizational Change for the Sake of Technology A Support Building Strategy Oct., pg. 12 PERSONNEL Assigning Vehicles and Training Supervisors Save Suffolk M o n e y . . . . Volunteers—What Do They Do, How Are They Trained & What Do They Cost? Mobile Labs Help Train Firemen Incentives Add to City's Safety Program Some Feedback on Merit Pay The Governor's Plans for Education . . . Henrico Develops a Job Performance Appraisal System Jan., pg. 10 Feb., pg. 5 July, pg. 20 July, pg. 20 Nov., pg. 11 Nov., pg. 13 Nov., pg. 16 PROFESSIONAL DEVELOPMENT How to Stay Out of Trouble and Still Get Things Done! Which Way Is Up? From Manager to Assistant Need Information? Ask Your Librarian How to Tell a Bit from a Byte All you need to know to speak "Computerease" Mar., pg. 8 Apr., pg. 8 May, pg. 9 Oct., pg. 9 PUBLIC SERVICES Assigning Vehicles and Training Supervisors Save Suffolk M o n e y . . . . Jan., pg. 10 Volunteers—What Do They Do, How Are They Trained & What Do They Cost? Feb., pg. 5 Chase City Solves a Building Problem In An Unusual Way Mar., pg. 6 Chesterfeld Issues Fire Instructions in Braille Mar., pg. 13 Leesburg's Plaza Street Park June, pg. 10 Hazardous Materials What Managers Should Know June, pg. 13 Citizens Coproduction July, pg. 4 Reducing Crime in Briarfield M a n o r . . . Sept., pg. 10 Pearisburg Police: A New L o o k — A New Image Sept., pg. 12 Making the City's Water System Safe Sept., pg. 15 Island Park: An Oasis for Applachia .. Sept., pg. 22 Building a Better Downtown Sept., pg. 25 Alexandria's Torpedo Factory Art Center Sept., pg. 27 Pamplin's Recovery Sept., pg. 29 Law Enforcement in Transition Sept., pg. 42 "This Can't Be the County D u m p " . . . . Sept., pg. 44 Urban Homesteading—Working Together Sept., pg. 46 For Emergency Help, Call 911 Sept., pg. 48 Cooperation Not Confrontation Sept., pg. 56 Computerization Comes to Stanley: A Small Town's Experience Oct., pg. 5 VML ACTIVITIES Month, Page Achievement Awards Program Feb., pg. 11 Annual Report Videotaped Feb., pg. 16 VML Legislative Day Mar., pg. 5 VA Managers Schedule Events Mar., pg. 10 Achievement Awards Program Mar., pg. 11 VBOA Holds 1983 Mid-Year Meeting Apr., pg. 7 VML's Congressional Breakfast May, pg. 6 Managers to Meet May, pg. 11 Power Group to Meet May, pg. 12 Getting Information to You June, pg. 5 Building Officials Hold Safety Week . . .June, pg. 14 Fire Chiefs to Meet June, pg. 18 VML Chooses New Company to Service Insurance Program July, pg. 13 Police Win Favorable Legislation July, pg. 15 West, Amyx Visit With Reagan July, pg. 17 MEPAV Conference Baker Encourages Cable Systems July, pg. 17 Butterfield Accepts Wallerstein Scholarship July, pg. 18 Attorney General's Law Conference . . . . Aug., pg. 6 LOGIN Visits the League Aug., pg. 15 Amyx, Wirt Serve as Models Aug., pg. 15 VML Develops Policy Aug., pg. 16 State Fire Chiefs Hold Conference . . . . Aug., pg. 19 VML Conference Aug., pg. 8 1983 VML Achievement Awards Sept., pg. 9 The Annual Report Sept., pg. 36 Financial Statement Sept., pg. 37 1983 VML Executive Committee Sept., pg. 38 VML's Insurance Program Expands and Changes Sept., pg. 39 Police Chiefs Hold Conference Oct., pg. 17 Meet the President Nov., pg. 4 At the Conference Nov., pg. 5 Education: VML Takes a Stand Nov., pg. 8 The Crisis in Education: Excerpts from the Conference Panel Nov., pg. 9 O Q HAPPY HOUDAYS! The staff of the Virginia Municpal League wishes the members and all VIRGINIA TOWN & CITY's readers and advertisers a joyous holiday season and a prosperous new year! O I- < QC 23 �� Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 18, Number 12 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource December 1983 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198312 https://www.virginiaroom.org/digital/files/original/69/6459/198401.pdf 34fc44d20a205504d6d42c88868a19bd PDF Text Text VJrainia Inside: Volume 19 Number 1 January 1984 VML's 1984 Legislative Guide Virginia's Comniunity Certification Program �Alternatives. Public officials are faced with more financial alternatives than ever before, both in the raising and the investment of funds. To identify and evaluate these alternatives, you need a iinancial partner that can give fast, professional service when you borrow and invest money. A financial parmer like the Investment Banking Group of Sovran Bank, N.A. formed by the merger of First & Merchants and Virginia National banks. Our Municipal Finance Department can structure and sell your short- and long-term debt. Our Institutional Sales Department offers a broad range of investment options. employing one of the laigest and most experienced money market operations in the region. And both have the strength of a major national bank behind them. Sovran'" Bank. Sovran Investment Banking Group, P.O. Box 27025, Richmond, Virginia 23261. 50VR^fBANK AChangePDrThe Times �Virginia olown *City Editor Christine A. Everson Editorial Assistants J o n i Terry IVIary Ann Cornell Telephone 804/649-8471 VML President Charles A. Robinson Jr. Officers Lawrence A. Davies Vincent J . Tiiomas Sana W. Adams Jane L. Hough Executive Committee Robert!. Williams Arlie C. Payne Martha V. Pennine Jack D. Edwards Jack P. Barnes Margie Mayes Executive Director R. Michael Amyx On the Cover: The rotunda of the state Capitol in Richmond, pictured here in a serene moment, becomes a beehive of activity while the General Assembly is in session. This sculpture of George Washington, done by the famous French sculptor Jean Antoine Houdon, is one of the nation's most precious art treasures. The only sculpture of Washington done from life, it was exhibited in Paris for eight years before placement in the rotunda in 1796. It was nicked by a bullet in 1866 in an impromptu duel between politically opposed editors of two Richmond newspapers. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 Volume 19 January 1984 Number 1 People The 1984 VML Legislative Guide Working Effectively With Legislators 8 The Legislative Process 9-12 1984 Legislative Directory 13 VML's Legislative Goals 15 Are You Ready? Virginia's Community Certification Program 17-18 Professional Directory 20 Legal Guidelines: Handgun Ordinances 22 Editorial: The Challenge of "1984 " >O Q O h- < z CD DC > �People Wytheville Manager Retires Carter W. Beamer, town manager of Wytheville for more than 36 years, has retired. Beamer, who became Wytheville's town manager in 1947 thinking he would stay in the position three or four years, probably has been a town manager longer than anyone in Virginia currently holding the position. Beamer is a native of Hillsville, VA, and a graduate of Virginia Military Institute. He roomed next to Julian Hirst, a former executive director of the Virginia Municipal League. He served In the U.S. Army Corps of Engineers and in European Theatre in World War 11, and at one time he was the Southern Conference wrestling champion in the 155-pound weight class. Prior to taking his position as manager of Wytheville, he was a city engineer in Fredericksburg. He has also served as a president of the Virginia Section, International City Management Association. Under his management, the town of Wytheville was able to build new water and sewage plants and more than triple mains and lines. Beamer will not be inactive in his retirement as he has just recently been appointed to represent VML on the spate's Sewage Handling and Disposal Advisory Committee, and he has been hired to serve as Wytheville's consultant for the coming year. —Beamer— and Investment Bankers >O Q < O cc > A. Lee Galloway has submitted his resignation as town manager of Pearisburg to become the city manager of Rockingham, NC, effective Jan. 16. Rockingham is a south-central community with 8,500 citizens. Galloway has served as Pearisburg's town manager six years. A native of Brevard, NC, he previously served as city clerk and then assistant city manager of Dunn, NC. Galloway is a graduate of the University of North Carolina at Chapel Hill and holds a bachelor's degree in political science and urban studies. Managers Move Market Makers o P e a r i s b u r g Manager T a k e s New P o s t Salomon Brothers Inc M e m b e r of M a j o r Seeurities a n d C o m m o d i t i e s E x c h a n g e s O n e N e w Y o r k P l a / a . N e w Y o r k . N . Y . 10004 Roger D. Baker, former town manager of Colonial Beach, succeeds Richard C. Flora as city manager of Clifton Forge. Flora moved to become city manager of Covington in September. Before becoming manager of Colonial Beach, Baker served as an assistant city manager in Covington and as director of special projects in Clifton Forge. Flora has served as a city engineer in Clifton Forge and as town manager of Woodstock and Big Stone Gap. In addition, he spent seven years in banking and served as vice president of Central Fidelity Bank in Roanoke. Former Mayor D i e s Harry C. Ragsdale, former mayor of Narrows, has died at the age of 76. Ragsdale was well known in his community as the Narrows High School football coach leading the Narrows team to two state championships and seven district championships. The school's football stadium is named after him. Following his coaching career he became principal of the school, a position he held for 10 years. Following his retirement as principal he ran for mayor of the town. He won and was re-elected to a second two-year term in 1976. �Expertise in public power financing Expertise aoDSS the board. At Merrill Lynch Capital Mar kets, our relationship-oriented investment bankers orchestrate the eltbrts of specialists in perhaps the broadest range of rtnan cial services in the industry—our expertise across the hoard. To discover the opportunities this can create in public power iinancing, please call our Municipal Utilities Department at (212) 637-2540. > o Q 5 O < Z Merrill Lynch Capital Markets Investment banking o DC > �The 1984 V M L Legislative Guide A m a j o r p u r p o s e of t h e V i r g i n i a IVIunicipal L e a g u e is to i m p r o v e a n d a s s i s t l o c a l g o v e r n m e n t s in t h e c o m m o n w e a l t h . T h i s f o s t e r i n g of l o c a l g o v e r n m e n t t a k e s p l a c e in m a n y a r e n a s , but the o n e w h i c h will c o n c e r n the l e a g u e m o s t f r o m J a n u a r y 11 t h r o u g h p r o b a b l y m i d - M a r c h is t h e floor of t h e Virginia General Assembly. Serving as l e g i s l a t i v e a d v o c a t e for t h e m e m b e r s h i p , t h e l e a g u e a t t e m p t s to i m p a c t l e g islation in t h e G e n e r a l A s s e m b l y w h i c h will affect local g o v e r n m e n t . T h i s i n f l u e n c i n g , or l o b b y i n g as it h a s c o m e to be c a l l e d , h a s d e v e l o p e d a l m o s t into a n art f o r m a n d i n c l u d e s m a n y subtle behind the scenes c o m m u n i c a tions a n d u n d e r s t a n d i n g s a s w e l l a s a n "out front" procedure. The term "lobby" w a s first u s e d in E n g l a n d a r o u n d 1 6 4 0 to d e s i g n a t e t h e o u t w a r d r o o m of t h e H o u s e of C o m m o n s . By 1 8 6 0 , t h e p r o f e s s i o n a l lobbyist w a s k n o w n to be a m a n w h o f r e q u e n t e d this l o b b y in o r d e r to i n f l u e n c e l e g i s l a t i o n . T h e l e a g u e a n d its m e m b e r s , a l t h o u g h t h e y w o r k for or a g a i n s t c e r t a i n l e g i s l a t i o n , t e c h n i c a l l y a r e not l o b b y i s t s . U n d e r t h e C o d e of V i r g i n i a , l e a g u e staff a n d local g o v e r n m e n t e m p l o y e e s w h o w o r k w i t h t h e G e n e r a l A s s e m b l y a r e not c o n s i d e r e d l o b b y i s t s a n d a r e not r e q u i r e d to register a s s u c h . T h e y a r e in fact called "legislative liaisons" and are v i e w e d in a m o r e a d v i s o r y c a p a c i t y . S e r v i n g a s t h e a d v o c a t e of local g o v e r n m e n t a n d a t t e m p t i n g to f o s t e r b e n e f i cent legislation, one must possess a s o u n d k n o w l e d g e of t w o b a s i c t h i n g s : y o u r g o a l s a n d h o w to w o r k t o w a r d t h e m . V M L e s t a b l i s h e s its l e g i s l a t i v e goals through an annual policy develo p m e n t p r o c e s s w h i c h c u l m i n a t e s in t h e VML Policy Statement and Legislative Program representing the united stand of t h e m e m b e r s h i p o n v a r i o u s c u r r e n t i s s u e s a f f e c t i n g local g o v e r n m e n t . Policy d e v e l o p m e n t for t h e l e a g u e b e g i n s at t h e g r a s s r o o t s l e v e l in e a r l y s p r i n g w h e n n o m i n a t i o n s a r e s o u g h t for a p p o i n t m e n t s to V M L ' s six policy c o m mittees: community and economic dev e l o p m e n t , effective g o v e r n m e n t , e n v i r o n m e n t a l quality, h u m a n d e v e l o p m e n t , p u b l i c s a f e t y a n d t r a n s p o r t a t i o n . It is t h e s e c o m m i t t e e s , c o o r d i n a t e d by V M L A s s o c i a t e D i r e c t o r R i c h a r d F. W e e k s Jr., t h a t f o r m u l a t e t h r o u g h n u m e r o u s w o r k i n g s e s s i o n s t h e VML Preliminary Policy Statement w h i c h is d i s t r i b u t e d to W ee stand behind our products at CP&P. Our field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. H O Q o Concrete Pipe & Products Company, Inc. P.O. Box, 1223, Richmond,VA 23209 (804)233-5471 CD > t h e m e m b e r s h i p for a m e n d m e n t in late s u m m e r and placed before the m e m b e r s h i p for a d o p t i o n at t h e a n n u a l c o n f e r e n c e in t h e fall. T h e V M L Legislative Committee, on w h i c h t h e policy c o m m i t t e e c h a i r m e n sit w i t h t h e a p p o i n t e d r e p r e s e n t a t i v e s of t h e t o w n , city a n d u r b a n s e c t i o n s , d e l i n e a t e s t h e l e a g u e ' s legislative g o a l s for t h e c o m i n g s e s s i o n in c o n j u n c t i o n w i t h t h e policy s t a t e m e n t . In t h e s a m e m a n n e r t h e s e legislative g o a l s a l s o a r e p r e s e n t e d to t h e m e m b e r s h i p for a m e n d m e n t a n d t h e n final a d o p t i o n at t h e a n n u a l c o n f e r e n c e . (For a brief rev i e w of t h e l e a g u e ' s 1 9 8 4 l e g i s l a t i v e g o a l s , s e e p a g e 13.) O b t a i n i n g t h o s e g o a l s is a m u c h m o r e difficult t a s k a n d s u c c e s s c a n d e p e n d o n n u m e r o u s variables including personal i n f l u e n c e , a legislator's i n f l u e n c e , t h e league's influence and reputation, the p u b l i c ' s attitude, a n d a m y r i a d of o t h e r s u b t l e n u a n c e s as well as a c t u a l f e a s i bility. S o m e tips o n h o w to w o r k effectively w i t h legislators a p p e a r o n t h e o p posite page. O n c e V M L ' s legislative g o a l s a r e set in t h e fall, t h e l e a g u e in c o n j u n c t i o n w i t h t h e V i r g i n i a A s s o c i a t i o n of C o u n t i e s conducts regional meetings around the s t a t e . It is at t h e s e m e e t i n g s that t h e s t a t e ' s legislators are first a c q u a i n t e d w i t h t h e V M L ' s legislative g o a l s for t h e coming session. During the session, the league works t o w a r d t h e legislative g o a l s e s t a b l i s h e d by t h e m e m b e r s h i p a n d c o o r d i n a t e s t h e e f f o r t s of t h e m e m b e r s . A r e v i e w of t h e s e efforts a n d t h e legislative p r o c e s s a p p e a r s o n p a g e eight. W o r k i n g t o w a r d t h e s e g o a l s is a c t u ally a n o n g o i n g e f f o r t of t h e l e a g u e w h i c h i n t e n s i f i e s w i t h the o p e n i n g of t h e General Assembly. Year round, V M L staff a t t e n d h e a r i n g s , c o m m i t t e e a n d s u b c o m m i t t e e m e e t i n g s as well as s t u d y c o m m i t t e e s e s s i o n s to c o n s t a n t l y p r o v i d e input o n t h e l e a g u e ' s point of view. V M L Legislative Day Wednesday, February 2 2 , 1984 The J o h n Marshall Hotel Richmond, Virginia �r Working Effectively With Legislators By Clay L . Wirt Clay Wirt, deputy executive director of the Virginia l\/lunicipai League, offered city, county and town administrators tfiese tips at a recent Committee for Professional Development workstiop in York County on working effectively with legislators. Be honest. While this is so basic it should be obvious, it is by far the most important element of working with legislators. When visiting with members of the General Assembly, tell it like it is and tell it all, the good news and the bad. Imagine what you would want to know to make the same decision. If you misrepresent the facts, you probably have permanently lost any opportunity to be effective. If you do not know answers to questions, do not make them up. Ask for time to find the answers and do so promptly. Credibility Is the name of the game. Work to develop credibility with your delegate(s), senator(s) and their aides. Most members of the General Assembly have one or possibly two aides working with them in Richmond duhng the s e s - sion. Just a s you and I tend to listen to those persons we know and respect, the same is true with members of the General Assembly. T h e individual or organization that has credibility on any particular issue is usually the one members of the General Assembly will look to to answer questions and the one that will be effective. A s an individual member of the Virginia f\/luniclpal League, you probably will not be able to develop your credibility with all 100 delegates and 50 senators, but it is essential to develop credibility with your own delegation a s this is your point of access to the system. By developing individual credibility, the league a s a whole can be influential throughout the state. Credibility is not something developed overnight. It takes time and work. You will need to get to know your delegation and their aides, and they will need to get to know you. Several handbooks are published that contain biographical and other information about members of the General Assembly. Any of these would be a good starting point toward getting to know your legislators. Also, it is often helpful to develop a file containing campaign surveys, newspaper editorials, clippings, etc. about your particular delegation. Seek to visit your legislators on a regular basis. Let them know how things are going with your local government. Seek their advice on how you might best work together. A s you become personally acquainted with your legislators do so in a positive, friendly way. Take every opportunity to express appreciation for their services and their activities you agree with. If you avoid arguments and end your conversations on a friendly note, your delegate or senator will probably be available to talk with you again. Become acquainted with the legislative process and the key persons affecting that process. Committee a c tivities are especially important in the Virginia General Assembly. Approximately 75 percent of all legislative decisions are made in committees or subcommittees. By all means find out to which committee or subcommittee the legislation you are interested in is ap—continued on page eight— EFHuttDn talks public powerfinandng. E . F . Hutto n' s P u b l i c P o w e r Finance G r o u p has demonstrated its ability to generate n e w financing ideas a n d c a r r y them out successfully. W e h a v e the experience, the k n o w - h o w , a n d the distribution n e t w o r k w h i c h could m a k e y o u r next financing a success i n w a y s y o u m a y not h a v e anticipated. A s managers or co-managers of numerous public financings, w e h a v e p r o v e n our ability to create i n n o v a t i v e approaches to complex tax-exempt financings. W e h a v e one of the largest capital bases i n the i n d u s t r y . W e also h a v e the willingness to use our c a p - ital to m a i n t a i n a secondary m a r k e t in issues w e manage. A n d our distribution capability is extensive, w i t h 320 offices across the c o u n t r y . I n addition to our g r o w i n g retail business, our institutional business has g r o w n to over 1 / 3 of our total securities business. For y o u r next public p o w e r offering, w h y not give M a r s h a l l Lancaster a call at (212) 742-6087, Steve S l o a n at (212) 742-6651, o r B i l l S a c h a u at (213)488-3551. L e a r n w h y so m a n y people in public p o w e r say that it p a y s to listen w h e n E . F . H u t t o n t a l k s . E . F. H u t t o n & C o m p a n y , I n c . O n e B a t t e r y P a r k P l a z a , N e w Y o r k , N e w Y o r k 10004 o Q < 8 (212) 742-5000 When EF Hutton talks, people listen. o cc �T h e Legislative P r o c e s s £\/ery y e a r bills passed by the Virginia General Assembly become new state laws. These laws, many of which impact local government, originate as bills introduced in either the House of Delegates or the Senate. They go through a set procedure before they can be passed into law. It is during this procedure that the Virginia IVIunicipal League as well as other groups have various opportunities to influence legislation. Below is a step by step review of how a bill becomes law and the opportunities VI\AL has for impact. M e m b e r s of e i t h e r t h e H o u s e or S e n ate m a y p r o p o s e legislation. T o d o s o , t h e legislator e x p l a i n s e x a c t l y w h a t he h a s in m i n d to a staff a t t o r n e y in t h e Division of L e g i s l a t i v e S e r v i c e s . T h e staff a t t o r n e y first c h e c k s e x i s t i n g law a n d t h e c o n s t i t u t i o n a l i t y of t h e p r o posed legislation. Then the division d r a f t s t h e bill. C o p i e s of the d r a f t e d bill a r e d e l i v e r e d to t h e legislator. T h e legislator s i g n s his n a m e to t h e bill a n d introd u c e s it by l a y i n g t h e original a n d a d u p l i c a t e c o p y o n t h e c l e r k of t h e H o u s e ' s or t h e c l e r k of t h e S e n a t e ' s d e s k . T h e bill is t h e n p r i n t e d a n d ref e r r e d to t h e a p p r o p r i a t e c o m m i t t e e f o r consideration. Public Power Financing .. Experience Innovation Commitment o a < z o DC > ) First B o s t o n THE FIRST B O S T O N C O R P O R A T I O N Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 C o m m i t t e e m e m b e r s . In public s e s sions, familiarize themselves with the p r o p o s e d l e g i s l a t i o n r e f e r r e d to t h e m a n d a f t e r d i s c u s s i o n d e c i d e e i t h e r to report it f a v o r a b l y , a m e n d a n d report it, r e c o m m e n d it for s t u d y by a s u b c o m m i t t e e , kill it or p a s s it by indefinitely, w h i c h m e a n s not to c o n s i d e r it a g a i n at a n y time. V M L staff a r e a s s i g n e d to m o n i t o r t h e activities of t h e s e c o m m i t t e e s . Rick W e e k s will m o n i t o r H o u s e F i n a n c e ; S e n a t e F i n a n c e ( f i n a n c e bills); H o u s e R o a d s a n d Internal N a v i g a t i o n ; S e n a t e Transportation; Senate Local G o v e r n m e n t ; H o u s e a n d S e n a t e C o u r t s of J u s tice o n a d h o c b a s i s ; H o u s e C o u n t i e s , Cities and T o w n s ; House Labor and Commerce; and Senate Commerce and Labor. C l a y Wirt will monitor H o u s e General Laws; Senate General Laws; House Conservation and Natural Resources; and Senate Agriculture and Working —continued from With page seven— p o i n t e d . Brief t h e c h a i r m a n a n d o n e or t w o of t h e c o m m i t t e e or s u b c o m m i t t e e m e m b e r s on your position. T h e n " w a t c h d o g " that committee, making s u r e y o u a r e p r e s e n t w h e n y o u r bill is discussed. This past year V M L achieved approxi m a t e l y 18 a m e n d m e n t s to t h e C o m p r e h e n s i v e C o n f l i c t of I n t e r e s t s A c t . M o s t w e r e a d o p t e d in s u b c o m m i t t e e w i t h v e r y f e w d e b a t e d in a n y w a y at t h e full c o m m i t t e e level or o n t h e H o u s e or S e n a t e floor. Y o u r g o a l s h o u l d be to w o r k out all t h e details at t h e l o w e s t level of t h e p r o c e s s — i n s u b c o m m i t t e e . If y o u d o well t h e r e , y o u r p r o p o s a l s t a n d s a fair if not g o o d c h a n c e of m a k i n g it t h r o u g h the system. D e v e l o p a l e g i s l a t i v e p l a n a n d red u c e it to w r i t i n g . T h i s plan s h o u l d not o n l y i n c l u d e y o u r legislative p o s i t i o n , but also y o u r s t r a t e g y for m a r s h a l l i n g s u p port. T h e legislative p r o c e s s is c o m p l e x a n d t h e legislative a r e n a is l a d e n w i t h professional lobbyists who know the r o p e s a n d h o w to a c h i e v e results. A p proximately 150 associations repres e n t e d by s e v e r a l h u n d r e d l o b b y i s t s a c tively lobby the Virginia General A s sembly. Without clearly thinking through o u r p l a n s w e h a v e little c h a n c e of s u c cess. G o a l s s h o u l d b e r e a l i s t i c . Virginia's short legislative s e s s i o n s , s i x t y - d a y s in e v e n y e a r s a n d t h i r t y - d a y s in o d d y e a r s , m a k e it difficult to r e s o l v e highly c o n - C o n s e r v a t i o n . Ellen P o s i v a c h will m o n i t o r H o u s e A p p r o p r i a t i o n s ; S e n a t e Fin a n c e ( b u d g e t bills); H o u s e E d u c a t i o n ; H o u s e Health, Welfare and Institutions; Senate Education and Health; and Senate R e h a b i l i t a t i o n a n d S o c i a l S e r v i c e s . V M L m a y of c o u r s e be influential in i n t r o d u c i n g legislation by d r a f t i n g a bill a n d f i n d i n g a s p o n s o r f o r it w h o is willing to i n t r o d u c e t h e legislation a n d s i g n his n a m e to it. O n c e bills a r e i n t r o d u c e d , V M L r e c e i v e s a n d r e v i e w s t h e m . In a t y p i c a l s e s s i o n m o r e t h a n 5 0 0 bills i m p a c t i n g local g o v e r n m e n t a r e i n t r o d u c e d . T h e s e a r e s u m m a r i z e d in V M L ' s Legislative Bulletin. W h i l e t h e G e n e r a l A s s e m b l y is in s e s s i o n , t h e Legislative Bulletin c o n t a i n i n g s t a t u s r e p o r t s o n i m p o r t a n t bills is m a i l e d t w i c e w e e k l y to e a c h V M L manager and mayor. V M L staff or m e m b e r s o f t e n s p e a k —continued on page 14— Legislators t r o v e r s i a l i s s u e s . C o n t r o v e r s i a l bills oft e n t a k e s e v e r a l y e a r s to get t h r o u g h t h e s y s t e m . K e e p o p p o s i n g parties in m i n d a n d f o c u s o n h o w to n e u t r a l i z e o p p o sition. O f t e n it m a y b e better to s e e k a m o r e a c h i e v a b l e g o a l e v e n t h o u g h it m a y not i n c l u d e all y o u w a n t . B e b r i e f . T i m e is of t h e e s s e n c e for m e m b e r s of t h e a s s e m b l y . A n y t i m e y o u m e e t w i t h a legislator be p r e p a r e d to c o n v e y t h e b o t t o m line in 3 0 s e c o n d s if necessary. Prepare a typed statement s u m m a r i z i n g y o u r position a n d i n c l u d ing k e y facts or e x a m p l e s . If y o u t h i n k a committee might make a decision bef o r e y o u h a v e a n o p p o r t u n i t y to a d e quately state your position, distribute t h e s h e e t in a d v a n c e . At t h e s a m e t i m e try to g r a c e f u l l y g i v e y o u r 3 0 - s e c o n d b o t t o m line to t h e c o m m i t t e e c h a i r m a n or a n o t h e r m e m b e r of t h e c o m m i t t e e . W o r k with e n t h u s i a s m . The admini s t r a t i v e a s s i s t a n t to S e n . D o l e o n c e s a i d t h e k e y to g e t t i n g legislation p a s s e d is w o r k i n g h a r d e r t h a n y o u r o p p o s i t i o n . In m o s t c a s e s , s u c c e s s f u l p e o p l e a r e not g e n i u s e s but r a t h e r o r d i n a r y folk with c o m m o n sense w h o have enthusia s m a n d w h o h a v e s w e a t e d out s u c c e s s . G e t t i n g legislation p a s s e d is m u c h the s a m e . If y o u w a n t t h e best s h o t at g e t t i n g y o u r bill t h r o u g h , start early a n d l e a v e no s t o n e u n t u r n e d . Finally, c o o r d i n a t e a n d w o r k w i t h t h e l e a g u e . C o a l i t i o n l o b b y i n g is a b s o lutely e s s e n t i a l if local g o v e r n m e n t s a r e to e n j o y s u c c e s s . �r 1984 Legislative Directory Governor Ciiaries S. Robb 804-786-2211 Lieutenant Governor Richard J . Davis 804-786-8383 United States District Name John W. Warner (R) Paul S. Trible Jr. (R) Herbert H. Bateman (R) 2 G. William Whitehurst (R) 3 Thomas J . Bllley Jr. (R) 4 Norman Sisisky (D) 5 W. C. (Dan) Daniel (D) 6 James R. Olln (D) 7 J . Kenneth Robinson (R) 8 Stanford E. Parris (R) 9 Frederick C. Boucher (D) Frank R. Wolf (R) 10 Senators Address Telephone Num Atoka Farm, Middleburg, VA 22117 421 Russell Senate Office Building, 202-224-2023 Washington, DC 20510 Regional offices in Richmond, Abingdon and Norfolk 2007 Mason Hill Drive, Alexandria, VA 22307 517 Hart Senate Office Building, 202-224-4024 Washington, DC 20510 Regional offices in Hampton, Richmond, Roanoke and Danville United States 1 Attorney General Gerald L. Bailies 804-786-2071 —continued Representatives 1518 Longworth House Office Building Washington, DC 20515 2469 Rayburn House Office Building Washington, DC 20515 213 Cannon House Office Building Washington, DC 20515 1429 Longworth House Office Building Washington, DC 20515 2368 Rayburn House Office Building Washington, DC 20515 1207 Longworth House Office Building Washington, DC 20515 2233 Rayburn House Office Building Washington, DC 20515 230 Cannon House Office Building Washington, DC 20515 1723 Longworth House Office Building Washington, DC 20515 130 Cannon House Office Building Washington, DC 20515 on next page— 202-225-4261 202-225-4215 202-225-2815 202-225-6365 202-225-4711 202-225-5431 202-225-6561 202-225-4376 202-225-3861 202-225-5136 VIRGINIA MUNICIPAL GROGP S E L F INSURANCE ASSOCIATION A p r o g r a m designed to help control your W o r k e r s ' C o m p e n s a t i o n C o s t s . MEMBERS' HON. SUPERVISORY C H A R L E S A. R O B I N S O N . J R . Mayor, T o w n of V i e n n a Chairnnan FRANCIS T. W E S T Councilman, Martinsville P E R R Y M. D e P U E J a m e s City County BOARD H A R R Y G. KING Member, Prince George County B o a r d of S u p e r v i s o r s JOHN Shenandoah CUTLIP County R. M I C H A E L Administrator AMYX E x e c u t i v e Director, V M L o Q B o a r d of S u p e r v i s o r s For further information contact: Margaret A. Nichols Administrator Virginia Municipal Group Self Insurance Association P.O. Box 753 Richmond. Virginia 23206 (804) 649-8471 J o h n M. Wyatt, IV Account Executive Alexander & Alexander of Virginia Post Office Box 1177 Richmond, Virginia 23209 (804) 788-4490 < Z (3 DC > �Virginia Senate J . T. Shropshire, Senate Clerk P.O. Box 396, Richmond, VA 23203 804-786-2366 (Members Anderson, Howard P. Andrews, Hunter B. B a b a l a s , Peter K. (D) (D) (D) 19 Barker, W. Onico (R) 38 40 8 Bird, Daniel W. J r . Buclianan, John C . C a n a d a , A. J o e J r . (D) (D) (R) 28 Chicliester, Jotin H. (R) 29 4 Colgan, CInarles J . C r o s s , Elmo G . J r . (D) (D) 32 22 DuVal, Clive L. II Emick, Dudley J . J r . (D) (D) 3 36 F e a r s , William E . Gartlan, Josepti V. J r . (D) (D) 20 Goode, Virgil H. Jr. (D) 16 7 Gray, Elmon T . "Holland, Clarence A. (D) (D) 31 15 17 13 39 21 37 25 Holland, Edward M. Holland, Richard J . *Houck, R. Edward •Joannou, Johnny S . J o n e s , J a m e s P. "Macfarlane, J . Granger Marye, Madison E . Michie, T h o m a s J . (D) (D) (D) (D) (D) (D) (D) (D) 26 •Miller, Kevin G . (R) Mitchell, Wiley F. J r . (R) 24 14 Nolen, Frank W. Parker, William T . (D) (D) Parkerson, William F. Jr. • R u s s e l l , J o h n W. • R u s s e l l , Robert E . S a s l a w , Richard L. (D) (R) (R) (D) 23 S c h e w e l , Elliot S . (D) 2 27 33 6 9 Scott, Robert C . Truban, William A. Waddell, C h a r l e s L. Walker, Stanley C . Wilder, L a w r e n c e D. (D) (R) (D) (D) (D) 10 'New to four-year Name 30 12 34 11 35 elected Willey, Edward E . Members terms Jan. 11, 1984 througt) Jan. 13, 1988.) Address District 18 1 5 (D) P.O. Box 847, Halifax, V A 24558 P.O. Box 566, Hampton, V A 23669 700 Atlantic Nat'l Bank BIdg., 415 St. Paul's Blvd. Norfolk, VA 23510 2025 North Main St., Danville, V A 24541 P.O. Box 628, Wytheville, V A 24382 P.O. Box 1006, Wise, V A 2 4 2 9 3 507 North Birdneck R o a d , Virginia B e a c h , VA 23451 305 Charlotte Street, Fredericksburg, VA 22401 P.O. Box 1650, M a n a s s a s , VA 22110 1125 Hanover G r e e n , Mechanicsville, V A 23111 P.O. Box 749, Arlington, V A 22216 P.O. Box 158, Fincastle, V A 24090 P.O. Box 210, A c c o m a c , V A 23301 1801 K Street N.W., Suite 1100, Washington, D C 20006 124 Orchard Avenue, Rocky Mount, V A 24151 P.O. Box 8 5 , Waverly, V A 23890 4328 Sandy B a y Drive, Virginia B e a c h , VA 23455 P.O. Box 985, Arlington, V A 22216 P.O. Box 285, Windsor, VA 23487 P.O. Box 7, Spotsylvania, V A 22553 P.O. Box 1297, Portsmouth, V A 23705 P.O. Box 2009, Bristol, V A 2 4 2 0 3 P.O. Box 2 0 1 , Roanoke, V A 24002 P.O. Box 37, Shawsville, V A 24162 1900 Pantops Drive, Charlottesville, VA 22901 417 Mountain View Drive, Harrisonburg, V A 22801 511 Canterbury L a n e , Alexandria, VA 22314 P.O. Box 13, New Hope, VA 24469 241 C e d a r R o a d , C h e s a p e a k e , V A 23320 P.O. Box 29434, Richmond, VA 23229 3505 Cornell R o a d , Fairfax, V A 22030 1233 Mall Drive, Bon Air, VA 23235 8508 Raleigh Avenue, Annandale, V A 2 2 0 0 3 1031 Main Street, Box 1600, Lynchburg, V A 24505 P.O. Box 2 5 1 , Newport News, VA 23607 P.O. Box 5 0 3 , Woodstock, V A 22664 Route 2, Box 2 9 9 - B , Sterling, VA 22170 P.O. Box 12885, Norfolk, VA 23502 2509 E a s t Broad Street, Richmond 2 3 2 2 3 P.O. Box 9138, Richmond, V A 23227 Telephone Numbers B-804-476-6310 B-804-722-2581 H-804-476-6317 H-804-722-7073 B-804-622-3100 H-804-622-3100 B-804-792-7211 B-703-228-2106 B-703-328-6278 H-804-836-3385 H-703-228-2614 H-703-328-6278 B;804-422-8833 H-804-428-7736 B-703-373-5600 B-703-361-1123 H-703-373-4131 H-703-368-9647 B-804-746-4621 B-703-525-4000 B-703-992-2114 B-703-473-2991 B-804-787-1560 H-804-746-2377 H-703-356-3011 H-703-992-3302 B-202-822-5300 H-703-960-3044 B-703-483-9030 B-804-834-2292 H-703-483-9030 H-804-834-2385 B-804-460-0915 B-703-528-4505 B-804-242-6111 B-703-898-4445 B-804-393-9393 B-703-466-4800 B-703-344-5531 B-703-268-2741 H-804-464-5746 H-703-524-0138 H-804-242-4318 H-703-786-2782 H-804-399-8277 B-804-977-3390 H-703-979-3244 B-703-434-1148 H-703-434-9758 B-202-628-2207 B-703-885-2414 H-703-370-1408 H-703-363-5642 B-804-482-1600 B-804-747-9545 B-804-794-2592 H-804-547-3713 H-804-740-8923 H-703-273-0145 H-804-748-3292 B-703-941-7676 H-703-978-3790 B-804-845-2326 B-804-380-1000 B-703-459-2930 B-703-430-2466 B-804-853-9280 H-804-384-2772 H-804-244-7819 H-703-459-5844 H-703-430-2591 H-804-461-5171 B-804-643-8401 B-804-786-7733 H-804-329-0000 H-804-264-8944 H-804-787-1094 H-703-343-8114 H-703-268-2741 Virginia House of Delegates o J o s e p h H. Holleman Jr., House Clerk P.O. Box 406, Richmond, VA 23203 804-786-8826 Q Z < I o DC > 10 (Members District elected to four-year terms Jan. 11, 1984 througti Jan. 13, 1988.) Address Name 54 Ackerman, Robert W. (D) 15 58 Agee, G . Steven Allen, George F. (R) (R) 47 Almand, J a m e s F. (D) 59 33 72 52 Anderson, Claude W. Andrews, Robert T . Axselle, Ralph L. Jr. (Bill) Bagley, Floyd C . (D) (R) (D) (D) 1619 Jefferson Davis Highway, Fredericksburg, V A 22401 P.O. Box 408, S a l e m , V A 24153 109 E . Jefferson Street, Charlottesville, V A 22901 Suite 206, 2060 N. 14th Street, Arlington, V A 22201 Box 7, Buckingham, V A 23921 820 Turkey Run R o a d , M c L e a n , VA 22201 201 N. Boulevard, Richmond, V A 23220 P.O. Box 1168, Dumfries, VA 22026-9168 Telephone Numbers B-703-373-5469 B-703-774-1197 H-703-582-5046 H-703-387-1545 B-804-979-8131 H-804-973-3535 B-703-524-9700 B-804-969-4291 B-703-442-8838 B-804-355-0691 B-703-221-2168 H-703-533-9223 H-804-983-2240 H-703-356-4797 H-804-740-0536 H-703-221-8932 �District 92 74 30 68 100 51 6 34 20 38 46 96 87 75 14 78 Name Bagley, Richard M. Ball, Robert B. Sr. Beard, George P. Jr. Benedetti, Joseph B. Bioxom, Robert S. Brickiey, David G. Brown, John C. Callahan, Vincent F. Jr. Calvert, Kenneth E. "Cody, Gwendalyn F. Cohen, Bernard S. Cooper, Shirley F. Copeland, Howard E. Councill, J . Paul Jr. Cranwell, C. Richard Creekmore, Frederick H. (D) (D) (R) (R) (R) (D) (R) (R) (R) (R) (D) (D) (D) (D) (D) (D) 22 42 63 94 56 66 41 12 70 9 77 25 76 37 97 3 31 69 26 55 40 21 86 7 23 62 43 8 71 80 64 48 95 84 35 4 44 28 89 53 79 98 93 88 13 99 83 82 Crouch, Joseph P. "Cunningham, Robert K. DeBoer, Jay W. DIamonstein, Alan A. Dickinson, V. Earl Dicks, John G. Ill (Chip) Dillard, James H. II Dobyns, J . Robert Ealey, Roland D. (Duke) Finney, Wiilard R. Forehand, V. Thomas Jr. Giesen, Arthur R. Jr. (Pete) Glasscock, J . Samuel Gordy, Stephen E. "Grayson, George W. Green, William F. Guest, Raymond R. Jr. (Andy) Hall, Franklin P. Hanger, Emmett W. Jr. Hargrove, Frank D. Harris, Robert E. Hawkins, Charles R. Heilig, George H. Jr. Jennings, G. C. Jester, Royston III Jones, R. Beasley Keating, Gladys B. Lacy, Charles C. (Chuck) Lambert, Benjamin J . Ill Manning, L. Cleaves Marks, C. Hardaway Marshall, Mary A. Maxwell, W. Henry McClanan, Glenn B. McDiarmid, Dorothy S. McGlothlin, Donald A. Sr. Medico, Frank Miller, Clinton "Miller, Yvonne B. Moncure, Thomas M. Jr. "Moore, William S. Jr. Morgan, Harvey B. Morrison, Theodore V. Jr. Moss, Thomas W. Jr. Munford, Joan H. Murphy, W. Tayloe Jr. O'Brien, J . W. Jr. (Billy) O'Brien, W. R. (Buster) (R) (R) (D) (D) (D) (D) (R) (D) (D) (D) (D) (R) (D) (R) (D) (D) (R) (D) (R) (R) (R) (R) (D) (D) (R) (D) (D) (D) (D) (D) (D) (D) (D) (D) (D) (D) (R) (R) (D) (R) (D) (R) (D) (D) (D) (D) (D) (R) 27 61 50 11 81 36 19 1 2 90 32 67 60 29 5 49 91 73 85 Orebaugh, Phoebe M. Parker, Lewis W. Jr. Parrish, Harry J . Philpott, A. L. Pickett, Owen B. Plum, Kenneth R. Putney, Lacey E. Quillen, Ford C. Robinson, James W. Robinson, William P. Jr. Rollins, Kenneth B. "Saunders, N. Leslie Jr. Slayton, Franklin M. Smith, Alson H. Jr. Stafford, C. Jefferson Stambaugh, Warren G. Stieffen, S. Wallace Stosch, Walter A. "Tata, Robert (R) (D) (R) (D) (D) (D) (1) (D) (D) (D) (R) (D) (D) (D) (R) (D) (D) (R) (R) Address P.O. Box 9, Hampton, VA 23669 P.O. Box 28056, Richmond, VA 23228-0056 P.O. Box 444, Culpeper, VA 22701 P.O. Box K-226, Richmond, VA 23228 Mappsville, VA 23407 4804 Kellogg Drive, Woodbridge, VA 22193 401 Belleair Lane, Bristol, VA 24201 6631 Old Dominion Drive, McLean, VA 22101 753 Main Street, Danville, VA 24541 3703 King Arthur Road, Annandale, VA 22003 221 S. Alfred Street, Alexandria, VA 22314 106 Old Dominion Road, Yorktown, VA 23690 Suite 2, 5291 Greenwich Road, Virginia Beach, VA 23462 P.O. Box 119, Franklin, VA 23851 P.O. Box 459, Vinton, VA 24179 752 Cedar Road, P.O. Drawer B, Chesapeake, VA 23320 200 Timbrook Place, Lynchburg, VA 24502 7829 Greeley Boulevard, Springfield, VA 22152 16 E. Tabb Street, Petersburg, VA 23803 P.O. Box 324, Newport News, VA 23607 Route 2, Box 10, Mineral, VA 23117 P.O. Box 247, Chesterfield, VA 23832 4709 Briar Patch Lane, Fairfax, 22032 P.O. Box 1228, Dublin, VA 24084 420 N. First Street, Richmond, VA 23219 105 S. Main Street, Rocky Mount, VA 24151 337 Kemp Lane East, Chesapeake, VA 23325 2048 Chase Avenue, Waynesboro, VA 22980 P.O. Box 1876, Suffolk, VA 23434 3708 Prado Place, Fairfax, VA 22031 P.O. Box 1969, Williamsburg, VA 23187 P.O. Box 1478, Lebanon, VA 24266 27 S. Royal Avenue, Front Royal, VA 22630 Suite One, 700 BIdg., Richmond, VA 23219 P.O. Box 2, Mt. Solon, VA 22843 Route 4, Box 305, Glen Allen, VA 23060 4440 Glenn Rose Street, Fairfax, VA 22032 Box 285, Chatham, VA 24531 700 Newtown Road, Norfolk, VA 23502 Royal Oak BIdg., P.O. Box 231, Marion, VA 24354 P.O. Box 1359, Lynchburg, VA 24505 Route 1, Box 36, Dinwiddle, VA 23841 5909 Parkridge Lane, Franconia, VA 22310 P.O. Box 220, Wytheville, VA 24382 904 N. First Street, Richmond, VA 23219 820 Citizens Trust BIdg., Portsmouth, VA 23704 P.O. Box 170, Hopewell, VA 23860 2256 N. Wakefield Street, Arlington, VA 22207 900 Shore Drive, Newport News, VA 23607 425 S. Witchduck Road, Virginia Beach, VA 23462 390 Maple Avenue East, Vienna, VA 22180 Box 909, Grundy, VA 24614 1000 Emerald Drive, Alexandria, VA 22308 P.O. Box 484, Woodstock, VA 22664 7403 Oakmont Drive, Norfolk, VA 23513 P.O. Box 62, Stafford, VA 22554 P.O. Box 1513, Portsmouth, VA 23705 P.O. Box 949, Gloucester, VA 23061 P.O. Box 1003, Newport News, VA 23601 1505 First Virginia Bank Tower, Norfolk, VA 23510 205 E. Eakin Street, Blacksburg, VA 24060 Box 527, Warsaw, VA 22572 3300 Ocean Shore Avenue, Virginia Beach, VA 23451 Suite 104, 485 S. Independence Blvd., Virginia Beach, VA 23452 139 S. Sunset Drive, Broadway, VA 22815 P.O. Box 120, South Hill, VA 23970 9307 Battle Street, Manassas, VA 22110 P.O. Drawer C, Bassett, VA 24055 P.O. Box 2127, Virginia Beach, VA 23452 1652 Parkcrest Circle, #101, Reston, VA 22090 P.O. Box 127, Bedford, VA 24523 Box 337, Gate City, VA 24251 P.O. Box 187, Pound, VA 24279 1612 First Virginia Bank Tower, Norfolk, VA 23510 P.O. Box 803, Leesburg, VA 22075 P.O. Box 35001-C, Richmond, VA 23235 P.O. Box 446, South Boston, VA 24592 Siler Route, Box 19-A, Winchester, VA 22601 Pearisburg, VA 24134 Suite 323, 2425 Wilson Blvd., Arlington, VA 22201 P.O. Box 4038, Hampton, VA 23664 Suite 1700, 700 E. Main Street, Richmond, VA 23219 4536 Gleneagle Drive, Virginia Beach, VA 23462 —continued on next page— Telephone Numbers H-804-723-5392 B-804-722-0260 B-804-262-1861 H-804-266-0996 H-703-825-0580 B-703-825-4800 H-804-358-3394 B-804-285-7896 B-804-824-3456 H-804-665-4203 B-703-680-2750 H-804-590-3569 B-703-669-2136 H-703-669-7488 H-703-356-6231 B-703-356-1925 B-804-793-9445 H-804-791-2448 B-703-560-1594 H-703-560-1594 B-703-836-0075 H-703-370-3735 B-804-898-6994 H-804-989-6994 B-804-490-0506 B-804-562-4283 B-703-344-1905 H-804-588-6205 H-804-562-4283 H-703-344-8909 B-804-547-9191 B-804-522-5450 B-703-451-5470 B-804-861-4310 B-804-245-2836 B-703-895-5214 B-804-748-8171 B-703-938-6401 B-703-674-6953 B-804-648-5348 B-703-483-9488 B-804-547-5101 B-703-248-2301 B-804-539-3474 B-703-273-2573 B-804-253-0553 B-703-963-9012 B-703-635-8822 B-804-644-4588 B-703-885-8925 B-804-798-6053 B-703-553-6636 B-804-432-8222 B-804-461-2500 B-703-783-5136 B-804-528-5858 B-804-469-3711 B-703-971-3571 B-703-228-2144 B-804-643-3534 B-804-397-0793 B-804-458-0100 B-703-528-1710 B-804-380-1779 B-804-497-9451 B-703-938-2700 B-703-935-2156 B-703-780-3798 B-703-459-2159 B-804-623-8702 B-703-659-2015 B-804-399-2456 B-804-693-4750 B-804-596-0316 B-804-623-5345 B-703-953-1100 B-804-333-4051 B-804-487-8814 H-804-482-3892 H-804-237-2434 H-703-541-5470 H-804-861-8896 H-804-599-3800 H-703-894-4470 H-804-748-4228 H-703-323-7354 H-703-674-5139 H-804-643-1436 H-703-483-9679 H-804-545-1555 H-703-943-6975 H-804-255-4429 H-703-273-2573 H-804-253-2400 H-703-889-2956 H-703-635-5553 H-804-272-8724 H-703-828-3949 H-804-798-6443 H-703-323-8312 H-804-432-9147 H-804-423-8863 H-703-783-3277 H-804-384-2477 H-804-469-7548 H-703-971-7421 H-703-228-5353 H-804-321-6885 H-804-488-1673 H-804-458-2959 H-703-528-1710 H-804-380-1774 H-804-340-8835 H-703-938-2394 H-703-935-2287 H-703-780-3798 H-703-459-4412 H-804-853-1560 H-703-371-9515 H-703-484-9429 H-804-693-3712 H-804-596-6723 H-804-623-4900 H-703-552-2491 H-804-472-3094 H-804-481-5964 B-804-499-4121 B-703-896-7081 B-804-447-3146 B-703-368-3121 B-703-629-7032 B-804-340-0011 B-703-893-1090 B-703-586-0080 B-703-386-7023 B-703-679-1191 B-804-622-0803 B-703-777-1191 B-804-745-3350 B-804-572-4983 B-703-662-7200 B-703-921 -3411 B-703-276-8015 B-804-851-8981 B-804-649-0351 B-804-853-4577 H-804-481-2408 H-703-896-1440 H-804-447-3797 H-703-368-3539 H-703-629-5150 H-804-422-5474 H-703-435-1955 H-703-586-9300 H-703-386-6003 H-703-796-4516 H-804-588-4322 H-703-777-4282 H-804-275-6258 H-804-572-2245 H-703-662-7374 H-703-921-3592 H-703-527-0824 H-804-851-8910 H-804-270-4001 H-804-499-2490 >- H O Q < z o DC > 11 �10 17 45 57 65 39 24 18 16 'New Telephone Numbers Address Name District Terry, Mary S u e T h o m a s , A. Victor Van Landingham, Marian V a n Y a h r e s , Mitchell Watkins, J o h n Watts, Vivian E . Wilkins, S . V a n c e J r . Wilson, William T . Woodrum, Clifton A. (Chip) (D) (D) (D) (D) (R) (D) (R) (D) (D) B-703-694-3443 B-703-345-8927 B-703-549-2511 B-804-293-3134 B-804-794-5016 B-703-978-2989 B-804-946-5584 B-703-962-4986 8-703-345-0426 P.O. Drawer 369, Stuart, V A 24171 1301 Orange Avenue N.E., Roanoke, V A 24012 201 S . Washington Street, Alexandria, VA 22314 4 1 8 Second Street N.E., Charlotteville, VA 22901 15001 Midlothian Turnpike, Midlothian, VA 2 3 1 1 3 8717 Mary L e e L a n e , Annandale, V A 2 2 0 0 3 Route 1, Amherst, V a 24521 228 N. Maple Avenue, Covington, V A 24426 P.O. Box 1 3 7 1 , Roanoke, V A 2 4 0 0 7 H-703-694-4262 H-703-342-4308 H-703-548-4318 H-804-293-6483 H-804-794-6930 H-703-978-2989 H-804-946-2528 H-703-747-2041 H-703-343-8784 Members Legislative Information 786-6530 Capitol 786-7281 General A s s e m b l y Parking, Transportation, Hotel Rates & More o Q Z < o < o Parking is especially difficult in downtown Richmond during the General A s sembly. T h e map at right should give you an idea of how to get around in the downtown area. The shaded areas represent public parking facilities. The large asterisk marks the location of the VML Offices. Parking lot rates in downtown Richmond run from 50 cents to $1.50 an hour and from $2 to $10 daily. Parking meters are 40 cents an hour with a two-hour maximum 8 a.m. to 6 p.m. Monday through Friday unless otherwise marked. Unlawfully parked vehicles are subject to towing, so please read all parking signs. The Greater Richmond Transit Co. services several park and ride facilities in the Richmond area. For information on routes, call 3 5 8 - G R T C . Basic bus fare is 60 cents and exact change is required. Two frugal lines (10 cents) run every 15 minutes from 11 a.m. to 4 p.m. east/west from Foushee to 14th Street and pass within two blocks of the Capitol. A D A S H bus (10 cents) runs east/ west from Fifth Street to 12th Street and passes by the Capitol every 10 minutes from 11 a.m. to 4 p.m. Cab fares in the Richmond area are 95 cents for the first one-fifth mile and 25 cents for each additional one-fifth mile. Hotel room rates in the downtown area range from $30 a night to $120 a night for a single. For legislative information, call the Capitol at 786-6530 or the General A s sembly at 786-7281. The VIVIL Offices are located at 1011 E. Main St. on the third floor of the Ironfronts Building. T h e VML Office telephone number is 649-8471. > = VML Offices DC > 12 7^76 editor wishes to thanl< Dallas Oslin of Richmond's Department of Planning and Community Development, Steve Meyers of Virginia Service, Leo P. Auger of GRTC and The Central Richmond Association for their help in compiling this information. Parking �VML's 1984 Legislative Goals The Virginia Municipal League's legislative goals are developed by the VML Legislative Committee and adopted by the full membership at the annual business meeting. T h e s e goals represent VML's general philosophy and position on issues of interest to local governments which are within the jurisdiction of the Virginia General Assembly. VML's legislative goals for 1984 are a s follows: Local Revenues: Additional flexibility to raise local revenues and unrestricted use of current local revenues. State Aid: VML urges that budgetary shortfalls not be passed on to local governments and supports funding of all state aid programs. VML's first priority for funding is education, including full funding of the Standards of Quality as estimated by the Department of Education. VML supports an additional 1 percent sales tax to be returned to localities based on school-age population in order to provide full funding of the Standards of Quality. Qther state aid priorities include the following: * full funding of new correction reimbursement formulas and Incentive pay * the annexation package * adequate funding of constitutional offices * replacement of the Compensation Board with block grants * i n c r e a s e d highway funding and equitable distribution * funding for fiscally stressed localities * increased funding for local welfare Auxiliary Grant Programs Mandates: VML urges reduction of excessive regulatory mandates and opposes limitations on the use of local work forces for local construction projects. L o c a l Autonomy and Authority: Greater autonomy for local governments and significant diversity among municipal charters. Rolling Stock Tax: Distribution of the rolling stock tax to localities. Meals/Transient O c c u p a n c y T a x e s : County utilization of these taxes with legislation to prevent duplicate county tax levies. Town Sales Tax: A change in distribution to towns so that the 50 percent presently distributed based on schoolage population would be returned based on point of collection. Vehicle Licensing: An amendment to require motor v e h i c l e s , trailers and semi-trailers registered and licensed in Virginia to comply with local motor vehicle licensing requirements, if not spe- cifically exempt. Military personnel should be required to comply with local licensing requirements if they register vehicles in Virginia. Personal Property Tax: Legislation allowing localities to prorate personal property tax collections. Local Option Gasoline Tax: Local option to impose a 2 percent fax on gasoline for public transportation, street maintenance and construction. Roll Back Taxes: Legislation allowing localities to charge lower interest rates than a s s e s s e d on delinquent taxes. Water/Waste Water Treatment: State funding to assist localities in financing water supply and waste water treatment facilities through low-interest loans and direct grants. Regional Training Academies: Implementation of a 75/25 funding match with consideration of in-kind contributions made by localities. Public Libraries: State aid at 100 percent of legislative authorization. Supplemental Retirement: Legislation to allow all employees to withdraw their share of retirement funds upon leaving employment. Corrections: Full funding of new reimbursement formulas. Highway Funding: Allocation of highway construction funds by formula to e n s u r e equity. Reapportionment of highway construction funds. Establishment of separate bridge and interstate funds. Increased funding for maintenance of municipal streets. Establishment of a separate fund for snow removal should include municipalities. Service Charges: Payment in lieu of taxes on tax-exempt state and federal property. Salary S c a l e s For Group Homes: Adj u s t m e n t of r e i m b u r s e m e n t s a l a r y scales and necessary appropriation. Railroad C r o s s i n g s : Direct assistance through grants or a fee on benefiting industries to fund railroad crossing improvements. Contraband Forfeiture: An act to allow confiscated financial resources of criminals to be returned to localities for law enforcement purposes. L o c a l Budget A m e n d m e n t s : Local budget amendments by resolution of the governing body without public hearings. Special Service Districts: Legislation to allow localities to establish special service districts. Unappropriated Reserves: No prohibition or limitation of carry-over reserves or surpluses in local budgets. Sovereign Immunity: Strengthening of sovereign immunity protection for local governments. Comprehensive Plans: Legislation to require state agencies to comply with local comprehensive plans subject to override authority by the governor. Shared Cost By Subdivision Developers: Authority to require developers to pay a pro rata share for necessary roads adjacent to development property. Tax, E x p e n d i t u r e Limitations: No constitutional or statutory limitation on state or local revenues or expenditures. Franchise Duration: An increase in maximum duration of municipal franchises for public property use to 99 y e a r s from 40 y e a r s . R e p e a l of the 60-year provision for air rights franchises. Dillon Rule: Reversal of the Dillon Rule to confer on cities, towns and all counties all powers not denied them by the Constitution, charters or laws enacted by the General Assembly. Smoke Detectors: Authority for localities to require smoke detectors in all residential units. Planning District Commissions: Legislation to provide towns, with populations less than 3,500 which provide water or sewerage systems or other public services beyond their borders, representation on planning district commissions. Publication of Tax Increases: Delivery by hand or by first class mail of tax increase notices rather than publication in newspapers. Conflict of Interests: Addition of town attorneys to Section 2.1-627 concerning official reliance on the written opinion of city or county attorneys. Antitrust Exemption: Exemption of local governments from state antitrust law, and immunity for local governments from liability under federal antitrust laws. Procurement of Professional Services: More flexibility in procurement of professional services. Virginia Register: a Virginia Registerto include an expanded calendar of events and the full text of proposed and final state agency regulations with free distribution to city, towns and counties. Public participation guidelines to solicit input. V S R S Mandate on Life Insurance: R e consideration of the legislative mandate that V S R S members carry Life of Virginia life insurance. Uranium Mining: A moratorium on mining and milling of uranium until the General Assembly develops baseline data and passes legislation to assure that uranium may be safely mined and milled —continued on next O Q Z < o < Z (D DC > page— 13 �Legislative Process —continued from page eigfit— before committees explaining the impact of certain legislation on local government and urging passage, defeat or amendment of bills. If a bill is changed significantly in committee or on the floor, this will be reported in the Legislative Bulletin. Public hearings are also announced in the Bulletin, and in instances when time is limited, VML staff will call as many local officials as possible to urge them to write or call their legislators or to appear at hearings. Once a bill is reported out of committee, it has its first reading on the House or Senate floor and its title is printed on the calendar. Bills are considered in the order in which they appear on the calendar. T h e day after the first reading, the bill appears on the printed calendar for its second reading. Bills are explained by their patron and questions answered on the second reading. Bills are also amendable on second reading. Voice vote determines whether a bill is to advance to its third reading. Bills passing the second reading are engrossed and will appear on the calendar for a third reading. On third read- ing, a recorded roll call vote is taken. If a bill passes, it is sent to the opposite house for consideration where it is read a first time, referred to a committee, and read a second and third time before passage. If an unfavorable bill p a s s e s one house an intensified effort is launched by VML before the committee of the other house. T h e Legislative Bulletin and telephone calls keep VML members informed. Action Calls, printed on bright yellow paper, are often included with the Legislative Bulletin to alert members to important issues which need immediate action. After a bill is passed by both houses of the G e n e r a l Assembly, it is printed, signed by the presiding officer of each house and sent to the governor for his signature. Once signed by the governor, bills become law. New laws become effective July 1 after a regular session unless otherwise specified. After a special session, new laws become effective on the first day of the fourth month following adjournment, unless otherwise specified. T h e General Appropriation Act is usually effective July 1, and emerg e n c y a c t s become effective when signed by the governor. At the conclusion of the session VML compiles a summary of the legislation affecting local government and mails this to each VML member locality. Goals —continued from page 13— and that all waste will be disposed of safely. Annexation: No substantative changes in annexation statutory procedures. Employee-Management Relations: Prohibition of dues check off and collective bargaining for all public employees. Misdemeanors-Probable C a u s e : Authorization for police to make arrest in c a s e s of assault and battery, larceny and destruction of property not committed in their presence but based on probable cause and reasonable complaint. Allocation of Water Resources: Comprehensive assessment of existing and potential surface and ground water resources. Development of a comprehensive water conservation plan. Equipment L e a s i n g : Facilitation of leasing equipment to localities where s i g n i f i c a n t c o s t s a v i n g s c a n be achieved. Solid Waste Disposal Sites: a procedure for solid waste disposal site selection when cooperative intergovernmental agreements are unobtainable. Beverage Container Act: A statewide beverage container act. Look Alike Drugs: Strengthening of drug laws to curb use of "look alike drugs." Women To Meet T h e Women in Local Government T a s k Force will hold a luncheon meeting Wednesday, F e b . 22, in conjunction with VML Legislative Day. Secretary of C o m m e r c e and R e s o u r c e s Betty J . Diener is scheduled to speak during the luncheon. For more information call or write V M L , P.O. Box 7 5 3 , Richmond, VA 23206; (804) 649-8471. 14 Reprinted from "Your Virginia State Government," of Virginia, 1975, 1978, 1983. published by the League of Women Voters �immunity 4^?rttfiP?rt|at^ Program m mm • ii jr By Betty Page Virginia's new Community Certification P r o g r a m is off to a s t r o n g start, drawing applicant cities, towns and c o u n t i e s from all p a r t s of V i r g i n i a . C r e a t e d a n d a d m i n i s t e r e d by the V i r g i n i a D i v i s i o n of Industrial D e v e l o p m e n t , the prog r a m is the first of its kind to b e offered in t h e c o m m o n w e a l t h of V i r g i n i a . D a v i d G . D i c k s o n , m a n a g e r of c o m munity s e r v i c e s with the D i v i s i o n of Industrial D e v e l o p m e n t , s a y s the p r o g r a m is d e s i g n e d to h e l p c o m m u n i t i e s i m prove job opportunities and i n c r e a s e c a p i t a l i n v e s t m e n t by being m o r e a t t r a c tive to industry. " T h e program establishes a framew o r k within w h i c h V i r g i n i a c o m m u n i t i e s c a n m e a s u r e their d e g r e e of r e a d i n e s s to a c t i v e l y e n g a g e in e c o n o m i c d e v e l o p ment work," Dickson said. A g g r e s s i v e participation a m o n g c o m munity r e s i d e n t s in c o m p l e t i n g the r e q u i r e m e n t s for certification is o n e of the k e y s to s u c c e s s in the p r o g r a m , D i c k s o n says. " T o w n s a n d c i t i e s that a c h i e v e certific a t i o n through the efforts of their o w n About ttie Author Betty Page is manager of public relations for tfie Division of Industrial Development. p e o p l e will, in t h e long r u n , be m o r e s u c c e s s f u l c a n d i d a t e s for e c o n o m i c d e v e l o p m e n t . T e c h n i c a l s e r v i c e s of a c o n su lta nt m a y s e e m w o r t h w h i l e during the certification p r o c e s s , but b e a r in m i n d the c o n s u l t a n t w o n ' t be t h e r e to d e a l with industrial p r o s p e c t s . It will b e t h e responsibility of local p e o p l e to s e l l their community." T h e p r o g r a m is c o m p o s e d of s e v e n m a j o r c o m p o n e n t s , e a c h of w h i c h includes several standards. Communities m e e t i n g t h e s t a n d a r d s will e a r n the d e s ignation " C e r t i f i e d " a n d will be a s s i g n e d priority s t a t u s by the di vi si o n w h e n m a k ing c o m m u n i t y r e c o m m e n d a t i o n s to prospective industries. Certified c o m m u n i t i e s a l s o will r e c e i v e a n a w a r d from the g o v e r n o r , public recognition a s a c o m m u n i t y r e a d y for e c o n o m i c i n v e s t m e n t , s p e c i a l attention in the d i v i s i o n ' s national advertising program and a h i g h w a y s i g n a t t e s t i n g to its certified status. The Locality's View " T h e Virginia Community Certification P r o g r a m is providing a n e x c e l l e n t opportunity for t h e t o w n of L e e s b u r g to a s s e s s our c o m p e t i t i v e position a s c o m p a r e d to the r e s t of the s t a t e , " r e m a r k e d M a r k W e i s s , a s s i s t a n t t o w n m a n a g e r for p l a n n i n g a n d d e v e l o p m e n t in the L o u doun County community. " L e e s b u r g is in a highly c o m p e t i t i v e economic development market. W e are o n the w e s t e r n e d g e of the u r b a n i z e d N o r t h e r n V i r g i n i a region a n d f e e l our participation in the C o m m u n i t y C e r t i f i c a tion P r o g r a m will e n h a n c e our p o s i t i o n . " W e i s s r e p r e s e n t s o n e of 2 5 V i r g i n i a c o m m u n i t i e s officially e n t e r e d in t h e p r o g r a m s i n c e inception in J u l y 1 9 8 3 . S e v e r a l c o m m u n i t i e s a r e a p p l y i n g jointly for certification, s o a c t u a l l y 3 5 j u r i s d i c tions a r e e n r o l l e d . I m p r o v e d e c o n o m i c d e v e l o p m e n t opportunity is the g o a l a n d certification is s t r u c t u r e d to a s s i s t c o m m u n i t i e s in g a i n ing g r e a t e r c o n s i d e r a t i o n from b u s i n e s s a n d industrial p r o s p e c t s in a position to i n c r e a s e employment and capital investment. A n editorial in the Wytheville Enterprise c o n c l u d e d , " M e e t i n g the criterion for g a i n i n g certification will be a n a r d u o u s a n d p a i n s t a k i n g p r o c e s s w h i c h will t a k e m u c h time a n d labor from t h o s e w h o h a v e b e e n a s k e d to p a r t i c i p a t e . T h e e i g h t e e n m o n t h s of p r e p a r a t i o n s h o u l d w e l l be worth t h e effort, b e c a u s e —continued on next page— O Q < z < z gc > 15 �the results of this work may more than any other factor determine what Wythe County's future will be." Marketing Regional workshops were conducted last summer by the Division of Industrial Development to acquaint local leaders with the concept, process and requirements of the program. Eight workshops were held between May and June on community college campuses in Keysville, Virginia Beach, Abingdon, Roan o k e , W a r s a w , C h a r l o t t e s v i l l e and Chester. T h e 261 local officials attending represented three-fourths of the cities, 55 percent of the counties, 16 percent of the towns and more than 80 percent of the planning district commissions in the commonwealth. In addition, the division has made presentations at the Virginia Municipal L e a g u e conference and the Local Government Officials conference and at the request of the V i r g i n i a C i t i z e n s P l a n n i n g A s s o c i a t i o n a n d the R u r a l P l a n n i n g Caucus. In each workshop, the seven categories (Local Economic Development Organization, Community Information R e quirements, Quality of Life Requirements, Local Contact T e a m , Finance Requirements, Local Existing Industry Programs, and Site and Building R e quirements) and each standard within each category were presented and discussed. The communities officially entered in the program now include Fredericksburg, Y o r k C o u n t y , S o u t h B o s t o n / Halifax, Giles County, Wythe County (Rural Retreat and Wytheville), Russell County, the Rockbridge area (Lexington, B u e n a V i s t a and R o c k b r i d g e County), South Hill, Bristol, Galax, Scott County, Emporia/Greenville County and Lunenburg County/Victoria. Also New Kent, Leesburg, Waynesboro, Prince George County, Alleghany Highlands (Covington, Clifton Forge and Alleghany County), Franklin County/Rocky Mount, Radford, Amelia County, Louisa County and Brunswick County are entered. Two communities which have completed their applications but which have not yet been officially entered are Prince Edward County and C h a s e City. Four other communities in the process of completing their applications are Amherst County, Petersburg, Appomattox County and Nottoway County (Blackstone, Burkeville and Crewe). Eligibility to participate has been carefully phased so that communities of the most common population size enter the program and are certified first. In Virginia most communities are in a small to medium size range with populations of 1,500 to 40,000. Thus, during the first two years of the program, these com- munities are eligible to enter the program. At the beginning of the third year (July 1985), communities with populations larger than 40,000 a s well a s towns with populations larger than 1,000 will be eligible to participate. T h e fourth y e a r (July 1986), towns with populations between 500 and 1,000 will be eligible, and the fifth year all remaining incorporated towns will be eligible. This phasing-in process w a s developed so that division staff could adequately handle the volume of applications and also to allow smaller communities the opportunity to become certified before the larger communities which are more developed and more likely to already have the organization and infrastructure necessary to compete for economic development. Evolution The impetus to create this program rose from within the Division of Industrial Development. For a number of years the division has recognized the need for a formalized approach to preparing communities for economic development. The division's award winning "Are You R e a d y ? , " a guidebook for community preparation, had been written and published as a first step, but a more structured approach was necessary. Lawrence P. Johnson J r . , director of community and business services, w a s the prime motivator for many years to establish a program that would enable local leaders to know what w a s needed to make their communities attractive to business and industry and how to accomplish these tasks. It was his goal that every town, city and county in Virginia have the resources at hand to create an environment conducive to economic growth. A s an industrial development representative with the division for 16 years, Johnson w a s aware of some localities' strengths and others' weaknesses. T h e solution he envisioned was the Virginia Community Certification Program, a process through which any town, city or county can prepare itself for development. Development In spring 1982, Hugh D. Keogh, acting director of the division, approved Johnson's concept to develop the program and an 18-member tecfinical advisory committee w a s appointed to develop and formalize program design. Beginning May 27 and working through the summer, the technical advisory committee ( T A C ) developed the standards, procedures and criteria used in the certification program, a s well a s the community size standards, timetables and procedures for recertification. T A C represented the public and pri- vate sectors as well a s communities of various population sizes, ranging from the most urban to the very rural. From the public sector, representatives from cities and towns included Tom Waller, Suffolk; Don E d m o n d s , Martinsville; George Nester, Covington; Keith Cook, Bedford; and Morris Wells, South Hill. Virginia counties were represented by Alan Cesser, Fairfax County; Allan Williams, Hanover County; C . M. Williams, Accomack County; Sid Glover, Pulaski County; Jack Jackson, Gloucester County; Bob Lee, Clarke County; and Terry Lewis, Isle of Wight County. Community members representing the private sector included Lillian Morse, Staunton-Augusta Chamber of C o m merce; Scott Yancey, Culpeper County Chamber of Commerce; Ralph Hines, Farmville A r e a Development Corporation; Scott Anders, Grayson County Chamber of Commerce; and Bev Fitzpatrick, First National Exchange Bank, Roanoke. Charles Yates represented a regional organization, the Cumberland Plateau Planning District Commission. The Governor's Endorsement By early fall the program w a s complete and ready for review by Gov. Charles S . Robb. Gov. Robb endorsed the program before an audience of some 300 economic development and local government officials at the divisions quarterly seminar in September. "I am happy to say I wholeheartedly endorse the concept of working to improve the capabilities of every Virginia community to be attractive to new busin e s s . T h e standards established for achievement by the localities are goals that are tough but fair. "It would be well to remember that when a community attains certification, this does not necessarily mean it will be guaranteed a thick list of industrial announcements during the first year. What it does mean is that the certified community will be fully competitive with other localities, both within and outside the state of Virginia. And this, in turn, means that our Division of Industrial Development can place certified communities high on its list of localities it can recommend to business and industrial prospects." Through the winter of 1982-83, refinements were made in the program's design and a distinctive set of collateral materials were designed and printed. A warm true green, representing growth and a new beginning, w a s chosen a s the official color of the program and a permanent name w a s selected: The Virginia Community Certification Program. By summer the program was ready for implementation, and July 1, 1983 was chosen a s the official starting date. —continued on page 21— �Professional Difectory Southern mwrnm sm ®mim mmmm% HARLAND BARTHOLOMEW & ASSOCIATES, INC. PLANNING • LANDSCAPF. A R C H I T B C T U R E • K N G I N E E R I N G COMMUNITY DEVELOPMENT CONSULTING P.O. B o x 789 Bluefield, Virginia (703) 362-3931 Urban Planning Annexation Studies Landscape Architecture Development Planning S o u t h e r n E n g i n e e r i n g C o m p a n y of V i r g i n i a 1 8 0 0 P e a c h t r e e Street, N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 400 East M a i n Street Richmond. Virginia 23219 P H O N E 804/649-8627 SCS Rates Rannjng T H E HATHAWAY H O U S E 1 0 3 C E N T R A L S T , P 0 BOX 749 W E L L E S L E Y , M A S S A C H U S E T T S 02181 T E L E P H O N E (61 7) 237-5815 System Studies Feasibility Studies Design Relaying PUBLIC UTILITY £ng,neers & Consullanls Metering ENGINEERS STEAHNS CONRAD AND SCHMIDT Consulltng Engineers. Inc C H O D A T , R U B A C K & A S S O C I A T E S , INC. Mkha*l K. Barlin Municipal Services Monager Eosr Centrol Region SOLID WASTE BROWNING-FERRIS INDUSTRIES 1800 P a r k w a y Dr. ® ^ Xorl'olk • • Highway and Air|X)rt Design • Grant Applicalion/Management R e s t o n , Virginia 2 3 0 9 0 :703) 471 6 1 5 0 Gannett Fleming E N G I N E E R S AND P L A N N E R S NORFOLK No • 11 Koger Executive FAIRFAX Center Suite 250 Norfolk, VA. 235Q2 Fairfax Professional Buttding • Suite 7 3545 Cham Bridge ENGINEERING Road Fairfax, VA. 22030 PC, BOX4800-4BOOW. HUNDRED RD • CHESTER,VA-804 7 Richmoml" MRNIETN ENVIRONMENTAL ENGINEERS, SCIENTISTS & PLANNERS • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes Three Chopt & Parham Roads. Richmond 2 3 2 2 9 AND 301 H I D E N B L V D . N E W P O R T N E W S . VA 804/599-5511 HANSEN Hurt & Proffitt, Inc, MMMIgl^g^ PROFESSIONAL • ^'.'••JFRfPOri/T fACi rat S B A R R Y W. S T A R K E , A S L A LANDSCAPE ARCHITECT E n g i n e e r s • Planners • Surveyors CORPORATION ARCHriECTS + ENGINEERS + PLANNERS a 'FACILITIES Austin Dfockenbrough end Associofes Consulting Engineers AND PROCESS DESIGN IS - DRAIMOGE • SURVEYING WATER WASTEWATER SOLID W A S T E S A ^ CIVIL • M E C H A N I C A L ELECTRICAL • PLANNING S U R V E Y I N G • IN. ENGINEERS • SURVEYORS • PLANNERS • Traffic F.ngineering/Signalization • Industnal Park Planning • Stormwater Management • Water and Wastewater Systems 1 WASTE WORKS T e l e x 87.487 H 2 6 0 Roger B a c o n Drivf ^ HAZARDOUS B a i t . (301) 7 9 6 - 8 8 5 0 Hanover. MD 21076 BALDWIN ®GREG@ - PUBLIC W a l e r . Wastewater, Solid Wastes, / Soils & Foundations L a n d Development Site Plans Residential, Commercial & Indn.sirial Subdivisions, R o a d , D a m s , Airports 1933 Fort Ave. L y n c h b u r g , V A 24501 (804)847-7796 EARTH DESIGN ASSOCIATES WHITLCX^K HOUSE 316 NORTH ?Jin STREET OCHMCJD VI LANDSCAPE ARCHITECTURE ( LAND USE PLANNING I ARCHR-ECTURE BODiE, T A Y L O R A N D PuRYEAR, INC. R. S T U A R T R O Y E R CONSULTING ENGINEERS & A S S O C I A T E S . INC. 611 Research Road CONSULTING ENGINEERS P.O. O Q < Box 2901 R i c h m o n d , V i r g i n i a 23235 804-794-6823 O P E T E R M. H U D S O N BUCK, S E I F E R T & J O S T , INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 S y l v a n A v e n u e . P.O B o x 1218 E n g l e w o o d C l i f f s . N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t D r i v e . S u i t e 101 Virginia B e a c h . V a 23462 804-499^8508 CH2M KHILL • Complete Engineering Services Municipal and Industrial Waste Treatment. Power Systems. Structures. Solid Wastes, Water Resources, Water Supply and Treatment, Transportation 1941 R o l a n d C l a r k e P l a c e R e s t o n . V i r g i n i a 22091 703/620-5200 Prcsidcni <3 PARKS-HUDSON, INC. Riik Mjnjgemtnl 1"55 Jefferson D a v i s H w y . Suite 9 0 0 A r l i n g t o n , V i r g i n i a 22202 ( 7 0 3 ) 892-4812 Con^ulunl, 2360 W c s i j o p p a R o a d . S u n t 300 Greenspring Luihcrville, DC > Station Maryland 21093 1301) 583-9261 17 �GERAGHTY & M I L L E R , INC. Consulting E n g i n e e r s Environmental • •IDBniENSGEnE Laboratories Consulting Engineers Industrial and Municipal 844 W E S T S T R E E T . A N N A P O L I S . MD 21401 8201 Corporate Drive (301) 268-7730 S Y O S S E T NY BATON R O U G E TAMPA W PALM B E A C H DENVER HARTFORD HOUSTON SANTURCE PR OLVER Landover, IVID 2 0 7 8 5 1531 North Mam Street B l a c k s b u r g , Virginia 2 4 0 6 0 (703) 5 5 2 - 5 5 4 8 (301) INCORPORATED 731-5622 B o s t o n , Philadelphia, N e w York, St, L o u i s , S y r a c u s e , White P l a i n s Dames & Moore Water S u p p l y and P o l l u t i o n C o n t r o l E N G I N E E R S Finkbeiner, Pettis & Strout, Limited S o l i d and H a z a r d o u s Waste M a n a g e m e n t Environmental Impact Studies Water R e s o u r c e s M a n a g e m e n t Energy Studies • A R C H I T E C T S S U R V E Y O R S • - P L A N N E R S • S C I E N T I S T S P H O T O G R A M M E T R I S T S Soils and F o u n d a t i o n E n g i n e e r i n g 7101 Wisconsin Avenue • Bethesda, Maryland 20814 (301} L 10710 710Q LEESBURG PIKE SUITE 302 CHURCH,VA. 22043 703/693-0711 FALLS Greenhorne Consulting Engineers 652-2215 2301 West Meadowview Road Greensboro, North Carolina 27407 (919) 292 2271 L E E HIGHWAY, SUITE 6 O'Mara, Z02 Inc. FAIRFAX, VIROINIA 22030 Also Offices In; Toledo, AI<ron & Cleveland, Ofilo DAVID A. MINTER PHONE: (7031 3S5-9B00 ^ f3ouiG WATER, SITE Enoineenna CorocDrstton consultiriQ e n a i n e e r s WASTEmTEF, DRAINAGE,FLOOD DEVELOPMENT, STREETS STRUCTURAL A DESIGN , , • CONTROL HIGHWAYS,BRIDGES MARINAS Metcalf&Eddy WHITMAN, REOUARDT AND ASSOCIATES a Water • Wastewater • Resource Recovery • Transportation ginoers 2315 SAINT P A U L S T R E E T BALTIMORE, MARYLAND Patton, H a r r i s , Rust & A s s o c . a D ' c f e s s i o n a l corporation Engineers , Surveyors , Planners 1 1 1 2 0 New Hampshire Ave, Suite 2 0 0 Silver Spring, MD 2 0 9 0 4 21218 (301) 235-3450 Complete professional services tor municipalities and public agencies T Oflic 1 0 5 2 3 Matn Street, Fairlax Virginia 2 2 0 3 0 , [ 7 0 3 ) 273-8700 V»H«y Oftic«; 100 S o u t h Main Street B n O g e w a l e r Virginia 2 2 8 1 2 Florida- i;703)828; - West V i r g i n i a — G e o r g i a — M a r v l a n d P u b l i c Administration S e r v i c e Providing mat-iacjemenl a s s i s t a n c e and consDltanl seiA/ices JAMES M. MONTGOMERY. CONSULTING ENGINEERS. INC. to local, regional, and state governments s i n c e 193,3, CIVIL AND E N V I R O N M E N T A L ENGINEERS WATEHAND WASTEWATER 1497 C h a i n B r i d g e R o a d (703) 734-8970 M c L e a n , Virginia 22101 T03-86D-2400 (tBslon Inlernilionil Cenler, Suite 1130 1 1800 Suntise Villsr Driii. Restan. VA 77091 dmq YARGER AND A S S O C I A T E S , INC. DAVID M. R a l e i g h , N C 919/876-8042 Richmond,VA804;323-118 Drawer 59, Christiansburg, Virginia 2 4 0 7 3 Our 600 30th LTD. S p e c i a l i s t s in R e v e n u e E n h a n c e m e n t . C o s t A l l o c a t i o n P l a n s and C o m p u t e r S y s t e m s Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over GRIFFITH AND ASSOCIATES, Surveys Year 2830 M a r y S t r e e t F a l l s C h u r c h , V a . 22042 703/560-6900 o FINANCIAL Q MANAGEMENT z § • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • Executive Searcti and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL A D V I S O R S INCORPORATED > .O, 18 AND B O X 45 V I R G I N I A B E A C H , V A , 2,?458 804,422-1711 CONSTRUCTION CONSULTANTS B E N G T S O N , D e B E L L , E L K I N & TFTUS CONSULTING ENGINEERS, SURVEYORS & PLANNERS Leesburg, VA 703-777-1258 Centreville, VA 703-631-9630 Silver Spnng, MD 301-4390055 CONSULTANTS < wagner • h o h n s • i n g l i s • inc. COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES w • CPM Scheduling • Project Management • Claims Litigation and Support • Document Management and Retrieval • Laboratory Testing Services • Construction Management Seminars RALPH WHITEHEAD & A S S O C I A T E S Consulting Engineers 1936 East Seventh Street P, O, Box 35624 Charlotte, North Carolina 28235 704-372-1885 208 Higli Street Mount Holly, New Jersey 08060 (809) 261-0100 WASHINGTON D.C. • T A I ^ P A KANSAS CITY • NEW O R L E A N S B R I D G E S . H I G H W A Y S > R A I L R O A D S • R A I L & BUS TRANSIT > AIRPORTS LOS BRANCH OFFICES 3300 NE Expressway, Atlanta, GA 30341 1314 Lincoln Street, Columbia, S C 29201 (404)452-0797 (803) 256-3590 A N G E L E S • SAN F R A N C I S C O �Diersing To Head Virginia Building Officials Clarence Diersing, director of code c o m p l i a n c e of Newport N e w s , w a s elected president of the Virginia Building Officials Association for 1983-84 during the annual school and conference Dec. 4 - 7 in Hampton. Other officers elected include First Vice President Edward Williams, building official, Virginia Beach; Emory Rodgers, inspection services division chief, Arlington County and Sgt.-at-Arms J a m e s Nininger Sr., building official, Salem. Edward J . Weld, 1983 V B O A , presided over the school and conference and a s out-going president received a plaque of appreciation and a past president's certificate during the business session. Conference topics included a report from the Department of Housing and Community Development by J a c k Proctor, building codes director; Public R e lations by Dr. J a m e s Anderson of T h e Nexus Group; Housing and Property Maintenance by Erwin Jackson, housing s e r v i c e administrator, Norfolk; Mechanical Examination License Law by Edward Andres, executive director, state Board of Contractors; T h e Fire Protection Engineer and Plan Reviewer by Floyd Clark, plans review engineer, Chesterfield County; and a panel discussion on the proposed B O C A code changes chaired by Jeryl Riddick, building official, Norfolk and moderated by Joseph Bertoni, chief building inspector, Fairfax County. D e l e g a t e s and g u e s t s w e r e w e l comed to Hampton by City Manager T h o m a s I. Miller during the Opening Session. Special guests included C h e s ter Penza, president, B O C A , Clarence Bechtel, executive director, B O C A , and Honorable Alan Diamonstein, member, Virginia House of Delegates. V B O A endeavors to promote the interest and welfare of the building construction code enforcement agencies, and to promote a closer, more informed relationship among those engaged in the profession of building construction code administration and enforcement within Virginia. Membership applications can be obtained by writing Joni Terry, executive director, V B O A , P.O. Box 753, Richmond, VA 23206 or by calling 804/649-8471. The 1984 V B O A Annual School and Conference will be held Dec. 2 - 5 , at the Sheraton Inn, Fredericksburg. Clockwise from top left are VBOA's new officers Second Vice President Emory Rodgers, Inspection Services Division chief, Arlington County; Sergeant-at-Arms James T. Nininger, building official, Salem; President Clarence Diersing, director of code compliance, Newport News; and First Vice President Edward Williams, building official, Virginia Beach. © T H E MAGUIRE GROUP Architects • Engineers • Planners C E Maguire, Inc. 5203 Leesburg Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 B u s i n e s s Park Dr., Virginia B e a c h , VA 23462 (804) 497-6304 Regional otflces: Providence, Rl: Alexandria. U : Beaton. MA: Clearwater, FU Charlotte, NC: Falla Church. VA: Florence. SC: Honolulu. HI: Manchester, NH: New Britain, CT: Pittsburgh. PA: Phoenix. AZ: Spartanburg. SC: Virginia Beach. VA: Waltham. MA. CAMP D R E S S E R & M c K E E 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental planners, engineers, & management scientists, consultants CDM R . W . BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 Grove Street Wellesley, MA 02181 (617) 237^870 1510 E. Colonial Drive Orlando, FL 32803 (305) 8964911 O Q < Z i o DC > �Legal Guidelines Handgun Ordinances By Howard Dobbins, General Counsel In February of tfiis year, we reported in this column the decision of the U.S. Circuit Court of Appeals for the Seventh Circuit upholding an ordinance prohibiting possession of handguns within the borders of Morton Grove, IL. (Quilici V. Village of Morton Grove, 695. F. 2d 261 ( 1 9 8 2 ) . T h e challengers of this ordinance sought a "writ of certiorari" (an order for review) from the United States Supreme Court, which w a s denied Oct. 4 (52 U.S. 1.W. 3266). Newspapers across the country hailed the Supreme Court's denial of certiorari as " a major victory for advocates of tighter gun control." (Richmond Times Dispatch, Oct. 4, 1983.) By letting the Seventh Circuit Court ruling stand, the Supreme Court, at least for now, has determined that a state or local limitation on the right to possess a firearm does not violate the Second Amendment to the U.S. Constitution. T h e Seventh Circuit Court concluded that the Second Amendment proscription against infringement of the right of the people to keep and bear arms applied only to action by the federal government, not to action by state and local governments. In refusing the appeal, the Supreme Court did not s e e fit to disturb that ruling. However, this action, or lack of action, should not be considered a s authorization for all localities to adopt gun control ordinances, particularly in states where localities are subject to the Dillon Rule. O Q 5 O o > 20 The dissenting opinion in Quilici by Circuit Court Judge Coffey points up the vulnerability of such Morton Grove ordinances. Judge Coffey opined that notwithstanding the "home rule" freedom enjoyed by Illinois localities, "the regulation of handgun possession is a matter of state-wide concern rather than local concern." In support of this contention. Judge Coffey stated, "the subject of the prohibition of handguns has been compliedly pre-empted by the Illinois legislature because one would be 'hard-put to envision a more comprehensive statutory scheme than that' set forth in the state statutes on the subject of handgun possession." The dissent argues that the Illinois legislature has adopted laws regulating who may possess firearms, when and where they may possess firearms, and the types of firearms they may possess. This argument draws scrutiny in Virginia inasmuch a s the Virginia General A s sembly has seen fit to legislate broadly with respect to firearms. Virginia legislation on firearms prohibits the following: discharge of a firearm within a building occupied by one or more persons so a s to endanger their lives; maliciously shooting at any dwelling occupied by one or more persons; willful discharge of a firearm in any street in a city, town, place of business or public gathering; pointing or brandishing a firearm at any person; carrying a firearm to a place of worship; hunting with firearms while under the influence of intoxicants or narcotics; shooting in or along roads or streets; possessing a loaded firearm on a public highway; possessing or using a machine gun for aggressive purposes; possessing or using a sawed-off shotgun; concealing w e a p o n s , including firearms; and carrying a firearm on school premises. From this lengthy list of firearm legislation, opponents of ordinances in Virginia restricting the use or possession of firearms may argue with considerable force that Virginia localities have been pre-empted from legislating on the subject. Perhaps an even more meritorious argument by challengers may be found in the failure of the Virginia General Assembly to grant localities specific authority to deal with- firearms. Virginia Code § 15.1-839 specifies that " a municipal corporation shall have and may exercise all powers which it now has or which may hereafter be conferred or delegated to it under the constitution and laws of the commonwealth and all other powers pertinent to the conduct of the affairs and functions of municipal government. . . which are necessary or desirable to promote the general welfare of the municipality and the safety, health, peace, good order, comfort, convenience, moral, trade, commerce and industry of the municipality and inhabitants thereof. . . . " A Virginia municipality therefore lacks the freedom of a "home rule" state and must look to statutory or constitutional authority before exercising a legislative perogative. If that authority is not granted, local legislation may fail. {SeeHylton Enterprises Inc. v. Board of Supervisors, 220 V a . 435, 258 S . E . 2d 577 (1979).) Judge Coffey dissenting in Quilici reasoned further that the effect of the Illinois state legislation w a s to permit possession of handguns except as specifically regulated and restricted. It would appear that the Virginia legislature has done likewise. Morton Grove took the opposite approach prohibiting all handguns and providing permission to poss e s s handguns to specified, limited classes of individuals. Judge Coffey's analysis appears wellreasoned, therefore pending enactment by the Virginia General Assembly of a state-wide policy to prohibit possession of handguns or to authorize localities to do so, Virginia cities and towns would be well-advised to proceed cautiously in prohibiting possession of handguns by ordinance. �Community Certification —continued Marketplace from page 16— The Competitive Environment When talking about the s u c c e s s e s of the program so far, Dickson is quick to point out that the Virginia program does not operate in a vacuum. " T h e majority of the southeastern s t a t e s , w h i c h a r e often our prime competitors for industry, all have a community certification program of some form. Some have been in existence for many years." Dickson pointed to the South Carolina "Great T o w n s " program a s perhaps one of the best known and one of the strongest along with Mississippi's " K e y Community" program. "We learned a great deal by examining the strengths and weaknesses of other state's programs," he said. In addition to South Carolina, other states competing with Virginia for industry which already have certification programs in place include Maryland, North Carolina, Georgia, Alabama and T e n nessee. Also, Florida is likely to open a program this year. Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg Bluefield Bristol Buena Vista Chase City Chesapeake Ciifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton "It's important to note each state developed its own program, and not all are as rigorous or complete a s the Virginia program," he said. Virginia is gaining a reputation, Dickson said, of having the toughest and most thorough certification standards in the southeast, and perhaps in the nation. Throughout the program, the division advises community leaders to bear in mind that preparation for economic development is a long-term process. "Are You R e a d y ? , " the division's community development guidebook, w a r n s : "Attracting new industry to a community is extremely competitive and can sometimes be frustrating . . . . Communities that do their homework and keep trying even in the face of oven/vhelming odds are the ones which will be the most successful." With the Virginia Community Certification Program in place, the odds for success in economic development are shifting in favor of Virginia's cities, towns and counties. Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville Public Works Director, Staunton, VA. Responsible for entire public works operation Including streets, transit, sanitation, water and wastewater operations, Inspections and engineering. Department has an operating budget of $2,362,000 with 106 full-time employees. Position requires a minimum of five years experience In public works operations with proven supervisory skills, a degree In civil engineering from an accredited four-year college or university, a n d registration a s a professional engineer In Virginia or the ability to b e c o m e r e g i s t e r e d . S a l a r y r a n g e : $26,960—$36,802 depending on education a n d experience , plus good fringe benefit package. Candidates should send resume to T h o m a s R. Park, Supervisor of Personnel/Purchasing, City Hall, P.O. Box 58, Staunton, VA 24401-0034. E O E . Leesburg Luray Lynchburg Manassas Manassas Park Martinsville ORDINANCE CODIFICATION Looseleaf Supplement Service M UNICIPAL CODE CORPORATION f. O. tex 223S TALIAMASSEE, FLORIDA 32304 Tabphsn* (904) 574-3171 Your Ad Could Appear Here Call: 804-649-8471 Newport News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Radford Richmond Roanoke Rockingham County Salem Smithfield Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Waynesboro White Stone Williamsburg Winchester Wise County York County • Law Editorial Staff • IVIodern Computer Technology Serving over 1,700 municipalities and counties in 47 States, including Virginia �Editorial The Challenge of "1984" L a d i e s a n d g e n t l e m e n , w e l c o m e to 1 9 8 4 , that l e g e n d a r y y e a r i m m o r t a l i z e d by B r i t i s h a u t h o r G e o r g e O r w e l l . Y o u p r o b a b l y don't f e e l a s if y o u h a v e j u s t s t e p p e d into t h e n i g h t m a r i s h w o r l d Onwell c r e a t e d t h r e e a n d a half d e c a d e s a g o , a l t h o u g h t h e p r o s p e c t of a r e a l 1 9 8 4 m a y h a v e c a u s e d s o m e a n x i e t y at s o m e time or o t h e r in y o u r p a s t . did not r e a l l y e x p e c t 1 9 8 4 to b e a s h e p o r t r a y e d it. H i s book w a s p u r e political s a t i r e , a n d , in fact, h e c o n s i d e r e d titling it 1 9 8 0 or 1 9 8 2 . It w a s m e a n t to b e a sort of ' t h u m p o n t h e h e a d " s a y i n g " s e e , s o m e t h i n g like this c o u l d h a p p e n if y o u don't w a t c h out." B u t it is interesting to note that t h e book is a l s o a sort of s l a p in the f a c e to g o v e r n m e n t . T h e fact is that reality i s f a r from Mr. Orwell's representation. Orwell himself P a u l Z w e i g , c h a i r m a n of t h e c o m p a r a t i v e l i t e r a t u r e d e p a r t m e n t at Q u e e n s C o l l e g e in N e w Y o r k , w r i t e s in Omni m a g a z i n e , " T h e r e w o u l d h a v e b e e n no n u c l e a r h o l o c a u s t , no w a r to e n d all w a r s that w o u l d l e a v e the e a r t h to b e i n h e r i t e d by i n s e c t s . T h e d i s a s t e r Onwell p r e d i c t e d w a s subtler, a l m o s t u n n o t i c e d . Y o u might c a l l it a death by government. P e o p l e w o u l d go o n living, working, singing. T h e y would simply h a v e s t o p p e d thinking; individual c o n s c i o u s n e s s would have been abolished. In O r w e l l ' s i m a g i n e d future t h e a c t i v i t i e s of life w o u l d o b e y a n u n r e l e n t i n g plan d e v i s e d by t e c h n o c r a t s — s c i e n t i s t s of m a n i p u l a t i o n — a s if m e n h a d b e e n r e b o r n a s a n t s in a v a s t s h a b b y n e s t k n o w n a s the w o r l d . " Calendar Feb. 22 VML Legislative Day John Marshall, Richmond Feb. 22 Women in Local Government Luncheon John Marshall, Richmond May 2-4 VA Section, International City Management Assn. Conference Wintergreen May 30June 1 Municipal Electric Power Assn. Conference H o l i d a y Inn, V i r g i n i a Beach July 11-14 State Fire Chiefs Assn. Conference Virginia B e a c h Pavilion, Virginia Beach o Q < z < August 19-22 Virginia Assn. of Chiefs of Police Conference Williamsburg Hospitality H o u s e , Williamsburg Sept. 30Oct. 2 J o h n Marshall, Richmond z o gc > 22 Virginia Municipal League Conference Dec. 2-5 Virginia Building Officials Assn. Conference S h e r a t o n Inn, Fredericksburg H o w c l o s e w a s Onwell to the truth? 1 9 8 4 w a s a perfect totalitarian state ruled by t e c h n o c r a t s , thought p o l i c e a n d Big Brother constantly watching everyo n e e v e r y w h e r e . W o r k e r s c h u r n e d out N e w s p e a k , d e f i n e d by W e b s t e r a s " t h e d e l i b e r a t e u s e of a m b i g u o u s a n d d e c e p t i v e talk, a s by government officials, in s e e k i n g to m o l d public o p i n i o n . " All published material w a s constantly rewritten s o a s to b e in a c c o r d with the a i m s a n d g o a l s of the P a r t y . H o w e a s y the politician's job m u s t h a v e b e e n ! While our technology h a s b e c o m e s u c h that o u r world c o u l d readily b e c o m e " O n w e l l i a n , " t h u s far m a n ( a n d government) h a s resisted the urge. T h e n e w s is full of t e c h n o l o g i c a l a d v a n c e s a s w e b e c o m e fully e n t r e n c h e d in the "information a g e . " T h e r e is talk of artificial i n t e l l e g e n c e a n d c o m p u t e r s that c a n f e e l a s w e l l a s think. S c i e n c e h a s p e r f e c t e d t h e art of s e n d i n g s u b l i m i n a l m e s s a g e s t h r o u g h our t e l e v i s i o n s e t s . Artificial i n s e m i n a t i o n a n d s p a c e shuttle flights a r e old n e w s w h i l e m u c h of our s o c i e t y is f a s c i n a t e d by M T V a n d v i d e o g a m e s . S o o n , w e a r e told, c o m p u t e r s w i l l b e o n e v e r y d e s k a n d in m o s t h o m e s , a n d it's true that g o v e r n m e n t j a r g o n h a s at t i m e s b e c o m e p a r a l y z i n g . W h i l e Onwell ( r e a l n a m e E r i c B l a i r ) w a s right in m a n y of the t e c h n o l o g i c a l capabilities he predicted, he w a s wrong o n o n e a c c o u n t : m a n ' s ability to be d o m i n a t e d ; h i s i n n a t e instinct to think for himself. F o r m u n i c i p a l l e a d e r s a s w e l l a s the public at l a r g e this is the c h a l l e n g e Onwell p r e s e n t s . G o v e r n m e n t officials a r e c o n s t a n t l y b o m b a r d e d with information a n d m u s t continually f a c e 1984-ish challenges. O u r v e r y real c h a l l e n g e s of 1 9 8 4 a r e uranium mining, conference calls, water s u p p l y , o v e r c r o w d e d p r i s o n s , a failing infrastructure, cable television, annexation, burdensome government regu l a t i o n s a n d e d u c a t i n g our c h i l d r e n , just to m e n t i o n a f e w . A s public officials y o u a r e c h a l l e n g e d e v e r y d a y to m a k e difficult d e c i s i o n s o n t h e s e a n d other c o m p l e x i s s u e s w h i l e m o r e often t h a n not b e i n g pulled in v a r i o u s directions. A s a n official y o u m u s t listen to the v a r i o u s v o i c e s of y o u r public, a n d y o u m u s t think c l e a r l y a n d d e e p l y b e f o r e m a k i n g your d e c i s i o n s . It is often e a s i e r to be led, but that is the c h a l l e n g e of 1 9 8 4 — n o t to b e c o m e the unthinking t e c h n o c r a t , but to go o n d a y to d a y f a c i n g c h a l l e n g e s to the b e s t of our abilities, a n d hopefully thinking for o u r s e l v e s . 0 Editor �"From setup to follow-through, our approach leads you to the green." Working from the client's point of view has made us a worldwide leader in the insurance, employee benefits and financial services business. Alexander & Alexander of Virginia, Inc. Federal Reserve Bank BIdg. P.O. Box 1177 Richmond, VA 23209 Alexander (804) 788-4490 g/^exander The Allies 23 �SAVE U P TO $8,856 I N F U E L C O S T S P E R Y E A R WITH A JOHN DEERE 6 4 6 C In a recent test comparing ttie646C to a leading competitor, ttie 646C used less fuel. An overage of 3.69 gallons (14 L) less per hour. That works out to a saving of about $4.40 on hour (fuel costs figured at $ 1.20 per gallon ($.32/L). Or savings of more than $44,000 overo 10,000-hour (5-year) machine life. But saving fuel isn't the only reason you'll like the 6460. It also costs less to buy. I n fact, compared to the some competitor (similarly equipped). the 646C can cost close to $25,000 less up front. And that adds up to a pretty smart investment. Especially when you consider that the 17-ton (15 400 kg) 6460 produced similar compaction results on slope work compared to the 23-ton (20 800 kg) competitor in the same test. And handled close to 85 percent of the same volume in on 8-hour period. Ask your John Deere dealer for more facts on the 6460. Find out how it can load, doze and excavate. And how it can be a smart investment for your landfill. John Deere, Moline, Illinois. Annual Fuel Use Indicated In Test S8,856 fuel savings St6,80000 S25.656.00 646C Competition AVAILABLE IN MOST MUNICIPAL STATES LEASE SEE A PARTICIPATING DEALER � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 1 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 198401 Identifier An unambiguous reference to the resource within a given context 198401 https://www.virginiaroom.org/digital/files/original/69/6460/198402.pdf f7707c35882e496b7e5ebbc1d98c1a28 PDF Text Text Virginia THE ASSESSMENT CENTER Opportunities Beyond Hiring and Promotion 4 �CHART YOUR WAY 10 HIGHER WATER REVENUES WITHOUT RAISING RATES. Location of Utility No. Meters to be Replaced Average Accuracy Average Water/Sewage Bill (Annual) No. Meters Repaired Annually Southwest 1.200 78.65% $102.00 144 Southeast 9.300 89.2% $192.00 Northwest 30.000 92.8% Rocky Mt. 4.000 High Plains Great Lakes Fast Replacement Meter Type Optimum No. of Years for Changeout Net Cash Flow improvement Projected (20 years) Rockwell SR" W/GTR Remote 3 $ 2,204,040 2,080 Rockwell SR" Standard 4 $10,104,831 $185.00 0 Rockwell SR Standard 6 $10,292,941 96.0% $156.00 1,125 Rockwell S R ' Standard 5 $ 3.806,981 625 94.0% $216.00 200 Rockuell S R ' Standard 4 $ 557,566 16,500 90.0% $200.00 900 Rockwell S R ' W/TTR Remote 4 $13,404,137 6,000 88.0% $184.00 520 Rockwell SR" W/GTR Remote 4 $ 5,113,816 If the meters in your water system aren't accurate, they're robbing you of revenue you've earned and can use. If so, we can help you improve your revenue and cash flow. A n d it could be by a substantial amount—like the examples in the chart showing actual projections for just a few of the water utilities we're working with right now. Our Financial Benefits Analysis can show you how. Free. A n d Rockwell meters have earned an exceptional reputation for long-term accuracy and value. Nationwide, they're helping utilities reap impressive financial benefits. Yours could be. too. A n d soon. To start, complete and send in the coupon. It's the best way to chart the course to higher revenues—without raising rates. Ufe can show you—at no charge—just how much your utility could profit from a changeout program using Rockwell meters. H o w it can start paying off right away. A n d keep paying big dividends for years to come. Using the form and information we'll send, you provide us with certain data about metering costs and revenues for your system. T h e n we'll provide you with a computergenerated, comprehensive analysis of your situation. T h e report will compare your present revenues and metering costs to what they could and should be. It will show how much you could improve your revenue and cash flow. H o w much you could save on meter maintenance and repair A n d how much you could save on the costs of meter reading and billing with a Rockwell remote reading system. Rockwell International ...where science gets down to business • • I would like a free Financial Benefits Analysis. Please contact me. The Rockwell Meter Financing Plan can make it aifordable. Now. Please send more information about a free Financial Benefits Analysis and the economic benefits of a meter changeout program. If your budget is tight or you're { keeping your cash resources in revenue-generating investments, the Rockwell Meter Financing Plan could provide a very cost-effective way to start or accelerate your changeout program. S o you can start raising revenues right away.' How to make your changeout a change for the better T h e long-term financial benefits you get from a meter changeout program can only be as good as the meters you use. W-8303 S e n d to: D. M. Palmer Municipal & Utility Division Rockwell International 4 0 0 N. Lexington Avenue Pittsburgh, P A 15208 NameTitle_ UtilityStreetCity I .State. _ZipL_ PhoneJ "Participation in the Rocl<well Meter Financing Plan is subject to specific terms and conditions and applicable statutes. I �Editor C h r i s t i n e A. E v e r s o n Editorial Assistants J o n i Terry Mary Ann Cornell Telephone 804/649-8471 VML President Charles A. Robinson Jr. Officers Lawrence A. Davies Vincent J . Thomas Sam W. Adams Jane L. Hough Executive Committee Robert T. Williams Arlie C. Payne Martha V. Pennine Jack D. Edwards Jack P. Barnes Margie Mayes Executive Director R. Michael Amyx Vol. 19 VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond. Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 February 1984 Number 2 5 People 6 T h e A s s e s s m e n t Center: Opportunities B e y o n d Hiring and Promotion 'Whereas the primary goal of an assessment center is the determination of who will be hired or promoted, other noteworthy intrinsic benefits exist within the process itself." 8 T h e Financial Plight of Education "In effect, the state's share of SOQ funding for each year has been determined by the amount of available funds rather than by the level of actual educational costs." On the Cover: Newport News Police Chief Darrel Stephens leads the assessors' discussion on candidates' scores for performance and behavior in a recent Newport News assessment center. Photo by Stephen Laurent, Newport News Police Department. Virginia *City 11 Achievement A w a r d s 12 Professional Directory 15 Commentary: Quality of Work Life "Organizations using QWL programs are experiencing increased productivity, high quality and reduced costs." >o Q O I- < z o DC > �VIRGINIA MUNICIPAL G R O U P S E L F INSURANCE ASSOCIATION A program designed to help control your Workers' Compensation Costs. MEMBERS' SUPERVISORYBOARD H O N . C H A R L E S A. R O B I N S O N , J R . Mayor. T o w n of V i e n n a Cfiairman H A R R Y G. KING Member. Prince George C o u n t y B o a r d of Supervisors F R A N C I S T. W E S T C o u n c i l m a n . Martinsville JOHN CUTLIP S h e n a n d o a h C o u n t y Administrator P E R R Y M. D e P U E J a m e s City C o u n t y B o a r d of Supervisors R. M I C H A E L A M Y X E x e c u t i v e Director, V M L For further information contact: Margaret A. Michols Administrator Virginia Municipal Group Self Insurance Association P.O. Box 753 Richmond. Virginia 23206 (804) 649-8471 J o h n M. Wyatt. IV Account Executive Alexander & Alexander of Virginia Post Office Box 1 177 Richmond, Virginia 23209 (804) 788-4490 EFHutton talks puMic powerfinancii^ ^ Q Q ^ 2 E . F . H u t t o n ' s P u b l i c P o w e r Finance G r o u p has demonstrated its ability to generate n e w financing ideas a n d c a r r y them out successfully. W e h a v e the experience, the k n o w - h o w , a n d the distribution n e t w o r k w h i c h could make y o u r next financing a success in w a y s y o u m a y not have anticipated. A s managers or co-managers of n u m e r o u s public financings, w e have p r o v e n our ability to create i n n o v a t i v e approaches to complex tax-exempt financings. W e h a v e one of the largest capital bases i n the i n d u s t r y . W e also have the willingness to use our c a p - ital to m a i n t a i n a secondary market in issues w e manage. A n d our distribution capability is extensive, w i t h 320 offices across the c o u n t r y . I n addition to our g r o w i n g retail business, our institutional business has g r o w n to over 1/3 of our total securities business. For y o u r next public p o w e r offering, w h y not give M a r s h a l l Lancaster a call at (212) 742-6087, Steve S l o a n at (212) 742-6651, or B i l l S a c h a u at (213)488-3551. L e a r n w h y so m a n y people in public power say that it p a y s to listen w h e n E . F . Mutton t a l k s . Q I- E . F. Button & Company, Inc. O n e Battery P a r k P l a z a , N e w Y o r k , N e w Y o r k 10004 < (212) 742-5000 O DC > When EFHutton talks, people lislen. �People Scott Receives Award Fire Service News Fairfax County Supervisor J a m e s M. Scott has received the 1983 Elizabeth and David Scull Metropolitan Public Service Award from the Metropolitan Washington Council of Governments. The award is presented annually to a local elected official for demonstrated contributions to the well-being of the area. Scott, recently re-elected to a fourth term, has been an active leader In regional government and was honored for his 'leadership, effectiveness and vision while building a better Metropolitan Washington for all citizens." Fairfax Appoints Mayor G e o r g e T. S n y d e r J r . h a s been unanimously appointed mayor of the city of Fairfax. He fills the unexpired term of J o h n W. R u s s e l l who w a s elected to the Virginia Senate in November. Previously chair of the city's school board, Snyder has been a Fairfax resi- —Snydor— dent since 1977 and Is widely known a s a civic activist and community leader. He is employed by the Greyhound Corp. in Washington, D C , a s assistant to the vice president of government affairs. R. Lawrence Oliver of Dayton has died after three years of poor health. Oliver was a member of the State Fire Chiefs Association of Virginia and was known throughout the state at all fire departments. A native of Harhsonburg, he was a volunteer fireman for three years and a professional fireman for 10 years. He was a qualified fire Instructor, fire inspector, professional fire fighter, fire chief and first aid instructor and had organized fire departments and served as a consultant. He retired from his position a s a state fire training supervisor In 1979. J a m e s W. Kerr, a member of the State Fire Chiefs Association of Virginia, a volunteer fire fighter with the Dunn Loring Volunteer Fire Department and a commissioner for the Fairfax County Fire and R e s c u e S e r v i c e s , recently received two honors. A nuclear physicist and director of research for the Federal Emergency Management Agency, Kerr received a grant to do an analysis of an incipient volcano in Long Valley, C A , and has been named a research associate of the California Academy of Sciences. GRIFFIN^ Ductile Iron Pipe for water and sewer installations >H O Q Z < o CAST IRON SOIL PIPE & FITTINGS GRIFFIN PIPE PRODUCTS CO. BOX 740 . LYNCHBURG, VIRGINIA 24505 • 804-845-8021 ./Vmsted > �The Assessment Center Opportunities Beyond Hiring and Promotion By Darrel Stephens and Linda Smith A management technique for hiring and or promoting employees that is bec o m i n g more p r e v a l e n t is the a s sessment center. In contrast to a standard one-hour individual or panel interview, an assessment center allows job candidates to be evaluated more intensively In a variety of settings. Emphasis Is on candidate responses to simulations of relevant job tasks, and evaluations are based upon key dimensions that have been identified as important behaviors in the prospective job (i.e. planning and organization, judgement. creativity). The desired outcome Is that the candidate selected will be the best suited to the position. Whereas the primary goal of an assessment center Is the determination of who will be hired or promoted, other noteworthy intrinsic benefits exist within the process Itself. These benefits significantly counter the chief criticisms of assessment centers which claim the process is too time consuming and too costly. Intrinsic benefits are evident with respect to the c a n d i d a t e s , the assessors, the department involved and WHAT I S AN ASSESSMENT CENTER? >O Q < Z I i > An assessment center Is an approach to personnel selection which emphasizes direct observation of behaviors as a means for determining an individual's potential for success In a particular job. It differs from other selection techniques in that it consists of a series of "work sample" exercises which are designed to simulate on-the-job situations shown to be critical to success or failure for the position being considered. The following activities summarize those functions coordinated by the assessment center administrator. The Assessment Center Process Phase I - Job Analysis, Dimension Selection, Exercise Preparation Phase II - Assessor Selection and Training Phase III - Recording Observations Phase IV - Scoring Phase V - Assessor Discussion Phase Vl - Preparation of Final Written Report Phase VII - Candidate Feedback Whether the process is part of a larger scoring process which may also include a written test or is used as a stand-alone process, the assessment center provides a unique challenge in hihng or promoting applicants for vacant positions. the participating localities. The most obvious intrinsic benefit from an in-house standpoint is the learning experience of the candidates going t h r o u g h the p r o c e s s . C a n d i d a t e s through both written and oral exercises have an opportunity to look at themselves and their peers and to learn about the department and the work required of the position being sought. This learning process does not simply take place during the experience of undergoing the exercises. At the conclusion of the assessment considerable feedback is provided the candidate. This feedback is largely based upon final written reports submitted by the assessors which identify strengths and weaknesses of the candidates. Further, candidates may review exercise materials in an Individual review session with the assessment center administrator. Whether the candidate ranks well or poorly, he should feel he had a fair opportunity to project himself. The added advantage of the feedback system is that it provides clear guidelines to assist the candidate in future career development as well as In current job performance. Another obvious opportunity is the built-in formal training assessors receive. An assessment center extending over a five-day period allows for one and one-half days of training. Assessors are selected in a variety of �ways. One technique is to use a combination of persons both within and outside the area of expertise and within and without the locality conducting the a s sessment center. In a recent Newport News police a s s e s s m e n t center for police lieutenants, officers from Hampton, Suffolk, Portsmouth, Chesapeake and Virginia Beach joined officers from the Newport News force to serve a s a s s e s s o r s . Additionally, other a s s e s s o r s w e r e drawn from Newport News' departments of personnel, budget and evaluation, and parks and recreation. T h e ratio of a s s e s s o r s to candidates w a s 12 to 2 1 . Initial a s s e s s o r training i n v o l v e s t e a c h i n g a s s e s s o r s about the a s sessment center process itself. Of importance is what to look for in evaluating c a n d i d a t e s . A s s e s s o r s actually go through the three different exercises which constitute the assessment proc e s s : an in-basket exercise, an oral presentation and a group discussion. The assessor group discussion exercise uses the same three problems and the same time format candidates later encounter. Assessors also attempt to address the priorities and strategies in handling a forty-five item in-basket exercise during the first evening of training. T h e s e exercises require the same thought processes required of the candidates. Post exercise discussions educate assessors in not only what to look for but in the variety of approaches one might encounter in resolving the simulated problems. L i k e w i s e , the s a m e briefing and discussion occur pertaining to the background material provided for the oral presentation. A corollary to the formal training of the assessors comes in the interchange between the various assessors a s ideas are exchanged. Assessors learn not just about the process and how to evaluate the dimensions of the candidates, but a l s o a c o n s i d e r a b l e amount about themselves and their peers in terms of organizational and managerial philosophies. In a very real s e n s e , the a s s e s s m e n t center provides a professional development opportunity for the assessors. T h e p r o c e s s of the a s s e s s m e n t center also provides opportunities in group dynamics and communication. Assessors are grouped into teams of three. Each team evaluates five candidates through each exercise. Evaluations are made one on one, in twos, and with all three assessors present for the group discussion. T h e evaluative process is so intense during the day, assessors need to complete some of the work each evening prior to sharing findings with other team members. T h e team's collaborative evaluation requires two consecutive days and team members discuss each candidate on two oc- A group of candidates begin their in-basl<et exercises white Chief Stephens (bottom counsels a candidate on his assessment results. Photos by Stephen Laurent, Newport Police Department. casions. At the end of the second day, the desired outcome is for the team to have reached a consensus on each dimension for each of the five candidates reviewed. Ideally, the team then identifies the strengths and weaknesses that provide the foundation for the final report. The major expense of the process is the assessors' lost time from their own work. However the concentrated professional work both in the group at large and in individual teams is invaluable. Assessors selected from the hiring department itself learn more about their own organization. Employees outside the hiring department gain the opportunity to know the hiring department personnel and organization better a s well a s the opportunity to interact with persons in several other departments. With further input from the personnel of other jurisdictions, the opportunity for widespread input and lively dialogue is abundant. T h e cross-pollination of ideas and information from this intricate group enables assessors to apply a fresh outlook to their own work setting. An a s sessment center provides the framework for thought processes that usually cannot occur with the persistent press of standard work. T h e interaction b e t w e e n the a s - right) News sessors throughout the week coalesces the group. The shared experience and concentration on work issues creates a camaraderie. This same shared experience fosters pride in the locality at hand and municipal government work in general. At the week's end there is a distinct s e n s e of accomplishment among all participants. Upon the completion of the a s sessment center, both candidates and assessors have partaken of a professionally enriching experience. T h e experience provides constructive criticism for candidates and revealing insights for assessors. Upon return to their respective work settings, e a c h participant, candidate and assessor alike can use the body of knowledge gained during the assessment center and know that the selection process itself assures a high quality of administrative personnel in the department using the process. O Q < z About the Authors Darrel Stephens is chief of police in Newport News. He has been involved as an assessor or assessment administrator since 1977 in approximately 10 assessment centers. Linda Smith is a budget analyst for Newport News and recently served as an assessor in that city's police lieutenant assessment center. o > �The Financial Plight of Education By Ellen S . Posivach With the 1984 session of the Virginia General Assembly underway, the Virginia School Boards Association, the Virginia Association of School Administrators, the Virginia Education A s sociation and the Virginia Association of Counties have joined the Virginia Municipal League in support of the league's top 1984 legislative priority—full state funding of the actual Standards of Quality costs ( S O Q ) for education. S O Q funding is a complex issue to comprehend, compounded by the complexity of finance and budgeting trends in the state. In order to understand the current financial plight of education, one must have a working knowledge of both the S O Q funding formula and historical factors which have led to the current budget situation in the commonwealth. > O Q Z < Funding S O Q s The Standards of Quality originated in 1971 following adopton of the revised state constitution. Article VIII, Sections I and II require that public schools of high quality be maintained, provide for the determination of Standards of Quality and delineate state and local responsibilities in meeting the cost of the prescribed standards. The state Department of Education prescribes the Standards of Quality and calculates an estimated cost of their funding. These estimates are presented to the governor and the General A s sembly where the final funding decision ultimately rests. From a local government perspective there are two major concerns with the process: the premises used in calculating the cost and the level of funding provided by the General A s sembly. Two components are combined to produce the S O Q cost estimate presented by the Department of Education which is figured on a per pupil basis. The instructional component is based on 48 instructional staff per 1,000 pupils in average daily membership {ADM). The second component, a non-instructional § o cc > About the Author Ellen S. Posivach is currently director of research with the Virginia Municipal League. She has written articles which have appeared in nationwide publications ranging from "FBI Law Enforcement" to the "Bureaucrat," a public administration professional journal. She has also had articles in academic publications in Virginia. support component, represents funding for all costs not included in the instructional component. The Per Pupil Ratio From a local government perspective, the major continuing problem with this formula is that the average number of instructional staff per 1,000 pupils is not 48, the figure used by the state, nor has it ever been a s low a s 48 since the formula was first implemented in fiscal year 1974-75. In fiscal year 1 9 7 4 - 7 5 the Board of Education requested funding for 50 instructional staff per 1,000 pupils, a figure representing the actual instructor/ pupil ratio at the time; however, the General Assembly funded the formula at a reduced ratio of 48 instructors per 1,000 students. Since that time the disparity between the number of instructional staff funded by the assembly and the average number of instructional staff actually employed by localities has increased in each succeeding year. The most recent available data indicate an average of 63.8 instructional staff per 1,000 students with the upper end of the range reaching 8 7 . 3 instructors per 1,000 in Highland County. In recent years the General Assembly has recognized its responsibility in the area of instructional funding and has added financial support for six instructors for vocational and special education positions. Federal funds supplement approximately four additional positions for a funding total of 58 instructional staff per 1,000 pupils, still 5.8 positions short of the state's 63.8 average student per pupil ratio. As a result of this disparity between the number of positions funded and the actual number of instructors, localities are forced to pay for any instructor beyond the 58 funded by the state and federal government. In the "average" locality this amounts to 5.8 positions. In a highly staffed locality such as Highland County, this amounts to 29.3 positions (the difference between 87.3 and 58). Keep in mind that this is in addition to the local's share of the cost of education the locality is already paying a s mandated by the General Assembly. Based on Department of Education cost estimates, it would take approximately $30 million in the 1984-86 biennium to increase the instructor/pupil ratio by one instructor. Calculating the difference between the statewide aver- age employment of 63.8 professionals and the 58 positions supported through state and federal funding, it would require approximately an additional $174 million in state monies to fund the additional 5.8 positions needed to correct this disparity in S O Q funding. The Cost Per Child This creates a situation of deep concern to local government, but it pales in comparison to the situation created by the General Assembly's approach to funding the actual Standards of Quality formula. In effect, the state's share of S O Q funding for each year has been determined by the amount of available state funds rather than by the level of actual educational costs. In Table 1 the established state per pupil appropriations are compared to the calculated cost of providing these standards for each year since the S O Q formula was implemented. During each of these years, each local government has had to make up the difference noted in column five for each student educated in the locality. This is in addition to paying for any instructional staff of more than 58, and in addition to paying the local's established fair share of the cost of education. The Department of Education estimates it would require $275.8 million in additional state funds to raise the governor's proposed S O Q funding targets of $1,605 per pupil for 1984-85 and $1,753 for 1985-86 to the actual estimated costs of $1,879 and $1,982 for these respective years. This is in addition to the estimated $174 million needed to fund the actual average number of instructors already employed across the state. Plus, the new more sthngent Standards of Quality recently mandated by Department of Education are expected to cost in excess of $11 million. T h i s brings the state's total share of the cost of education to more than $460 million.' Virginia's Budget In its most fundamental form there are only two important issues in any budget: how the money is raised and how the money is spent. Since income is directly related to spending in Virginia, where state prac'These figures were accurate at the time this article was written, but as are all state budget estimates they are subject to change. �tice requires a balanced budget, a review of the factors affecting revenue collections serves a s a starting point for understanding state spending. Significant factors affecting r e v e n u e collections since 1970 include state and federal tax cuts, inflation, reductions in revenue collection projections resulting from e c o n o m i c r e c e s s i o n and the state's tax effort. During the past 14 years in Virginia, tax cuts have led tax increases. The result has been a $175.9 million revenue loss to the state's general fund. Since 1970 state taxes have been cut by $653.5 million, while only $477.6 million has been generated through new or revised tax efforts. Of 14 tax cuts, averaging one per year over the 1970-83 period, half have had direct negative impact on local government and five have transpired since 1980, a period in which localities have faced significantly reduced federal funding and downturns In local revenue collections due to economic recession. The remaining seven state tax cut measures have had an i n d i r e c t n e g a t i v e i m p a c t on l o c a l government by reducing the size of the overall budget "pie" from which the individual "pieces" are appropriated. In order to provide a clearer picture of the impact that tax cuts, inflation and recession have had on the state budget, a comparison in terms of constant dollars is worthwhile. According to Stuart W. Connock, a s sistant secretary for administration and finance, "During the past five years revenues have increased by over $1 billion, about 30 percent in current dollars, but they have decreased by $320 million in constant dollars. In other words, revenues have not kept pace with inflation." By 1981-82 the "buying power" of dollars used to fund the budget had been reduced to the point that 6.4 percent less in goods and services could be purchased than in 1969-1970. While inflation and state tax cuts were taking a toll on the "buying power" of the state's general fund during the late 1970s and early '80s, the federally supported share of the state's non-general fund was being reduced a s a result of federal deficit interest payments and individual income tax cuts. In fiscal year 1 9 8 1 - 8 2 federal grants were almost $200 million less than in 1 9 8 0 - 8 1 , according to Secretary Connock. For the most part, cuts to federal funds passed through the state to local government. The Toll on Education The ravages of inflation, recession and budget cuts at the state and federal level have taken their toll on local government. Fourteen tax cut measures in 14 years, coupled with reduced buying power of state appropriated dollars and direct cuts in federal grants, have had a devastating effect on local governments in Virginia. No where have these reductions been more evident than in primary and secondary educational funding. In local governments, where education funding averages 50 percent of the local budget and is as much a s 80 percent of the budget in some localities, a statistically insignificant d e c r e a s e in state allocations can have a significant net impact on local education budgets. Even though state funding for education has grown to 41.6 percent of the total state budget in 1982-84 from 36.7 percent in 1966-68, primary and secondary educational programs have not been the major beneficiaries of this growth. T h e effort to improve the quality of higher education has been at the expense of primary and secondary education. In 1966-68 the Department of Education received 61.5 percent of all state education funds with higher educ a t i o n r e c e i v i n g 3 7 . 1 p e r c e n t . In 1982-84 the Department of Education received only 48.1 percent with higher education receiving 50.4 percent of this. This 13.4 percent relative reduction in state support has had a devastating impact on local government budgets. Decreased emphasis on primary and secondary education is evidenced further by the findings of the Joint Legislative Audit and Review Comimissions 1983 local mandates and financial resources study. According to J L A R C , the state's share of primary and secondary educational funding dropped to 43.6 percent in 1981-82 from 46.3 percent in 1977-78. The Burden on Localities A s the state's share of primary and secondary educational funding has decreased, the burden has more and more fallen on the localities, in 1977-78 the state passed on $729.1 million in educational costs to localities, and in 1981-82 this s u m e x c e e d s $1 billion. L o c a l governments cannot continue to carry this increasing burden. Funding primary and secondary education is the largest slice of every municipal's budgetary pie and a major concern of local governments. In view of these facts, full funding of the Standards of Quality has been set by V M L ' s members a s the league's number one legislative goal for 1984. The league has voted on a one percent statewide sales tax a s the best means of generating the revenue to fund the S O Q s . Why this a s opposed to an increase in local taxes? The answer Continued on next page TABLE 1 COMPARISON O F E S T A B L I S H E D S T A N D A R D S O F QUALITY P E R PUPIL AMOUNT TO A C T U A L / E S T I M A T E D C O S T Fiscal Years 1974-75 1975-76 1976-77 1977-78 1978-79 1979-80 1980-81 1981-82 1982-83 1983-84 1984-85 1985-86 Established $ 687 730 790 825 901 960 1,075 1,185 1,320 1,464* 1,605** 1,753** Calculated $ 833 887 961 1,029 1,116 1,231 1,361 1,519 1,668*** 1,773*** 1,879*** 1,982*** Established A s a Percent of Calculated 82.5% 82.3 82.2 80.2 80.7 78.0 79.0 78.0 79.1 82.6 85.4 88.4 * Per Chapter 622, Acts of Assembly (1983). ** As recommended in the 1984-86 Financial Proposal. *** T h e 1981-82 actual S O Q cost was increased by the following percentages: 1982-83 by 9.8 percent; 1983-84 by 6.3 percent; 1 9 8 4 - 8 5 by 6 percent; and 1985-86 by 5.5 percent. Dollar Difference $146 157 171 204 215 271 286 334 348 309 274 229 O a CD �Public Power Financing . . Experience Innovation Commitment First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, N.Y 10055 Kevin J . Collins, Managing Director (212)909-2921 Edward R Meyers, Vice President (212)909-2878 is twofold. One response addresses equity; the other addresses need. On the principle of equity, the state should provide its fair share of the actual costs of education. This includes full funding of the actual S O O costs based on the current ratio of instructional personnel per 1,000 pupils. On the issue of need, the major finding of the J L A R C local mandates and fiscal resources study is that local governments are fiscally stressed. In concluding comments the study states, "No one approach will address all of the stresses affecting the ability of Virginia localities to meet their service responsibilities. And, the most effective approaches may well require the examination of additional revenues at the state level." T h e study continues by reviewing additional sources of revenue that could be used to provide public services. First on this list is an additional sales tax. Trends in Taxation E v e n though budget cuts, inflation and economic recession have had a severe negative impact on the budget of Virginia, and subsequently the budgets of its political subdivisions, Virginia continues to rank 39th in the nation in state and local tax effort, a position maintained since 1970. In fiscal 1970, Virginia allocated $102 Market Makers and Investment Bankers o a z I < z CD > Salomon Brothers Inc Member ot Major Seeurities and Commodities Exchanges One New Y o r k P l a / a . New Y o r k . N.Y. 10004 10 from every $1,000 of personal income to state and local government. In 1981, the most recent data available, Virginia collected $100 per $1,000, falling $13 per capita short of the nationwide average. A Virginia Education Association publication entitled, " I s Virginia A High T a x State?" ranks Virginia 36th nationwide in per capita state tax revenue for 1980-81. " T h e 1981 T a x Capacity of the Fifty S t a t e s , " compiled by the Advisory Commission on Intergovernmental R e lations (ACIR), reviews major sources of tax revenue for each state and determines a tax capacity index and tax effort index for each area of taxation. If the tax effort index is lower than the tax capacity index then the tax c a n be termed "under-utilized" a s a source of revenue. According to A C I R , a series of Virginia taxes in which the tax effort index is significantly lower than the tax capacity index exists. These include: the general sales tax (with a tax capacity index of 101.9 and a tax effort index of 64.7); the tobacco sales tax (with a tax capacity index of 112.9 and a tax effort index of 30.7); and corporation licenses (with a tax capacity index of 84.1 and a tax effort index of 21.6). While there are certainly advantages to this position, those advantages must be weighed against the cost—in this case the quality education of our children. Although it is sometimes unpopular, raising taxes is often a responsible action necessary to meet increasing program needs. During 1983, 12 states raised sales taxes, 13 increased income taxes, 23 boosted taxes on motor fuel and 16 hiked taxes on tobacco or liquor. Illinois' combined tax increase measures for 1983 should bring $1.3 billion in new revenues. Ohio and New York respectively should see an additional $770 million and $742 million in new revenues resulting from legislative actions taken in 1983. In all, 35 states enacted tax increases during 1983 according to the National Conference of State Legislatures. Summarv According to the figures, Virginia is fortunate to be in a posture which would allow a one percent statewide sales tax i n c r e a s e without significantly jeopardizing the state's attractive tax position. Also, the state already has in place the mechanism for funding education through the sales tax. In addition, the J L A R C study recommends a search for additional revenues at the state level for funding education. The J L A R C study and the A C I R study serve in a complimentary fashion, one showing localities fiscally stressed and Continued on page 14 �1984 VML ACHIEVEMENT AWARDS Opportunity Once again this year, opportunity awaits you as you enter the 1984 VML Achievement Award Competition. This is your opportunity to shine, to boast a little about your community's achievements, to stand out among your peers. Recognition Winners of VML's 1984 Achievement Awards will receive statewide recognition. Your success story will be published in the September issue of Virginia Town & City and you will be honored at VML's annual conference. Eligibility All VML member localities are eligible to enter the competition; however, entries may not be shared by more than two localities. Categories Six categories of competition are available to two groups of competitors—towns, and cities and counties. The categories are: community development, effective government, environmental quality, human development, public safety, and transportation. Localities may submit only one entry in each category. Entries Entries must be typed double spaced and should not exceed eight pages. A cover page bearing the project's title, the category of the entry, the name of the locality and the signature of the chief elected official is required. Black and white photographs, line art, renderings or newspaper clippings may be included but should not be larger than letter size. Three copies of each entry must be submitted. All entries become the property of the Virginia Municipal League. Judging o A screening committee will review all entries and a panel of three judges will select the winners. A key criteria in judging an entry will be the results achieved by the project. Although the entries themselves need not be elaborate, appearance, grammar and writing style will be considered. Deadline All entries must be postmarked no later than April 27, 1984. For more information, call Christy Everson at (804) 649-8471. >- t < | o ^ z ^ �Professional Directory Southern EngmeGTing mmm% m mmm mmmmi P.O. B o x 7 8 9 Bluefield. Virginia (703) 326-3931 Urban Planning Annexation Studies Landscape Architecture Development Planning HARLAND BARTHOLOMEW & ASSOCIATES, INC. PLANNING • L A N D S C A P E A R C H I l E C T U R K • KNGINFKRING COMMUNITY DEVELOPMKNT S o u t h e r n E n g i n e e n n y C o m p a n y ot V i r g i n i a 1 8 0 0 P e a c h t r e e Street. N W Atlanta. 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CIVIL AND ENVIRONMENTAL ENGINEERS WATER AND WASTEWATER Rnton l i i t i r i i l i i i i l Ciilir. Stiti 1130 11800 S i i r l t i Villi) Drill. R i t l i i . U Zim F R K D K R K K (;. (JRIFFIN, P.C. ConsuliinB Kn^net'rs V.-\' WATER S U P P L Y WASTEWATER T O K I C AND HAZARDOUS M A T E R I A L S iK()4 2:)7-2(l44i CiihU- IVIi-Msmn • r\l • Putjiif .S;ifft> Communicaliims .Systems • Alarm SvsUms • KU-ttrii-al Dt-si^n • Kfdcnil Ciimmunii-alitnis ('iimmlv.iiin Applicalicin l*npiir;tli<in • Kxpcrt Tfvlimon> ;in<l Wilnt-ss o Architects • Engineers • Planners C E Maguire, Inc. 5203 L m b u r g Pike. F a l l l C h u r c h , VA 22041 (703) 998-0100 207 B u t l n a l t Park Dr.. Virginia B u c h , VA 23462 (804) 497-6304 Rtglonil ofllcn: THE MAGUIRE GROUP COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES G U Y & DAVIS CONSULTING ENGINEERS :t229 WaU-rhck K(i;i4 I , > n i h h u r K . Pmvldtnca. Rl: Alixinilrli. LA: Boston. MA: ClurwiUr. FL (aiirlotti. NC: Filli Churcli. VA: Floronci, SC: Honolulu, HI: Minchtittr, NH: Now Britain, CT: Pltttburgh, PA: Photnlx. AZ: Spartinburg, SC: Vlrglnli Btach, VA Wilthim, MA BENGTSON, DeBELL, ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS & PLANNERS Centrevilte. VA 703-631 9 6 3 0 Leesburg. VA 703-777 1258 Sliver Spnng. MD 301-439-0055 w Public Administration Service RALPH WHITEHEAD » ASSOCIATES C o n s u l t i n g Engineers 1936 East Seventti Street P O Box 35624 Charlotte. North Carolina 28235 704-372-1885 Providing manatjemeni assislancr: and consullant services to local, regional, and slale govprnmc^nts since 193.T l - i g / Chain B r i d g e Road M c L e a n , Virginia 22101 (703)734-8970 o Q BNIOOES • HIOHIIIfAYS > RAILROAOS * RAIL t BUS TRANSrT • AIRPORTS BRANCH OFFICES 3300 NE Expressway. A t l a n t a , GA 30341 1314 Lincoln Street. C o l u m b i a . SC 29201 (404)452-0797 (803)256-3590 LAW ENFORCEMENT: Organization/Management Studies Chief Selection/Promotional Assessments Richard W. Kobetz & Associates, Ltd. North Mountain R n e s Training Center Route Two Box 342 Winchester, Virginia 22601 (703) 662-7288 dmq DAVID M . GRIFFITH AND ASSOCIATES, LTD. S p e c i a l i s t s in R e v e n u e E n h a n c e m e n t . Cost Allocation Plans and C o m p u t e r Systems Drawer 59, Christiansburg, Virginia 24073 R a l e i g h , N C 919/876-8042 R i c h m o n d . V A 804/323-1184 I < z I> 13 �Education Continued from page 10 the other showing Virginia's sales tax "under-utilized." In additon there can be no doubt a s to the need for funding education. A s mentioned earlier, an additional $460 million is needed to pay for the new Standards of Quality, the teaching positions a l r e a d y in e x i s t e n c e throughout the state and the actual cost of educating a child a s opposed to the figure proposed in the governor's budget. A one percent i n c r e a s e in the state's s a l e s tax would generate the funds needed to pay for quality education. Also, because the VML supports equal educational opportunities for every child in the commonwealth regardless of local financial heritage or political pressures, the league requests that these monies be fairly distributed to the localities on the basis of school-age population. YARGER AND VML Holds Press Conference Members of the press crowded the VML conference room J a n . 17 for a press conference held to promote the league's number one legislative goal for 1984—full funding of the educational Standards of Quality through a 1 percent statewide sales tax increase. Lawrence A. Davies. mayor of Fredericksburg and first vice president of the league, acted a s the leagues spokesperson explaining how the state under funds education and the impossible burden placed on localities. Davies w a s joined in his views by Harry King, president of the Virginia Association of Counties: Brenda Cloyd, president of the Virginia Education Association: Dawana Sheppard of the Virginia School Boards Association: and Frank E . Barham of the Virginia School Boards Association and the Virginia Association of School Administrators. ASSOCIATES, INC. A member Davies. of the press interviews Mayor Positkin Classifk-alinn and Pay Pltim Management and Financial Sludies Test Conslruclion—Fire and Police Studies CAMP DRESSER & McKEE Over 600 Surveys Our 30th Year 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 2830 M a r y S t r e e t F a l l s C h u r c h , V a . 22042 703/560-6900 environmental planners. FINANCIAL AND MANAGEMENT CXJNSULTANTS • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public W o r k s Management S t u d i e s • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED O now-- M K I . I M A HI Al. I I \ engineers, & management scientists, consultants CDM R . W . BECK AND ASSOCIATES ENGINEERS A N D C O N S U L T A N T S Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations m^s 4 0 G r o v e Street Wellesley, M A 02181 (617) 2 3 7 ^ 8 7 0 1510 E. Colonial Drive Orlando, FL 32803 (305) 8 9 6 4 9 1 1 SI 1-14::-i7i I w a g n e r • h o h n s • i n g l i s • inc. o o z < < z I > CONSTRUCTION CONSULTANTS • • • • • • CPM Scheduling Project Management Claims Litigation and Support Document Management and Retrieval Laboratory Testing Services Construction Management Seminars 208 Migh Street Mount Holly. New Jersey 08060 (609) 261-0100 W A S H I N G T O N D C • TAMPA KANSAS CITY • NEW O R L E A N S LOS A N G E L E S • SAN FRANCISCO 14 CAPITAL B R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E . V I R G I N I A 23323 804-485-4485 1009 D E L A W A R E S T . S A L E M , VA 24153 703-389-6673 9002 MOUNTAIN ROAD RICHMOND. VIRGINIA 23228 804-262-7341 C O M P L E T E LINES O F EQUIPMENT FOR MUNICIPAL GOVERNMENTS H I G H W A Y - C h e m i c a l Spreaders LINK B E L T — C r a n e s — E x c a v a t o r s THOMSEN P R O D U C T S - E P O K E Spreader LAYTON MFG. C O - A s p r i a l l Pavers PEABODY M Y E R S - Vaclor Jet Rodder' RICHMOND MFG. CO. —Horizontal Boring Machines ELGIN—Sweepers ATHEY MANUFACTURING C O . - M a m l a m e r Grader DYNAPAC —Vibratory Rollers G I A N T - V A C - L e a l Collectors DAVEY — Air C o m p r e s s o r s RO C O R P . — H y d r a u l i c C r a n e s �Commentary Quality of Work Life By Russ Linden "Managing During Times of Declining Resources" has appeared frequently In recent years a s the title of books, journals, articles and seminars, all of which offer a vanety of coping strategies. Increased creativity among staff, encouraging entrepreneurial efforts, finding the slack in the budgets and making cuts that seem fair to all are commonly mentioned strategies. T h e s e approaches have merit, but each suffers from the same limitation: the onus is on the manager. To foster creativity, the manager must encourage and reward. T o stimulate entrepreneurial behavior among department heads, the manager must suggest such behavior and remove the barriers to taking risks. To find slack and cut budgets, the manager again shoulders the burden. In the past decade, a movement has been underway that advocates sharing many of these types of responsibilities with employees. It is called Quality of Work Life, QWL. The central theme of Q W L is active participation by employees in decisions that affect them and the organization. QWL takes many forms and has been advocated wholesale or in part by both public and private organizations. Irving Bluestone, former vice president of United Auto Workers and initiator of the first national Q W L program, describes it this way: "Traditionally, management has called upon labor to cooperate in increasing productivity and improving the quality of the product . . . management should cooperate with the worker to find ways to enhance the dignity of labor and to tap the creative resources in each human being in developing a more satisfying work life. . . Such words will sound unrealistic and Utopian to some. After all, the point of a job is to get the work out; organizations do not exist to promote worker dignity. Clearly, the purpose of organizations is delivery of goods and services. T h e irony, as Bluestone points out, is that organizations using Q W L programs are experiencing i n c r e a s e d productivity, high quality and reduced costs. Consider these examples: • In Columbus. O H , lower-level employee and management representatives began in 1976 to hold committee meetings to explore shared problems. With the help of consultants, each committee set its own agenda and proposed solutions to city officials. The results have included increased safety, fewer serious employee grievances, a new employee orientation program and a flex-time schedule. • A different sort of Q W L program worked in S a n Diego where a s e ries of workshops helped employees clarify their roles and improve their communications and management skills. After these sessions, the city experienced increased productivity, improved morale and high citizen satisfaction with city services. • Closer to home, city officials in Charlottesville have used a variety of approaches, each contnbuting to the employees' quality of work life. Quality circles were implemented in three departments in 1982. The gas department's circle made suggestions for changing their scheduling and inventory practices. T h e results are fewer bottlenecks and less overtime. T h e city began an employee assistance program, contracted with the local family services agency, to deal with personal problems affecting job performance. According to Assistant City Manager Gary B. O'Connell, these programs reflect an "overall concerned attitude" apparent throughout the organization from the city manager down. As he put it, "Our manager, Cole Hendrix, has a concern for the whole employee." In these and other instances. Q W L p r o g r a m s a r e producing improved supervisor-subordinate communications, lower turnover and increased appreciation for the ways in which the interests of supervisors and subordinates merge. Several developments spurred this trend toward Q W L in both public and private sector organizations. Employees are better educated now than they were a generation ago, and they demand certain rights that never occurred to their parents. They expect to have power and autonomy. In addition, employees are more conscious of options for career growth. Increasing numbers of women in the workforce also have contributed to the desire for participation in decisions. Quality of Work Life should not be viewed as a "quick fix" for employee relations problems, and it won't make a real difference for those localities facing large budget shortfalls. What it does offer is a resource —the skills, ideas, initiative and enthusiasm of employees who are close to the worksite. This resource cannot be expected to solve all a locality's problems, nor should the employees involved expect all their ideas will be adopted. To maximize Q W L ' s chances for succ e s s , some rules of thumb will help; • Make the QWL program voluntary— start with departments that want it. • Give the program top-level support. • Make sure those involved are trained in whatever problemsolving or decision-making approach is used. • Remember that QWL is not a substitute for existing grievance proced u r e s — it is neither a productivity gimmick nor a substitute for good management. • Give the program long-term support; do not create expectations for immediate success. In our post industrial society, with a well-educated work force with increasing expectations for meaning and value in their work, Q W L is a needed and proven approach. In a sense, it boils down to an attitude. If managers take the classical scientific management approach and insist on making all the decisions, QWL won't have a chance. On the other hand, for managers who see their employees a s their most valuable resources, persons who are fully capable of making certain decisions and providing input on others, QWL can substantially improve the climate in the workplace. A Q W L program may even yield useful ideas for managers struggling to manage during times of declining resources. About the Author Russ Linden is associate for training and development at tlie University of Virginia's Institute of Government. His consulting and research interests have included implementation of OWL programs in public sector organizations. O Q O O gc > 15 �Consider the real low-bid. There's more to machine ownership than initial price which often times is not the real low bid. The best way to assure the lowest total ownership cost and easily budget this cost is to use Total Cost Bidding. Before you purchase, Total Cost Bidding shows you the total cost of machine ownership for a specified period of time. Nothing's left to chance or changing circumstances because Total Cost Bid includes: 1) the purchase price, 2) charges for periodic maintenance and anticipated repairs during the ownership period, and 3) a guaranteed minimum repurchase price. By adding #1 and #2 together, and subtracting #3, you get a true picture of equipment cost . . . the real low bid. We guarantee the figures in a Total Cost Bid. And insure the parts and service back up you need. You can also specify a downtime clause which provides you a leaner or credit for rental should a machine be down. The result is total, budgeted control of machine expenditures. And as others have found, lower overall costs, fewer headaches and greater public service capabilities. More than 1200 governmental agencies have adopted the common-sense method of Total Cost Bidding. Call us about this guaranteed approach to purchasing. Cat machines are the real low bid winner, all costs considered. Cat machines do more... so your budget can too! CARTER MACHINERY CO., INC. Salem • Norton • Oakwood • Warrenton • Fishersville • Richmond • Chesapeake, VA • Bluefield • Lewisburg • Pineville, WV Caterpillar, Cat and m are trademarks of Caterpillar Tractor Co. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 2 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource February 1984 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198402 https://www.virginiaroom.org/digital/files/original/69/6461/198403.pdf 871147e6a05af8ce0418dece494a2643 PDF Text Text �VlRGirSlA MUMICIPAL GROGP S E L F IMSGRANCE ASSOCIATION A program designed to help control your Workers' Compensation C o s t s . MEMBERS' SUPERVISORY BOARD H O N . C H A R L E S A, R O B I N S O N , J R . Mayor, T o w n of V i e n n a Chairman HARRY G. KING Prince George C o u n t y B o a r d of Supervisors FRANCIS T. W E S T C o u n c i l m a n , Martinsville JOHN CUTLIP S h e n a n d o a h C o u n t y Administrator P E R R Y M. D e P U E J a m e s City C o u n t y B o a r d of Supervisors E D W A R D D. J E R V E Y C o u n c i l m a n . Radford R, M I C H A E L A M Y X E x e c u t i v e Director, V M L F o r further information contact: Margaret A. Michols Administrator Virginia Municipal Group Self Insurance Association P.O. Box 753 Richmond, Virginia 23206 (804) 649-8471 Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg Bluefield Bristol Buena Vista Ctiase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville John M. Wyatt. IV Account Executive Alexander & Alexander of Virginia Post Office Box I 177 Richmond. Virginia 23209 (804) 788-4490 Leesburg Luray Lynchburg Manassas Manassas Park Martinsville ORDINANCE CODIFICATION Looseleaf Supplement Service UNICIPAL CODE CORPORATION r. O. I33S TALlAHASSfE, HOIIDA 3)304 T a l a p h M * (904) 37*4171 Newport News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Radford Richmond Roanoke Rockingham County Salem Smithfield Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Waynesboro White Stone Williamsburg Winchester Wise County York County • Law Editorial Staff • Modern Computer Teclinology Serving over 1,700 municipalities and counties in 47 States, including Virginia �Virginia Editor Christine A. E v e r s o n Editorial A s s i s t a n t s Joni Terry Mary A n n C o r n e l l *City Telephone 804/649-8471 Volume 19 March 1984 Number 3 VML President C h a r l e s A. R o b i n s o n J r . Officers L a w r e n c e A. D a v i e s Vincent J . Thomas S a m W. A d a m s J a n e L. Hough Two Speak Out on Budgeting Charles L. Duckworth, the mayor of Chase City, and Elliott L. Shearer, the mayor of Lynchburg, give their views on budgeting in two separate articles: "Meaningful Spending Through Stated Objectives" and " C r i s i s or Creative Opportunity." Executive Committee Robert T . W i l l i a m s Arlie C . P a y n e Martha V. P e n n i n o J a c k D. E d w a r d s J a c k P. B a r n e s Margie M a y e s The New Housing and Urban-Rural Recovery Act G. William Thomas Jr., the new director of the Richmond HUD Office, reviews this legislation highlighting new programs and changes in existing programs. Executive Director R. Michael A m y x On the Cover: Alexandria City Manager and noted cartoonist Douglas Harman makes light of the woes many elected officials face at this time of the year as they tackle their budgets. Inside this issue, two Virginia mayors discuss their successful budgeting tactics. VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of tfie Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street. P.O. Box 753, Richmond. Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C. P.O. Box 753. Richmond 23206 15 People 16 Professional Directory 18 Marketplace o Q o I< �Two Speak Out on Budgeting Meaningful Spending Through Stated Objectives By Charles L. Duckworth o Q Z < z o o cc > C h a s e City is a small rural town in Southside Virginia which boasts a population of about 3,000 and generates something under $1 million in revenue each year. When one considers Virginia's billion dollar budget and the multi-million dollar budgets of larger cities in the commonwealth, "something under a million dollars" doesn't sound too impressive and certainly doesn't sound like much of a figure to manage. At best, one might imagine that a budget of under $1 million could meet only the basic needs of even the smallest community. After a few short months as mayor I learned quite differently. A s a newly-elected mayor some eight years ago, my desire was to s e e that the few tax dollars received by the town were well spent and that under my administration the taxpayer received full value for every cent he contributed to the coffers. It w a s also my intent to apply the same sound fiscal principles I had used to build a successful business to managing the town's limited funds and to provide the best in essential services those funds could procure. Not long after I took the helm a s may- or I learned three facts critical to the town's financial policy. First, the budget was being managed on a crisis basis. As a crack in the dam appeared at one point, funds were diverted from another point to plug the gap. Second, the town itself had not been given any firm direction, and many expensive "pet projects" had been approved on the whim of one well-meaning elected official or another. Third, I learned that for the most part essential services were being provided in a satisfactory manner, thanks in large to a dedicated work force and several excellent department heads. With the able assistance of an effective planning commission and the support of a clear thinking town council, several goals were established for the community and soon thereafter a series of objectives w a s developed to achieve these goals. Armed with clearly defined objectives, the council and I were in a position to give firm guidance to the town's management in terms of spending tax dollars in a meaningful way and directing work effort. In short, management was told to develop funding plans only to meet essential services and achieve stated objectives. Additionally, management w a s directed to obtain maximum input on budget development from elected officials, department heads and the citizens. The results of this simple approach have been truly spectacular. In just a few short years more than 50 percent of the town's objectives, which were only dreams in 1978, have become reality. Several of these realities are high cost items such a s a new police and fire station, a fully developed industrial park, a handsome new library and a community center which is the pride of the town. T h e results are even more s p e c tacular when one considers that the objectives were achieved without resorting to an increase in personal property or real estate taxes and without giving in to the temptation of a large debt level. To me, the mayor of a small town, the town's budget for each year is far more than the balancing of income and expenditures. The town budget is a critical management tool which must be designed to meet not only the essential needs of the residents but equally important, their aspirations and expectations. About the Author Charles L. Duckworth has served as the mayor of Chase City since 1976 and is a standing member ol the town's finance committee. He is president and general manager of Southside Furniture Inc. in Chase City and in Victoria, VA. He is also general manager and president of Southside Hardware Inc., C-0 Metal Co. Inc., and the Furniture Dock, all of Chase City. �Goals and Objectives for the Town of C h a s e City, Virginia, 1979-1984 The overall goal of the town of Chase City during the five-year period from 1979-1984 has been to improve the quality of life of all its residents, to increase the population of the town by 500, to reduce property and real taxes and to provide a climate to stimulate commerce within and adjacent to the corporate limits. To achieve these broad goals a list of 32 objectives was established by the town council. T h e town h a s s u c c e s s f u l l y achieved many of these objectives. Following is a list of some of the town's written objectives and their status. 1. The re-routing of state Highway 47 through Chase City. Completed. 2. Provide at least two additional town wells and improve the overall water system. The two wells are completed. 3. Eliminate substandard, inadequate and abandoned housing. The town has demolished 37 dilapidated houses and continues this ongoing project. 4. Construction of a mental health clinic. Completed. 5. Continue to expand the capabilities of local medical services to include enticing additional physicians to Chase City and continued support to the rescue squad. A medical clinic has been built where two young doctors currently practice. 6. Expand the existing excellent capabilities of the Chase City Volunteer Fire Department to include the construction of a new fire station. A new fire and police station has been completed. 7. Improve and expand the town's recreational facilities to include the reopening of the municipal swimming pool and the construction of at least five basketball courts to be located throughout Chase City. Two tennis courts have been constructed thus far in this ongoing project. Crisis or Creative 8. Continue to seek state and federal funds to support needed town projects without becoming dependent on outside sources of revenue or losing any degree of independence to outside authority. Another ongoing objective, more than $200,000 in grants has been obtained in the last six years. 9. Construct and support a new and larger library in Chase City. Completed. 10. Provide a community center available to all the residents of Chase City. Completed. 11. Vigorously seek new light industries. Continue to develop the Chase City Industrial Park. Two industrial parks are 100 percent complete with water, sewer and highway. One tenant has been secured and the search for others continues. 12. Eliminate litter and trash from the community. An ongoing project. Opportunify B y Elliott L . S h e a r e r "Get me a one-handed economist!" Harry Truman once demanded. "All my economists say, on the one hand . . . , but on the other. . . . " How many council members make similar declarations to their city managers each year during the budget proc e s s ? This annual exercise of balancing revenues against expenditures (or vice versa) leaves many council members and administrative staff in a catatonic state, the reason being that too often elected and administrative officials don't really know where they are going, or they try to fulfill too many promises such as no tax increases. This reminds me of the White Queen who celebrates the glories of jam in Lewis Carroll's famous story, "Alice in Wonderland." The queen promises jam to everyone, only not today. There is jam yesterday and jam tomorrow, but no jam today, a little like the promises elected officials make each year with the budget. Each year they may promise services will remain at the same level with no tax increase, but they end up with jam all over their faces, unable to deliver or fulfill these promises. Far too often city councils become entrenched in the "nitty-gritty" of budget preparation. E a c h year council members and managers begin by looking at what was spent and then deciding how much more can be afforded without ever considering if services could be accomplished more efficiently with less cost or if some expenditure items are merely traditional with no real usefulness. Subsequently, throughout the preparation of the budget too many local elected offic i a l s a n d city m a n a g e r s b e c o m e bogged down in negotiating or arguing over line item expenditures. Broad goals and objectives are overshadowed, and the pnmary function of fulfilling and meeting public interests becomes a secondary or passing thought. Throughout my years on city council I have experienced many of the frustrations of the annual budget process. In recent y e a r s , however, I h a v e discovered the key to a successful budget making process which I would like to share. Council members must first look at what the city or county is spending and compare that to revenues. This tells you if any additional money is available with which to do more or if you are doing all that is financially possible. If you are doing all you c a n , then determine whether or not revenues can be increased. At this point, you must accurately recollect any campaign or other promises made to the people in terms of tax increases. Furthermore, look at prevailing economic conditions and the health of the community's citizens and corporate citizens. If revenue increases are not politically possible or the citizens and businesses cannot afford any type of increase, then consider if revenues are being used approphately and efficiently or if spending priorities need to be reorganized. At this stage it is important not to look at just the next fiscal year, but to look to the future. Consider what public services will cost two years from now and if your revenues Continued on page twelve > O Q Z < z o DC > �The Housing and Urban-Rural Recovery Act "The 1983 act will have strong impact on the program directions for the foreseeable future." and policy B y G . William T h o m a s J r . O Q I < Z o On Nov. 30, 1983. President Reagan signed into law the Housing and UrbanRural Recovery Act of 1983 culminating one of the most complex legislative exercises in recent memory. Housing and Urban Development Secretary Samuel R. Pierce Jr., welcomed the measure as a "significant piece of legislation." "The legislation enables the Department of Housing and Urban Development (HUD) to meet basic obligations to which we are fully committed—to aid the needy in meeting their shelter needs, to encourage homeownership and to work for strong, healthy communities. Under provisions of this bill we can continue our active pursuit of these goals in a manner that is fiscally responsible without imposing an undue and counterproductive burden on the American taxpayer," stated Pierce. The 1983 act will have strong impact on the program and policy directions for the foreseeable future. It is a detailed, five-titled piece of legislation covering the following areas: Title l-Community and Neighborhood Development and C o n s e r v a t i o n : Title l l - H o u s i n g A s s i s t a n c e P r o g r a m s : Title I l l - R e n t a l Housing Rehabilitation and Production Programs; Title IV-Program Amendments and E x t e n s i o n s : and Title VRural Housing. Some significant additions to the programs of HUD and some changes in existing programs are made by this statute. Of particular interest to local governments are the new programs and changes in the areas of community and economic development and the new rental rehabilitation and development grant program. Community and Economic Development The 1983 act reauthorized the Community D e v e l o p m e n t B l o c k G r a n t ( C D B G ) Program for three years with some $3,468 billion for each year. Benefit to low and moderate income persons is clarified in the act a s the primary objective of the C D B G program, and over a period of three years each state and unit of local government receiving C D B G funds must certify that not less than 51 percent of funds received are used for this purpose. The act also defines eligible activities and how certain activities are to be considered to principally benefit low and moderate income families in provisions that apply both to entitlement communities and to small cities receiving funds from either HUD or the state. Under the bill each small city receiving funds must identify its housing and community development needs (including the needs of low and moderate income residents) and the activities designed to meet those needs. Both entitlement communities and small cities must agree also to minimize displacement, to affirmatively further fair housing and to provide citizens the opportunity to assist in development of the grant proposal. Interim instructions have been issued for C D B G recipients. In addition, various provisions of the act assure that entitlement communities which have lost population according to the 1980 census or lost their classification a s central cities will continue as entitlement communities for an additional two years. This could help at least two Virginia cities—Hopewell and Colonial H e i g h t s — b e c a u se the provision permits cities defined as metropolitan in fiscal year 1983 (over 50,000 population or central city of Metropolitan Statistical Areas) to retain the designation a s well as the C D B G entitlement for fiscal years 1984 and 1985. The act also reauthorizes the Urban Development Action Grant (UDAG) Program for three years, funding each year at $440 million. Unemployment, job lag and surplus labor will be included in the UDAG eligibility cnteria for small cities just a s the extent of unemployment has been considered for entitlement comm u n i t i e s . T h r o u g h this l e g i s l a t i v e change an additional number of entitlement communities are now UDAG eligible. Nearly 20 small cities will be added to the list of some 105 UDAG eligible small cities, and 11 small cities previously off the list are now reinstated. In addition, no small city eligible for a UDAG in fiscal year 1983 will lose its eligibility until it is determined whether it will qualify for assistance when the unemployment, job lag or surplus labor criteria are issued. Through *his. 18 Virginia communities will continue to hold eligibility for two quarters after pub- �These homes in the Richmond area are for sale for $1 under HUDs and reside in it for five years. lication of thie new regulations, wfiicfi is expected by early March. Under the 1983 act these two worthwhile programs will continue to help cities, towns and communities improve their economies. In the community development area. HUD's Urban Homesteading Program w a s reauthorized for two y e a r s and funded at $12 million in 1984 and $8 million in 1985. Virginia localities participating in this program include F^oanol<e. Danville, Richmond. Newport News and J a m e s City County. T h e single-family urban homesteading program has been revised to assure benefits accrue to low and moderate income families whose primary opportunity for homeownership lies with the h o m e s t e a d i n g program. A s i g nificant change is in the period of required occupancy for the homesteader which has been increased to five years before he can receive fee simple title to the property. A proposed demonstration multifamily urban homesteading program is also contemplated to be of major benefit to lower income families. Funds for the rehabilitation of multi-family properties are expected to be available from the Section 312 rehab program, C D B G , the new rental rehabilitation grants and private resources. By continuing the S e c tion 312 program for 1984 through loan repayments and carryover funds, a setaside of these funds w a s established for use with the Urban Home-steading Program. Participating communities may. Urban Homesteading Program whereby the buyer must renovate the home at their own descretion, use the remaining 312 loan funds for single-or multifamily rehabilitation. Rental Rehabilitation a n d Development Grants The new rental rehabilitation and development grant program is intended to help bring substandard housing units up to standard and add to the available supply of rental housing. HUD views this program a s a major breakthrough in cost effective housing production programs for low income people and is giving high priority to its implementation. The program provides formula grants to cities for encouraging moderate rehabilitation of housing and consists of two basic components: rental rehabilitation grants and development grants. Rental rehabilitation grants will be provided to local governments and states to aid in the rehabilitation of privately owned rental housing stock. Twelve Virginia communities are tentatively "entitled" to participate in the program. In addition, the state may also administer the program for smaller communities similar to administration of the C D B G program. The 1983 act authorizes the rental rehabilitation grants for two years at $150 million for each year. Grants will be distributed on a formula basis to cities, urban counties and states and can be used only in neighborhoods where the median income does not exceed 80 percent of the median income for the area. Rehabilitation and conservation of ex- isting housing and neighborhoods continues to be a major emphasis in national housing policy. As stated by S e c retary P i e r c e , •'the combination of v o u c h e r s and rental rehab will e n courage greater use of our existing housing stock." In order to assure very low income tenants the opportunity to be housed under the rental rehabilitation program, $242 million is authorized for a demonstration of approximately 15,000 housing vouchers, certificates used to purchase housing. These vouchers will be used primarily to support the rehabilitation program by enabling many very low income tenants to remain in a structure that is improved and to provide housing assistance to those displaced by either the rehabilitation or development program. This program is considerably less expensive and more highly targeted to those areas where there is a spot shortage of rental housing than earlier production programs. It solves certain objectives to the Section 8 new c o n s t r u c t i o n program and p r o v i d e s a front-end subsidy without a long-term government financial commitment to the individual project. The construction program is also highly targeted. In order to qualify for new development grants, communities must demonstrate a severe shortage of rental housing opportunities a s m e a s u r e d by objective criteria. Secretary Pierce views the developContinued on page fourteen O Q Z < z o o > �New Manager Directs Richmond HUD Office G. William T h o m a s Jr. fills the vacancy left by I. Margaret White as manager of the Department of Housing and Urban Development's Richmond field office. Thomas, 32, is responsible for carrying out the full range of HUD tiousing and community development programs in most c o u n t i e s and independent cities in Virginia. Prior to his appointment, tie had served since 1981 as the senior assistant for legislation in HUD. In that position he worked as a liaison between HUD and members of Congress on pending and proposed legislation affecting the department. He played a vital role in the design and development of community planning and development and federal enterprise zone legislation. Thomas' career in housing began in 1974 when he first came to HUD as an assistant for legislative affairs. He remained in that position for three years and received the HUD Award for Special Achievement three consecutive years. He later worked in the department as a community development specialist. In addition to his federal experience with HUD, Thomas has worked for the Federal Insurance Administration, the United States Senate and the National Aeronautics and Space Administration. A native of Richmond, while in Virginia he worked for the Division of Legislative Services and the Department of Taxation. He also served as assistant p o s t m a s t e r and p o s t m a s t e r of the Senate. Thomas attended Randolph-Macon College and received a bachelor's degree in history from Virginia C o m monwealth University where he served as president of his class. He holds a master's degree in government and public administration from The George Washington University in Washington, DC. He a t t e n d e d the International S c h o o l of Law a n d in 1977 c o n ceptualized the plan and made the initial contacts with the Virginia General Assembly which led to the creation of George Mason University School of Law. In 1981. he received a juris doctor degree from George Mason University. He is involved in numerous humanitarian and philanthropic activities and is a charter member of the Prince of Peace Lutheran Church in Richmond. In 1979, 1982 and 1983 he was selected an Outstanding Young Man in America. -Thomas- EFHutton talks public powerfinanciiig. > t ^ 2 < E . F . Mutton's PubHc P o w e r Finance G r o u p has demonstrated its abiUty to generate new financing ideas a n d c a r r y them out successfully. W e have the experience, the k n o w - h o w , a n d the distribution n e t w o r k w h i c h could m a k e y o u r next financing a success in w a y s y o u m a y not have anticipated. A s managers or co-managers of numerous public financings, w e have p r o v e n our ability to create i n n o v a t i v e approaches to complex tax-exempt financings. W e have one of the largest capital bases in the i n d u s t r y . W e also h a v e the willingness to use our cap- ital to m a i n t a i n a secondary m a r k e t in issues we manage. A n d our distribution capability is extensive, w i t h 320 offices across the c o u n t r y . I n addition to our g r o w i n g retail business, our institutional business has g r o w n to over 1/3 of our total securities business. For y o u r next public p o w e r offering, w h y not give M a r s h a l l Lancaster a call at (212) 742-6087, Steve S l o a n at (212) 742-6651, or B i l l S a c h a u at (213)488-3551. L e a r n w h y so m a n y people in public p o w e r say that it p a y s to listen w h e n E . F. H u t t o n talks. § E . F. H u t t o n & C o m p a n y , I n c . P <r O n e Battery P a r k P l a z a , N e w Y o r k , N e w Y o r k 10004 (212) 742-5000 O > When EFHutton talks, people listen. �VML ACHIEVEMENT AWARDS Opportu n ity Once again this year, opportunity awaits you as you enter the 1984 VML Achievement Award Competition. This is your opportunity to shine, to boast a little about your community's achievements, to stand out among your peers. Recog n ition Winners of VML's 1984 Achievement Awards will receive statewide recognition. Your success story will be published in the September issue of Virginia Town & City and you will be honored at VML's annual conference. Eligibility All VML member localities are eligible to enter the competition; however, entries may not be shared by more than two localities. %. • y._: ^ Categories ^ . . • •. . -., . Six categories of competition are available to two groups of competitors—towns, and cities and counties. The categories are: community development, effective government, environmental quality, human development, public safety, and transportation. Localities may submit only one entry in each category. i|| Entries , Entries must be typed double spaced and should not exceed eight pages. A cover page bearing the project's title, the category of the entry, the name of the locality and the signature of the chief elected official is required. Black and white photographs, line art, renderings or newspaper clippings may be included but should not be larger than letter size. Three copies of each entry must be submitted. All entries become the property of the Virginia Municipal League. o Judging A screening committee will review all entries and a panel of three judges will select the winners. A key criteria in judging an entry will be the results achieved by the project. Although the entries themselves need not be elaborate, appearance, grammar and writing style will be considered. ^ Deadline All entries must be postmarked no later than April 27, 1984. Q Z < z o ^ i ' For more information, call Christy Everson at (804) 6 4 9 - 8 4 7 f ! ^ ^ ^ g �ESCAPE �ONE A G E ENTER THE AGE OF SPIROLITE F L E X I B L E SEWER PIPE. For years, you have needed a trouble-free sewer pipe that lasts forever. Gulf Oil meets your need with large-diameter Spirolite pipe. This product is made from high-density polyethylene, one of the toughest, strongest materials in the world. High-density polyethylene has been in service worldwide for decades in sanitary sewer systems and in the critically demanding natural gas industry. Spirolite pipe, manholes and connectors resist sewage gases, acids, strong chemicals, abrasion, bacteria, rodents and other destructive elements. Double-acting gaskets make joints tight. You get twice the protection of ordinary " O " ring and other seals. Corrosion-resistant Spirolite pipe easily exceeds EPA/state infiltration and exfiltration requirements. Spirolite pipe is incredibly strong and tough. Brittle, substitute pipes break. However, Spirolite pipe will last forever when properly installed. It won't crack or break during construction or after installation. With replacement costs escalating, it's reassuring to know you can depend on Spirolite pipe. Gulf Oil stands behind it. For all the facts, write or call Spiral Engineered Systems. 4094 Blue Ridge Industrial Parkway, Norcross, Georgia 30071. 800/241-8170. In Georgia, call collect 404/476-1581. Spiral Engineered Systems A Division of Gulf Plastic Fabricated Products Company A Wholly-Owned Subsidiary of The Gulf Oil Corporation �Budget From page five o Q o o > 12 will be sufficient to cover that cost. Obviously, costs never remain constant, and two years from now public services will cost more. The economic vitality of the area will determine if revenues will be sufficient to cover costs. Elected officials have only two options to consider at this point: "Do we inc r e a s e r e v e n u e s now to match increases in costs two years from now, or do we decrease services now so revenues will be sufficient in two y e a r s ? " Both options have merit. Small increases now will enable the locality to easily meet its obligations in the shortterm without a tax increase for several years. On the other hand, the public may accept a decrease in certain public services. For example, instead of refuse collection twice a week, the public may accept once a week collection. In place of repaving a certain number of street miles each year, the public may tolerate current street conditions for a while longer. While these decisions are important politically, they should not get the elected official caught up in "line item cross examination." During the budget process, council members should not look at each budget line item. Almost every public administration textbook describes the elected administrative dichotomy, the dichotomy between those who make policy and those who implement policy. T h e key to making this dichotomy effective lies in one word — trust. Elected officials must trust their manager; there is no middle ground. If you trust your city manager and administrative staff, there is no need to cross examine every line item in the budget. A quick test to determine if you are scrutinizing each line item is to ask yourself, "Do I know how much is being spent for travel and training?" or "Do I openly ask where is everyone being trained?" If you are asking these types of questions, are you doing so out of conscientiousness or lack of trust? Should you decide you don't really trust the city manager, then consider a new one. Without trust, no locality can act truly in the interest of the public. We must be open and honest with each other to make government work. As elected officials we are not experts in the budget process. It is not wrong or uncommon for city council members not to fully understand the budget process. We were not elected because we have Ph.D.s in public or government administration; we were elected to represent the people. It is not always achievable or even desirable to be an expert in budgeting. The more we know in this area, the greater tendency we have to become involved in administrative responsibility for the budget. City council needs only to look at the service needs of the locality and the ability of the entire community to generate revenues both now and in the future. How do you do this? First, council must provide the manager with policy guidelines a s to how much of a rise or p e r c e n t a g e i n c r e a s e in the budget council will accept. Second, advise the manager that you expect that goal to be met. Should you find you have set a goal the administration shows it cannot meet, talk about how to approach the situation. Is it the budget? Is the goal unrealistic? Or, is there a problem in the council/ administration relationship? In every budget there are uncontrollable costs which may have been overlooked when setting goals. Never forget there are certain expenditures or increases over which the manager has no control. Perhaps council set the goal too high and projected r e v e n u e s prevent its achievement. Council must remember at this point not to start scrutinizing each line item to s e e what can be reduced or cut. Council should never deal with individual items whether it's the amount of ballfield marking dust, the quantity of toilet paper or the cost of light bulbs. The proper approach is to give the city manager a dollar amount to work with and ask the manager to come back with a budget matching that amount. T h e manager also should describe any services that have been cut. how they are affected and to what degree. The manager's role is to bring back a meaningful budget that reflects the nonemotional line items that had to be reduced. I emphasize non-emotionai line items. Government agencies are notorious for using emotional issues to arrive at the budgets they desire. Several years ago during federal budget hearings, S e n . William Proxmire of Wisconsin was dismayed at Defense Department expenditures and strongly advised defense officials to revise their budget. Department officials did exactly as they were told by making cuts in food products for both military and civilian p e r s o n n e l . Significant cost s a v i n g s were projected through the use of nondairy a s opposed to bona fide dairy products. When S e n . Proxmire, who represents the Dairy State, realized the impact of the Defense Department's cuts on his state's principal industry, the budget b e c a m e a highly emotional issue. Cutting budgets of programs that involve highly emotional i s s u e s does nothing more than cause conflict and retard a meaningful budget process. It is usually a symptom of a less than desirable council/manager relationship. Council must give direction or policy guidelines to the manager and do so in a clear and concise manner. Then it becomes incumbent on the manager to deliver to council that which is asked for. This back and forth communication is essential to insure that elected and appointed officials know exactly what is expected and where the entire process is going. Trust and communication should receive the highest priority among the ingredients essential for successful budgeting. While trust must be earned, open communication must be continually nurtured. The legacy of each budget year should be a strengthening of trust between council and manager and a higher level of communication. There is no question that the budget process can be frustrating and exaspera t i n g . P u b l i c policy is n e v e r selfexecuting, and those of us who make policy do not implement it. Budgeting is and must be a shared process whereby council and manager work together in a manner that promotes trust and open communication. The budget, in effect, transforms policies into realities, and when all is said and done, the public, whom we were elected to represent, will benefit immeasurably and will realize that government does, in fact, work. About the Author Elliot! L. Shearer is completing his third term as mayor of Lynchburg. He has served on the Lynchburg City Council for eight years and has been a part of the city's finance committee since his election. He has also served on the National League of Cities Finance, Administration and Intergovernmental Relations (FAIR) Committee and the finance committee of the U.S. Conference of !\Aayors. He is a graduate of the Medical College of Virginia and a Lynchburg dentist. �r V M L Publishes Water, S e w e r R a t e s The Virginia Municipal League recently completed publishing its survey of water and sewer rates in Virginia localities. The 89-page report, bearing the title •1983 Water and Sewer Rates in Virginia Cities, Towns and Urban Counties," continues a series of reports on water and sewer rates published every other year by VML. The report is presented in a uniform manner, as it has been for the past several years, to facilitate easy comparisons among localities. Included are various water and sewer charges, fees, rates and billing methods for cities, counties, towns and sanitary districts. Copies have been mailed to each VML member locality. Additional copies may be purchased by member localities for $7.50 each. Non-members may purchase the report for $15. To order, send a check payable to VML to; Water and Sewer Rates, VML, P.O. Box 753, Richmond, VA 23206, or for more Information, call (804) 649-8471. part of the Local Government Information Network (LOGIN). LOGIN is a nationwide computer network accessing a vast information base coordinated by the National League of Cities and Control Data Corp. It is the first computer-based information exchange geared toward meeting the specific needs of local governments. LOGIN provides VML not only with access to a vast library of information from more than 1,400 localities, but also with a means of communicating with other localities. The network allows actual " d i s c u s s i o n s ' " with colleagues throughout the United States. Entries to the information base originate from other LOGIN subscribers, other national organizations such as the International City Management Association, various federal government agencies and trained consultants at Data Control. More than 18,000 units of information have been entered in the computer base thus far. Meeting to F o c u s O n Downtown R e h a b ing will be held April 29-May 1 at the Omni International in Norfolk. The emphasis of this year's meeting will be downtown redevelopment in Virginia's cities and towns. Programs include mobile and walking tours of downtown Portsmouth and Franklin as well as of the host city Norfolk. Admiral Harry Train II and Secretary of Commerce and Resources Betty J. Diener will head the list of speakers. For more information, contact Sallie Cross at (804) 441-2941. V T & C Faux P a s There are 40 members of the Virginia Senate, not 50 as mentioned in the January issue of Virginia Town & City. In the same issue, the correct term of office for members of the Virginia House of Delegates is two years. Current delegates will serve from Jan. 11, 1984 to Jan. 8, 1986. In the February issue, George T. Snyder Jr. is the correct spelling for Fairfax's new mayor's name. He was pictured in the 'People" column on page five. The Annual Virginia Chapter-American Planning Association Virginia Citizens Planning Association 1984 Meet- V H D A Offers Public L o w C o s t Energy L o a n s You can help homeowners in your locality take advantage of an energy loan program offered by Virginia Housing Development Authority (VHDA) at Interest rates as low as 0 percent to 8 percent. Loans typically are for such energysaving home improvements as storm windows and doors, insulation, a new furnace, clock thermostats and more. Virginia homeowners with an annual household income below the median Income for their area are eligible. This is not a welfare program; however, it is a very good deal. Many will be surprised to find they qualify. For colorful posters and brochures to help explain the program to the public, call VHDA at (804) 782-1986, or write Public Relations, VHDA, 13 S. 13th St., Richmond, VA 23219. ' e stajid behind our products at CPfifP. Our field service representatives are trained to help the contractor with ajiy problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assixre a successful installation. >O Q Z < Concrete Pipe & Products Company, Inc. PO. Box, 1223, Richmond,VA 2 3 2 0 9 (804)233-5471 VML Joins LOGIN With the arrival of a new Whisper Writer desktop teleprinter and the connection of a new telephone line, the Virginia Municipal League has become z o o cc > 13 �From page seven ment grant a s a highly targeted program to make possible new construction and substantial rehabilitation in localities with a severe shortage of rental housing opportunities, especially for low income families. The grants will be made on a competitive basis and project a s s i s tance is limited to 40 percent of the cost of development which may be used for grants, loans, interest subsidies or other types of assistance. Project owners will be required to make at least 20 percent of their units available to and affordable by low income families over a 20-year period. These townhouses have been renovated with CDBG funds. Market Makers and Investment Bankers O a < z o gc > 14 Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Y o r k Pla/a, New Yorl<, N.Y. 10004 In selecting grantees, the secretary of HUD will give priority to proposals exceeding this requirement and located in areas where long waiting lists and difficulties in finding suitable units for housing assistance exist. Private investment is encouraged by stipulating that projects with a greater proportion of private funds will be viewed more favorably. The development grants will be used to subsidize the cost of new construction and substantial rehabilitation. The 1983 act authorizes this program for two years at $200 million for 1984 and $115 million for 1985. HUD is working toward development of regulations for implementation this year. In the meantime, on November 10, 1983, HUD advertised for the selection of participants for the third round of the rental rehabilitation demonstration program. S o m e five Virginia communit i e s — L y n c h b u r g , Norfolk, Danville, Petersburg and Richmond—are participating through the second round and this experience should help prepare these localities and others for this new program. Conclusion State and local governments have a lot to look fonward to a s the new Housing and Urban-Rural Recovery Act of 1983 is implemented. Secretary Pierce and the whole HUD team are excited about this legislation, having worked long and hard for a number of the positive features contained in this first authorization bill since 1981. HUD looks forward to implementing this bill in the interest of all Americans. For more information contact the Richmond HUD office. About the Author G. William Thomas Jr. is the new manager of the Richmond office of the Department of Housing and Urban Development. Prior to his appointment Jan. 16. 1984. he had served since April 1981 as the senior assistant for legislation for HUD in Washington, DC. �People Pearisburg Hires New Manager J o h n R. Strutner replaces A. Lee Galloway as the town manager of Pearisburg. Strutner comes to Pearisburg from Dublin. OH, where he has served as assistant manager since 1980. Prior to his appointment as assistant manager, he worked a s administrative assistant to Dublin's village administrator and as administrative assistant to the city manager of Portage, Ml. Strutner holds a bachelor's degree in government from the University of Ohio and a master's degree in public administration from Ohio State University. He is a member of the International City Management Association, the Ohio City M a n a g e m e n t A s s o c i a t i o n a n d the A m e r i c a n S o c i e t y for P u b l i c Administration. Colonial Heights Manager Retires Byron E. Haner, manager of Colonial Heights, retired Feb. 29. He had served as the city's manager twice, once in 1972 and again from J a n u a r y 1978 through his retirement. He is a graduate of Virginia Polytechnic Institute with a master's in architecture. Following retirement from the Air Force in 1967 he became the a s sistant city manager of Roanoke working under Julian Hirst. He worked a s the manager of Colonial Heights for a year in 1972 and then returned to Roanoke as manager in 1973. After five years in R o a n o k e he r e t u r n e d to C o l o n i a l Heights. Haner has been active in the Virginia Municipal League since 1967 and also has been an active member of the Virginia Section, International City Management Association. He will continue to reside in Colonial Heights following his retirement. Fire Chiefs Retire Chiefs Walter A. Stickel J r . and Alfred A. Savia, the immediate past president and president of the State Fire Chiefs Association of Virginia respectively, have both recently retired. Chief Stickel of Henrico County Division of Fire retired Dec. 30 after 30 years of service in the division. Stickel, a native of Ohio, was hired by the division in 1953 a s a fire lieutenant. He w a s promoted to captain in 1956 and to fire battalion chief in 1962. In May 1967 he became deputy chief of fire prevention. He was appointed acting chief of the division in May 1971 and later that same year he became chief. Prior to joining the fire service. Chief Stickel served in the Navy. He served a s president of the State Fire Chief Association of Virginia in 1 9 8 2 - 8 3 . Chief Alfred A. S a v i a , first deputy chief of Fairfax County Fire and Rescue Department, also retired in December. S a v i a is the current president of the State Fire Chiefs Association of Virginia. He has worked in fire services for more than 28 years starting a s a fire inspector in 1955. He has served a s an assistant fire marshal, a fire marshal, an arson investigator and a chief arson investigator. In 1971 he w a s appointed deputy director. He was born and raised in Vienna and also served a s assistant chief of the Vienna Volunteer Fire Department. He currently resides in Oakton. Former Mayor, Council Member Die Lacy Lyons Trinlcle, mayor of Dublin for 12 years, has died at the age of 94. A graduate of Virginia Military Institute, Trinkle s e r v e d on the Dublin T o w n Council for eight years prior to becoming mayor. He was resident engineer for what is now Appalachian Power Co. during the construction of the Claytor Lake Dam. He later became president of Trinkle & Dobyns, a general contracting firm. He also w a s president of the Bank of Dublin in the early 1960s. Ralph Leon Groseclose Sr., a former member of the Wytheville Town Council, died recently of a heart attack. He w a s 55. Groseclose had been president of the Wytheville Merchants Association and Credit Bureau. He also w a s president of Hobart N. Grubb Inc. S e n d your "people n e w s " to Virginia T o w n & City, P.O. B o x 7 5 3 , R i c h m o n d , VA 2 3 2 0 6 . -Stith- Stith FiUs Post In Chesterfield Millard D. (Pete) Stith Jr. is Chesterfield County's new executive assistant for staff coordination and intergovernmental affairs. Stith has been active in local and state government s i n c e 1972. He w a s a commonwealth intern in the office of Gov. Linwood Holton. has worked in the Division of State Planning and Community Affairs, was executive director of the Charles City New Kent Community Action Agency and served a s executive director of the state Office of Housing. Prior to his appointment, he was senior v i c e president of J o b s for Virginia Graduates Inc. in Richmond. Stith holds a bachelor's degree in political science from Norfolk State University and attended the Marshall Wythe School of Law at the College of William and Mary. Richmond Finance Director Retires H. Jack Lissenden has retired after 10 years a s finance director for the city of Richmond. Lissenden, a C P A , had worked in the private sector and served one year a s the city's auditor before becoming finance director. He is a past president of the Virginia Municipal Finance Officers Association and has served a s a vice chairman of the MFOA Committee on Governmental Debt and Fiscal Policy. This year he chaired the committee's task force on bond registration. Lissenden will remain in Richmond where he is a government finance consultant. O Q Z < z § o > 15 �Professional Directory Southern Engineering nmwm m mm\si mmmm% HARLAND (703) 3 2 6 - 3 9 3 1 Urban Planning Annexation Studies Landscape Architecture Development Planning INC. PLANNING • LANDSCAPt-; A R C H I T H C T U R E • E N G I N E E R I N G COMMUNITY DEVELOPMENT CONSULTING P.O. Box 789 Bluefield. Virginia BARTHOLOMEW & ASSOCIATES, S o u t h e r n E n g i n e e n n q C o m p a n y oi V i r g i n i a 1 8 0 0 P e a c h t i e e Street. N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 352-9200 4(X) H a s t M a i n S t r e e t Richmond, Virginia 2,1219 PHONK804 h44.8b27 SCS ENGINEERS Rates Planning System C M O D A T , R U B A C K & A S S O C I A T E S . INC THE HATHAWAY HOUSE 103 CENTRAL ST P 0 BOX 709 W E L L E S L E Y MASSACHUSETTS 02181 TELEPHONE 1617)237-5815 Studies Feasibiiiry Studies Des.go Relaying PUBLIC UTILITY S'FARNS CONHAO AND SCHMID' Naomi C . Zwarick f^unicipal Services Manager East Central Region BROWNING-FERRIS INDUSTRIES N O R T H E R N VA. (703) 5 6 0 - 8 8 6 6 1800 Parkway Dhve S A L T . (301) 7 9 6 - 8 8 5 0 Hanover, Maryland 2 1 0 7 6 T E L E X 87-487 Mfllenng © BALDWIN • Industnal Park Plannmx • Highway and Airport Design • Grant Application Management - HAZARDOUS • Huliimiiit • Wiiilliiiulmi. E N G I N E E R S AND P L A N N E R S FAIRFAX NORFOLK faitlen Prtilessitinal Bt/iltling ftio n Koger Executive Center • 9 Suite 7 3545 Chain Bridge Road Su'te 250 Noflotlt. VA 23502 fairlan. VA 22030 DC. MAUDOL PIRNIE WATER WASTEWATER SOUO WASTES 'iNC I ENVIRONMENTAL E N G I N E E R S , SCIENTISTS & PLANNERS • tWaler Treatment & Supply • Wastewater • Solid/Hazardous Wastes Three Chopt S Parham Roads. Richmond 2 3 2 2 9 ANO 301 H I D E N B L V D N E W P O R T N E W S . VA 804 599-5511 HANSEN Hurt & Proffitt, Inc. A I r O ) i - l . ' l 61 ^0 Gannett Fleming PO BOX49O0 4800WHUNOREDRD CHCSTEBW 804 748 8746 \„ilM- WASTE WORKS 1 1 2 6 0 Roger Bacon D n - . n e s i o n V.-yrma 2?<JW' Gansulring Engioeecs CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . iNDuS'BiM .Acui'ns BoOCfSS DfSi&S • -..G-rtA'S • W A M » WASTE PUBLIC Austin Drociwnbrough ood Associotts X v E N G I N E E R S • SURVEYORS • P L A N N E R S • T r a f f i c K n g i n t t r i n g Sit^nali/atini • Stormwater Managt'mt'nt • Water and Wastewaler Systems SOLID PROFESSIONAL CQRPORAItON ARCHITECTS * ENGINEERS *• PLANNERS BARRY W. STARKE. ASLA LANI3SCAPE ARCHITECT Engineers • Planners • Surveyors W a i c r , Wasiewaier, Solid Wastes. Soils & FoLindaiions L a n d Developmeni Site Plans Residential. Commercial & Industrial Sithdivisions. R o a d . D a m s , Airports 1933 Fort Ave. L y n c h b u r g , VA 24501 {804)847-7796 EARTH DESIGN ASSOCIATES LANDSCAPE ARCHITECTURE / LAND USE PLANNING / ARCMITECTURE BODIE, TAYLOR AND PURYEAR, INC. K. S T l - . . \ K T CONSULTING K » ) - \K <Sc . \ . S S O < ' I . \ T E ; S . I N C . CONSULTING ENGINEERS 611 R e s e a r c h R o a d ENCIXEERS P . O , B o x 2901 R i c h m o n d , Virginia 23235 804-794-6823 P E T E R M. H U D S O N - —IJgSy BUCK, SEIFERT & JOST, INCORPORATED ^ ^ ^ 2 2 2 ^ Consulting Engineers Water S u p p l y • S e w a g e • Industrial W a s t e Treatment • Treatability S t u d i e s • 140 S y l v a n A v e n u e . P O B o x 1 2 1 8 E n g l e w o o d C h i t s , N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o P a r l i a m e n t D r i v e . S u i t e 101 Virginia B e a c h . V a 23462 804-499^8508 CH2M ::HILL planners economists scientists Complete Engineering Services M u n i c i p a l a n d In<iuslridl Waste T r c i l ment. Power Systems. Structures. Srrlid W a s t e s . Water R e s o u r c e s , W a t e r S u p p i v a n d T r e a t m e n t , Transportation 1941 R o l a n d Clarice P l a c e R e s t o n , Virginia 22091 703(620-5200 President P A R K S - H U D S O N , !NC. 1~5S Jefferson Davis Hwy Siiite 900 2 i 6 0 Wcsi Joppa Road. Suite iW Gfcensptmn Siaiion Atlingion. Virginia 22202 Luihcrville. Maryland 21091 rO,M 8')2-1812 (101) i H i - " 2 6 1 �CJERAGHTY & M I L L H R . INC. Consulting Engineers Environmental Laboratories Industrial and Ivlunicipal IBlOBniENSGERE Consulting Engineers 844 WEST S T R E E T . ANNAPOLIS. M D 21401 (301) 268-7730 SVOSSET NV TAMPA W BATON R O U G E PALM B E A C H DENVER HARTFORD HOUSTON SANTURCE PR Lantjover, MD 20785 (301) 731-5622 Boston, Ptiiladelphia, New York, St. Louis, Syracuse, White Plains E N G I N E E R S Bethesda, Maryland 20814 2215 2301 West Meadowview Road Greenst>oro. North Carolina 27407 (919) 292 2271 • A R C H I T E C T S S U R V E Y O R S Consulting Engineers Soils and Foundation Engineering (301) 652 1531 Nortti Mam Street Blacksburg, Virginia 2 4 0 6 0 (703)552-5548 Finkbeiner, Pettis & Strout, Limited Water Supply and Pollution Control Solid and Hazardous Waste Management Environmental Impact Studies Water Resources Management Energy Studies • OLVER INCORE-ORATED Dames & Moore 7101 Wisconsin Avenue 8201 Corporate Drive • • P L A N N E R S Greenhorns 10710 Also Offices In: Toledo. Akron & Cleveland, Ohio L E I LEESBURG SUITE CHURCH.VA. r03/8 93- FALLS f3ouiG Enciineennci CoffDorscion consultiriQ WATER. SITE WASTEWATER, DRAINAGE DEVELOPMENT. STREETS STRUCTURAL A DESIGN PIKE 302 220^3 0711 , , e n o i n e e r s .FLOOD CONTROL HIGHWAYS.BRIDGES • • Metcalf&Eddy • • a (7031 igineers 2315 SAINT PAUL S T R E E T BALTIMORE, MARYLAND 21218 1 1 1 20 New Hampshire Ave Suite 200 Silver Spring, IVID 20904 (301) 235-3450 Patton, Harris. Rust & A s s o c . a D-Ctessional CCrDO-aron Engineers . Survevors , Planners FREDKRICK G. GRIFFIN. P.C. C o m p l e t e p r o r e s s i o n a l s e r v c e s for m u n i c i p a l i h e s and public a g e n c i e s G U Y & DAVIS CONSULTING ENGINEERS Consulting Kngineers 1 0 5 2 3 Mam Street Fairlax Virginia 2 2 0 3 0 (703)273-8700 Vallay Otftce: 100 S o u t h M a m Street B r - d g e w a i e r Virginia 2 2 8 1 2 [ 7 0 3 1 8 2 8 2616 Florida — W e s t V i r g i n i a — G e o r g i a — M a r y l a n d J A M E S M. MONTGOMERY. CONSULTING ENGINEERS. INC. CIVIL m ENVIRONMENTAL ENGINEEDS WATER ANO WASTEWATER fliiliililinitioltCtittr. S l i l l 1130 l l l D O S i l r i i i l i l l i i Drill. COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES :!229 WaUrliik KiiaA l.ynihbursr. VA 24.")II2 i804 2;!7-2044i WATER SUPPLY WASTEWATER T O K I C AND HAZARDOUS M A T E R I A L S (able Ti-iiiisuin • I'V llniaiiiinl • I'ublir S;<li-ly Ci.iiv muniialiiins S>sti-ms • Alarm S>slcms • K l i i t r i c a l Di^iKii * Kt-tlcraJ Cnmmunit-ations ('ommLv.i()n .Vpplicatirin l*n'p;iraliiin • K\p»Tt Tf^limnn> and Witni-** o THE MAGUIRE GROUP Architects • Engineers • Planners CE Maguire, Inc. 5203 LaMburg Pike. Falls Church. VA 22041 (703) 998-0100 207 Builneaa Park Dr.. Virginia Beach. VA 23462 (804) 497-6304 Raglonil afflcn: Provlitenct. Rl: Alaxindrli, LA; Boston. MA: Cloanmlir. FL laiirlotli. NC: Filli Ctiurch. VA: Flortnci, SC: Honolulu, HI: Minctmur, NH: Now Britiln, CT: PitUburgli, PA: Ptioenli, A2: Spirlinliurg. SC: VIrginli Buch, VA: Wllttum, MA. BENGTSON. DeBELL. ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS & PLANNERS Centreville. VA Leesburg. VA 703-631 9630 703 777 1258 Sliver Spring, MD 301-439-0055 Public Administration Service Providing management assistance and consultant services RALPH WHITEHEAD 1 A S S O C I A T E S Consulting Engineers enioaES • HIGHWAYS • R A I L R O A D S • RAIL A BUS to local, regional, and state governments since 1933 1497 Chain Bridge Road 1936 EasI Seventh Street P. O. Box 35624 Charlotte, North Carolina 28235 704-372 1885 TRANSIT . (703) 734-8970 McLean, Virginia 22101 AIRPORTS aRANCH O F F I C E S 3300 NE Expressway, Atlanta. GA 30341 1314 Lincoln Street, Columbia, SO 29201 (404)452-0797 (803) 256-3590 LAW ENFORCEMENT: Organization/Management Studies Chief Selection/Promotional Assessments Richard W, Kotietz & Associates. Ltd. North Mountain Rnes Training Center Route Tv»o Box 342 Winchester, Virginia 22601 (703) 662-7288 dmq Inc. F A I U F A X . ViRorNrA 2 2 0 S 0 SSS-OSOO WHITMAN, REQUARDT AND ASSOCIATES Water Wastewater Resource Recovery Transportation MARINAS U w r t Oflic* w S C I E N T I S T S & O'Mara, HIOMWAY. S u m 2 0 2 PHONE: T700 - P H O T O O R A M M E T R I S T S DAVID M. GRIFFITH AND ASSOCIATES, LTD. Specialists in Revenue Enhancement, Cost Allocation Plans and Computer Systems Drawer 59. Christiansburg. Virginia 24073 Raleigh. NC 919/876-8042 Richmond. VA 804/323-1184 �Public Power Financing ,.. Experience Innovation Commitment.. First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, NY. 10055 Kevin J . Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 FINANCIAL AND MANAGKMtNT CONSULTANTS Marketplace Director of Wastewater S y s t e m s , Surry. VA. Town s e e k s a capable and qualified p e r s o n to operate a n d maintain new wastewater system consisting of A.W.T. plant, two pump stations and accompanying force main and gravity sewer. Applicant should hold current Virginia C l a s s III operator's license or be able to obtain one. Address inquiries to Honorable L. M. Berryman, Town Office, Surry, VA 23883, or call (804) 294-3021. City Manager, Colonial Heights, VA. Population 16,500,125 full time employees, $10 million general fund and $1.5 million utility fund budgets. Position requires degree in b u s i n e s s , pub. admin, or related municipal management field and five years exp. in progressive municipal government. Salary negotiable depending on exp. S e n d resume by April 15 to City C l e r k , Municipal B u i l d i n g . 1507 B o u levard, Colonial Heights, VA 23834. P l a n n e r , Y o r k C o u n t y , V A . $18,708$25,697. Excellent benefits; starting salary commensurate with exp. and qualifications. Requires demonstrated capability in comprehensive planning, land u s e controls, economic analysis, capital improvements programming, and preferably a b a s i c knowledge of computers. Masters degree in planning with one to two years responsible exp. desired. S u c cessful applicant will have demonstrated abilities in oral and written communications and interaction with citizens. Candidates must be able to manage and conduct a program with min. supervision in order to function well within this professional organization. York, a diversified and growing community of 37,000 located adjacent to Williamsburg, Newport News and the Chesapeake Bay, is involved in development of a coordinated, comprehensive and pragmatic planning program. Apply with resume by March 23 to: Mr. P. A. lanni. Personnel Officer, P.O. Box 532, Yorktown, VA 23690. (804) 898-0205. E O E . Plans Examiner, Newport News. VA. Performs plan review on construction and alterations of new and existing buildings for compliance with the Virginia Uniform Statewide Building Code. Individual will work with builders, engineers, architects and property owners to assist in interpretation of building and zoning regulations and a s s i s t inspectors in verification of c o d e c o m p l i a n c e . R e q u i r e s any c o m bination of e d . and exp. equivalent to graduation from college or univ. with major course work in architecture, civil engineering, building construction or related field and considerable exp. in building inspection work. Working knowledge of B O C A B a s i c C o d e s desired. Requires valid drivers permit and ability to be appointed conservator of the peace. Salary r a n g e : $22,1 0 0 - $ 3 0 , 8 5 0 with c o m prehensive benefits program. Submit resume to: Personnel Department. City of Newport News, 2400 Washington Ave., Newport News, VA 23607. E O E . • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification and Pay Studies • • • • Executive Searcti and Selection Management and Organization Studies Utility and Public Works Management Studies Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED (' H O \^ \A HI A l II \, SI 14 4 : : - 1 7 1 1 CAMP D R E S S E R & M c K E E 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 CDM environmental engineers, scientists, planners, & management consultants o Q Z < YARGER AND A S S O C I A T E S , INC. Position Classificalion and Pay Plans Managenieni and Financial Studies Test C(tnstnitlion—l ire and Piilive Studies Over 600 Surveys OurSOlh Year > 18 2830 Mary Street Falls Church, Va. 22042 703/560-6900 R.W. BECK AND ASSOCIATES ENGINEERS A N D C O N S U L T A N T S Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 4 0 G r o v e Street Wellesley, M A 02181 (617) 2 3 7 4 8 7 0 1510 E. Colonial Drive Orldndo, FL 32803 (305) 896 4911 �lOO-Hojm^owER JDHN DEERE 444CH Now w i t h 17% more horsepower We added 15 more horsepower (11 kW) and a turbocharger as standard equipment. So you've got more hydraulic crowd power at the pile. And no engine derating up to 10,000 feet (3000 m). For more capacity, a new 2-yard (1.53 m 3 ) bucket option gives you faster loading. Less cycling. And more volume. And for more of the same kind of handling you've come to expect from our 444C, we left the basics the same. The same 16-foot ( 4 . 8 8 m ) turning radius for work i n tight places. The same singlelever loader control for fast, efficient loading. And the same simple dally service for a quick getaway at the end of the day. Ask your J o h n Deere dealer for more facts on the 444CH. J o h n Deere, Moline, Illinois. AVAILABLE IN MOST STATES MUNICIPAL LEASE SEE A PARTICIPATING DEALER �Expertise i n public power fimncini Expertise across the boarc. At Merrill L y n c h Capital Mar kets, our relationshiporiented im'estment bankers orchestrate the efforts o f specialists in perhaps the broadest range o f tinan cial ser\'ices in the inclustry—our expertise across the hoard. To discoxer the opportunities this c a n create in public power financing, please call o u r Municipal Ttilities Department at (212) 637-2540. Merrill Lynch Capital Markets Investment banking � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 3 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource March 1983 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198403 https://www.virginiaroom.org/digital/files/original/69/6462/198404.pdf bb6caa5da49b3b051dbbb2f594ab2f83 PDF Text Text Virginia Celebrates 350 Years^^l ^ | i n t y GoTemment API tUBLtCI 1 B R A « �O p t i m u m compaction cuts down fire, Insect, vermin and contamination problems by reducing dead air spaces in the landfill and significantly adds to site life by getting more debris into available space. The Cat 816B and 826C are specially designed to chop, crush and compress refuse with heat-treated, abrasion resistant steel blades welded in a staggered chevron pattern to each drum. The result is tighter landfill packing: up to 1400 lbs. compression per cubic yard. What's more, the landfill doesn't require as much cover material. And it lasts longer to give optimum service. Whether you are starting your first landfill or want to put more into existing sites, give us a call. We help make your operation more efficient, economical and sanitary with advice on the best machines for the job. In addition, we have CAT PLUS Service — the most comprehensive support in the industry — which makes sure your landfill operation runs smoothly and economically long into the future. Call us. Cat machines do more... so your budget can too! CARTER MACHINERY CO., INC. S a l e m • N o r t o n • O a k w o o d • W a r r e n t o n • F i s h e r s v i l l e • R i c h m o n d • C h e s a p e a k e , VA • B l u e f i e l d • L e w i s b u r g • Pineville, WV C a t e r p i l l a r , Cat a n d CB are t r a d e m a r k s of C a t e r p i l l a r T r a c t o r C o . �r Virginia Editor Christine A. Everson Editorial Assistants J o n i Terry Mary Ann Cornell Telephone 804/649-8471 VML President C h a r l e s A. R o b i n s o n J r . Officers L a w r e n c e A. D a v i e s Vincent J . Thomas S a m W. A d a m s J a n e L. Hough Executive Committee Robert T . W i l l i a m s Arlie C . P a y n e Martha V. P e n n i n o J a c k D. E d w a r d s J a c k P. B a r n e s Margie M a y e s Executive Director R. Michael A m y x On the Cover The Old Church Tower at Jamestown is the only standing ruin from the 17th century town. The first representative legislative assembly w a s said to have convened May 30, 1619 in an earlier wooden church located on this site. It was at an assembly in Jamestown in 1634 that Virginia's first eight counties were created. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 oloiiim V o l u m e 19 April 1984 4 People 5 Virginia Celebrates 350 Y e a r s of County Government Number 4 In 1634, an act of the Virginia General Assembly created eight "shires" — Accomack, Charles City, Charles River, Elizabeth City, Henrico, J a m e s City, Warrosquoake and Warwick River. Benefits Roll In From the Virginia C D B G Program S h e a Hollifield tells about the Community Development Block Grant Program under the administration of the Virginia Department of Housing and Community Development. 9 17 Highlights of the 1984 S e s s i o n Reading, P A — W h e r e Community TV Really Works Neal Peirce writes about an optimum use of two-way community cable television. 18 Professional Directory 21 Legal Guidelines VML Legal Counsel Howard W. Dobbins talks about "Permissible Exceptions to Constitutional Restrictions in Letting Some Public Contracts." o Q 22 Marketplace O I< z o DC > �People Weeks Leaves VML Richard F. Weeks J r . has left his position with the Virginia Municipal League to become administrator of the newly-formed Virginia Innovation Group (VIG). Weeks, who holds a master's in public administration from the State University of New York, joined the league in 1977 as a staff associate. He served a s the league's director of intergovernmental relations from July 1981 through October 1983 when he w a s made associate director. Throughout his years with the league he has worked with the league's policy committees in the formation of league legislative policies, he has been an active lobbyist for the league during the General Assembly sessions, he has written the Legislative Bulletin for a number of years, and last year he w a s directly responsible for coordination of the league's annual conference. In his new position, Weeks will travel throughout the state and work closely with local governments. V I G is an organ i z a t i o n of V i r g i n i a c i t i e s , t o w n s . counties and private companies joined for the purpose of expanding the use of s c i e n c e and technology products in local governments. V I G currently has 21 members and is expected to expand to 50 members by next summer. Chesterfield Hires Recreation Chief Gary N. Fenton has recently joined the staff of Chesterfield County's Department of Parks and Recreation a s chief of recreation. He comes to Virginia from Ohio where he had served a s director of recreation for the city of Marion since 1975. Prior to that he w a s director of parks and recreation for Grandview Heights, O H . He holds a degree in recreation and outdoor education from Southern Illinois University and currently serves on the board of regents of the North Carolina State University School of Sports Management. Fenton is married and has two children. Market Makers and Investment Bankers o Q Z < z o Salomon Brothers Inc o EC > M e m b e r of M a j o r S e c u r i t i e s a n d C o m m o d i t i e s E x c h a n g e s O n e N e w Y o r k P l a z a . N e w Y o r k , N . Y . 10004 Blacksburg Hires Planning Director Lynchburg City Planner William B. West Jr. has been named Blacksburg's planning director replacing William Issel who left in January to become the first full-time planning director of Hilton Head Island, S C . West, who had served a s Lynchburg's city planner for 10 years, w a s chosen for his "technical expertise and interpersonal skills," according to Blacksburg's town manager Robert Stripling. He will be actively involved in Blacksburg's downtown design, industhal park master plan and the comprehensive plan rewrite now in progress. West has also served a s a planner for the city of Columbus, GA. He holds a master's in urban and regional planning from the University of Mississippi and a bachelor of arts and political science from Delta State College in Cleveland, MS. Brady Leaves Public Works Thomas F. Brady has resigned his position a s director of public works in Roanoke to become project manager for J . M. Turner & Co., a Salem contracting firm. He has been Roanoke's director of public works for five years. Brady, who has worked for the city for 10 years, has played a key role in the city's downtown revitalization and economic d e v e l o p m e n t p r o g r a m s , the Neighborhood Partnership and the costsaving efforts of the city. Woodstock Appoints New Mayor Oliver L. Burkett has been appointed the new mayor of Woodstock. He replaces William H. Coffman who w a s transferred to Bridgewater. Burkett previously s e r v e d a s the mayor of Woodstock from 1970 to 1978 and has served on the town council 14 years. He is a retired dentist and a native of the nearby community of Mount J a c k son. �•*•*** Virginia Celebrates 3501fears 1984 marks the 350th anniversary of county government in the United States. In recognition, Gov. Charles S . Robb has proclaimed the last week in April "County Government W e e k , " noting that in 1634 the Virginia General A s sembly passed an act to establish the first counties in the United States which came to serve a s models for the rest of the country, and which today continue to serve the needs of Virginia's citizens. A s we celebrate this milestone, we must recognize the significant role Virginia played in the development of local government in the United States. Considering Virginia's history, it is perhaps ironic that the first settlers to come to Virginia were little concerned with government. Unlike our northern neighbors who came to New England to escape religious persecution, Virginia's settlement w a s primarily an economic adventure, and those who came to Virginia were originally governed by the Virginia Company of London, an English joint stock company granted charters in 1606, 1609 and 1612. Virginia's settlers came to the New World for economic and the gamut of personal reasons; however, they initially encountered starvation and unfriendly Indians. Even though the original charter, in a somewhat unusual move and possibly a s an enticement, guaranteed the protection and privileges the common law would have accorded any man in England, the settlers' immediate concern w a s not government, but survival. In fact, only 60 of 500 settlers lived through the winter of 1 6 0 9 - 1 0 , known a s the "starving time." Beyond the company, the plantations and churches were the first bodies of authority or local government in the New World. Commanders of the plantations. who often were officers in the militia also, were responsible for their territories and probably handled civil matters. T h e plantations themselves later came to represent natural divisions for representative government. T h e local church also had a great deal of responsibility, keeping legal records such a s those of marriages and births and handling social matters. O n c e the colony had taken hold, however, it did not take lo.ng for the influence of the mother country to spread. In 1618, Gov. George Yeardley arrived in Virginia with instructions to convene a general assembly. T h e a s sembly, which was to meet annually if not more often, was to be composed of a council chosen by the company and a house of b u r g e s s e s elected by the freemen of the colony. The first assembly convened July 30, 1619 in J a m e s t o w n , meeting in the "Quire of the Churche" a s there w a s no other place to hold a public meeting. Not unlike today, the a s s e m b l y formed committees, debated legislation and after three readings enacted bills into law. Having judicial and administrative as well a s legislative authority, the a s sembly also heard c a s e s and passed sentences and attended to matters such a s t a x e s and roadbuilding. T h e a s sembly continued to meet in this form at least annually until the company's charter w a s revoked in 1624 and Virginia became a royal colony. Also in 1618, Gov. Yeardley ordered monthly courts to be held at convenient places. T h e s e early courts were established primarily to take some of the workload off the assembly and a s a matter of convenience a s the colony grew. They shared legislative, administrative and judicial powers with civil and military officers and the churches. The duties of the monthly courts, which included such local matters a s construction of tobacco warehouses and licensing taverns, were considerable and they soon became seats of local government. In 1619 the colony was divided into four "incorporations" which in turn were composed of plantations, and by 1634 the colony had grown large enough to be d i v i d e d into eight " s h i r e s , " or counties, following the established form of government in England. T h e counties were represented at the General A s sembly and eventually replaced the plantations a s the representative units of local government. Very little is known about the actual e n a c t m e n t of the legislation which formed the original counties other than it w a s an act of the General Assembly of 1634, that the governor at the time w a s Gov. John Harvey, that the assembly met at the governor's home, that he w a s known to complain about the expense of this, and that the assembly consisted of 32 burgesses representing 21 areas. T h e original eight shires were A c comack, Charles City, Charles River, Elizabeth City, Henrico, J a m e s City, W a r r o s q u o a k e and W a r w i c k River. They eventually became Accomac County, C h a r l e s City County, York County, the city of Hampton, Henrico County, J a m e s City County, Isle of Wight County and the city of Newport News. Each county had a sheriff who w a s appointed by the governor or recommended by the county court. The sheriff served warrants, executed judgements, collected taxes, supervised elections and, in time, became quite powerful. Counties also had clerks, surveyors and other officers. T h i s form of "county government" soon became entrenched in the New W o r l d a s the n u m b e r of c o u n t i e s flourished from 50 in 1750 to more than Continued, O Q Z < -z. o page 22 o DC > �Benefits Roll In from the Virginia CDBG Program By Shea Hollifield o Q Z < o cc > A 90,000 square foot plant expansion will create 200 new jobs in tfie town of Independence. An inner fnarbor fias been built and reinforced to help sustain local commercial fishing in Northampton County. A failing septic system which has contaminated well water for several years is being replaced by public sewer service in Montgomery County. What do all of these activities have in common? They are all projects funded by the Virginia Community Development Block Grant Program. In 1982 the commonwealth of Virginia began administering the community development block grant (CDBG) program, a federal program offering funding for construction grants for community facilities, housing and economic development to primarily benefit low and moderate income people. Since the Virginia Department of Housing and Community Development became responsible for administration of the program, some very significant benefits have accrued to Virginia citizens. A total of 58 new construction projects have been funded, providing some impressive services across the c o m m o n wealth. The town of Independence, Northampton County, Loudoun County, Montgomery County and the city of Suffolk are just a few of the localities now implementing CDBG funded projects which will benefit their residents. In Independence, the CDBG program helped finance a significant plant expansion by Nautilus of Virginia Inc. This private-public partnership resulted in a 90,000 square foot building and will create approximately 200 new jobs, most of which will go to low and moderate income people. The new plant is expected to begin production this spring. In Northampton County, the Virginia CDBG program is helping retain 355 jobs and provide the safe and efficient harbor needed to ensure continuation of the local commercial fishing industry. In cooperation with the U.S. Army Corps of Engineers, the Willis Wharf Harbor basin which was becoming impassable is being dredged. New bulkheads, boat ramps and moorings are being installed and work also is being done on support facilities. This innovative project will enable the Willis Wharf Harbor to expand its commercial activity in the future. While economic development and jobs have been generated by the Virginia program, other important community needs also have been addressed. In 1983 Loudoun County received funding to rehabilitate 31 houses which had documented sanitation and safety problems. Loudoun County will soon be able to provide 31 low and moderate income homeowners with decent, safe housing while contributing to the overall improvement of the county's housing stock. In Montgomery County, two residential areas were faced with a long-standing health hazard caused by failing septic systems contaminating ground and well water. Virginia CDBG funding will help correct this problem by providing public wastewater collection and treatment for 1,293 people, three-fourths of whom are low and moderate income. The city of Suffolk can now provide municipal water and sewer service in the Pughsville area for the first time with the assistance of Virginia CDBG funds. Shallow wells in this area were not dependable and had become increasingly contaminated. Connection to city water and sewer service will guarantee 416 low and moderate Income citizens sanitary water and safe, adequate wastewater disposal. These are only a few of the results accomplished since the Department of Housing and Community Development assumed the CDBG program in 1982. Total benefits have been even more extensive. Program Wide Benefits In 1982, 22 projects were funded through the CDBG program. Eleven �This 90,000 square foot plant expansion in Independence, VA was jointly financed by the Virginia CDBG program and Nautilus of Virginia Inc. It will create approximately 200 new jobs for low and moderate income individuals. counties, seven towns, and four cities received a totai of $13.5 million in community development funding. Tfiirteen community facilities projects, eigtit economic development projects and one housing project are now underway as a result of thie 1982 Virginia Community Development Block Grant program. In 1983, $16 million in community development funds w a s distributed to twelve counties, fifteen towns and one city. Thiese grantees are now implementing seventeen community facilities projects, eight economic development projects and three housing projects. In addition to these grants, eight localities received a total of $4.4 million from the Emergency Jobs Bill, which provided for special, supplemental community development funding in 1983. As a result, six counties and two towns are now working on three community facilities projects and five economic development projects creating 776 new jobs. In the two years that Virginia has administered the Community Development Block Grant program, 5,000 jobs will be created, improved housing will be provided to 458 citizens, and 26,000 people will have new or improved water and sewer service. A total of 31,458 Virginia residents will experience direct benefits from the 1982 and 1983 prog r a m . T h e program h a s stimulated other investments a s well. T o date, $98,885,781 in public and private funds have been leveraged through the C D B G program. In addition to the 58 projects funded by the C D B G program under the commonwealth's administration, 21 multiyear commitments previously made by the U.S. Department of Housing and Urban Development also have been fulfilled. T h e s e multi-year commitments were met by the end of 1983, and a s a result, 10,500 Virginia residents will receive direct benefits from improved housing, new water and sewer services or other community services. The C D B G Program for 1984 Now that the commonwealth has had two years of experience in community development administration, proposals to refine, streamline and improve the program are being considered. Revisions have been proposed to increase local governments' flexibility and res p o n s i v e n e s s to economic development needs, and suggestions by local government and changes in federal legislation are currently being incorporated into the 1984 program. Workshops and public hearings on suggested program modifications will be held April 24 in Wytheville, April 25 in Harrisonburg and AphI 26 in Dinwiddle. Approximately $22.2 million In C D B G funds will be available in 1984 to small cities, towns and rural counties eligible to participate in the program. These include cities and towns with populations below 50,000 and counties with populations below 200,000. New jobs; expanded economic opportunity; safe, efficient water and sewer service; decent, standard housing; and adequate public facilities are all good reasons for a community development program. Many Virginians are now enjoying these results provided through local government participation in the C D B G program. For more information on the Virginia Community Development Block Grant Program, contact the Department of Housing and Community Development, 205 N. Fourth Street, Richmond, VA 23219-1747, (804) 786-4474. O Q Z < About the Author Shea Hollifield is a technical assistance planner for the Department of Housing and Community Development Office of Community Development Planning and Technical Assistance. She has been with the department 1V2 years and has worked with communities providing program information and assistance in the application process. She has also provided training on various community development issues and topics. o < Z (5 DC > �CHART YOUR WAY TO HIGHER WATER Rf.VENUES WITHOUT RAISING RATES. Location of Utility No. Meters to be Replaced Average Accuracy Average Water/Sewage Bill (Annual) No. Meters Repaired Annually Southwest 1,200 78.65% $102.00 144 Southeast 9,300 89.2% $192.00 2,080 Northwest 30,000 92.8% $185.00 0 Rocky Mt. 4,000 96.0% $156.00 1,125 High Plains 625 94.0% $216.00 200 Great Lakes 16,500 90.0% $200.00 900 6,000 88.0% $184.00 520 East If the meters in your water system aren't accurate, they're robbing you of revenue you've earned and can use. If so, we can help you improve your revenue and cash flow. And it could be by a substantial amount-like the examples in the chart showing actual projections for just a few of the water utilities we're working with right now Our Financial Benefits Analysis can show you how. Free. � () 0 z <( z � 0 I� z ('.) a: > 8 VJe can show you-at no charge-just how much your utility could profit from a changeout program using Rockl..vell meters. How it can start paying off right away. And keep paying big dividends for years to come. Using the form and information we'll send, you pro­ vide us with certain data about metering costs and revenues for your system. Then we'll provide you with a computer­ generated, comprehensive analysis of your situation. The report will compare your present revenues and metering costs to what they could and should be. It will show how much you could improve your revenue and cash flow. How much you could save on meter maintenance and repair: And how much you could save on the costs of meter reading and billing with a Rockl..vell remote reading system. The Rockwell Meter Financing Plan can make it affordable. Now. If your budget is tight or you're keeping your cash resources in revenue-generating investments, the Rockl..vell Meter Financing Plan could provide a very cost-effective way to start or accelerate your change­ out program. So you can start raising revenues right away.* How to make your changeout a change for the better. The long-term financial benefits you get from a meter changeout program can only be as good as the 111eters you use. Replacement Meter Type Optimum No. Net Cash Flow of Years for Improvement Changeout Projected (20 years) Rockwell SR® W/GTR Remote Rockwell SR"' Standard Rockwell SR" Standard Rockwell SR® Standard Rockwell SR® Standard Rockwell SR® W/TTR Remote Rockwell SR® W/GTR Remote 3 $ 2,204,040 4 $10,104,831 6 $10,292,941 5 $ 3,806,981 4 $ 557,566 4 $13,404,137 4 $ 5,113,816 And Rockl..vell meters have earned an exceptional reputation for long-term accuracy and value. Nationwide, they're helping utilities reap impressive financial benefits. Yours could be, too. And soon. To start, complete and send in the coupon. It's the best way to chart the course to higher revenues-without raising rates. '!' Rockwell International ...where science gets down to business r,-----------w 83m7 Send to: I I I I I I I I 1 I I 1 D. M. Palmer Municipal & Utility Division Rockl..vell International 400 N. Lexington Avenue Pittsburgh, PA 15208 □ I would like a free Financial Benefits Analysis. Please contact me. D Financial Please send more information about a free Benefits Analysis and the economic benefits of a meter changeout program. Nam"----------------Tit!.,__________ _ _ _ _ _ _ Utili,___ _ _ _ __ _ _ ___ _ Stree�- ------------ Ci.:,--_ _ ____ Stat.� __ Zi,,__ . ___ L:::�-�----------' "Participation in the Rockwell Meter Financing Plan is subject to specific terms and conditions and applicable statutes. �Highlights of the 1984 Session "Man and beast can rest easy—the General Assembly has adjourned!" goes the old wag. T h e 1984 General Assembly adjourned March 12, after 62 days in session. It was a session highlighted by debate on a broad range of public policy issues such a s the coal slurry pipeline, uranium mining, the need for a sales tax increase, drunk driving legislation, implementation of the intermediate court of appeals, and a high-tech research center. In the final days, prolonged negotiations by budget conferees on the $15.9 billion budget for 1984-86 took center stage. When it w a s over the 1984 General Assembly had passed 807 of the 1,471 bills that came before it and carried over 229 bills until the 1985 session. It also adopted 227 of 317 resolutions introduced. T h e Virginia Municipal League staff identified some 600 bills and resolutions that directly impacted local governments. As is the c a s e in most sessions, bills that did not pass represent good news to local government. Among those bills that failed or were carried over were s e v e r a l public employees collective bargaining bills, a measure to restrict the use of local government work forces to carry out public works projects, bills that would have substantially altered annexation procedures, legislation to mandate 10 percent annual salary increases for teachers, a bill to require an immediate roll back on business, prof e s s i o n a l and occupational l i c e n s e t a x e s , and legislation to require expensive newspaper display ads for all increases in the aggregate amount appropriated for local budgets. Telephone Rates A bill of considerable interest to local governments that was carried over to the 1985 session w a s Senate Bill 239, which would have placed all localities under the jurisdiction of the State Corporation Commission for the setting of telephone related rates and charges. Passed by the Senate by a 19-18 vote, the legislation w a s a s s i g n e d to the House Committee on Corporations, Insurance and Banking where extensive testimony w a s offered by all interested parties. With a final committee vote scheduled for the following day, those local government officials attending the VML Legislative Day on February 22 were given a direct role to play in determining the final outcome of the issue. The committee first voted 14-6 to defeat the bill and then voted to carry it over to the next session. Efforts to negotiate with C & P T e l e p h o n e C o . on local government telephone rates have begun again by the VML/VACO joint steering committee. Finance Bills A number of finance related bills failed this s e s s i o n , the most significant of which were measures to increase the state sales tax. T h e Virginia Municipal League's legislative priority for the 1984 session w a s enactment of an additional 1 percent sales tax with proceeds dedicated to primary and secondary education. Despite strong evidence of the need for this additional revenue, passage of appropriate legislation began to look doubtful early in the session a s administration and key leadership in both houses came out in opposition to any major tax increase this year. S a l e s tax measures were introduced in both houses but none were reported from committee. A number of revenue measures were introduced despite the administration's opposition to a sales tax measure. The administration introduced bills to increase user fees on several health service programs including septic tank permits, inspection fees for restaurants, migrant labor camps, hotels and motels and campgrounds. All were killed by either House or Senate in the session's closing days. A s usual, many finance measures affecting local governments did pass. T h e most significant were in the area of personal property taxation. House Bill 827, introduced by Del. Morrison, D-Newport News, removed cable television tuners and converters from local personal property taxation. House Bill 320, introduced by Del. Morrison, removed motor vehicles not licensed by the state from personal property taxation, categorizing them as local machinery and tools. T h e bill's largest impact will be in Morrison's own community of Newport N e w s , since shipyards have a number of unlicensed motor vehicles and a machinery and tools tax rate significantly below the personal property tax rate. House Bill 112, Del. Diamonstein, D-Newport News, authorizes localities to allow phvate businesses which collect taxes for local governments to withhold up to 5 percent of monies collected. This withholding could apply to local consumer utility taxes and meals and lodging taxes. House Bill 258 passed both houses and will permit localities to impose a fee on local telephone bills to finance recurring maintenance costs of enhanced 911 emergency telephone s y s t e m s . Current law allows a fee for capital and installation costs only. Also, telephone companies may now withhold 3 percent of the amount collected. The General Assembly passed a major bill which recodified all of Title 58, the tax code. This bill generally intended to clean up the code, however, changes concerned local governments. Most significant w a s elimination of language concerning meals, lodging and admission taxes. An amendment, adopted by Senate Finance, makes clear that local governments authorized to impose this tax will continue to have that authority. A major piece of legislation benefiting local governments establishes an authority to assist in financing water and sewer facilities. Senate Bill 229 establishes an authority which would issue bonds under the moral obligation of the state. T h e s e bonds are expected to be issued at one rating below the state's current AAA rating. The authority would then grant loans to localities at a slightly higher rate than the bonds received. The difference would finance operation of the authority. Two identical bills were introduced to remove wine sales from A B C stores. House Bill 919 and Senate Bill 400 become effective July 1,1986. This potentially could have a negative impact of more than $1 millon on A B C profits distributed to localities. V M L w a s s u c cessful, however, in amending the Appropriations Act to provide that also beginning July 1,1986, Virginia's counties, cities and towns would receive 44 percent of wine tax revenues a s opposed to the current 22 percent. The amendment also adds towns to wine tax distribution and could generate a s much a s $7 million for l o c a l g o v e r n m e n t s in the 1986-88 biennium. A measure narrowly defeated could have had a significant long-range impact on local governments. Senate Joint R e s o l u t i o n 2 8 would h a v e limited growth in state expenditures to growth in the state economy. This bill passed the Senate but w a s narrowly defeated in the House Privileges and Elections Committee by a 10-10 vote. If this measure Continued, next page O Q < o DC > �had passed, it would have appeared on the November ballot and likely would have been adopted. VML's concern was that additional expenditures would be imposed on local governments since the state would be restricted from meeting any new needs. ^ Q Q Z < Z > ^ < Z (5 OC > 10 Public Procurement House Bill 169, sponsored by Del. Axselle, D-Henrico County, passed with little opposition. T h e bill which provides local governments greater flexibility in acquiring professional s e r v i c e s w a s promoted by VML, the Virginia School Board Association and statewide architectural and engineering groups. This bill does not, however, change the law for towns under 3,500 in population a s they are exempt from this portion of the statute. Under H.B. 169, effective July 1 , 1984, significant changes are made in the manner in which local governments procure professional services. 1. When the cost of professional services is expected to be under $20,000, local governments no longer have to follow the exact provisions of the Procurement Act and are authorized to develop alternative policies. 2. Local governments may interview "two or more" candidates who seek work and no longer have to interview "all offerors" that are qualified, suitable, etc. 3. Competitive requirements are no longer required when acquiring legal services. 4. Localities can talk about nonbinding cost estimates for professional services during interviews. 5. Public bodies may acquire goods and personal services for direct use by recipients of public a s sistance or fuel assistance programs without following formal competitive procedures. With no advance warning. S e n . Willey, D-Richmond, introduced a bill that would have repealed the 1982 Public Procurement Act and reinstated prior law. S e n . Willey amended the bill, however, to simply give greater flexibility to the General Assembly in its purchasing practices. In essense, the chairman of either H o u s e or S e n a t e R u l e s may exempt specific purchases from the act. An outgrowth will be review of the Procurement Act prior to the 1985 session. Several other bills passed which modify the 1982 Public Procurement Act. S . B . 329, S e n . Wilder, D-Richmond, amends Section 11-49 of the Code of Virginia to facilitate participation in procurement transactions by small busin e s s e s and b u s i n e s s e s o w n e d by women and minorities. S . B . 247 and H.B. 557 increase to $100,000 from $25,000 the size of construction cont r a c t s b e f o r e bid b o n d s a n d perf o r m a n c e and p a y m e n t bonds are mandatory. H o u s e B i l l 5 5 6 , D e l . M a r k s , DHopewell, passed the House but w a s carried over to next year by Senate General Laws. This bill would allow local governments to give preference to an in-town bidder a s long a s his bid is not more than 2 percent greater than the lowest out-of-town bidder or not greater than $500 in total value. Conflict of Interest The new Conflict of Interests Act that passed last year superseded all state laws, charters and ordinances. House Bill 299, however, sponsored by Del. C a l l a h a n , R - M c L e a n , a l l o w s local governments to pass conflict of interests ordinances and regulations which are more stringent than the new act. S e n a t e Bill 3 0 4 , S e n . M a r y e , DShawsville, and House Bill 308, Del. P a r r i s h , R - M a n a s s a s , give greater flexibility for firms employing a member of a local governing body to contract with the local government of that official. The official, however, must disqualify himself and not participate in the dec i s i o n to c o n t r a c t . H o u s e Bill 3 0 8 expands to $500 from $100 the current exception in the Conflicts Act for small contracts othenwise prohibited by the act. Officials and employees of towns and cities under 10,000 in population will continue to enjoy their much larger contract exemption in the present act for contracts under $10,000, or $25,000 per year if awarded on a sealed bid basis. Another S e n a t e bill sponsored by Marye allows conflict of interests opinions rendered by town attorneys to be introduced a s evidence in a trial. Present law gives this authority to only county and city attorneys. Antitrust Senate Joint Resolution 19, sponsored by S e n . Waddell, D-Sterling, at the request of Fairfax County and VML, urges the U.S. Congress to amend the federal antitrust laws to fully protect local governments and their special purpose units from application of federal antitrust laws. According to the National League of Cities, the Virginia General Assembly is the first state legislature to urge Congress in this fashion to amend the antitrust laws. VML localities are encouraged to pass similar resolutions. A copy of this resolution appears on the opposite page. No bill w a s introduced to protect local governments under the Virginia Antitrust Act even though several Virginia localities have been sued under the act. VML did not seek legislation in this area after Attorney General Gerald L. Baliles provided VML a letter of opinion that local governments presently have considerable protection under the state act. Hazardous Waste Senate Bill 170 establishes a comprehensive process that must be followed if state government or private entities seek to establish a commercial hazardous waste facility in Virginia. Although a seven-member state siting board would be given the final decision whether to approve the location, the local government where the site is proposed would be kept informed at each stage of the siting process and would be given considerable opportunity to participate in the process. The local government also would be given money from a state technical a s sistance fund to determine the effect of the site in the area and would have the opportunity of negotiating a siting agreement with the party seeking the site. A key issue in the negotiations could be mitigation or compensation for economic detriment suffered a s a result of the site. S e n a t e Joint Resolution 2 1 , S e n . Macfarlane, D-Roanoke, requests the Solid Waste Commission to study policy options available to the commonwealth to encourage alternatives to land disposal of hazardous waste. S e n a t e Bill 204, S e n . Macfarlane, creates a $10,000 fine for each day of violation for any person who knowingly transports hazardous waste without a permit. Freedom of Information Act This year only one bill of this nature directly relates to local governments. House Bill 24 totally prohibits use of conference calls by governing bodies in lieu of f a c e to face meetings. Gov. Charles S . Robb supported this bill. Grievance Procedure House Bill 506, Del. Stambaugh, DArlington, and others, amends the state grievance procedure, which applies to local governments, to require the grieving party and the governmental entity to comply with all substantial procedural requirements or a decision will result against the party that has not complied unless there is just cause. The party not in compliance will be given five working days after receiving written notice to correct the non-compliance. S e n a t e Joint Resolution 38, by S e n . Schewel, D-Lynchburg, c r e a t e s a study commission to study the state grievance procedure prior to the 1985 session. Town/County Relations Although resolutions calling for a study of town/county relations were defeated, the Joint Legislative Audit and Continued, page 12 �1984 SESSION LD1254136 1 S E N A T E J O I N T R E S O L U T I O N NO. 19 2 Offered J a n u a r y 17, 1984 3 Memorializing 4 protect the 5 under federal Congress municipalities antitrust of and the United States their special purpose to adopt units legislation which of government will from fully liability laws. 6 7 8 P a t r o n s - W a d d e l l , D u V a l , and R u s s e l l , J . W.; Delegates: M c D i a r m i d , Cody, P a r r i s h , C a l l a h a n , Medico, K e a t i n g , Gordy, A n d r e w s , and Bagley, F . C. 9 10 R e f e r r e d to the Committee on R u l e s 11 12 W H E R E A S , the United States Supreme Court, i n P a r k e r v. B r o w n , 317 U . S . 341 (1943), 13 established 14 from federal antitrust liability; and 15 the P a r k e r Doctrine, a state action exemption test granting i m m u n i t y to states W H E R E A S , the United States Supreme Court, i n Community Communications v. City of 16 Boulder, 455 U . S . 40 (1982), held that the P a r k e r Doctrine did not automatically give local 17 governments i m m u n i t y from federal antitrust liability; and 18 19 20 21 22 23 24 25 26 27 28 29 30 WHEREAS, until the Boulder decision and other recent court decisions it had assumed that the P a r k e r Doctrine applied to local as w e l l as to state government; W H E R E A S , the Boulder decision has exposed local governments and to litigation i n m a n y of their regulatory, planning, franchising and other day-to-day activities; and W H E R E A S , federal antitrust l a w suits a r e being filed i n ever-increasing numbers against municipalities as a result of the Boulder decision; and W H E R E A S , c l a i m s for monetary r e l i e f seeking hundreds of millions of dollars for treble damages under the federal antitrust laws threaten the fiscal integrity of municipalities; and WHEREAS, even frivolous antitrust suits can be extremely time consuming W H E R E A S , the activities of local government, l i k e the activities of state and federal governments, a r e p a r t i c u l a r l y unsuited to the application of federal antitrust statutes; and W H E R E A S , there is no logical reason w h y local governments, units of local government 32 i m m u n i t y s i m i l a r to that a v a i l a b l e to state governments 33 therefore, be it 34 RESOLVED by the such as authorities Senate, the House including special purpose and commissions, should not have of and the federal government; Delegates Congress of the antitrust concurring. That the now, General >- U n i t e d States to adopt legislation o 35 Assembly of V i r g i n i a m e m o r i a l i z e s the 36 w h i c h w i l l fully protect municipalities and their special purpose units of government 37 liability under the federal antitrust laws; and, be it from the President of the 40 Representatives, 41 United States. and United States Senate, to the to the m e m b e r s of the ^ ^ R E S O L V E D F I N A L L Y , T h a t the C l e r k of the Senate transmit copies of this resolution to 39 42 and expensive to defend because of the need to h i r e outside counsel; and 31 38 been Speaker of the Virginia Delegation ^ United States House of ^ to the z Congress of the g > 43 44 11 �from page ten Review Commission has agreed to study this problem during the summer. Other Issues A bill to establish a refund deposit law for beverage containers was killed as was a bill to require local governments to observe the same holidays as state government. Several issues important to local government were deferred. House Bill 269 would have required local govern­ ments to pay their bills in a timely fash­ ion or pay whatever finance fee the ven­ dor normally charges. House Bill 444 would have pumped approximately $10.3 million into fire training and pre­ vention at state and local levels by im­ posing a 1.2 percent surcharge on fire insurance company premiums, and House Bill 817 would have reorganized state programs dealing with the men­ tally and physically disabled and set forth the rights of disabled persons. Uranium mining questions have also been deferred. In fact, after last minute negotiations and compromises between interested parties, no bills were intro­ duced this session. House Bill 574 passed creating a permanent State Water Study Com­ mission to study all aspects of water supply and allocation problems in the commonwealth and coordinate legis­ lative recommendations. Public Power Financing ... Experience Innovation Commitment ... BUDGET HIGHLIGHTS ABC Profits & Wine Tax 1985-86 1984-85 ABC Profits $19,599,000 $13,967,000 Wine Tax $ 3,400,000 $ 3,600,000 Revenue estimates for 1985-86 ABC profits reflect removal of the floor for local government profits. Language in­ creases the share of wine tax proceeds to local governments to 44 percent from 22 percent and includes towns. Commission on Local Government Funding is included to increase staff to four from three. Hazardous Waste Siting Board $60,000 is included to establish the board. Public School Employee Fringe Ben­ efits $3,587,290 is added in 1985-86 to increase state support of fringe benefits to 55 instructors per 1,000 students from 54 instructors per 1,000. Standards of Quality $1,605 is provided in 1984-85 and $1,776 in 1985-86 for per pupil basic aid payments. Language increased the personnel standard to 49 instructors per 1,000 students. Teacher Salaries "The intent of the General Assembly is that classroom teacher salaries be improved throughout the state by 1O percent each year of the biennium. Suf­ ficient funds are included in the act to finance, on a statewide basis, the state's share of this salary objective within 54 professional staff per 1,000 students in average daily membership in the first year and 55 professional staff per 1,000 students in average daily membership in the second year. Each governing body, school board and division super­ intendent is requested to allocate in­ creased local funds to meet their local­ ity's share of this critical goal." Virginia State Library Full funding of the formula set out in Title 42.1, Chapter 3, of the code is provided for the biennium. Community Health Services General funds are provided in 1984-85 to continue current environ­ mental health services, but total reve­ nue projections are reduced by $5,843 and the employment level is reduced by 198 employees in 1985-86. Senate Bill 450 and House Bill 888, which proposed a series of user fees, failed to pass. One for Life An additional $640,000 in 1984-85 and $670,000 in 1985-86 are provided in general funds for emergency medical services by legislation extending the "one for life" provision to pickup and panel trucks. Deinstitutionalization New language requires reports from the Department of Mental Health and Mental Retardation on the phased re­ duction of patients in state institutions, proposed housing arrangements and administrative procedures to insure ap­ propriate housing and continuing care. Medical Assistance Services A cost containment study is re­ quested by Oct. 1, 1984. Provisions for the reserve fund are reinstated as a result of carry over action on House Bill 878. Welfare Administration The state Board of Social Services is required to present a plan to reduce state mandates and regulatory re­ quirements by Jan. 1, 1985. Financial assistance to local welfare boards for administration is reduced by $839,730 in general funds and $928,122 in non­ general funds in 1985-86 to reflect an­ ticipated reductions in state mandates. Juvenile Delinquency "There shall be no commitment of general funds to support juvenile de­ linquency prevention programs initiated with federal funds after July 1, 1984 without prior approval of the General Assembly." This grandfathers in localities cur­ rently receiving state funds for this program. BRANCHES: 1201 CAVAL IER BOULEVARD CHESAPEAKE, VIRGINIA 23323 CAP ITAL 8 l:�!:�lll2§JQD 12 Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212) 909-2921 Edward P. Meyers, Vice President (212) 909-2878 804-485-4485 1009 DELAWARE ST. SALEM, VA 24153 703-389-6673 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY- Chemical Spreaders LINK BELT- Cranes-Excavators THOMSEN PRODUCTS- EPOKE Spreader LAYTON MFG. CO. - Asphalt Pavers PEABODY MYERS- "'Vactor Jet Rodder" RICHMOND MFG. CO. - Horizontal Boring Machines MENZI-MUCK - Climbing Hoe KOBELCO- Rubber Tired Loaders ATHEY - Grader-Force Feed Loader DYNAPAC- Vibratory Rollers-Compactors GIANT VAC- Leaf Collectors DAVEY - Air Compressors RO CORP. - Hydraulic Cranes �Expertise in public power financing. Expertise across the board. At Merrill Lynch Capital Markets, our relationship-oriented investment bankers orchestrate the efforts of specialists in perhaps the broadest range of financial services in the industrv—our expertise across the hoard. To discover the opportunities this can create in public pouter financing, please call our Municipal Utilities Department at (212) 637-2540. ^ o § < z o Merrill Lynch Capital Markets Investment banking CD DC ^ 13 �'Being good citizens is our business, too'.' We may be a worldwide leader in insurance, employee benefits and financial services, but our homes and concerns are here. That's why we're proud to support activities that make ou r com m u n ity better Alexander & Alexander of Virginia, Inc. Federal Reserve Bank BIdg. p o Box 1177 Richmond, VA 23209 (804) 788-4490 Alexander j^exander T h e Allies �Reagan Prescribes Success Formula For Nation's Cities President Ronald Reagan drew several rounds of applause as he spoke before some 2,500 city officials gathered March 5 at the National League of Cities Congressional City Conference in Washington. Reagan told officials that the country had moved away from the basic principles that were the foundations of our cities and the country, and that "America cannot get back on its feet with its cities on their backs." Reagan cited the four keys to success for the nation's cities as strong and steady economic growth, federalism, public/private partnerships and a return to basic values and the renewal of community life. The president drew applause when in speaking on his policy of new federalism he said, 'We believe local officials can do a better job than the bureaucrats in Washington." Discussion surrounding the federal deficit and the 1985 budget permeated the four-day conference which included policy talks and meetings with congress i o n a l and a d m i n i s t r a t i o n l e a d e r s . Efforts to restrict the uses of tax-exempt financing, cable television legislation, community development and job training, environmental programs, natural ^ NATipjiAL LEAGI President Reagan addresses city officials at ttie National League of Cities Congressional City Conference wfiile NLC President George Latimer, mayor of St. Paul, MN, bottom left, listens. NLC Past President Jessie l\/l. Rattley of Newport News, to Reagan's rigfit, was seated at ttie head table. gas pricing, infrastructure and municipal antitrust liability were issues of focus. Speakers at the conference included House Majority Leader Jim Wright, D-TX, leader of the House Democratic effort on deficit strategy, and Rep. John Dingell, D-MI, chairman of the House Energy and C o m m e r c e Committee, who spoke on cable legislation. Virginia Municipal League members gathered the last day of the conference, as did members of other state leagues, for a legislative briefing over breakfast and were then released to visit the Virginia delegation on Capitol Hill. VML Day Draws Local Officials More than 225 local government officials participated in the February 22 Virginia Municipal League Legislative Day activities at the Hotel John Marshall in Richmond. The afternoon session featured an overview of key local government legislative issues and a review by Secretary of Finance and Administration Wayne Anderson and Deputy Director of the Division of Budget Development and Execution Ray Sorrell of the state budget and its impact on local governments. This was followed by a panel discussion featuring delegates Harry J. Parrish, R-Manassas, and John C. Brown, RBristol. A reception honoring members of the Virginia legislature was held at the conclusion of the discussion. Betty J. Diener, Virginia's secretary of commerce and resources, spoke at the luncheon meeting of the Women in Local Government Task Force held in conjunction with the VML Legislative Day activities. Diener delighted the luncheon crowd of about 35 women with stories of some of her more humorous experiences in office. In addition, she discussed some of her innovative programs within the Department of Commerce and Resources and some of the sexists attitudes women in office may sometimes encounter. Diener noted that "success for women brings a stronger obligation to help other women." O Q Z < z -Secretary Diener- -Secretary Anderson- 15 �Waterside Triples Projections In a joint news conference, Norfolk Mayor Vincent J. Thomas and Waterside developer James W. Rouse announced that sales and visitors to the festival marketplace have far exceeded expectations. Tax revenues for the building, which opened June 1, 1983, more than tripled projections in the first seven months of operation. In addition to bringing new jobs, businesses and dollars to the Norfolk economy. The Waterside has been a catalyst to other downtown development, including increased tourism and conventions and the investment of millions of dollars by the private sector in building and renovating downtown office buildings, hotels, h o u s i n g , restaurants and recreational facilities. Fairfax B e c o m e s Tree City U S A Fairfax County has been named a "Tree City USA" by the National Arbor Day Foundation, a Nebraska-based organization dedicated to encouraging tree care and tree planting programs across the country. To qualify for this award, Fairfax County had to have a community tree ordinance, a legally constituted tree board or department, a comprehensive urban forestry program supported by a minimum of $1 per capita, and an Arbor Day proclamation and public tree planting ceremony. The county code has included a tree ordinance since 1973, the same year in which the County Tree Commission and the Arborist Office were established. The county's urban forestry program is concerned primarily with the planting and maintenance of trees on public property such as parks > H O Q < and governmental grounds, and Arbor Day celebrations take place each year in April. As a Tree City USA community, the county will receive a flag bearing the Tree City logo, a plaque and appropriate road signs. The county will receive its awards April 30 during Arbor Day activities. New Manual C o n t a i n s Safety Regulations The Department of Labor and Industry has published a new manual containing all administrative regulations for its occupational safety and health programs, combining for the first time regulations governing both the public and private sector. The new manual consolidates and replaces two previously used manuals dating from 1974 and 1978 and incorporates several new changes in state policy and regulations. V O S H , the Virginia Occupational Safety and Health program, constitutes a major responsibility of the Virginia Department of Labor and Industry. The new manual, the first complete volume of all administrative procedures governing VOSH, is designed to assist employers in understanding their rights and o b l i g a t i o n s under both t h e federal Occupational Safety and Health Act of 1970 and those Virginia labor laws adopted by the General Assembly to regulate occupational safety and health within the commonwealth. Among other critical administrative procedures, the manual explains the regulations governing emergency and temporary standards, variances, contest of citations, civil penalties, the protection of trade secrets, and the statutory applications of the Freedom of Information Act. Copies of the new manual may be obtained by writing VOSH Administrator, Virginia Department of Labor and Industry, 205 N. Fourth St., Richmond, VA 23241. FOR SALE Pre-Owned elevated water storage tanks Turn-Key construction on your property. Completely renovated. , Capacities available: 500.000 400.000 250,000 200,000 Gallons Gallons Gallons Gallons 150,000 Gallons 100,000 Gallons 75,000 Gallons Construction Division o > PRANi:SHQ.TON,ll\IC 16 p.o. box 735 madison, north Carolina 27025 (919) 427-0289 Power Conference Scheduled At New Site Michael J. York of the Harrisonburg Electric Commission and president of the Municipal Electric Power Association of Virginia (MEPAV) announced recently that the association has changed its 1984 conference site to the Cavalier Hotel located at 42nd and Atlantic avenues in Virginia Beach. The conference dates, May 3 0 - J u n e 1, remain the same. York expects an even bigger and better conference this year at the new site. The three-day conference will include programs on supervised control and data acquisition, software engineering packages, annexation laws affecting municipal electric systems and the state of the art of handheld meter reading devices. In addition, a program for women on the care and quality of oriental rugs is being planned. The conference also will include the traditional cocktail receptions on Wednesday and Thursday evenings. For more information, contact Christy E v e r s o n at t h e V i r g i n i a M u n i c i p a l League, P.O. Box 753, Richmond, VA 23206, (804) 649-8471. Groups Publish Tax Rates The Virginia Municipal League, in cooperation with the Institute of Government at the University of Virginia and the Virginia Association of Counties, has published the second edition of "Tax Rates in Virginia Cities, Counties and Selected Towns." The publication, prepared and written by Albert W. Spongier of the Institute of Government, is divided into two sections. Section I is in narrative form and discusses municipal taxation of cable television companies and selected 1983 legislative changes to the Virginia Code regarding the taxes studied. Section I also includes a list of additional readings. Section II consists of 17 appendices that present in tabular form the actual tax rates and tax provisions for a variety of local taxes. The handbook has been mailed to each VML member locality. Additional copies are available to VML members for $7.50 and to non-members for $15. They may be ordered from the league by mailing a check for the appropriate amount to VML, P.O. Box 753, Richmond, VA 23206. �Reading, PA-Where Communify TV Really; Works B y Neal R. Peirce R E A D I N G , PA. — Each Friday morning Eugene L. Shirk — former mayor of this small Pennsylvania city and one of America's most quick-witted, energetic octogenarians — hosts "Bridging the Generation G a p " on Reading's popular cable station, B C T V . With Shirk In the studio, a s volunteers man the cameras and telephones, are several 75-plus-year-olders. But they aren't "alone." Virtually the whole program Is split screen, the other half occupied by seniors and juniors from a Reading high school. The medium is called Interactive community-cable television. And the human dynamic Is extraordinary a s young and old debate Issues from compulsory draft registration to institutionalization of the elderly. Discussions move quickly from foreign policy to whether a teen-ager should be thrown out of the National Honor Society because she's pregnant. Across the 50 states, there may not be a community-cable effort that equals B G T V ' s . Begun in 1976 with a start-up grant from the National Science Foundation and assistance from New York University, It's grown Into a major Reading institution. T h e city council hasn't held a meeting "off-camera" In years. Cosmetic dentistry, hospices, police practices, alcoholism, farmland preservation, HIspanics' immigration experiences. Camp Fire girl meetings, financial advice, and world peace Issues — all have been discussed on B C T V , with viewer participation on and off camera, in the last several months. B C T V airs 15 to 20 hours of live programming each week and expands to 30 to 40 hours as each live show is rebroadcast. Each week there's a hearty "Sing-along" led by an 83-yearold singer and an 85-year-old pianist. T h e seniors in the central studio have a video hookup to a state mental hospital where some long-term patients have become reacqualnted with old friends after years of separation. Reading's B C T V Is a world apart from cable television's standard staples: pay movies, sporting events, rock-music videos, 24-hour news. It's also distinctly different from the widely publicized "Qube" experiment in Columbus, Ohio, which permits viewers to rate politicians, play game shows or order library books by punching buttons on a console. Reading's cable station, s a y s Kettering Foundation associate Bruce Adams, offers a "rare marriage of community spirit and technology." T h e Reading model "shows that citizen participation can work when you have people talking to people." B G T V ' s amateur version of high technology sets it apart. "They picked community-oriented people and not technicians at the start. We aren't engineers or NBC-type personalities," B C T V executive director Kate Stutzman told my a s sociate, Robert Guskind. Even the studio is unelaborately designed, so guests won't feel intimidated. Considering B G T V ' s production record—1,144 live programs last year— t h e a n n u a l o p e r a t i n g b u d g e t of $183,000 is phenomenally low. T h e station's outreach also s e e m s e x t r a o r d i n a r y . During a n a v e r a g e month, 62 community groups, ranging from the Reading Community Players to the Italian Heritage Society, are involved in programs. In 1983 there were no less than 3,860 studio participants and 3,723 homeviewers calling in questions or comments on the air. Outside of expanding social frontiers for senior citizens (and giving many retirees a new volunteer c a r e e r ) , the station's biggest impact has been on government. In earlier years, ex-Mayor Shirk recalls, city-council hearings drew "just a few chronic complalners." With interactive cable and call-in telephone, effective attendance ballooned. "Now people feel they know the mayor and council on a personal basis," says Shirk. "Councilmen sometimes get raked across the coals, but they also relish the opportunity" to explain their positions directly on television. And not, apparently, without effect. B C T V estimates that 50 to 75 percent of the system's 52,000 subscribers tune in at least once a week. The toughest question about B C T V — despite strong public cable access, promised or actually delivered, in New York, Dallas, Boston, Knoxville and Denver — is why its homespun quality and extensive public involvement hasn't been equaled elsewhere. One reason is hostility of cable companies, some of which are shaky financially and believe cities have badgered them into too many concessions for local-access and low-cost service. Even Reading's cable company, s a y s Stutzman, "would very much like us to disappear into the night. But if they pulled the plug, there would be an outcry in the community." The optimist's scenario for other cities is that citizen and public leadership could coalesce to create other B C T V s . S u c c e s s requires multiple elements, says Adams — access, money, community spirit and representation, good m a n a g e m e n t and a s e n s e for promotion. The pessimistic view is that the savage nature of the cable industry a s it fights its franchise wars will overwhelm community efforts wherever they appear — even though 60 percent of the country is still "unwired" and many smaller cities' cable franchises are now coming up for renewal. The potential that Reading presents is a glittering one. "It's like an electronic small-town newspaper but even more," Adams says. "George Orwell saw great danger in the spectre of two-way television. But in Reading people are a key to the technology. It's not an Orwellian nightmare; it's the opposite." Copyright, Company 1984, The Washington O Q 5 O Post CD CC > �Professional Directory Southern Engineering mmwm m mmm mmmm% P.O. Box 789 Bluelield, Virginia (703) 326-3931 Urban Planning Annexation Studies Landscape Architecture Development Planning Rates Planning System Studies Feasibility C H O D A T . R U B A C K & A S S O C I A T E S , iNC THE HATHAWAY HOUSE 103 CENTRAL ST , P O BOX 749 WELLESLEY, MASSACHUSETTS 02181 TELEPHONE (617) 237-5815 Studies Design Relaying Metering ® PUBLIC U T I L I T Y Engineers & Consu/fanfs HARLAND BARTHOLOMEW & A S S O C I A T E S , INC. PLANNING • LANDSCAPE ARCHITECTURE • ENGINEERING C O M M U N I T Y DEVELOPMENT CONSULTING S o u t h e r n E n g i n e e r i n g C o m p a n y ol V i r g i n i a 1 8 0 0 P e a c h t r e e Street, N W Atlanta, G e o r g i a 3 0 3 6 7 - 8 3 0 1 (404) 352-9200 400 Hast M a i n Street Richmond. 23219 P H O N E 804/649-8627 SCS ENGINEERS rawoste bi) Systems SILARNS CONRAO AND SCHMIDT Consulting Fngineefs, Inc Naomi C. Zwarick Municipal Services M a n a g e r East Central Region BROWNING-FERRIS INDUSTRIES N O R T H E R N VA, (703) 560-8866 1800 Parkv»ay Drive SALT, (301) 796-8850 Hanover, Maryland 21076 TELEX 87-487 BAUDWIN ®GRBG@ / • Traffic Engineering/Signalization • Industtial Park Planning • H i g h w a y a n d A i r p o r t Design • S t o r m w a t e r Management • G r a n t Application/Management • Water a n i i W a s t e w a t e r S y s t e m s SOLID WASTE - HAZARDOUS PUBLIC 1 1260 Roger Bacon D<w ^ s t i n Drockenbrough ondAssociotes Reston, Virginia 2 2 0 9 0 ir03\0 ENGINEERS AND PLANNERS NORFOLK FAIRFAX /Vo. II Koger Executive Center Fairfax Professronal Buitdrng • Suite 250 Norfolk, VA 23502 • Suite 7 3545 Ctiain Bnrige Road Fairfax. VA. 22030 PC BOX 4800-4800 W. HUNDRED RD • CHESTER, VA-804 748-S746 PIRNIE'. EN ENVIRONMENTAL ENGINEERS. SCIENTISTS & PLANNERS • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes T h r e e C h o p t & Par+iam Roads, R i c h m o n d 2 3 2 2 9 A N D HANSEN ErsJGIfMEERS 301 H I D E N B L V D N E W P O R T N E W S , VA 804/599-5511 Hurt & Proffitt, inc. MMMIgllig^ A PROFESSIONAL CORPORATION ARCHrTECTS + ENGINEERS + PLANNERS MUNICIPAL FAC'LlTltS • WATlRfUQNTfACILniES WATtRS. ilWEHACe SfSTtMS • THANSPCfirAnO^ O Q Z < WASTE WORKS Gannett FlEming Consulting Er^gineers UIVIL - MECHANICAL ELECTRICAL • PLANNING SURVEYING . iNOusin.ALf«iiiTiES I PBOCESS DESIGN • HIGHWAYS • WATER SUBVEVINC E N G I N E E R S • SURVEYORS • P L A N N E R S WATER WASTEWATER SOUD WASTES Virginia R. S T U A R T R O Y E R & ASROCIATR.S. INC. CONSULTING ENGINEERS Engineers • Planners • Surveyors Waier, Wasiewaier, Solia Wasies, Soils & Foundations Land Developmenl Sile Plans Residential, Com,i:orcial & Industrial Subdivisions, Road. Dams. A i r p o r t s 1933 F o r t A v e . L y n c h b u r g , V A 24501 (804)847-7796 BARRY W. STARKE, ASLA LANDSCAPE ARCHITECT EARTH DESIGN ASSOCIATES DvnaNIA 23223 e(M-783-10'8 LANDSCAPE ARCHITECTURE I LAND USE PLANNING I ARCHITECTURE BODiE, T A Y L O R A N D 5>- P U R YEAR, INC. CONSULTING ENGINEERS 611 R e s e a r c h R o a d P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 o BUCK, SEIFERT & JOST, INCORPORATED o DC > 18 Consulting Engineers Water S u p p l y • Sewage • Industrial Waste Treatment • T r e a l a b i l i l y Studies . 140 S y l v a n A v e n u e , P , 0 , B o x 1218 E n g l e w o o d C l i f f s , N , J , 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 405 S o , P a r l i a m e n t D r i v e , S u i t e 101 V i r g i n i a B e a c t l , Va 2 3 4 6 2 8 0 4 - 4 9 9 ^ 8 5 0 8 CH2M KHILL engineers planners economists scientists Complete Engineering Services M u n i c i p a l and I n d u s l r i j l Waste Trealm e n l . Power Systems, Structures, Solid Wastes. Water Resources, Water Supply a n d Treatment, Trans[)orlalion 1941 R o l a n d C l a r k e Place R e s t o n , V i r g i n i a 22091 703/620-5200 PETER M H U D S O N President PARKS-HLI DSON, INC. Indtpindint tmurance & Rsk Manj^ement 1735 Jefferson Davis H w y , Sulrc 900 A r l i n g t o n , Virginia 22202 (703) 892-4812 Contuiunn I 560 West Joppa Road, Suite 300 Greenspring Station Luthervillc, Maryland 210';^ 1301) 583-';26i �GliRAGHTY & MILLER. INC. Consulting • BniENGGERE Engineers Environmental Laboratories E N G I N E E R S , INC. Industrial and Municipal 844 WEST STREET, ANNAPOLIS. MD 2 U 0 1 (301) 268-7730 SYOSSET NY BATON ROUGE TAMPA W PALM BEACH DENVER SANTURCE PR Syracuse, NY (315) 451-4700 1531 North Mam Street B l a c k s b u r g , Virginia 2 4 0 6 0 (703)552-5548 OLVER HARTFORD HOUSTON Nine regional offices serving the INCORPORATED Northeast, South, Mid-Atlantic and Midwest. Dames & Moore ENGINEERS Finkbeiner, Pettis & Strout, Limited Water Supply and Pollution Control Solid and Hazardous Waste Management Environmental Impact Studies Water Resources Management Energy Studies Soils and Foundation Engineering • Consulting Engineers isin Avenue • Bethesda, Maryland 20814 (301) 652-2215 ARCHITECTS SURVEYORS - • P L A N N E R S Greenhorne 2301 West Meadowview Road Greensboro, Norlti Carolina 27407 (919) 292 2271 Also Offices In: Toledo, Aitron & Cleveland. Ohio • SCIENTISTS PHOTOGRAMMETRISTS & O'Mara, 1 0 7 1 0 L E E HlOHWAY. SUITE 2 0 2 Inc. FAIRFAX. V l R a i h P H O N E : 1703) aes-esoo 7 700 LEESBURG PIKE SUITE 302 CHURCH,VA. 22043 703/893-0711 FALLS Oou'i? Enciinssnnci CoroarEition c o n s u l t i n a V VJATER, WASTEmTER, DRAINAGE,FLOOD SITE STREETS , DESIGN, MARINAS DEVELOPMENT, STRUCTURAL A e n o i n e e r s • Wastewater 2315 SAINT PAUL STREET BALTIMORE, MARYLAND 21218 (301) 235-3450 ^ JAMES M. MONTGOMERY. CONSULTING ENGINEERS. INC. corDOralion C o m p l e l e p r o l e s s i o n a i services (oi 1 ^ LAW ENFORCEMENT: CIVIL AND ENVIRONMENTAL ENGINEERS 4k. ^tj - i j T ^ / ^ m u n i c i p a l i t i e s and public a g e n c i e s Mam Offic*: Organization/Management Studies Chief Selection/Promotional Assessments Rictiard W. Kobetz & Associates, Ltd. Nortti Mountain Rnes Training Center Route Two Box 342 Winchester. Virginia 22601 (703) 662-7288 * » T E R AND WASTEWATEB {703)273-8700 Valtvy O f f i c * : 100 S o u t h M a m Slreet n^^^^ WHITMAN, REQUARDT AND ASSOCIATES * ^'"^""^'^ • Transportation 1 1 1 2 0 N e w Hampshire Ave, Suite 2 0 0 Silver Spring. M D 2 0 9 0 4 CONTROL Engineers . Surveyors , Planners 1 0 5 2 3 Wain Streel Fairfax Virginia 2 2 0 3 0 • Water Metealf & Eddy HIGHWAYS,BRIDGES Patton, Harris, Rust & Assoc. a D-clessional m ^ y j f B r i d g e w a t e r Virginia 2 2 8 1 2 [ 7 0 3 ) 8 2 8 2616 Riiton InlernitlDnil C«nl«F. Suili 1130 1 1800 Sunriie Viller Driti. Reilon. U ZZOQI 703'B60 24D0 Florida—WesI Virginia—Georgia—Maryland FREDERICK G. GRIFFIN. P.C. Consulting Kngineers :)229 WaUTlicli Knad, Lynctiburg, VA 24,502 1804/237-2044) HDR G U Y & DAVIS CONSULTING ENGINEERS Henningson, Dunham WATER SUPPLY WASTEWATER TOXIC AND HAZARDOUS MATERIALS Caiili' rili-visiiin • T \l • I'ublic S:ifoty Conv municalinns Syslctns • Alarm Systims • KU'Clrical IVsiKn • t\diT;d Ciimmunicalinns Ctimmi'^siiin Applicalinn I'rcparaliuti • Kxp.Tt IVslimtitiy ;md Witness COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES BENGTSON. DeBELL, ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS » PLANNERS Centrevilie. VA 703-631-9630 Silver Spring. MD 301-439-0055 Leesburg, VA 703-777-1258 S. Richardson Ar^chitectur^e Alexandr^ia a n d Engineering Norfolk, V A Planning and S y s C e m s Offices O t h e r Nationwide Sciences Your Ad Could Appear Here Call: 804-649-8471 Public Administration Service Providing management assistance and consultant services to local, regional, and state governments since 1933 dmq W RALPH WHITEHEAD t ASSOCIATES Consulting Engineers 1936 East Seventh Street P. O. Box 35624 Charlotte, North Carolina 28236 704-372-1885 BRIOQES • HIOHWAYS * RAILROADS * RAIL ft BUS TRANSrr • AIRPORTS BRANCH OFFICES 3300 NE Expressway, Atlanta. QA 30341 1314 Lincoln Street, Columbia, SC 29201 DAVID (404) 452-0797 (803) 256-3590 M . GRIFFITH AND ASSOCIATES, LTD. S p e c i a l i s t s in R e v e n u e E n h a n c e m e n t , C o s t A l l o c a t i o n Plans a n d C o m p u t e r S y s t e m s o Q 2 < 1497 Chain Bridge Road M c L e a n , Virginia 22101 (703) 734-8970 © THE MAGUIRE GROUP Drawer 59, Christiansburg, Virginia 24073 R a l e i g h , N C 919/876-8042 R i c h m o n d , V A 804/323-1184 P Architects • Engineers • Planners CE Maguire, Inc. 5203 L a e i b u r g Pike, Fails C h u r c h , VA 22041 (703) 998-0100 DC 207 Business Park Dr., Virginia Beach, V A 23462 (804) 497-6304 Regional olflces: Providenn. Rl: Alexanilrli. LA: Boston. MA: Cleirwiter, FL Cliirliitta. NC: Falli Church. VA: Floranca. SC: Honolulu. HI: Manchattar. NH: Naw BrIUIn. CT: PIttaburgh. PA: Phoenix. A2: Spartanburg, SC: Virginia Baach, VA: Waltham. MA. 19 �Innovation Group Elects Officers NEC sales manager John Elicker talks about the personal computer he is holding while (l-r) Steve Crosby, county administrator, Fauquier County; Ed Brower, town manager, Warrenton; and Bob Williams, city manager, Newport News, listen. The Virginia Innovation Group (VIG) held its start-up business meeting in F e b r u a r y in the Virginia Municipal League Offices and elected Douglas Harman, city manager of Alexandria, its chairman. Robert Williams, city manager of Newport News, and Robert Noe, county executive of Prince William, were elected vice chairmen. The group Is an organization of cities. towns and counties joined with private companies for the purpose of expanding the use of science and technology products in local governments. It's parent organization. T h e Southeast Innovation Group, is a non-profit, tax-exempt corporation with the ability to enter into contracts with public and private entities for the purpose of science and technology research, transfers and applications in local government. Richard F. Weeks Jr., formerly of the VML staff, and Robert Havlick of the Florida Innovation Group worked with Harman, Williams and Noe in the formation of the new organization which will hold Its first technology steering committee meeting in May. In addition. Weeks has been hired as the organization's administrator. Representatives of 18 localities attended the first meeting which included technology presentations by representatives of Columbus McKennon Corp. and N E C Home Electronics Inc. A n y o n e interested in more information about the group should write The Virginia Innovation Group, P.O. Box 466, Richmond, VA 23203. One underwriter is setting the standards in municipal finance. For your next public power offering, w h y not call: O Q I Steve S l o a n (212) 208-5419 K a r e n Valenstein (212) 208-5417 Bill S a c h a u (213) 488-3551 Garth Salisbury (212) 208-5428 < o DC > lIFHutton 20 Seven Hanover Square, NY, NY 10004 (212)742-5000 �Legal Guidelines Exceptions to Constitutional Restrictions In Letting Some Public Contracts By Howard W. Dobbins, VML Legal Counsel Considerable attention has been g i v e n in r e c e n t y e a r s to utilization of p u b l i c c o n t r a c t s to b o l s t e r t h e e c o n o m y or a s e c t o r of t h e c i t i z e n r y of a locality i n v o l v e d in letting s u c h c o n t r a c t s . A l t h o u g h in m a n y c a s e s s u c h p r o v i s i o n s h a v e s o c i o l o g i c a l a n d e c o n o m i c desirability, c a r e m u s t be t a k e n to a v o i d c o n stitutional r e s t r i c t i o n s . In t w o r e c e n t f e d eral c o u r t c a s e s , t h e E q u a l P r o t e c t i o n Clause and the Privileges and I m m u nities C l a u s e of t h e U n i t e d S t a t e s C o n stitution w e r e t h e b a s i s of c h a l l e n g e s to o r d i n a n c e s w h i c h e n d e a v o r e d to d e s i g n a t e c o n t r a c t s for t h e p u r p o s e of f a v o r ing b l a c k c o n t r a c t o r s o n t h e o n e h a n d a n d c i t i z e n s of t h e locality o n t h e o t h e r . In South Florida Chapter of Associated General Contractors of America, Inc. V. Metropolitan Dade County, Florida, 5 2 L.W. 2 4 5 1 , t h e C o u r t of A p p e a l s for t h e 11th C i r c u i t in a n o p i n i o n dated J a n . 27, 1984 held permissible a D a d e C o u n t y o r d i n a n c e r e q u i r i n g all c o u n t y c o n t r a c t s to b e r e v i e w e d to d e t e r m i n e if r a c e - c o n s c i o u s m e a s u r e s c o u l d b o l s t e r p a r t i c i p a t i o n by b l a c k c o n tractors and subcontractors. T h e ordin a n c e , w h i c h t h e U n i t e d S t a t e s district court originally hearing the case held violated the Equal Protection Clause, a l l o w s t h e c o u n t y to " s e t a s i d e " c o n t r a c t s for b i d d i n g s o l e l y a m o n g b l a c k c o n t r a c t o r s a n d c o n t a i n s p r o v i s i o n s sett i n g g o a l s by w h i c h t h e c o u n t y c a n req u i r e a c e r t a i n p e r c e n t a g e of a c o n t r a c t ' s v a l u e t o b e s u b c o n t r a c t e d to black contractors. Litigation resulted b e c a u s e c o n s t r u c t i o n of a s u b w a y s t a t i o n in a b l a c k n e i g h b o r h o o d w a s set aside for competitive bidding exclusively a m o n g black contractors and bec a u s e t h e c o u n t y also r e q u i r e d 5 0 perc e n t of t h e c o n t r a c t ' s dollar v a l u e to b e a w a r d e d to b l a c k s u b c o n t r a c t o r s . U n d e r p r o v i s i o n of t h e o r d i n a n c e , b e f o r e a s e t a s i d e or s u b c o n t r a c t o r g o a l is a p p r o v e d it m u s t p a s s t h r o u g h t h r e e l e v e l s of a d m i n i s t r a t i v e r e v i e w : t h e c o u n t y d e p a r t m e n t m u s t s u g g e s t to t h e c o u n t y m a n a g e r w h i c h , if a n y , r a c e - c o n s c i o u s m e a s u r e s a r e a p p r o p r i a t e for t h e project, t h o s e s u g g e s t i o n s a r e rev i e w e d by a t h r e e - m e m b e r r e v i e w committee and the review committee's r e c o m m e n d a t i o n s are further reviewed by t h e c o u n t y b o a r d of c o m m i s s i o n e r s w h i c h m u s t m a k e f i n d i n g s that a set a s i d e w o u l d b e in t h e b e s t i n t e r e s t s of the county. O n a p p e a l , t h e circuit c o u r t for t h e 11th Circuit c o n c l u d e d t h e r e v i e w p r o visions provided adequate assurance t h e p r o g r a m will not c o n t i n u e b e y o n d t h e point n e c e s s a r y to r e d r e s s effects of p a s t d i s c r i m i n a t i o n . T h e district c o u r t h a d ruled that e v e n t h o u g h t h e p r o g r a m itself w a s c o n s t i t u t i o n a l , it w a s u n c o n s t i t u t i o n a l l y a p p l i e d to this project. In r e v e r s i n g the district c o u r t o n that point, t h e circuit court c o n c l u d e d that t h e e s t i m a t e d $ 6 m i l l i o n c o s t of t h e s u b w a y s t a t i o n w a s less t h a n 1 p e r c e n t of t h e county's annual expenditures on cont r a c t s , j u s t o v e r 1 p e r c e n t of t h e m o n e y s p e n t to d a t e o n t h e s u b w a y s y s t e m , a n d t h e r e f o r e , t h e effect of t h e set a s i d e w a s not d i s p r o p o r t i o n a t e to e i t h e r t h e n u m b e r of b l a c k s a n d b l a c k c o n t r a c t o r s r e s i d i n g in t h e c o u n t y or t h e g o a l i n c r e a s i n g black b u s i n e s s p a r t i c i p a t i o n . On Feb. 2 1 , 1 9 8 4 , the S u p r e m e Court of t h e U n i t e d S t a t e s a n n o u n c e d its o p i n ion in United Building and Construction Trades Council of Camden and Vicinity V. Mayor and Council of the City of Camden ( 8 1 - 2 1 1 0 ) , 5 2 L.W. 4 1 8 7 . T h e o r d i n a n c e of t h e city of C a m d e n u n d e r r e v i e w r e q u i r e s that at least 4 0 p e r c e n t of t h e e m p l o y e e s of c o n t r a c t o r s b e C a m d e n residents. United Building and Construction Trades Council chall e n g e d t h e o r d i n a n c e a s v i o l a t i v e of t h e P r i v i l e g e s a n d I m m u n i t i e s C l a u s e of t h e United States Constitution. The Sup r e m e C o u r t of N e w J e r s e y r e j e c t e d t h a t attack on the ground that the Privileges a n d I m m u n i t i e s C l a u s e is not a p p l i c a b l e in t h e c o n t e x t of a m u n i c i p a l o r d i n a n c e that h a s identical e f f e c t s u p o n out-ofstate citizens and N e w Jersey citizens not r e s i d i n g in t h e locality. In s u p p o r t of its d e c i s i o n , t h e N e w J e r s e y c o u r t c o n t e n d e d that t h e c l a u s e o n l y a p p l i e s to l a w s p a s s e d by a s t a t e , a n d s e c o n d l y , that t h e c l a u s e o n l y a p p l i e s to l a w s that d i s c r i m i n a t e o n t h e b a s i s of s t a t e citizenship. The United States S u p r e m e Court rej e c t e d t h e first c o n t e n t i o n b e c a u s e , in t h e v i e w of t h e c o u r t , a m u n i c i p a l i t y is m e r e l y a p o l i t i c a l s u b d i v i s i o n of t h e s t a t e , a n d e v e n if t h e o r d i n a n c e h a d b e e n a d o p t e d s o l e l y by C a m d e n a n d not p u r s u a n t to a s t a t e p r o g r a m or w i t h s t a t e a p p r o v a l , t h e hiring p r e f e r e n c e m u s t still comply with the Privileges and I m m u nities C l a u s e . T h e court also struck d o w n the argument that the clause only protects a g a i n s t d i s c r i m i n a t i o n o n t h e b a s i s of s t a t e c i t i z e n s h i p , r e a s o n i n g that a n o u t o f - s t a t e citizen w h o v e n t u r e s into N e w Jersey cannot enjoy the s a m e privileges a s N e w J e r s e y c i t i z e n s r e s i d i n g in C a m d e n even though New Jersey citizens not r e s i d i n g in C a m d e n will b e a f f e c t e d by t h e o r d i n a n c e as well a s o u t - o f - s t a t e citizens. T h e c o u r t , h o w e v e r , i n d i c a t e d that t h e P r i v i l e g e s a n d I m m u n i t i e s C l a u s e is not a n i r o n b o u n d , a b s o l u t e p r o t e c t i o n for o u t - o f - s t a t e r e s i d e n t s a n d d o e s not p r e c l u d e d i s c r i m i n a t i o n a g a i n s t c i t i z e n s of o t h e r s t a t e s w h e r e t h e r e is " s u b s t a n t i a l r e a s o n " for t h e d i f f e r e n c e in t r e a t m e n t . T h e c o u r t q u o t e d f r o m Toomer v. Witsell, 3 4 4 U.S. 3 8 5 , as f o l l o w s : T h e inquiry in e a c h c a s e m u s t be concerned with whether such r e a s o n s d o exist a n d w h e t h e r t h e d e g r e e of d i s c r i m i n a t i o n b e a r s a c l o s e r e l a t i o n s h i p to i t . . . . A s part of a n y j u s t i f i c a t i o n o f f e r e d for t h e d i s c r i m i n a t o r y law, n o n - r e s i d e n t s m u s t s o m e h o w be s h o w n to c o n stitute a p a r t i c u l a r s o u r c e of evil at w h i c h t h e s t a t u t e is a i m e d . C a m d e n c o n t e n d e d that the ordin a n c e w a s n e c e s s a r y to c o u n t e r a c t g r a v e e c o n o m i c a n d s o c i a l ills, a r g u i n g that " s p i r a l i n g u n e m p l o y m e n t , a g r a v e d e c l i n e in p o p u l a t i o n a n d a d r a m a t i c r e d u c t i o n in t h e n u m b e r of b u s i n e s s e s l o c a t e d in t h e city h a v e e r o d e d the p r o p Continued, next page O Q < Z < O > 21 �Legal Guidelines erty value and depleted the city's tax base," and that the resident-hiring privilege was designed to increase the number of employed persons living in Camden and to curtail the "middle-class flight" currently plaguing the city. Although the opinion reflects agreement by the court that these reasons could justify discrimination and form a basis for overriding the impermissibility of restricting the right of the citizens of several states to work in other states, the Supreme Court stated it was unable to evaluate Camden's justification for an exception to the clause on the basis of the record before the court. No trial had been held, no findings of fact made, and the court determined the case should be remanded for further proceeding in that respect. As we have long k n o w n , c o n s t i tutional constrictions are somewhat elastic. As evidenced by the cases reviewed here, they can be stretched or bent when courts conclude that circumstances justify exception. Normally, however, those exceptions have been for sociological reasons rather than solely economic or political reasons. Counties Celebrate 350 Years from page five 100 before 1830 and to 178 before West Virginia broke away in the Civil War. The formation of towns was encouraged but without much luck as Virginia was largely rural. As a result, the type of government that evolved in Virginia whereby towns became subdivisions of counties differed considerably from that which developed in New England where independent townships evolved from local parishes. Virginia's system of county government underwent few changes until the last half of the 19th century when two rewrites of the constitution made significant changes. The Constitution of 1850 established justices and sheriffs elected by the people for four-year terms, thus diminishing the authority of these previously appointed and openended offices, and the Constitution of 1870 created county boards of supervisors, finally separating judicial and administrative and legislative functions. Many festivities will take place this year to celebrate this anniversary of the establishment of county government which took place 350 years ago in Virginia. Martha V. Pennine, vice chairman of the 350th Anniversary Committee of the Virginia Association of Counties, recently remarked, "Our lives may have changed, but the inherent intent of county government to serve the needs of the people has not changed in 350 years." Marketplace Town Manager Brookneal, VA, pop. 1,500. Town seeks first manager. Desires candidate with experience or background in public administration, grantsmanship, fiscal management and general municipal services. Prior experience helpful. Send salary and resume requirements to Mayor's Office, P.O. Box 450, Brookneal, VA 24528 by May 15, 1984. FINANCIAL AND MANAGEMENT CONSULTANTS ; • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification and Pay Studies • Executive Search and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED I ' O . BOX 45 CAMP DRESSER & McKEE 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 V I R G I N I A B K A C H , V A . 234S« 8U4 422-1711 environmental engineers, planners, & management YARGER AND A S S O C I A T E S , INC. Position Classificut'ton and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 600 Surveys Our 30th Year 2830 M a r y S t r e e t F a l l s C h u r c h , V a . 22042 703/560-6900 scientists, consultants CDM R . W . BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 Grove Street Wellesley, M A 02181 (617) 2 3 7 4 8 7 0 1510 E. Colonial Drive Orlando, FL 32803 (305) 8964911 �L VIRGINIA MUNICIPAL G R O U P S E L F INSURANCE ASSOCIATION A program designed to help control your Workers' Compensation Costs. MEMBERS' SUPERVISORY BOARD HON. C H A R L E S A. ROBINSON, JR. Mayor, Town of Vienna Chairman H A R R Y G . KING Prince George County Board of Supervisors F R A N C I S T. W E S T Councilman, Martinsville JOHN CUTLIP Shenandoah County Administrator P E R R Y M. DePUE James City County Board of Supervisors E D W A R D D. J E R V E Y Councilman, Radford R. M I C H A E L A M Y X Executive Director, V M L F o r further i n f o r m a t i o n c o n t a c t : Margaret A. Nichols Administrator J o h n M . Wyatt. IV Virginia Municipal G r o u p Self Insurance Association A l e x a n d e r & A l e x a n d e r of V i r g i n i a P o s t O f f i c e B o x 1 177 P.O. Box 753 R i c h m o n d , Virginia 2 3 2 0 6 (804) 649-8471 R i c h m o n d , Virginia 2 3 2 0 9 (804) 788-4490 Account Executive O Q -z. < o I< (3 eg > 23 �MERIT ULTRA LIGHTS A world of flavor in an ultra light. Warning: The Surgeon General Has Determined That Cigarette Smoking Is Dangerous to Your Health. . _ Kings: 4 mg "tar," 0.3 mg nicotine Men: 3 mg "tar," 0.3 mg nicotine av. per cigarette, FTC Report Mar.'83. • Philip Moms Inc. 1984 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 4 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource April 1984 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198404 https://www.virginiaroom.org/digital/files/original/69/6463/198405.pdf 338623b68ebc5ec84081af0a2a03c56c PDF Text Text �Commentary By David J . Farmer Politicians, Professionals and Crime Control What can elected official and city manager do to control c r i m e ? IVIost public-spirited officials are concerned with crime control, most are not truly satisfied with the results of their initiatives, and most would like to put some "beef" into their approach. Too many elected officials and city managers h a v e accepted the widespread public urge for instant crime control solutions a s a constricting framework for their crime control thinking and planning. A fantasy exists among the public that there must be a simple, easyto-understand, easy-to-implement panacea for the disorder problems undermining communities. Asking for an explanation of s p a c e travel, we would anticipate a complex answer requiring substantial time, skill and resources to understand and implement. A s k i n g about crime control, most of the public unrealistically expects such one-line solutions a s "lock-em-up-and-throwaway-the-key" or "eliminate poverty." >o O I- < Z CD gc > 2 We have been and are paying for this lack of realism and for the lack of leadership from elected officials in educating the public to the realities. Talk about instant solutions stands in the way of developing more realistic answers, an < politicians who cater to the need for re-election at all costs offer the same types of instant solutions. Catering to public pressure for instant results, some p r o f e s s i o n a l m a n a g e r s and police chiefs have even taken refuge in bureaucratic games. Examples readily come to mind. At the national level we had the Law E n forcement Assistance Administration, killed mainly by the mania for the instant p a n a c e a , and the " W a r on C r i m e , " which had an unrealistic goal of rapid and complete victory. Under the gun of the quick-fix syndrome, a succession of L E A A administrators felt compelled to placate Congress by introducing shortterm, number-fixing programs promising rapid results. With colossal misjudgment and the urge to show instant and practical results, t h e s e administrators misspent a small proportion of their funds on "technological miracles" that proved to be meaningless and irrelevant. At the local level, we have plainclothes police officers switching into uniform patrol often only to achieve visibility at the expense of productivity. Some officials have the title "neighborhood team police" painted on the sides of patrol cars, a s if the name itself were enough. Some encourage the formation of " s h e l l " neighborhood w a t c h e s . Neighborhood watch programs can be excellent, but a watch that goes no further than a few meetings and a street sign is only a shell. One-line solutions and bureaucratic games often become the real e n e m i e s of effective crime control. Nothing less than a new form of police agency is needed if communities are to reduce crime. An appropriate basic approach for elected officials and managers is to provide the leadership required to bring about this new form. One feature of this new form of police agency is the capacity for developing, in consultation with other public and private agencies, realistic plans for other enhancement. An irony of policing is that while police departments are the most action-oriented agencies, they typically are adrift in a s e a of operationally meaningless purpose; they go wherever the strongest winds blow. Police agencies are use to handling incidents; they do not define their programs in terms of problems. For purpose, w e need more than generalizations like "to protect and serve," that worthy goal shared by the police, the sanitation department and the U . S . N a v y . W e n e e d more than policecentered planning. Policy and program analysis conducted in conjunction with other community agencies is necessary, necessary. Another characteristic should be the capacity for mobilizing and leading agencies and individuals to achieve higher levels of order, law and justice. Police a g e n c i e s must become more than mere "doing" agencies. Not only must they become more "thinking," but also many of their activities should be done through others. For example, in the United States there are far more private than public police officers. They guard persons, facilities and activities covering the gamut from golf courses to atomic plants. They range from un- to ultra- sophisticated. Operating relationships between public and private police typically are tenuous, and private policing, a massive resource for crime prevention and reduction, is not effectively utilized by police agencies. T h e new form of police agency would actively seek to use all such resources. A third characteristic should be the capacity for utilizing research results and new p e r s p e c t i v e s in achieving goals. In deterring theft from department stores and in reducing thefts of shopping carts from supermarkets, private security h a s been c l e v e r in its approaches. In department stores devices that can only be removed by special machines are attached to clothes, and at supermarkets posts set close together in parking lots deter customers from taking shopping carts to their cars. I may appear to be doing injustice to our fine police officers. No slur is intended on the fine commanders and officers who make up our police departments. Good cops, those who are streetwise, decent and intelligent, are masters of their craft and entitled to our deepest gratitude. Unfortunately, the same cannot be said for police institutions. While there are fine police chiefs and police commanders, the full potential of the police agency remains for the future. What can elected official and manager do to bring about this new form of police agency? For one thing, they can become deeply involved in crime control and police program and policy analysis. No one is suggesting that elected officials should interfere in day-to-day operations any more than they should be involved in the operational details of any public a g e n c y . But, while some instances are harmful other c a s e s of political interference can be in the public interest. The intrusion of an elected official to quash a parking ticket is clearly continued, page four �Vir^nia Editor Christine A. Everson Editorial Assistants J o n i Terry IVIary Ann Cornell &City Telephone 804/649-8471 V M L President C h a r l e s A. R o b i n s o n J r . Officers L a w r e n c e A. D a v l e s Vincent J . Thomas S a m W. A d a m s J a n e L. Hough Executive Committee Robert T . W i l l i a m s Arlie C . P a y n e Martha V. P e n n i n e J a c k D. E d w a r d s J a c k P. B a r n e s IVIargie M a y e s E x e c u t i v e Director R. Michael A m y x On the Cover More than 2,700 species of plants and animals inhabit its water and shoreline and nearly 13 million people live within the Chesapeake watershed. The bay is the most bountiful source of shellfish in the world a s well a s a recreational paradise. It is flanked by the cities of Hampton, Newport News, Norfolk, Portsmouth and Virginia Beach on the mainland and the peninsula of Virginia's Eastern Shore to the east. Spanning the bay is the 17.6 mile Chesapeake Bay Bridge-Tunnel. VIRGINIA TOWN & CITY(ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1983 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Secondclass postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 May V o l u m e 19 1984 Number 5 2 Commentary: by Donald J . Farmer Politicians, Professionals and Crime Control 5 The Chesapeake Bay 8 The VML Policy Committees by Richard N . Burton Burton tells us about the bay and some of the initiatives passed by the Virginia General Assembly to begin its cleanup. Municipal Parks & Recreation Today, 10 by Thomas w Blekicki The situation has changed for parks and recreation. Tom Blekicki tells us how and why. 15 People 16 Professional Directory 18 Marketplace >O Q O I- < o DC �f continued from page two unfortunate. On the other hand the intrusion of an elected official or manager to a s s i s t in setting order maintenance goals in consonance with the intent of both the law and community wishes is consistent with the principles of democratic government, so is requiring police accountability for crime control performance. Elected officals and managers can play an important role in putting the purpose into policing and in encouraging a g e n c i e s to become problem s o l v e r s rather than mere incident handlers. Elected officials and managers should know the police agency's purpose on Street X and should demand more than "to protect and serve." They should insist on and analyze annual and realistic crime control and police problem-solving program plans, and they should evaluate police program performance in such terms. The elected official and the manager should encourage and assist police officers in acquiring the education that the work d e m a n d s . Effective policing is more than a gun, a badge and a body. Of course, education does not necessarily produce a good police officer any more than it necessarily makes a good physician. We will never reduce our crime problem sufficiently without the new form of police agency, and that clearly is impossible without officers who are appropriately prepared. It is also impossible with elected officials and managers who have only a general a c quaintance with criminal justice and public safety issues. Crime problems can be reduced, contrary to the pessimistic view that many share, but they cannot be resolved by "business as usual." They cannot be r e s o l v e d without the s e r i o u s programmatic and policy making interest and involvement of the elected official and the professional manager. About the Author David J. Farmer is chairman and associate professor of the Department of Administration of Justice and Public Safety, Virginia Commonwealth University. Formerly he ivas director of the Police Division, National Institute of Justice, U.S. Department of Justice, and director of operations management and special assistant to the police commissioner. New York City Police Department. He has been a management consultant for Public Administration Service and for the Jacobs Company, a planning research corporation, and he has provided consulting and research services to some fifty police and other governmental agencies throughout the United States including such organizations as the National Advisory Commission on Civil Disorders. His degrees are in public administration and economics and his forthcoming bool<, "Crime Control: The Use and fvlisuse of Police Resources," is scheduled for publication by Plenum this fail. One underwriter is setting the standards in municipal finance. For your next public power offering, w h y not call: " I Steve Sloan (212)208-5419 K a r e n Valenstein (212)208-5417 1 2 < z Bill S a c h a u (213) 488-3551 Garth Salisbury (212) 208-5428 o gc > Hutton Seven Hanover Square, NY, NY 10004 (212) 742-5000 �Zk If the bay and its illustrious past are to continue into the future then man must begin immediately to take actions to suit the needs of the Chesapeake Bay. By Richard N. Burton Everywhere we turned people were talking about it, writing about it or studying it. 1983 appeared to be "the year of the Chesapeake B a y , " and in 1984, the Virginia General Assembly began to come to terms with the bay, grappling with some of its problems and laying the foundations for many of the initiatives needed to solve them. The State Water Control Board ( S W C B ) hopes to play a significant part in leading many of those initiatives. The Bay Although most are aware of the Chesapeake Bay's geographical location and beauty, few understand its economic importance or its current state. T h e Chesapeake Bay is the largest estuary in the contiguous United States. T h e bay itself is only part of an interconnected system which includes the mouths of many rivers draining parts of V i r g i n i a , New Y o r k , P e n n s y l v a n i a , Maryland, Delaware and West Virginia. The bay proper is approximately 200 miles long and ranges in width from about four miles near Annapolis, MD, to 30 miles at its widest point near the mouth of the Potomac. The water surface of the bay proper encompasses more than 2,200 square miles; if its tributaries are included that figure nearly doubles. On the average, the Chesapeake holds about 18 trillion gallons of water and if the entire tidal bay system were to be drained, it would take more than a year to refill with water from rivers, streams and runoff. Even though the bay proper lies totally within the Atlantic Coastal Plain, it draws water from a 64,000 square mile drainage basin and more than fifty major tributaries pour water into the bay every day. Although the length and breadth of the bay make it enormous, the average depth is less than 30 feet, and because it is so shallow it is more sensitive to temperature fluctuations and wind than is the open ocean. E v e n more i m p r e s s i v e than the physical dimensions of the Chesapeake Bay are the facts and figures detailing its productivity as a food source and a s a natural habitat. The bay's fishery production is exceeded only by the Atlantic and Pacific Oceans. More than half the U.S. catch of both soft-shelled crabs and blue crabs comes from the bay, along with more than one-quarter of the nation's total yearly oyster catch. It has been estimated that seafood harvests in recent years have averaged over 600 million pounds of fish and shellfish a year. Three years ago, the economic harvest was estimated at $765 million. More than 2,700 species of plants and animals inhabit its water, bottom and shoreline; and nearly 13 million people live within the Chesapeake watershed. Scientists place the birth of the Chesapeake at the end of the Pleistocene epoch with the retreat of the glaciers, or roughly 10,000 years ago. From the moment civilized man encountered the bay in the 1600s, he has been altering it in an attempt to meet the demands of the increasing numbers of people living in its drainage basin. By 1950, or after only 350 years of man's presence, signs of trouble in the bay became hard to ignore and e v e n harder to e x c u s e . Within the last couple of decades it has been made clear that the bay shouldn't be the only one to do the accommodating. If the bay and its illustrious past are to continue into the future, then it is man who must begin immediately to take actions to suit the needs of the Chesapeake Bay. The Study To help man do this, in 1975 the E n vironmental Protection Agency received from Congress more than $25 million to study the bay. E P A was instructed to a s s e s s water quality and to make recommendations to improve management of the bay. During the last seven years, E P A in conjunction with the states and the public has completed this effort. T h e E P A study depicted an ecosystem that has undergone dramatic changes in the last century. E P A narnext page please O Q < z o < Z o cc > �The bay is not only a source of recreational activity, but provides an economic seafood fiarvest of approximately $765 million. rowed its research efforts to three areas: the loss of submerged aquatic vegetation, increases in toxic chemicals and nutrient enrichment. E P A s u m marized its findings in a report titled " C h e s a p e a k e B a y : A Framework for Action." Perhaps the most striking observation to come from the study was the announcement that "what goes in, stays in." According to those who conducted or worked with those doing the studies, the Chesapeake acts like a sink that collects and recycles pollutants. T h e conditions we are seeing today are the result of many, many years of m a n s abuse, and the only way to counter that abuse is to work together to reclaim the Chesapeake Bay. O Q O cc > The Conference In December 1983, the Chesapeake Bay Conference was held in Fairfax, VA to enable the states, E P A , legislatures and the public to choose the actions to be taken to save the bay. This conference was convened by the governors of Virginia, Maryland and Pennsylvania, the mayor of the District of Columbia, the administrator of the Environmental Protection Agency and the Chesapeake Bay Commission. Perhaps the most important action to come out of the conference was the agreement to create a Chesapeake E x - ecutive Council whose assignment will be to coordinate regional management efforts in the future. In addition, each of the six major participants committed t h e m s e l v e s on behalf of their constituents to a variety of actions encompassing increased state funding, decreased nutrient loads to the bay (too many nutrients result in the harmful overproduction of plant life), coordinated monitoring programs, decreases in toxic chemicals and better management of living resources. The Initiatives Virginia's commitment to help revitalize the bay was presented to the General Assembly during its 1984 session in the form of initiatives for the next d e c a d e ( 1 9 8 4 - 1 9 9 4 ) to be administrated by a number of state agencies. The legislature passed a budget of more than $10 million for the 1984-86 biennium to help improve bay water quality, $4 million more than originally proposed. Budget figures for 1986-94 have been proposed, but have not yet been funded. Basically, the remainder of the decade-long program is a continuation and expansion of programs proposed for 1984-86. There is, however, an introduction of a major program to upgrade selected sewage treatment plants to the advanced level of treatment to remove phosphorus, one of the key nu- trients harmful to the bay. Nearly half of the programs will be carried out through the State Water Control Board ( S W C B ) , and a summary of the S W C B s proposed initiatives follows. Sewer Line Infiltration and Inflow Renovation Program: Low interest loans or matching grants would be made available to repair sewer lines and prevent massive inflow of storm water into s e w a g e treatment plants, which now results in direct discharges of sewage to tidal waters, closures of shellfish grounds and public swimming a r e a alerts. The initial program also is designed to a s s e s s the feasibility of considerably larger programs in the future. $ 2 5 0 , 0 0 0 for the J a m e s River and $200,000 systemwide is available for fiscal year 1984-86. A total of $20,000,000 has been proposed to continue and expand the p r o g r a m from 1 9 8 6 - 9 4 , $5,000,000 for each biennium. Chlorine Discharge Control Program: Grants would be made available to communities discharging significant v o l u m e s of c h l o r i n a t e d m u n i c i p a l wastewater to the marine environment. Chlorine is extremely toxic to many larval marine forms, such a s oyster larvae and spat, and anadromous fish eggs and larvae. $1,700,000 is available for cost shanng funds for sensitive spawning areas in Virginia's estuarine �Chesapeake Bay Initiatives Passed by the 1984 General Assembly Responsible Agency/Initiative Council on the Environment Virginia Graduate Marine Science Consortium Research C h e s a p e a k e B a y Education Program Trend Analysis & Environmental Conditions C h e s a p e a k e B a y Pilot T o x i c s S t r a t e g y : Industrial and municipal effluent samples would be fingerprinted, tagged and compared with analytical results from sediment samples. Data would be computer stored for evaluation of trends in compound concentrations, toxic pollutant source isolation and geog r a p h i c s c o p e of c o n t a m i n a t i o n . $350,000 systemwide will fund this initiative with emphasis on the J a m e s and Elizabeth Rivers. K e p o n e Monitoring Program: $ 1 5 0 , 0 0 0 is available for continued monitoring of sediments and finfish (begun in 1 976) in the J a m e s River Estuary to allow detection of trends and provide background data for ongoing research into the long-term human health effects of kepone. Water Quality Habitat R e s o u r c e Monitoring: Monitoring efforts in Virginia Bay drainage area currently being c a r r i e d out by n u m e r o u s a g e n c i e s would be expanded and coordinated. $107,800 is available for establishment of a baseline monitoring plan, plus $192,000 for special studies. An additional total of $7,000,000 in funding has been proposed for 1986-94. After the 1984-86 biennium, toxics and kepone $1,700,000 250,000 75,000 Department of Conservation & Economic Development Youth Conservation Corps Public Service Announcements 300,000 40,000 Department of Housing and Community Development Shoreline Residential Sanitation Loan/Grant Program 300,000 Soil & Water Conservation Commission Agricultural Best Management Practices Program Urban Nonpoint Source Program waters during the 1984-86 biennlum. An additional $5,000,000 is recommended for 1986-88. 1984-86 Funding 2,500,000 750,000 State Health Department-Kepone Health Effects R e s e a r c h 300,000 Virginia Institute of Marine Science Submerged Aquatic Vegetation Reestablishment 150,000 Virginia Marine Resources Commission—Fisheries Management 200,000 monitoring will be absorbed into this program. Coordinated Data B a s e Management: A computerized data management system between state agencies, research institutions and the E P A computer data base house in Annapolis, MD would be developed. This would minimize repetitions of similar work among various agencies and provide an information base for management decisions. $300,000 is available for this program. A total of $800,000 more is proposed for 1986-94, with $200,000 per biennium. To augment the above initiatives proposed for inception during the 1984-86 biennium, two additional initiatives to be administered by the State Water Control B o a r d h a v e been proposed for the 1986-88 biennium. Pretreatment Program: A total of $ 2 , 0 0 0 , 0 0 0 h a s been proposed for 1 9 8 6 - 9 4 — $ 5 0 0 , 0 0 0 In e a c h b i e n nium—for S W C B to coordinate programs and administer matching grants from E P A , if available, to municipalities systemwide. T h e municipalities would determine the content of industrial discharges to each sewer system and require removal of toxic wastes at the industrial sites rather than at the municipal treatment plant. S e w a g e Treatment Improvement Program: Matching grants would be provided to local governments for phos- phorus removal equipment at selected major s e w a g e treatment plants discharging into tidal waters to reduce nutrient and algae problems facing the bay. Funds proposed for this program a r e $ 1 0 7 , 5 0 0 , 0 0 0 from 1 9 8 6 - 9 4 , $23,500,000 in 1986-88 and $28,000,000 in each subsequent biennium. Conclusion T h e s e initiatives, along with parallel efforts by Maryland, Pennsylvania and E P A are significant first-step efforts which will lead to protecting the bay from further deterioration and begin the longterm task of restoring the bay to its full productive capacity. In order to be successful in accomplishing our objectives, we will need the assistance and cooperation of all Virginia's cities, towns and counties. About the Author Richard N. Burton is executive director of the Virginia State Water Control Board overseeing technical and administrative operations of a staff of approximately 310, primarily engineers, scientists and technicians. He previously served as deputy director of Virginia's Department of Housing and Community Development. Prior to that he v/orked in the Division of State Planning and Community Affairs where he ivas a senior planner for the Office of Local and Regional Planning. He was also program manager for the Department of Intergovernmental Affairs. < ^ ^ Q I— < Z Q CC > 7 �VML Policy Committees The Virginia Municipal League's policy committees serve as the central nervous system of the organization, gathenng information from the grassroots of the membership and molding it into one united voice for the league. The system begins its work annually in spring. Committee members are nominated by their localities and final appointment is made by the league president. Committees hold their initial meetings in May and continue to meet at intervals throughout the summer, culminating their activities at the annual VML Conference. The result is the Virginia Municipal League Policy Statement, an aggregate statement on state and federal policies and programs which affect local government built on a consensus of the membership. This policy statement serves as a basis for the development of the VML's legislative program. The policy statement itself works as a reference for the membership and the staff on the policy positions of their organization. It also serves to inform others, particularly state and federal officials, of the league's positions. Your representatives for 1984 on these important committees are as follows. COMMUNITY AND E C O N O M I C D E V E L O P M E N T POLICY COMMITTEE Chairperson R. B. Allport J r . P.O. Box 179 Franklin, Virginia 22046 F. H. Moore J r . , Abingdon Vola L a w s o n . Alexandria John E . Black, Appalachia William B , West, Blacksburg E . G . Hall, Charlottesville W. P. B a z e m o r e , C h e s a p e a k e John E . Brockwell J r . , Colonial Heights Richard M. Rosenberg, Culpeper Julia L. J o n e s , Emporia Glenn L, White, Fairfax J a m e s Scott, Fairfax County Gary D. Knight, Falls Church W. Sidney Armstrong, Fredericksburg Raymond R. Decatur, Fredericksburg W. Harold S n e a d , G a l a x Hunter L. W. Allman, Gordonsville J . D. Barnhart, Grottoes T h o m a s H. Robinson II, Harrisonburg Milton Martin, Hopewell William F . Brown, J a m e s City County D. A. Smith, Luray F. R. Hodgson, M a n a s s a s Mark Mills, M a n a s s a s Park George W. Brown, Martinsville J e s s i e M. Rattley, Newport News Vincent J . T h o m a s , Norfolk Leonard Muse, Petersburg R. Gordon Cox, Poquoson Morton V. Whitlow, Portsmouth Kathleen K. Seefeldt, Prince William County Donald Adkins, Radford J a m e s O. Trout, Roanoke Alexander M. Brown. S a l e m Robert W. Smith, South Boston Morris Wells, South Hill David F. Craig, Staunton Ronald 0 . Hart, Suffolk George E . Lovelace, Vienna H. J a c k Jennings, Virginia B e a c h Robert C . Walker. Williamsburg Wendell L. Seldon, Winchester Beverly Collins, W i s e I> 8 ENVIRONMENTAL QUALITY POLICY COMMITTEE Chairperson Meyera Oberndorf 5404 Challedon Drive Virginia B e a c h , Virginia 23456 Harry D. Denton, Abingdon R o s e Boyd, Alexandria J a m e s Clark, Appalachia J a m e s W. Bland, Blacksburg Elizabeth G l e a s o n , Charlottesville Cecil Jenkins, C h e s a p e a k e John E . Brockwell J r . . Colonial Heights J a m e s R. Stewart. Culpeper S . G . Keedwell. Emporia Audrey Moore. Fairfax County Gordon Shelton, Fredericksburg John Lemons, Galax Ernest W. Duncan, Gordonsville J a m e s C , Cisney, Harrisonburg Richard C . T h o e s e n , Herndon Mark Haley, Hopewell Wayland B a s s , J a m e s City County Robert Maitland, M a n a s s a s Park Don R. Edmonds. Martinsville Randy W. Hildebrandt. Newport News Mason C . Andrews, Norfolk Charles R. Brown, Norton Douglas Cullinane, Petersburg Gordon C . Helsel J r . , Poquoson V. W a y n e Orton, Portsmouth Edwin C . King, Prince William County Queen Alexander, Radford Randolph M. Smith, S a l e m E . W a y n e Rountree, Suffolk Rodger S e e m a n , Vienna Barbara Henley, Virginia B e a c h J a m e s N. McCord J r . , Williamsburg Glen Craft, W i s e HUMAN D E V E L O P M E N T P O L I C Y C O M M I T T E E Chairperson Hilda M. Traina Municipal Building 300 N. Main Street Hopewell, Virginia Maxine C . Hilton. Abingdon Bradford C . Hammer. Alexandria Sadie J o n e s . Appalachia Francis L. Buck, Charlottesville W. P. Mitchell. C h e s a p e a k e Nancy C . Halbert. Colonial Heights F. Mellisa Johnson. Culpeper J . Henry E v a n s J r . . Empona Robert F. Lederer J r . . Fairfax S a n d r a Duckworth. Fairfax County Marie Walker, Galax Charles O. L a y m a n . Gordonsville Sonja Bible. Harrisonburg Anthony Conyers, J a m e s City County Judy Hayes, M a n a s s a s Donald Tickner, M a n a s s a s Park Eliza S e v e n , Martinsville Aubrey H. Fitzgerald. Newport News Breck Daughtrey, Norfolk Elizabeth M Howell, Norfolk William L. Stokes, Norton Bob Reitmeier, Petersburg H. Gray Forrest, Poquoson Ben A. B e a m e r Sr., Portsmouth Ricardo Perez, M a n a s s a s Henry Lindsay, Radford Roy B- Davis, South Boston Curtis R. Milteer. Suffolk Robert W. Robinson. Vienna Robert J o n e s . Virginia B e a c h Mary L. Darling, Williamsburg H. Delmer Robinson, Winchester �E F F E C T I V E GOVERNMENT POLICY COMMITTEE Chairperson William R. Hartz P.O. Box 318 Waverly, Virginia 23890 G . M. Newman. Abingdon Douglas Harman, Alexandria David Reynal, Ashland E . E . Brooks. Appalachia Richard Kaufman, Blacksburg John Conover, Charlottesville Sidney M. O m a n . C h e s a p e a k e A s a T . Hickman. Chincoteague *Joe B. Hornbarger. Christiansburg Ernest E . P a y n e . Colonial Heights Waller P. J o n e s , Culpeper Nancy B, Squire. Emporia Edward A. Wyatt, Fairfax Martha V. Pennine, Fairfax County Edward B. Strait, Falls Church Mollie E , B a s s , Franklin Walter J . Sheffield, Fredencksburg George V a n Sant, Fredericksburg Arthur Guriey, G a l a x J a m e s T , Todd, Gordonsville Margie Mayes, Grottoes Walter F. G r e e n III. Harrisonburg Clinton H. Strong. Hopewell J a c k D. E d w a r d s , J a m e s City County John Niccolls, Leesburg Clara M. Broyles. Luray C . M. Moyer J r . . M a n a s s a s Wendall R. Hite II. M a n a s s a s Park PUBLIC S A F E T Y POLICY COMMITTEE Chairperson Melvin Butler 22 Lincoln Street Hampton, Virginia 23665 J o e T- Phipps. Abingdon Michele E v a n s , Alexandria John Wolford, Ashland Arthur Dickenson, Appalachia Donald L. C a r e y , Blacksburg John T . Maxwell, C h e s a p e a k e J , Chris Kollman III, Colonial Heights Roy F. J a m i s o n . Culpeper George B. Ligon. Emporia Harold E . Dailey. Fairfax T h o m a s Davis. Fairfax County Ralph Hicks, Fredericksburg Glenn Wilson, G a l a x Robert M, Hollovyay, Gordonsville Jerry J . O a k e s , Grottoes Richard W. Presgrave, Harrisonburg Robert Broyles. Hopewell Robert C . Key, J a m e s City County J e s s e C . Carter. Kenbridge Jeffrey H. Minor, Leesburg William L, Kervick, M a n a s s a s Wilbur Hudson, M a n a s s a s Park John L. Ware, Newport News S a m A. Mongle, Norton Lawrence R, Nowery, Petersburg John T . White, Poquoson J . Robert Gray, Portsmouth George T . O w e n s , M a n a s s a s Harry T , R a s k i n s . S a l e m Gilbert F. J a c k s o n , Suffolk Zed L. Childress, Vienna Louis J o n e s , Virginia B e a c h John Hodges. Williamsburg William M. Mote. Winchester Ron Dixon, Wise T h o m a s A, Bralley J r . . Wytheville TRANSPORTATION POLICY COMMITTEE Chairperson J o s e p h A. Leafe 1109 City Hall Building Norfolk, Virginia 23501 H- L, C o o m e s . Abingdon A. T . Leighton J r . . Blacksburg Mary Alice Gunter, Charlottesville J a m e s E , Rein, C h e s a p e a k e John E . Lemley. Christiansburg J . Keith B e a z l e y . Colonial Heights L. Winfrey Butler. Culpeper Julian P, Mitchell, Emporia Carl J . Hemmer, Fairfax J o s e p h Alexander. Fairfax County Peter R. Kolakowski. Fredericksburg Van McCarter. Galax L. L, Coiner J r . , Gordonsville Elon W. Rhodes, Harrisonburg F. E , Hughes J r . , Hopewell Orlando A. Ruitort, J a m e s City County Anthony Ratkus J r . , M a n a s s a s Dorothy Bello. M a n a s s a s Park J o s e p h N. G r e e n J r . . Norfolk Ronald P e a k s . Norton John Sinkiewicz, Petersburg William T . Watkins J r . . Poquoson J a m e s W. Holley III. Portsmouth G . Richard Pfitzner. Prince William County David A. Worrell. Radford Elizabeth T . Bowles. Roanoke John D. Abbott. S a l e m Garnett Morton. Staunton Andrew B . Damiani. Suffolk Vincent J . Olson. Vienna J . Henry McCoy J r . . Virginia B e a c h J a m e s H. Blount J r . . Woodstock T h o m a s A. Bralley J r . . Wytheville L. D. O a k e s , Martinsville Margaret W. Keator, Newport News J o s e p h A. Leafe. Norfolk Robert E . S u m m e r s . Norfolk Kenneth Asbury. Norton John P. Bond. Petersburg Benjamin M. Hahn. Poquoson Gloria O. Webb, Portsmouth John Proctor. Prince William County Wilburn C . Dibling J r . , Roanoke William J . Paxton J r . , S a l e m J , Aubrey Houghton, South Boston S . H. Raines, South Hill Lisle Russell, Staunton Harold J . Kidd, Suffolk E , R o s s Buckley, Vienna R e b a S , McClanan, Virginia B e a c h Gilbert Granger, Williamsburg S i m Ewing, W i s e Carl E . Stark. Wytheville V M L F o r m s New Policy C o m m i t t e e With so much emphasis duhng the 1984 session of the Virginia o Q General Assembly on education, and in view of the fact that education expenditures constitute approximately 50 percent of the average local government's budget, the VML has elected to form a new < 2 § policy committee devoted specifically to educational issues. State budget decision-makers need input from local managers O ^ and council or board members decisions affect the total local ^ Z on how state education budget government budget. In addition, representatives of other groups often support positions counter to positions VML might wish to support. The new VtJIL Education CD 0^ Committee will formulate the league's educational policies, providing the league with a united voice on educational issues in the 1985 General Assembly. Committee members and the chairperson will be announced as > soon " as the appointments are made. �Municipal Parks & Recreation Today By Thomas W. Blekicki > o Q O I- < o > 10 At the turn of the century, the change from an agricultural nation to an industrial nation helped create the nation's first playgrounds. The Great Depression created the Worl<s Progress Administration that helped build some of our most famous state and local parks, and World War II created the U S O and special services a s we know them today. More recent events from the 1960s to the early 1980s, however, have shaped the current situation in the field of parks and recreation, creating more efficient systems and systems more responsive to the public's demands for services. In the 1960s and mid-70s municipal parks and recreation agencies were among the favored citizen s e r v i c e s offered by local governments. This s e cure status was due in large part to the generosity of the federal government. Parks and recreation agencies received annual s u b s i d i e s through programs such as Model Cities, Community Development, C E T A , revenue sharing, summer lunch programs, action grants, anti-juvenile delinquency programs, Endowment for the Arts and more. F a cilities were improved, new land was acquired for parks, and new facilities such a s swimming pools, playgrounds, and community centers were built in neighborhoods almost as quickly as app l i c a t i o n s for a s s i s t a n c e could be written. In 1 9 7 2 , L a n d a n d W a t e r C o n servation Funds, which represent the primary source of funds for parks and recreation development and a c quisition, totaled $5,056,650 for the state of Virginia. In comparison, the 1983 appropriation for Virginia through the Land and Water Conservation Fund was $1,509,612. Since employment programs equal capital dollars, staffing new facilities has n e v e r been a problem. With large amounts of federal dollars assisting in capital n e e d s , local parks and recreation budgets supported by tax dollars were strengthened. New support staff and maintenance dollars met the needs of the growing parks and recreation systems. In 1979, Land and Water Conservation Funds for Virginia totaled �$7,500,920. With additional funding for Y A C C ( Y o u t h Adult C o n s e r v a t i o n Corps) in the amount of $1,528,861 and funding for Y C C (Youth Conservation Corps) in the amount of $245,000, the grand total for these three programs reached $9,274,781. The complexion of parks and recreation changed dramatically in the late 1970s and early 1980s. With the change in Washington's administrative attitude over direct federal assistance and the change in the mood of the taxpayer over increased taxes locally and nationally, parks and recreation systems were no longer as popular a s they had been in previous years. Funding assistance for leisure services, facilities, jobs and programs was not nearly as popular because of operating costs; in fact, some parks and recreation services were declared "nonessential." Inflation also look its toll on parks and recreation as it did on many other municipal services. The Consumer Price Index which was 97.2 in 1966 rose to 246.8 by 1980. Moreover, in a postProposition 13 Los Angeles Times survey, parks and recreation services were the two most popular areas for budget reductions. Seventy-eight percent of those cities and counties s u r v e y e d showed they had substantially reduced parks and recreation services in 1980. P a r k s and recreation d e p a r t m e n t s found difficulty trying to justify their mere existence, let alone maintain their properties and programs. country have changed their resource base by charging fees and using volunteers and private sector contributions, while also streamlining the agency by organizational restructuring. Some of the current trends influencing parks and recreation are not only resulting in more efficient government agencies, but in a more satisfied clientele. Fees and charges for services are no longer looked upon as a double charge to the taxpayer. Through careful education of the public, most parks and recreation special interest groups such as the arts, athletics, the handicapped and others realize a city, town or county simply cannot provide all the services requested. T h e s e groups are not only willing to pay their fair share but are willing to pay more if the end result is a high quality of services. Further, parks and recreation staffs have a s s u m e d a role a s facilitators, whereas past expectations called for direct services providers. T h e current requirement of the parks and recreation programming specialists is to act a s a resource person for the needs of special interest groups. Other specific trends that parks and recreation are currently encountering are in the areas of fitness, resource education and preservation, combined with more sophisticated management information s y s t e m s and community special events. A national wave of commitment to fitness has overtaken the population. Fitness has become fun! Exciting new programs in aerobic dancing, j a z z continued, next page Fitness is Fun! Making the task even harder was the effect the growing inflation rate had on real dollars versus adjusted dollars. In 1 9 8 1 , Land and Water Conservation Funds totaling $3,536,459 were worth $1,298,259 when adjusted for inflation. In 1971, Land and Water Conservation Funds for Virginia totaling $5,075,401 were worth $4,184,172 in real dollars. Not only was there a 30 percent reduction of funds but a 69 percent reduction in spending power. Those parks and recreation systems founded on sound principles of community involvement and sound fiscal and physical planning survived and became even betterforthe experience; many others, of course, were not so fortunate. T h e s e changes have made parks and recreation s y s t e m s in the 1980s rebound with newly found purposes and new dedication to the delivery of leisure services. Today parks and recreation systems throughout the commonwealth and the country are operating more efficiently, serving greater numbers of people at a proportionately less cost than they did ten years ago, and above all, they are doing it with greater credibility. Parks and recreation agencies throughout the 4 A C h e s a p e a k e woman competes in the Golden Olympics while some senior cheerleaders offer encouragement. ^^70(0 courtesy of Blue Cross and Blue Shield of Virginia.) �c ercise, exercise classes and slimnastics abound in every recreation center that offers programs to adults. While athletic divisions within parks and recreation d e p a r t m e n t s continue to serve the needs of the grassroot c o m m u n i t y athletic programs for little leagues and adult sports—there exists an equal and in some cases a growing demand for the creation of fitness centers that offer continuous opportunities to stay fit through supervised exercise programs. Physical education classes in our schools have enlightened youth as to the importance of fitness for life. Parks and recreation departments are responding to the public demand for fitness alternatives by offering specialized instruction to both men and women on simple, fun ways to stay healthy. s. t O Q ^ 2 § O ^ ? ^ ^ 12 An increased national consciousness towards the environment, clean air and an appreciation of nature have made "the great outdoors" another important trend in parks and recreation. Parks and "the great outdoors" have always stood as symbols of wholesome leisure activity. Thanks in large part to bird watchers, volunteer conservationists, wildlife interpreters, local and state litter control efforts, garden clubs and a new craze for walking and running, parks have truly become people places. Throughout the parks and recreation industry, from the traditional neighborhood park to the historic urban central parks, to the sprawling wilderness watershed parks, green space has become important to us all. Lands in the public domain are entrusted to park systems and serve as a source of great community pride regardless of a person's leisure pursuits. In many instances, parks and recreation agencies are employing highly skilled turf and landscape management experts as a direct result of citizen demand to preserve and maintain active and passive public places. In addition, management information systems and the use of computers have moved from the board room to the ballfields. Due to planning grants and innovative grants made available through the Urban Parks and Recreation Recovery Act, many parks and recreation agencies throughout the country now have sophisticated information and communication networks. Another major trend influencing parks and recreation agencies has been the special community event. From Norfolk's Harborfest and Virginia Beach's Neptune Festival to Richmond's June Jubilee and Danville's Tobacco Festival, parks and recreation agencies have joined forces with community leaders and vast resources of volunteers to pre- sent events that project the image of their respective communities. Throughout our state, large and small festivals are bringing together people from all walks of life as an expression of the "total" community. In most cases, local parks and recreation agencies are either directly or indirectly involved, offering planning expertise, resource assistance through use of staff, equipment, programming assistance and more. As with any endeavor or organization, the people who make up municipal parks and recreation d e p a r t m e n t s , those who do the work, reflect the heart of the organization. Throughout the years of change in the parks and recreation profession, it was realized that the common interests of the parks and r e c r e a t i o n p r o f e s s i o n a l in Virginia needed to be represented by a professional organization to serve as the voice on parks and recreation issues. The Virginia experience is not unique. All 50 states have societies and/or associations representing the interests of the parks and recreation professional. In addition, each is affiliated with the larger national umbrella organization, the National Recreation and Park Association. Most of Virginia's professional parks and recreation employees belong to the Virginia Recreation and Park Society. The Virginia Recreation and Park Society is a 30-year-old, 1,300-member organization whose purpose is to unite all professionals, students and interested lay persons engaged in the field of recreation, parks and other leisure services. A goal of the Virginia Recreation and Park Society is to promote and en- courage continuous developmental training opportunities for members in order to improve recreation, parks and leisure services to the public and to update members on current practices and opportunities in the profession. In addition, the Virginia Recreation and Park Society offers $5,000 in scholarships annually to qualifying students and professionals prepanng for work in the field of parks and recreation. Opportunities also exist for membership involvement in a variety of committees which promote parks and recreation. The Virginia Recreation and Park Society through the efforts of its members and through the excellent cooperation of the members' municipal agencies, has provided a variety of continuing special features to the citizens of Virginia in the realm of leisure opportunities which compliment local programs. One of the most acclaimed events has been the national award winning Whistle Stop Relay that involved over 1,500 separate runners, walkers, skaters, wheelchair athletes, water skiers, bicyclists and horseback riders in an exhibition of support for recreation and wholesome leisure pursuits. Sponsored jointly by CSX Corp. and the Virginia Recreation and Park Society, the relay involved persons of all ages from across the state. Parks and recreation agencies from five different regions of the state passed a baton from locality to locality culminating with a presentation to the governor in honor of June as Parks and Recreation Month at Richmond's June Jubilee. Equally notable is the Virginia Golden Olympics for persons 55 and over. The Olympics provide an opportunity for our Virginia elderly to compete in a wholesome congenial atmosphere in such activities as b o w l i n g , track and field events, swimming, basketball, theatre, table games and talent competition. Throughout the summer the Virginia Recreation and Park Society also sponsors special rates to Kings Dominion and Busch Gardens. Additional questions or interests in lay or professional involvement in the society may be directed to Executive Director Jim Stuffs at (804) 730-9447, or at Route 4, Box 155, Mechanicsville, VA. Having rebounded from significant changes to the business of providing parks and recreation services to the taxpayer during the last 20 years, parks and recreation agencies throughout the commonwealth are leaders in providing wholesome, physical and mental renewal to all citizens through parks and recreation alternatives. The daily task of meeting the demands of T-ball, little leagues, senior citizen bowling teams. �aerobic dancing classes witli babysitting services for mothers, planning for future open space preservation and development, and maintaining thiousands of acres of public parks remains one of tfie more exciting chiallenges in providing municipal services to the taxpayer. The variety of needs and interests for all ages in the realm of recreation is a need and issue that continues to be a priority for public parks and recreation employees and their policymakers. A quality parks and recreation program truly reflects the physical well-being, environmental integrity and equal opportunity for freetime activities of all in the community. ' e stand behind oiir products at CP6?P. Our field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. About the Author Thomas W. Blekicki graduated from the College of William and fJlary with a bachelor of arts in physical education in 1966. He has been in the parks and recreation profession for 14 years. Currently, he serves as director of parks and recreation in Suffolk, VA, and is president of the Virginia Recreation and Park Society. He is also a member of the National Recreation and Park Association. Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg Bluefield Bristol Buena Vista Chase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton Concrete Pipe & Products Company, Inc. P,0, Box, 1223, Richmond,VA 23209 (804)233-5471 Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville Leesburg Luray Lynchburg Manassas Manassas Park Martinsville ORDINANCE CODIFICATION Looseleaf Supplement Service U N I C I P A L CODE CORPORATION P.O. Box 2235 T A L L A H A S S E E , F L O R I D A 32316 Telephone (904) 576-3171 Newport News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Radford Richmond Roanoke Rockingham County Salem Smithfield Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Waynesboro White Stone Williamsburg Winchester Wise County York County • Law Editorial Staff • IVIodern Computer Tectinclogy Serving over 1,700 municipalities and counties in 47 States, including Virginia �Blacksburg Transit Celebrates B l a c k s b u r g T r a n s i t recently celebrated serving its one millionth passenger. After less than twelve months operation, the new bus system has met its major objective of providing an efficient, timely alternative to the automobile. Designed primarily to move students and faculty between the Virginia Tech c a m p u s and major town apartment complexes, the system also provides convenient transportation for other town citizens. T h e service also includes two para-transit vans for handicapped citizens. Blacksburg Transit has attracted a growing ridership expanding from an average daily passenger count of approximately 4,800 in May 1983 to the current average of about 6,700 passengers a day. Among its many unique features, the system requires no local tax dollars. Student riders make a contribution through their annual university fees and have unlimited ridership merely by showing their student identification card. Non-students pay a base fare of 50 cents with discounts for senior citizens and youths. T h e system's fourteen Public Power Financing , . Experience Innovation Commitment o Q < o DC > 14 First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, N.Y. 10055 Kevin J . Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 buses operate six days a week with most of the drivers being college students working part time. The one millionth p a s s e n g e r w a s presented with a specially marked t-shirt and a $20 gift certificate donated by a favorite student book store and record shop. Norfolk Wins Information Awards The city of Norfolk has won two awards in the Seventh Annual City Hall Public Information Awards Competition. Norfolk was one of ten municipal governments receiving a Grand Award in the Periodicals for Employees category for cities with populations of more than 50,000. Norfolk was also cited for an Award of Meht for its annual report. Over 200 cities of all sizes in the U.S. and Canada entered in the 1983 contest's eight categories which included publications, public information projects and audio visual productions. The international contest cites city governments for excellence in communication with their employees and the public and has been sponsored by the monthly municipal government newsletter City Hall Digest since 1977. T h e goal of the annual contest is to encourage improvement in various modern communications techniques used by city governments to inform their employees and residents about municipal developments. Fire Chiefs Plan Conference The State Fire Chiefs Association of Virginia will hold its 54th annual conference July 11-14 in Virginia Beach with President Alfred A. Savia, deputy chief of the Vienna Volunteer Fire Department, presiding. The four-day conference will consist of seminars, exhibits, demonstrations, committee meetings, the annual business meeting, election of new officers and many social events. Seminar topics will include non-traditional fire protection, protective clothing and a hazardous materials update. An outdoor barbecue, a dance, a golf tournament and a fishing trip are among the planned social activities. For more information, contact E x ecutive Secretary Christy Everson in the VML Office at (804) 649-8471. Fairfax County Uses C h a n n e l 16 Fairfax County cable television subscribers now can tune to channel 16 for information about upcoming Fairfax C o u n t y g o v e r n m e n t meetings and events, services offered to residents, major board of supervisors' public hearings and actions, and a wide variety of other messages primarily from county government agencies—all presented on the new Fairfax County Government Bulletin B o a r d . T h e Bulletin Board, which is cablecast 24 hours a day, seven days a week to viewers with cable hook-ups, features text messages with musical background and no commercial interruptions. In addition to the repeating cycle of county government announcements and news. Bulletin Board producers expect within the next several months to incorporate a 24-hour emergency message capability on channel 16 which will provide information such as school and government office closings, late openings, major traffic problems in the area and other essential messages. Bulletin Board producers also hope to provide regularly s c h e d u l e d blocks of time throughout the week devoted to specialized information from the Fairfax County Parks Authority, the police department and other county agencies. T h e County Government Bulletin Board format is produced jointly by the Department of Consumer Affairs' Cable Communications Division and the Office of Public Affairs. By late spring, the C a b l e C o m m u n i c a t i o n s Division is scheduled to begin live cablecasting of board of supervisors meetings on channel 16. Channel 16 is one of the 15 government and community access channels dedicated by Media General Cable of Fairfax County Inc. Plans call for county public schools and county public libraries each to utilize one of these channels within the next six months. Currently Fairfax County's cable system h a s approximately 4 , 7 0 0 subscribers. We Want N e w s from your locality for V I R G I N I A T O W N & C I T Y magazine. If you have recent appointments, a new facility or a project/program that can benefit other Virginia local governments, let us know. Contact C h r i s t y E v e r s o n at 8 0 4 / 649-8471. �People Rutledge Receives Public Works Honor Philip T. Rutledge, director of public w o r k s / c o u n t y e n g i n e e r of H e n r i c o County, has been chosen as one of the Top Ten Public Works Leaders of the Year for 1984. Rutledge has worked for Henrico since 1962. He served as the assistant county engineer until 1977 when he became director of public works/county engineer. Prior to working for Henrico, Rutledge was an engineer for Lyttle & Barnes Construction Co. A native of Newport News, Rutledge holds a bachelors degree in civil engineering from Virginia Polytechnic Institute. The Public Works Leader of the Year Award is given by the American Public Works Association to outstanding officials in the U.S. and Canada on the basis of accomplishment, employment records and achievement. The awards program is held in conjunction with the 25th annual Public Works Week, May 20-26. dates, Bowman served as the economic development commissioner for Louisville, KY, for the past three years. He established the Louisville economic development office as well as the first enterprise zone in Kentucky. In his three years as commissioner he processed revenue bonds totaling almost $194 million and packaged almost $4 million in small business loans. As a result, the Louisville Economic Development Corp. was cited as the leading producer of one type of Small Business Administration loans in the Southeast. Bowman holds a bachelor's and master's degree from the University of Louisville and is a member of the American Institute of Certified Planners. He is married and has four children. I C M A Appoints Richmond's Carter Gilbert Carter, executive assistant to the Richmond city manager, has been appointed as a new member of the Inter- national City Management Association's Assistants Steering Committee. Carter, who has been appointed to a two-year term, will also serve as vice chairman of the 15-member committee. Anna Lee Berman, director of the Arlington County Department of Management and Finance, serves as a current member of the Assistants Steering Committee. Wise Selects New Mayor G l e n n Craft has been appointed mayor of Wise by the W i s e T o w n Council. Now in the middle of his first year on council, Craft will serve as mayor until June 30, finishing the unexpired term of Mayor Wilda Smith who resigned to move to Manassas. Craft is general manager of Spring Collieries in Tacoma and is chairman of the Wise County Democratic Party. N L C Selects McDaniel Claudette B. McDaniel, Richmond council member, has been appointed to serve on the National League of Cities' Human Development Steering Committee. NLC steering committee members are selected on the basis of expertise and interest to assist the committee chairperson in developing NLC policy recommendations and in reacting to congressional and administration initiatives. Ms. McDaniel will serve through the conclusion of the Annual Congress of Cities in November 1984. Bowman T o Serve Roanoke Area Robert Y. B o w m a n has been chosen as the executive director of the new Roanoke Valley Regional Partnership which will serve Roanoke, Salem, Vinton, Roanoke County and Botetourt County. Chosen from a field of 120 candi- M a r k e t Makers and Investment Bankers Salomon Brothers Inc M e m b e r of M a j o r Securities a n d C o m m o d i t i e s Exchanges O n e N e w Y o r k P l a / a . N e w Y o r k , N . Y . 10004 �Professional Directory Southern Engineering mmwm im miwrn mm P.O. Box 7 8 9 Bluefield, Virginia (703) 326-3931 Urban Planning Annexation Studies Landscape Architecture Development Planning Rates Planning System Studies Feasibility C H O D A T , R U B A C K & A S S O C I A T E S , INC THE HATHAWAY HOUSE 103 C E N T R A L ST., P 0 8 0 X 7 4 9 W E L L E S L E Y , M A S S A C H U S E T T S 021 81 T E L E P H O N E (617) 237-5815 Studies Design Relaying Metering ® PUBLIC UTILITY Engineers & CuKi^ilra"!^ BALDWIN Norfolk • Riiiimoml ' Wa^hin^im. D.C. F H O N F 8 0 4 649-«t)27 S C S ENGINEERS rawoste k l ] Systems STEARNS, CONRAD AND SCI'MILH ConsulTing Engineers Inc Naomi C. Zwarick r^unicipal Services M a n a g e r East Central Region SOLID BROWNING-FERRIS INDUSTRIES N O R T H E R N V A . (703) 5 6 0 - 8 8 6 6 1800 P a r k w a y Drive B A L T . (301) 7 9 6 - 8 8 5 0 Hanover, Maryland 2 1 0 7 6 T E L E X 87-487 ^:y^ WASTE Gannett Fleming E N G I N E E R S AND P L A N N E R S NORFOLK No • PROFESSIONAL WAT^R .'i SfWEHAuE S'STr'.'S BuMng faiifax. VA. 22030 Hurt & Proffitt, inc. CORPORATION • rRA\SPCFITAJ I0\ B A R R Y W. S T A R K E , A S L A LANDSCAPE ARCHITECT Engineers • Planners • Surveyors Water, Wastewater, Solid Wasles, Soils & Foundalions L a n d Development Site Plans Residential. COTiimereial & Industrial Subdivision.s. R o a d . Datns, Airports 1933 Fort Ave. L y n c h b u r g , V A 24501 (804)847-7796 EARTH DESIGN ASSOCIATES LANDSCAPE ARCHITECTURE / LAND USE PLANNING / ARCHITECTURE BODIE, T A Y L O R AND PURYEAR, INC. R. K T l f A K T K O Y E R CONSULTING ENGINEERS & ASSOCIATES. INC. COXSULTI.^G 611 R e s e a r c h R o a d GNGINEF.RS P . O . B o x 2901 R i c h m o n d , V i r g i n i a 23235 $ 16 Fwrlat Prolessional • SuHe 7 3545 Chain Bridge Road • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes o > FAIRFAX J1 Kogef Executive Cenief Suite 250 Norfolk. VA 23502 301 H I D E N B L V D N E W P O R T N E W S , VA 804/599-5511 ARCHITECTS + ENGINEERS + PLANNERS o cc WASTE WORKS 1 2 6 0 Roger B a c o n On^r- R e s t o n Virginia 2 ? 0 9 < ' i / 0 3 M 7 1 6 1 5 0 PO BOX4e00'4800W HUNDRED RD-CHESTER,VA-804 748-8746 MMMIg^'g^ < Z HAZARDOUS ENVIRONMENTAL E N G I N E E R S . SCIENTISTS & PLANNERS HANSEN o - PUBLIC Austin Drockenbfough a n d Associates Consulting Engineers CIVIL • MECHANICAL E L E C T R I C A L • PLANNING S U R V E Y I N G . INDUSTRIAL fACiLiTiEs AND PBOCESS DESIGN • HIGHWAYS • WATER lE 5VSIEMS • DRAINAGE • SUMVEviNG STUDIES • = T h r e e Chopt & P a r h a m R o a d s , Richmond 2 3 2 2 9 AND a z < z C O M M L N I T Y DHVHLOPMF.NT C O N S U L T I N G 400 [ulst Main Stfoet Richmond. Virijinia 232 ItJ MAl£ PIRf IRNIE; EN WATER WASTEWATER SOLID WASTES A PLANNING • LANDSCAPE A K C H I T F C T U R K • KNOINFHKINU S o u t h e r n E n g i n e e n n g C o m p a n y of V i r g i n i a 1 8 0 0 P e a c h t r e e Street, N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 ENGINEERS • SURVEYORS • PLANNERS ' Traffic Engineering/Signalization • Industrial Park Planning • Highway and Airport Design ' Stormwater Management • Water and Wastewater Systems • Grant Application/Management HARLAND BARTHOLOMEW & A S S O C I A T E S , INC. 804-794-6823 PETER U BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers W a l e r S u p p l y • S e w a g e • Industrial W a s t e T r e a t m e n t • Treatability S t u d i e s . 140 S y l v a n A v e n u e , P.O. B o x 1218 Englewood Cliffs, N.J. 07632 201-567-8990 • 4 0 5 S o . P a r l i a m e n t D r i v e , S u i t e 101 Virginia Beacfi, Va 23462 804-499^8508 CH2M KHILL Complete Engineering Services M u n i ( i [ ) . i l .incl I n d u s l r i j l Wa^te Tre.ltm e n l . Power Svslems, Structures, Solid W.istes, W a l e r R e s o u r c e s , Water Sufifilv a n d T r e a t m e n t , Transportation 1941 R o l a n d C l a r k e P l a c e R e s f o n , V i r g i n i a 22091 703/620-5200 HUDSON Prtsidcni PARKS .HI! DSON, INC. InJi'penJeni Imuran 173^Jeffcrson Davis H w y 560 * ' e s i Joppit Koad .Suiif G r c r n s p r i n g StJiion A r l i n g t o n , Virginia 22202 CQ'S) y92-4812 Luihcr^'iilt, Marvlarul 2IU'M iiiU �GERAGHTY & M I L L E R , INC. • Consulting Engineers Environmental Laboratories E N G I N E E R S . INC. Industrial and Municipal 844 WEST STREET, ANNAPOUS, MD 21401 (301) 268-7730 S Y O S S E T , NY BATON ROUGE PALM B E A C H G A R D E N S DENVER S A N T U R C E , PR Dames & Moore Nine regional offices serving the Northeast, South, Mid-Atlantic and Midwest. INCORPORATED ENGINEERS Finkbeiner, Pettis Water S u p p l y and P o l l u t i o n C o n t r o l Syracuse. NY (315) 451-4700 1531 Nortti Mam Street B l a c k s b u r g . Virginia 2 4 0 6 0 (703)552-5548 OLVER TAMPA HOUSTON BRIENGGERE • ARCHITECTS SURVEYORS • • P L A N N E R S • SCIENTISTS PHOTOGRAMMETRISTS & Strout, Limited S o l i d a n d H a z a r d o u s Waste M a n a g e m e n t E n v i r o n m e n t a l I m p a c t Studies W a t e r Resources M a n a g e m e n t Consulting Engineers Energy Studies Soils and F o u n d a t i o n 7101 Wisconsin Avenue • Engineering Betliesda, M a r y l a n d 20814 (3011 6 5 2 - 2 2 1 5 Greenhorns 2301 West Meadowview Road Greensboro. Norltl Carolina 27407 (919) 292-2271 Also Offices In: Toledo. Akron & Cleveland. Ohio & O'Mara, Inc. 1 0 7 1 0 L E E HiOHWAY, S U I T E 2 0 2 F A I R T A X , VmaiNiA PHONE: 7 700 LEESBURG PIKE SUITE 302 FALLS CHURCH,VA. 22043 703/893-0711 Encjineerina B o u / e CcDrfooration consultino WATER .WASTEWATER. DRAINAGE SITE STREETS DEVELOPMENT. STRUCTURAL A • • • Metcalf&Eddy • .FLOOD , enatneers corooration Engineers , Surveyors WHITMAN, REQUARDT AND ASSOCIATES Qngincers 1 1 1 2 0 N e w Hampshire Ave. Suite 2 0 0 Silver Spring, M D 2 0 9 0 4 DESIGN , MARINAS a D-olessional BALTIMORE, M A R Y L A N D 21218 (301) 2 3 5 - 3 4 5 0 JAMES M, MONTGOMERY, CONSOLTING ENGINEERS, INC. CIVIL AND ENVIHONMEKTAL ENGINEERS W«TER AND WASTEWATER Planners C o m p l e t e p f o t e s s i o n a l services lor XVC m u n i c i p a l i t i e s and public a g e n c i e s LAW ENFORCEMENT: Organization/Management Studies Chief Selection/Promotional Assessments R i c h a r d W. K o b e t z & Associates, Ltd. Nortti Mountain R n e s Training Center Route Two Box 342 Winchester, Virginia 22601 (703) 662-7288 MarnOftJc*: 10523 M a m Street Fairlax Virginia 2 2 0 3 0 { 7 0 3 1 2 7 3 - 8 7 0 0 Valley Office: 100 Soutri M a m Street Bndgewater Virginia 2 2 8 1 2 ( 7 0 3 1 8 2 8 2616 Re;tDn tnlirnitioni' C<nt8r. SuiU 1130 1 1600 Sunriis VIIIBT Onu. Reilon. VA 7D3 S6Q ?400 Florida—We.sl V i r g i n i a — G e o r g i a — M a r y l a n d FREDERICK G. GRIFFIN, P.C. Consulting Knginccrs GUY & DAVIS CONSULTING ENGINEERS :)22!) Wuli-rliik Ktiad, Lynchburg, \ 24r>ll2 I S 0 4 2:!7-2044i WATER SUPPLY WASTEWATER TOXIC AND HAZARDOUS MATERIALS Cabli- T f l o l s i . i i f I'V llniadiast • I'liblit Siiri'ly (ominunii'aliiins .S,\sUims» Alarm Systems* Klfclrical IVsinn • KedtTnl ('(itnimttiicatitins Ciimmiwiiiin ApplictlIton Prcpiiratiiiii • IAJXTI Tcstimiitiy and Wilni^s Your Ad BENGTSON. DeBELL, ELKIN & TITUS Could Appear CONSULTING ENGINEERS, SURVEYORS & PLANNERS Leesburg. VA 703-777-1258 Silver Spnng. MD 301-439-0055 HDR Henntngson, D u r h a -n S R i c h a r d s o n Architecture Alexan(dria and Engineering Norfolk. V A Planning and Systems Offices Nationwide Other Sciences COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES Centreville.VA 703-631-9630 38S-9S00 2315 SAINT PAUL S T R E E T CONTROL HIGHWAYS,BRIDGES Patton, Harris, Rust & Assoc, Water Wastewater Resource Recovery Transportation (703) 22030 Here w RALPH WHITEHEAD & ASSOCIATES Consulting Engineers 1936 East Seventh Street P. O. BoK 35624 Charlotte. North Carolina 28235 704-372-1885 BRIDGES > HIGHWAYS * RAILROADS . RAIL « BUS TRANSIT ' AIRPORTS Call: 804-649-8471 BRANCH OFFICES 3300 NE Expressway, Atlanta, GA 30341 1314 Lincoln Street, Columbia, SC 29201 Public Administration Service Providing management assistance anid consultant services dmq to local, regional, and state governments since 1933 (404) 452-0797 (803) 256-3690 DAVID M. GRIFFITH AND ASSOCIATES, LTD. S p e c i a l i s t s in R e v e n u e E n h a n c e m e n t , C o s t A l l o c a t i o n Plans a n d C o m p u t e r S y s t e m s 1497 Ctiain Bridge Road McLean, Virginia 22101 (703) 734-8970 © T H E MAGUIRE GROUP Drawer 59. Ghrislian.sburg, Virginia 24073 Architects • Engineers • Planners CE Maguire, Inc. 5203 Leesburg Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 Business Park Dr., Virginia Beach, VA 23462 (804) 497-6304 Reglnnal ollli;es: ProvlilencB, Bl: Alexamirla, LA; BiBton, MA: Clsarwator, FL Charlotte. NC: Falli Church. VA: Floreni:e. SC: Honolulu. HI: Manchestar. NH: Naw Britain. CT: Pittsburgh. PA: Phoenix. AZ: Spartanburg. SC: Virginia Beach. VA: Waltham, MA. R a l e i g h . NO 919/876-8042 R i c h m o n d , V A 804/323-1184 �Control Sign Costs GRACE ST Blanks • Posts • Brackets R e f l e c t i v e f a c e s below 3M c a t a l o g p r i c e s ! W e f e a t u r e P O L Y P L A T E " reinforcedfiberglass panels. U.S. standard Sign Co. For free catalog call: 800-537-4790 in Ohio (419) 243-9513 A s k about this month's special P O L Y P U ^ T E ' " F R P Sign Panel is a trademark of Sequenlia, YARGER AND A S S O C I A T E S , INC. Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 600 Surveys Our 30th Year 2830 Mary Street Falls Church, Va. 22042 703/560-6900 Marketplace Internal Auditor Assistant County Attorney Petersburg, VA. Salary range 322,360-328,545. Performs complex prof e s s i o n a l work in c o n d u c t i n g internal audits, special audits and investigations into the financial affairs of the city. Works under general direction of seven-member city council. Thorough knowledge of municipal accounting principles and procedures, state laws and local ordinances governing receipt, custody and expenditures of city funds. Education and experience equivalent to graduation from an a c c r e d i t e d c o l l e g e or university with major work in accounting and considerable experience with municipal accounting s y s t e m . C P A designation desirable. Employees required to reside in the city. Submit resume to: Clerk of Council, City of Petersburg, Room 300—City Hall, Petersburg, VA 23803 by May 30. E O E . Stafford County. Salary Range: $26,973-340,850 with excellent benefits; salary c o m m e n s u r a t e with experience, qualifications. Responsible for assisting county attorney in providing legal advice and representation to the board of superv i s o r s , county administrator, school board, planning c o m m i s s i o n , board of zoning appeals and other officers and agencies of the county. A s s i s t s county attorney in representing the county in all civil matters, drafting ordinances, preparing legal documents. A s s i s t s in advising governing body, boards and staff on all major legal questions, including matters Involving zoning and subdivision regulation, building c o d e s , leases and contracts, tax suits, claims and related legal matters. Director of Customer Service Greenville, NC. Highly responsible professional position involving planning, development. Implementation and coordination of all customer and energy serv i c e s programs including applications for service, cut-offs and cut-ons, customer inquiries and complaints and all energy c o n s e r v a t i o n , education and management p r o g r a m s . B a c h e l o r ' s degree in b u s i n e s s administration or related field with five years of increasingly responsible customer relations experience—two years with a public or private utility. Cons i d e r a b l e k n o w l e d g e of p u b l i c c o m munication techniques and energy conservation programs required. Salary range 325,064-333,738. Send resume by J u n e 8 to Personnel Office, Greenville Utilities C o m m i s s i o n , P . O . B o x 1847, Greenville, NC 27835-1847. CAMP D R E S S E R & M c K E E 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental planners, O Q Position requires graduation from law school, eligibility to practice law in Virginia and knowledge of local, state, federal laws and court decisions affecting local government. Experience a s a practicing attorney in civil, administrative or municipal law preferred. Must be tactful, able to deal effectively with public groups, key executives of private industry, and public officials. Ability to analyze problems, recommend actions for their solutions essential. Apply with resume by June 15 to Robert W. Clark, Director of Personnel, P.O. Box 339, Stafford, 22554-0339, (703) 659-8628. M/F/H. E O E . engineers, & management scientists, consultants CDM FINANCIAL ANDf MANAGEMENT CONSULTANTS ' R . W . BECK AND ASSOCIATES O H < o DC > • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public W o r k s Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED P.O. B O X 4S 18 V I R G I N I A B E A C H , V A 2345« 804.422-1711 ENGINEERS A N D C O N S U L T A N T S Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 Grove Street Wellesley, M A 02181 (617) 237-4870 1510 E. Colonial D r i v e Orlando, FL 32803 (305) 8 9 6 4 9 1 1 �V M L Holds Cornerstone Seminar T h e Virginia Municipal League and t h e Institute of G o v e r n m e n t at t h e U n i v e r s i t y of V i r g i n i a r e c e n t l y c o m p l e t e d t h e first in a s e r i e s of " C o r n e r s t o n e S e m inars." T h e C o r n e r s t o n e S e m i n a r s is a s e r i e s of " h a n d s - o n " w o r k s h o p s for e l e c t e d a n d a p p o i n t e d local g o v e r n m e n t officials. T h e y are d e s i g n e d to be i n f o r m a l and discussion oriented. Approximately 15 local officials a t t e n d e d t h e first s e m inar, " E f f e c t i v e B u d g e t C o n t r o l by C o u n c i l , " h e l d in C h a r l o t t e s v i l l e . U n d e r t h e g u i d a n c e of R u s s L i n d e n a n d J o e F r e e m a n of the institute, a t t e n d e e s part i c i p a t e d in a s i m u l a t e d b u d g e t c u t t i n g e x e r c i s e , identified s p e c i f i c b u d g e t p r o c e s s c o n c e r n s a n d m e t in s m a l l g r o u p s to w o r k t o w a r d s o l u t i o n s to s p e c i f i c b u d get p r o b l e m s . The second Cornerstone Seminar, " H o w to M a k e C o u n c i l t h e O r g a n i z a t i o n that Really R u n s T h i n g s , " will b e h e l d M a y 18 in R i c h m o n d . T o p i c s i n c l u d e council-manager relations, council policy m a k i n g a n d u s e of c o m m u n i t y res o u r c e s . For m o r e i n f o r m a t i o n , c o n t a c t t h e V M L Office at (804) 6 4 9 - 8 4 7 1 . Nancy O'Brien (I), former Charlottesville council member, and Pauline Mitchell (r), Pulaski council member, reach for the money as they learn about harnessing their budget dollars in the recent "Cornerstone Seminar." Russ Linden of the Institute of Government (c) served as the seminar leader and O'Brien served as a facilitator. VIRGINIA MUNICIPAL GROUP S E L F INSURANCE ASSOCIATION A p r o g r a m d e s i g n e d to h e l p c o n t r o l y o u r W o r k e r s ' C o m p e n s a t i o n C o s t s . MEMBERS' SUPERVISORY BOARD H O N . C H A R L E S A. R O B I N S O N , J R . H A R R Y G. K I N G Mayor, T o w n of V i e n n a Prince George County Chairman B o a r d of S u p e r v i s o r s F R A N C I S T. W E S T JOHN CUTLIP C o u n c i l m a n , Martinsville S h e n a n d o a h C o u n t y Administrator P E R R Y M. D e P U E E D W A R D D. J E R V E Y J a m e s City County Councilman, Radford B o a r d of S u p e r v i s o r s R. M I C H A E L A M Y X E x e c u t i v e Director, VML O H For further information contact: Margaret A. Nichols Administrator Virginia Municipal Group Self Insurance Association P.O. Box 753 Richmond. Virginia 23205 (804) 649-8471 H O Q John M. Vv/yatt. IV Account Executive Alexander & Alexander of Virginia Post Office Box I 177 Richmond, Virginia 23209 (804) 788-4490 < O DC > 19 �This government official added a 410B to his fleet. Why did he choose it over the competitor? ; T R I C E IS IMPORTANT. SOISAGOOD HYDRAULIC SYSTEM." "We look for three things in a backhoe's hydraulic system;' says Peter Caldwell, general manager of the Bangor Water District in Bangor, Maine. "Speed,for when we're in a situation where production is important. Power for digging in frost and rock. And,just as important-sensitivity. When we're digging around services that are already in place, it is important for the operator to be able to feel if he snags a pipe or wire. The 41 OB stands up well against all three measures. "The cab in the 41 OB is superior to anything I've seen. First, ifs very easy to get in and out of. The curved glass allows for excellent visibility. And having the gauges laid out on the side makes it easy for the operator to check them regularly, whether he's operating the loader or the hoe. I also like the key locks for vandal protection. There are no padlocks to lose... none to replace. We're all well-pleased with our410B." .3; To learn w/hy more and more government bodies like the Bangor Water District are making the move to John Deere backhoes,stop by your local dealership. Look of the Series B machines-you'll quickly see many of the reasons. Then climb aboard and try one out. You'll know for sure. John Deere, Moline, Illinois. 3-VEAR POWERTRAIN WARRANTY EXTENDED UNTIL JUNE 30,1984. See your dealer for details. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 5 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource May 1984 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198405 https://www.virginiaroom.org/digital/files/original/69/6464/198406.pdf 2ec5ef4a537b71b1ffae4601b323d269 PDF Text Text Virginia Volume 19 June 1984 Number 6 *City INFRASTRUCTURE: Is There a C �When it comes to surviva, there's safety in numbers. > H O Q o o DC > The s a m e holds true for e c o n o m i c survival, whether you're p r o t e c t i n g the assets of a city, county, t o w n , or local s c h o o l board. That's w h y the Virginia M u n i c i p a l League, t h r o u g h it's w h o l l y o w n e d C o r p o r a t i o n , Virginia M u n i c i p a l Underwriters, Inc. has developed a n e w c o m p r e h e n sive group insurance program. The program is designed exclusively for local g o v e r n m e n t s and their agencies w i t h i n t h e c o m m o n w e a l t h of Virginia. It offers a w i d e range of property, casualty, boiler and machinery coverages. Included a m o n g the casualty lines are: • Public Officials Liability Police Liability C o m p r e h e n s i v e General Liability Broad Form Errors & Omissions Personal Injury Liability Garage Liability All casualty lines are consolidated w i t h one carrier (Best's A-l-15 rated), providing insurer stability and eliminating potential coverage gaps. W h a t ' s more, w i t h so many coverages available, the program can be tailored to your individual needs and exposures. Group purchasing p o w e r a l s o results in e c o n o m i e s of scale. So t h e r e ' s a b o t t o m - l i n e benefit as well. Of course, all the fish in the sea can't eliminate risk completely. But if you're in d a n g e r of being s w a l l o w e d u p b e c a u s e of rising costs, i n a d e q u a t e c o v e r a g e or poor service, the V i r g i n i a M u n i cipal Property Casualty Ins u r a n c e P r o g r a m c a n help For further information, please contact: Margaret A. N i c h o l s Administrator Virginia M u n i c i p a l G r o u p Self I n s u r a n c e A s s o c i a t i o n P.O. Box 7 5 3 R i c h m o n d , Virginia 2 3 2 0 6 (804) 6 4 9 - 8 4 7 1 �Virginia Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre Telephone 804/649-8471 *City Volume 19 June 1984 Number 6 VML President C h a r l e s A. R o b i n s o n J r . Officers L a w r e n c e A. D a v i e s Vincent J . Thomas S a m W. A d a m s J a n e L. Hough Commentary Funding Constitutional Officers Executive Committee By Mary J o Fields "Various problems exist with the funding process stitutional officers." Robert T . W i l l i a m s Arlie C . P a y n e Martha V. P e n n i n e J a c k D. E d w a r d s J a c k P. B a r n e s Margie M a y e s Carryover Legislation: Its Uses and a Review Executive Director R. M i c h a e l A m y x On the Cover Infrastructure is defined a s our basic transportation, water and sewer s y s tems, but can also include most public buildings. Much national media has foc u s e d on "the infrastructure c r i s i s . " Richard E . Hickman believes infrastructure is not a " c r i s i s " in Virginia, and Arthur J . Kalita believes that traditional a s well a s innovative financing can be used to fund our needs. R e a d their stories in this issue of Virginia Town & City. (Cover photo courtesy of Virginia Department of Highways and Transportation.) VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1984 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 for con- By Ellen S . Posivach "The carryover process is an interesting tool used by members of the General Assembly for a variety of reasons." Infrastructure in Virginia By Richard E. IHickman "The principal contribution of most of the national reports has been to inform the public as to the extent of the problem." 20 Financing the Nation's Infrastructure By Arthur J . Kalita "Now that the states have recognized the problem, we have ample evidence that they will act to address their own particular needs and those of local governments." 24 People 26 Marketplace >o Q 28 Professional Directory O I- < z o DC > �By Maty Jo Fields Funding Constitutional Officers o Q o DC > Most cities and counties have five elected executive officers: the commissioner of revenue, the treasurer, the sheriff, the commonwealth's attorney and the circuit court clerk. These officers are known as constitutional officers because their positions are provided for by the Virginia Constitution. Several cities and counties share one or more of these officers, and in some localities an appointed director of finance has replaced the two elective offices of commissioner and treasurer. While elected locally, constitutional officers are in part state officials and in part local officials. The proportion of state duties performed by the officers varies from officer to officer and from locality to locality. Cities and counties share with the commonwealth the responsibility for funding the salaries and expenses of constitutional officers and their employees, except for the court clerk whose office is funded primarily by fees. By state law, the commonwealth is to provide full funding for the approved salaries and expenses of the sheriffs' and commonwealth's attorneys' offices. State funding thus covers the salaries of deputies and employees of these two offices as well. As a practical matter, however, 100 percent funding of approved expenses does not amount to 100 percent funding of actual expenses. With certain exceptions, the state, again by statute, pays half of the salaries and operating expenses and onethird of the capital expenses of the offices of commissioner and treasurer. Effective July 1, 1984, cities and counties will be required to pay group life, health and accident insurance benefits for constitutional officers and their employees to the extent that the localities pay these benefits for their other employees. Exemptions do exist, however, for constitutional officers covered under a state program. Cities and counties also must furnish office space and various equipment and supplies. Even though other states have similar elected officials, Virginia is unique both in the extent of state support provided constitutional officers and in the mechanism for distributing those funds. At the heart of the funding system in Virginia is the State Compensation Board which consists of a chairman, appointed by the governor, and the auditor of public accounts and state tax commissioner who serve as ex-officio members. The salaries of constitutional officers are set by state law in the Appropriations Act, but the Compensation Board is responsible for determining the salaries of employees and the expenses of the officers. (The salaries of sheriffs' deputies are set by statutory and administrative guidelines.) The procedure that the State Compensation Board follows in determining salaries and expenses requires the constitutional officers to file salary and expense report forms with both their city or county and the board. After hearings, the Compensation Board sets the salaries and expenses. If the officers are not satisfied with the decision, the council, board of supervisors or the constitutional officers then can try to negotiate this amount with the board. If negotiation is unsuccessful, the council or board of supervisors can appeal the decision. The appeal takes the form of a hearing by the board, which is enlarged to include two members of the governing body making the appeal. A second appeal route is to a special three-judge circuit court. The decision of the court is final. Various problems exist with the funding process for constitutional officers. The Compensation Board operates with a very small staff and has little opportunity to exercise oversight of the state funds it administers. Cities and counties must appropriate funds to support the local offices, yet the governing bodies have little, if any, authority to control the operations of the offices. In addition, constitutional officers are required to carry out a number of state and local duties, sometimes without adequate financial support. At least four proposals to address these problems have been made. The Compensation Board could be more heavily staffed, enabling it to supervise more closely the work of the constitutional officers. Second, the oversight function could be parceled out to various other state agencies. Sheriffs might be monitored by the Virginia Department of Criminal Justice Services, clerks and commonwealth's attorneys by the judicial system and the office of the attorney general, the treasurers and commissioners by the Department of Taxation. Third, the state could adopt a block grant approach to funding, an approach that was defeated in the 1982 session of the General Assembly. Fourth, cities and counties could assume full funding and authority over the offices. Each of these proposals runs counter to the established interests of either the state, the local governing bodies or the constitutional officers. These types of major long-term reforms, therefore, would have difficulty in getting through the General Assembly. Other less dramatic reforms, however, could be made without severely dislocating the present system. One procedural problem is that the Compensation Board's decisions sometimes are not available until June, only one month before the start of the fiscal year. The timing of the decision contributes to budgeting difficulties for managers and councils. A possible solution is to require that the board's decisionmaking timetable be accelerated to better mesh with the local budgeting process. In addition, the Compensation Board does not have clearly stated guidelines that govern the allocation of funds, and this contributes to administrative problems. Some guidelines are contained in state law, but for the most part the board uses internal "rules of thumb" to govern distribution of funds. The absence of articulated standards contributes further to difficulties in local budgetary planning. One solution to this problem would be for the board to adopt clear and detailed guidelines to be distributed to constitutional officers and local governing bodies. In a broader sense, state funding for local constitutional officers is more a method of distributing state aid to local governments than it is a means of reimbursing local officials for the performance of state duties. The proportion of costs paid by the state has little to do with the proportion of state duties performed. The issue of funding for constitutional officers, therefore, might best be studied in the overall context of statelocal fiscal relations. > About the Author Mary Jo Fields is a research analyst for the University of Virginia's Institute of Government. She also serves as a staff associate for the Governor's Commission on Virginia's Future. �E N G I N E E R I N G IS A N INGENIOUS INGREDIENT Yet it represents less than one per cent of the life-cycle cost of the average project. America's matchless life-style rides on the ingenious talent of engineering. Only by the application of technology to problem solving can plants and buildings withstand the forces of nature, can energy be conserved, environment be protected, and m a n and his machines span our rivers, mountains, and the plains. Engineering is the ingredient that binds the creativity of design with the power of performance. Yet it represents less than 1 % of the total lifetime cost of constructing, maintaining and operating the average project. Fortunately there are available highly qualified engineering firms in every part of Virginia. For a list of those firms serving industry, government and related professions write to Consulting Engineers Council of Virginia, 6 9 2 4 Lakeside Ave., Richmond, V A 2 3 2 2 8 . (Telephone 8 0 4 - 2 6 4 - 0 0 5 1 ) o Q Z < America's Consulting Engineers z o o > �PARSONS BRINCKERHOFF A Century Martin Luther of Engineering King, Jr. Memorial Engineers Planners Construction Excellence Bridge Municipal Engineering Transit Systems and Technology Bridges, Tunnels Civil/Highways Marine Engineering Construction Management Urban Design Environmental Services Geotechnlcal Engineering Mechanical-Electrical Systems Planning Railroads and Industrial Facilities Water Resources Serving Second Downtown Norfoll< Bus Tunnei Garage Virginia for over 30 Years 11 Koger Executive Norfolk, VA 23502 804-466-1732 Center Corporate 8200 Greensboro Drive IVIcLean, VA 22102 703-442-7700 Headquarters One Penn Piaza New Yori<, NY 10119 212-613-5000 37 offices worldwide Managers �r Carryover Legislation Its Uses and a Review B y Ellen S. Posivaeh Bills introduced during the first year of a biennium may be carried over and acted upon in the second year of the biennium and are therefore referred to as carryover bills. T h e 1985 session of the General Assembly will be the first session since 1981 to have authority to act on carryover legislation. While the General Assembly has traditionally used the carryover process during the first year of each biennium, Article IV, Section 7 of the Virginia Constitution limits this authority to concurrent sessions during the two-year term for which members of the House of Delegates are elected. The recent state reapportionment with its ensuing judicial ramifications resulted in annual elections of House members in 1981, 1982 and 1 9 8 3 ; consequently, bills introduced during the 1982 session could not be acted on during the 1983 session since the House term of office had only been one year. The actual carryover process is delineated in the Rules of the House and the Rules of the Senate. House Rule 24(a) and Senate Rule 20(e) while differing slightly in wording essentially describe the same carryover process. According to these, a bill may be carried over at several stages during the legislative process. The first stage of the legislative proc e s s where a bill may be carried over is in committee. Any bill or resolution introduced in an even-numbered year and not reported by the committee may be continued on the committee's agenda for hearings and committee action between sessions or for future committee action during the following odd-numbered year regular session. A bill or resolution may be continued only one year from an even-numbered year session. The second stage of the legislative process where a bill may be carried over is before the full House or Senate. Either House or Senate may re-refer the bill to the committee from which it was reported and direct the committee to continue the bill or resolution until the following odd-numbered year session. The chairman of the committee, or the majority of the membership of the committee, may call meetings and hold hearings on carryover bills between s e s sions. It should be noted that whether the carryover determination is made by the committee or directed by the full House or Senate, a bill is always carried over at the committee level. The carryover process is an interesting tool used by members of the General Assembly for a variety of reasons. Bills are frequently carried over b e c a u s e they are believed to be in need of "further study." "Further study" has a host of meanings ranging from the obvious, the committee needs to further investigate the cost or impact of enactment, to the subtle, the committee needs more time to find a way to kill an unpalatable bill. Bills are also carried over a s a courtesy to the patron. Carry over bills in this category frequently belong to highly regarded legislators and are often fiscally, politically or socially controversial bills. The carryover process provides the patron more time to work with committee members between sessions. Should the patron not meet with success, he or she can usually count on the committee to quietly act on the bill, killing it early in the next session. The time lag between introduction and action usually assures the patron (or the committee, depending on public perception) less negative visibility than if the bill is killed when public awareness and media coverage is at its peak, which is usually during the session in which the bill is introduced. While all bills are given serious attention by the General Assembly, on the matter of carryover bills and studies all is not always as it appears. The key to success is to know the history of a bill or study a s it first travels through the legislative process. Knowledge of the opponents and proponents as well a s of fiscal and political impact often reveal the true reason a bill or study is carried over. This allows targeting of efforts on those bills or s t u d i e s w h i c h will r e c e i v e weighty attention by the committee. Following is a review of a few carryover bills and current studies targeted by the Virginia Municipal League. Studies HJR 145. Restriction on the Use of Local Government Worl< Forces on Construction Projects. This marks the third consecutive year that the General Assembly has studied this subject. The auditor of public accounts is collecting local government data on this subject and will present his findings to the joint subcommittee in a meeting tentatively scheduled for December 1984. S J R 20. l-ligliway Program Funding. This joint subcommittee will review the J L A R C Highway Transportation Funding Study completed in January 1984. The subcommittee is scheduled to report its recommendations Oct. 1, 1984; however, due to delay in the appointment of House committee members, the subcommittee report will probably be later than the scheduled date. House Document No. 15, 1984 S e s sion. JLARC Report, State Mandates on Local Government and Local Fiscal Stress. This study is being reviewed by a J L A R C subcommittee. VML will act to draw more attention to the findings of this study during 1984. HJR 151. Public Assistance Programs, Costs to Localities. T h e joint s u b committee will review local welfare administrative costs and will make an effort to reduce costs by reducing state mandates. This study could have a significant fiscal impact on local welfare dollars if funding cuts are recommended without a commensurate reduction in state mandates. S J R 5. Rolling Stock Tax. This joint subcommittee study w a s continued for an additional year by the 1984 General Assembly. It is probable that the subcommittee will recommend an overhaul to this tax law which has remained relatively unchanged since 1919. H O Q Z < Carried Over Bills HB 941. (House Appropriations Committee) Mandated 10 percent salary increase for all certified school instructional personnel with local governments required to pick up the cost not funded by the state. Continued, > page 26 o cc > 7 �o Q o < CD DC > 8 DOMINION B^NK Dominion Bank's government specialists have more than the usual expertise. In service to local governments, Jim Kern, A l Mottesheard and Jim Thompson combine over 50 years of experience. Plus years of practical understanding. For instance. A l used to be Chief Deputy Treasurer of Virginia. And who could better appreciate your problems than someone who's had them? For any type of assistance with Public Finance, Investments or Governmental Services, call the Dominion team. They're backed by the multi- billion dollar resources of one of Virginia's premier statewide banking organizations. Let us show you how accommodating a good bank can be. , ° ° Member F D I C �Infrastructure is not a crisis in Virginia. However, many essential public works projects cannot be funded. The key issue is how to set priorities. By Richard It was inevitable. Infrastructure has become the "buzz w o r d " for public works in the 1980s. Like the aging of the population, a phrase used to describe demographic changes and resulting shifts in social needs, infrastructure expresses the aging of public capital facilities necessary for the smooth functioning of society. Most state and local officials define infrastructure as our basic transportation, water, and sewer systems. In broader terms, infrastructure may also include most, if not all, public buildings — schools, colleges, hospitals, prisons and jails. Power generation and transmission networks, dams, inland waterways and airports can be included as well. The list seems endless. Most are the traditional responsibilities of government usually addressed in capital outlay budgets of federal agencies, state highway commissions or local public works and public utilities departments. The current national focus on infrastructure reflects a growing awareness that many of these basic public works have deteriorated to the point that essential services have been disrupted. The backlog of maintenance, repair and new construction projects serves as a signal that this generation of consumers is placing a growing financial burden on future taxpayers to undertake improvements that should be in place today. A number of recent reports have elevated this concern to the level of a national crisis. A recent study of the Joint Economic Committee of Congress estimated $1,157 trillion in needed expendi- tures for infrastructure by the year 2000.^ In Virginia, currently available needs assessments would probably include $20 billion in highway, water, and sewer projects by the end of the century. H o w e v e r , with s o m e e x c e p t i o n s where public health and safety are clearly at risk, America's infrastructure has not yet reached the crisis point. The principal contribution of most of the national reports has been to inform the public as to the extent of the problem. Evidence is already accumulating that states and localities, working within traditional financing mechanisms, are taking steps to address the most essential needs. The recent approval by voters in New York State of a $1.25 billion infrastructure bond issue and the creation of new bond banks in several states confirms that the public understands the importance of increased investment for infrastructure. Efforts in Virginia Virginia's approach to meeting infrastructure needs is fairly traditional, reflecting a fiscally conservative approach to government. Most observers would also agree the condition of Virginia's infrastructure is fundamentally sound. Public works in Virginia are not crumbling, debt policies are reasonable and planning for future needs is fairly well integrated with the budget process. Virginia is fortunate compared to other states, but the volatility of the municipal bond market in recent years and high interest rates have forced many cities to E. Hickman About the Author Richard E. Hickman lias been a senior analyst witli the Senate Finance Committee of the Virginia General Assembly since 1979. He provides staff support to the subcommittees on capital outlay, public safety and human resources. Prior to 1979, he was director of program development for the American Society of Public Administration (ASPA) in Washington, DC, and w/as an analyst with Virginia's Joint Legislative Audit and Review Commission. He received his bachelor's degree in urban and regional planning from the University of Virginia in 1973 and a master's in public administration from the Maxive// School at Syracuse University in 1974. He is a past president of the Virginia Chapter of ASPA and currently chairs the national ASPA section on budgeting and financial management. defer needed improvements. As a result, the backlog of capital needs facing municipalities in Virginia is very real. For example: • In Roanoke, City Manager Bern Ewert has established a goal of committing 10 percent of the general fund to capital needs. The general fund budget for 1985 is $103 million, so $2.5 million in general funds and $7.5 million in bond proceeds are to be pledged to capital improvements. Competition for O Q < CD DC > �these funds, however, is keen. A list of well over $50 million in needed projects has been compiled, including airport improvements and storm drain repairs. In Norfolk, City Manager Julian Hirst points out the city has dealt "consistently and fairly well" with infrastructure needs through an annual maintenance program. Most streets, buildings and pipelines are in good repair, according to Hirst. However, specific problems include deterioration of buildings constructed in the 1960s with federal funds; public school buildings, many of which require extensive renovation; the maintenance of city streets; and bridge repair — especially important in Norfolk, a wateroriented city. Hirst also feels additional funds are needed for water supply. The present utility system is in good condition, but additional storage tanks are needed as well as residential lines to support new in-town development. Likewise, the public sewer system, operated by Hampton Roads Sanitation District, is rated "7 out of 10 insofar as physical repair is concerned," according to Hirst, who noted an on-going re- placement program was underway. Norfolk's capital program of $10.2 million in 1984 was funded from general obligation bonds ($6 million), sale of land ($1.3 million) and utility revenues ($2.0 million). An on-going project ranking system was used to select the $10 million in top priority needs from a total of more than $100 million in requests. Many of the top projects relate to Norfolk's capital commitments to the waterfront. In Richmond, newly-appointed Budget Director Jack Berry emphasizes the city's efforts "to put the brakes on local debt" during the past two years. Richmond's debt service in 1982-83 reached $26.3 million, or 10.8 percent of the total budget. Responding to this concern, city council adopted a comprehensive debt policy: faster payback of city bonds with a 15-year maturity on most issues, a cap of $15 million on the capital budget, a 10 percent cash paydown if new bond authority exceeds $10 million a year (this provision was not met this year), and financing of utility projects with revenue bonds instead of general obligation debt. Reaction to the debt policy has been favorable. Debt service has leveled off at $26 million for 1985, Market Makers and Investment Bankers o Q < •z. 10 In the future. Berry expects the city will have to incur additional debt to meet a backlog of essential needs for streets, bridges and sewers. For 1985, Richmond's capital program will be limited to $9.9 million in general funds, including $500,000 for street repair, $1.3 million for replacement of the Lee Bridge and $4.1 million for a new middle school. Revenue bonds will be used to finance a $17.2 million capital budget for utilities. Local officials in cities like Roanoke, Nortolk and Richmond are well aware of the long-term decline in investment in public capital facilities. For all cities in Virginia, capital outlay expenditures as a percentage of total appropriations dropped from 19 percent in 1967 to only 13 percent in 1980.^ This trend mirrors the national experience. In 1980, federal, state and local governments spent $70 billion on non-defense capital projects, or about 2.3 percent of GNP. In 1965, the capital investment rate was more than 5 percent of GNP. From 1960 to 1980 capital expenditures declined to 15 percent from 27 percent of total state and local expenditures.^ A recent report by the U.S. Advisory Commission on Intergovernmental Relations (ACIR) analyzed previously unpublished data on new public capital investment from 1946 to 1982. ACIR found that capital investment (purchases and construction of structures and fixed equipment in 1972 dollars) rose quickly from $106 per capita in 1950 to a high of $207 in 1968. By 1982 capital investment had declined to $120 per capita.^ Needs Assessments At the statewide level, information is already available to define Virginia's infrastructure needs. A list could easily include $20 billion in capital improvements in the next two decades — $1 billion a year, or about $200 per capita each year. • Salomon Brothers inc o > declining to 9.4 percent of the budget, according to Berry, who was responsible for putting together the city's capital budget before his appointment as budget director. Member of Major Securities and Commodities Exchanges One New Y o r k P l a / a . New Y o r k . N . Y . 10004 For highway construction the Joint Legislative Audit and Review Commission (JLARC) staff has validated an earlier estimate by the Department of Highways and Transportation (DHT). This estimate of construction needs is $16.3 billion from 1982-2005, not including highway maintenance or public transportation. Maintenance needs �are estimated at $2 billion thirough the year 2000. • Forwatersupply systems, the state Department of Health conducted a survey for the State Water Study Commission and concluded $1.75 billion was needed through the year 2000. • For sewage treatment, the State Water Control Board estimates capital needs at $2.1 billion through the year 2000. Many of these projects cannot be funded. The key issue will be how to set priorities. This will require a better understanding of overall statewide needs as well as recognition of practical resource limits. Highway Maintenance and Construction M a i n t e n a n c e and construction of highways is the largest single infrastructure issue facing Virginia. With more than 60,000 miles of highways and roads, Virginia is one of three states, including North Carolina and Texas, which maintain county roads. Arlington and Henrico counties are exceptions; since 1983 they have opted to receive a separate state allocation to maintain their own roads. As Bill Landsidle, deputy secretary of transportation, sees it, the $16.3 billion construction estimate is accurate, but the total figure cannot be funded. Many projects involve four-laning existing roads, constructing new by-passes and replacing bridges. The need for these projects is based on factors such as traffic demands, capacity, safety and roadway and bridge condition data — without regard to the availability of funds. "There are enormous unmet needs out there, but it's easier to set the figure than to set priorities and fund projects. The overall needs assessment is important only to express the order of magnitude, to come to grips with the problem," said Landsidle. Despite the need for additional expenditures, the condition of Virginia's highways and other transportation facilities is basically sound. "Infrastructure is not a crisis in Virginia in terms of crumbling public works," says Landsidle. "The existing systems — highways, bridges, transit, airports and ports — are well-maintained." Virginia's highways are probably in better condition than those of most other states because Virginia has always placed a high priority on maintenance as well as construction. The highway allocation formula requires that maintenance be funded before new construction projects are considered. Meeting new construction needs has become much more difficult in recent years. By the late 1970s, state highway departments across the nation recognized the automatic escalation of gas tax revenues was ending. In response to the 1973 oil embargo and the subsequent rise in oil prices, Americans were buying smaller cars and driving less. At the same time maintenance costs were increasing rapidly, especially since resurfacing roads required large amounts of oil. In 1980 the General Assembly agreed to raise Virginia's gasoline tax to 11 cents per gallon from 9 cents per gallon. At the same time the legislature directed JLARC to undertake a major review of highway needs, finance, allocations and operations. Landsidle, then a division chief at JLARC, was put in charge of the project, an assignment which led to his appointment as deputy secretary two years later. By 1982, the need for further increases in highway revenues was apparent, and the General Assembly adopted House Bill 532 which included a 3 percent oil franchise tax as well as 25 percent increase in vehicle registration fees and other measures. The 1982 Appropriations Act also directed JLARC to continue its studies of highway finance. An exposure draft was printed as House Document 11 of 1984. Among major staff recommendations were (a) adjusting the proportion of funds allocated to primary, secondary and urban systems to one-third each; (b) increasing urban assistance payments to levels comparable to those provided to counties; (c) making technical adjustments to allocation formulas; (d) establishing a new bridge replacement fund (e) and increasing the allocation for unpaved roads. Generally speaking, adoption of these recommendations would be beneficial to Virginia's cities. The 1984 General Assembly did not act on these recommendations. Instead, a joint subcommittee was created pursuant to Senate Joint Resolution 20 to review the JLARC report, so highway allocations will be a major political issue facing the 1985 General Assembly. At the same time, with limited state funds localities will probably have to increase their own contributions to obtain desired projects. Revenue bonds for this purpose are already under consideration in some localities. Bridges There are 19,809 bridges in Virginia, including 13,287 more than 20 feet long. Most are in good shape. In fact, Virginia ranks 30th among all states in the proportion of all bridges which are considered deficient. One reason is that Virginia has had an ongoing bridge inspec- tion program since 1970. A total of 55 inspectors check each bridge at least every two years. "We don't have any unsafe bhdges in Virginia," according to Jack Hodge, assistant chief engineer at DHT. "We do have bridges whose capacity has been reduced for safety." Bridges with posted weight limits are inspected annually. Intense local publicity was generated last year following disclosure that the Interstate 95 bridge across the James River at Richmond needed repairs. According to Hodge, the fact that repairs are necessary does not make the bridge structurally deficient. Corrosion was discovered in the reinforcing steel within the pier cap, the horizontal concrete beam which supports the roadway. By inducing an electric current in the reinforcing steel, the department can prevent further rusting. Repairs are expected to begin soon. In order to set realistic priorities for bridge replacement and repair, the definition of deficient may have to be revised. Under current federal standards, bridges may be considered deficient if they are "functionally obsolete." For example, in 1983 all bridges less than 200 feet wide were listed as "functionally obsolete " for the first time, so the number of deficient bhdges rose to 4,279 from 2,700. Very few of these can be considered "structurally unsound." DHT is developing a computerized program to rank all bridges according to several factors in addition to whether the bridge is too narrow. "We want to be sure we're replacing the worst bridges that serve the most people and create the biggest problems," Hodge said. If the General Assembly adopts the JLARC recommendation for a separate bridge replacement fund, the system will be automated by next year. Bridge replacement is expensive. The new James River Bridge linking Newport News and Isle of Wight County, completed in 1982, cost $90 million, including acquisition of right-of-way, the roadway and the structure itself. The Campostella Bridge replacement in Norfolk, currently out for bid, will cost $24 million, while the replacement of the Robert E. Lee Bridge in Richmond will cost more than $70 million. Other projects in the preliminary stages include replacement of the Williams Viaduct in Lynchburg and the Monroe Street Bridge over the railroad yards in Alexandria. Water and Sewer Virginia is a water-rich state with nine river basins totalling more than 27,000 �miles of streams and more than 500 square miles of coastal wetlands and embayments. From 1971 through 1981, a total of $1,165 billion w a s spent on design, construction, expansion and upgrading of municipal sewage treatment plants in Virginia. T h e federal government paid 75 percent of the cost under the 1972 amendments to the Federal Water Pollution Control Act. With the New Federalism, however, primary responsibility for financing water pollution control is shifting to the s t a t e s . F e d e r a l g r a n t s to V i r g i n i a peaked at $251.8 million in 1976, then fell sharply to $50 million this year. R e c ognizing the increasing importance of state financing, the State Water Study Commission in 1983 appointed a capital facilities subcommittee chaired by S e n . C h a r l e s J . Colgan of Prince William County. T h e subcommittee requested an assessment of needs in Virginia and reviewed financing strategies in other states. T h e S t a t e Department of Health ( S D H ) and the State Water Control B o a r d ( S W C B ) e a c h provided e s t i mates. In a s u r v e y of 344 publiclyowned drinking water systems, the S D H Bureau of Water Supply Engineering identified needs totaling $680 million to repair or upgrade existing systems, in addition to $1,073.5 million for new or e x p a n d e d facilities. Total estimated need w a s $1.75 billion through the year 2000. Likewise, the S W C B Division of Construction Grants utilized Environmental Protection Agency ( E P A ) reporting forms for Virginia's 95 counties, 41 cities and 189 towns to develop a needs a s s e s s m e n t for s e w a g e treatment plants, This total figure w a s $2.1 billion. All figures are in 1983 dollars. o Q 2 < gc > 12 Given the methodology used to submit estimates to E P A , the sewage treatment estimate may well be exaggerated. Nevertheless, according to S e n . Colgan many small towns expressed concern about their ability to finance projects of this magnitude. Ernie Simmons, director of Division of Construction Grants agrees. " T h e big problem in the next decade will be found in thesmaller communities. Towns like Colonial Beach and Occoquan with combined storm and sanitary sewers are experiencing excessive infiltration during heavy rainstorms. This spring, Occoquan w a s forced to hold storm runoff in its retention basin, which also holds part of the drinking water supply for the Washington metropolitan area." Simmons s e e s other problems on the horizon. High growth areas like Northern Virginia, the Richmond suburbs and Virginia Beach will need increased funding for expansion, while older central cities will have to upgrade pumping sta- tions, repair water mains and correct s e w a g e b y - p a s s e s . T h e $10 million Chesapeake Bay clean-up plan adopted by the 1984 General Assembly may have to be expanded in future years. And, the need for increased water supply in Virginia Beach has already created a political stalemate between Virginia and North Carolina over a proposed pipeline to transfer water from Lake Gaston to Eastern Virginia. A common theme in all of these iss u e s is the need for increased user charges to recover all capital and operating costs. T h e era of "free" federal money is quickly coming to an end. Financing Water Projects To address the need for increased state and local financing, particularly for smaller communities, a new type of bond bank w a s needed. T h e Water Study Commission recommended and the General Assembly approved Senate Bill 229 creating a Virginia Water and S e w e r A s s i s t a n c e Authority effective July 1, 1984. T h e board of directors of the authority will consist of the state treasurer, the executive director of the State Water Control Board, the state health commissioner and six members appointed by the governor and confirmed by the G e n e r a l Assembly for staggered four year terms. The authority can sell up to $300 million in revenue bonds secured by the moral obligation of the commonwealth. Moral obligation bonds do not pledge the full faith and credit of the commonwealth to the repayment of principle and interest. Instead, a special reserve fund is required to meet debt service payments. If the reserve fund drops below a specified balance, the authority must so inform the governor who is required to include in his next budget sufficient general funds to replenish the reserve. While the General Assembly can reject the recommended appropriation, the moral obligation is clear. O n c e Virginia's water and s e w e r bonds are sold, the authority can then use the proceeds to purchase local revenue bonds. This bond bank concept provides ready a c c e s s to capital markets and frequently a lower interest cost than many smaller jurisdictions could obtain on their own. When the initial cap of $300 million is reached, the authority will have to return to the General A s sembly for approval of additional bond issues. Public and Private Purposes Virginia's infrastructure is sound, and steps are underway to finance needed improvements for the future. Legislative review of highway allocation formulas. increased highway tax revenues, a new financing authority for water and sewer projects and increased user charges for public s e r v i c e s a r e all part of the solution. In addition to these steps, however, there is a fundamental need to distinguish between public and private purposes in setting debt policy. Today, more than half of all new issues in the municipal bond market serve essentially private purposes. Such non-traditional uses of tax-exempt debt include revenue bonds for single-family residential mortgages, shopping centers, office buildings, nursing homes, restaurants and even golf courses. T h e s e projects may be desirable, but they are not a s important a s the public responsibility for infrastructure and they may actually increase the cost of capital for general purpose units of government. With a $20 billion list of public works projects needed by the year 2000, serious consideration should be given to limiting the proliferation of private-purpose taxexempt bonds. Wayne F. Anderson, Virginia's retiring secretary of administration and finance, notes, "Governors, mayors and other officials rightly decry the federal deficit. It is the time that all of us do what we can to stop the leakage out the back door of the treasury due to the sale of tax-exempt bonds for private and other questionable purposes." The current high level of interest in infrastructure is an opportunity to define public priorities, evaluate criteria for s e lecting projects and improve planning procedures. Yet information alone cannot guarantee good decisions. Elected and appointed officials must still wrestle with the difficult task of choosing among competing needs. Hopefully, greater awareness of the importance of public works will help make the task possible. ' H a r d Choices: A Report on the Increasing Gap Between America's Infrastructure Needs and Our Ability to Pay for Them, prepared for the Joint Economic Committee, U.S. Congress, Feb. 25, 1984, p. 5. ^Auditor of Public Accounts, Comparative Reports on Local Revenues and Expenditures, years cited. ^Vaughan, Roger J., Rebuilding America: Financing Public Works in the 1980's, Vol. II; Washington, DC, Council of State Planning Agencies, 1983, p. 16. "Advisory Commission on Intergovernmental Relations, Financing Public Physical Infrastructure (draft), Washington, DC, Nov. 21, 1982, p. 6. �A Proven, Practical Approach to Pipeline Rehabilitation INSITUF®RM • No Excavation—Access is a c h i e v e d through existing manholes. Lateral connections a r e reinstated by use of the "Insitucutter," • Minimum of Disturbance—Most projects a r e c o m p l e t e d within 12-14 hours. Worl< c a n b e scheduled on days a n d at hours w h e n traffic, business a n d residential inconveniences or upsets a r e minimized. Utilities, such as gas, telephone a n d electrical systems, a r e NOT disrupted. Mud, dust a n d j a c k h a m m e r noise a r e NOT part of the scenario for Insituform projects. The process is quick a n d c l e a n . • Cost Effective—Why r e p l a c e the old p i p e ? Insituform will moke it like n e w without expensive, time-consuming excavation, installation of n e w pipes, backfilling a n d restoration. You c a n realize great savings in both time a n d money. • Increased Flow Rates—The roughness coefficient for the carrying surface of Insituform's " p i p e within a p i p e " is [N] 0.009. That usually m e a n s the n e w inner surface is smoother than the original w a s w h e n it w a s new. • Continuous Impermeable Layer—The Insituform liner has no joints a n d no cracks, which m e a n s no more infiltration or exfiltration and no more root penetration in the processed pipe. • Increased Durability, Strength a n d Longevity—The tough Instiuform liner will not corrode, resists c h e m i c a l reactions a n d hardens to thickness specified for the project, usually ranging from 6 to 15 mm. The liner is flexible during installation but cures to rock hardness, a d d i n g structural strength to the pipe. More often than not, the processed pipe is m u c h stronger than the original pipe w a s w h e n it w a s newly installed, years a g o . FOR ADDITIONAL INFORMATION: INSITUFORM EAST INC. Headquarters Office 3421 Pennsy Drive Landover, Maryland 20785 301 - 386-4100 INSITUFORM OF PENNSYLVANIA Wholly-owned Subsidiary Of Insituform East, Inc. 100 C h e t w y n d Drive Rosemont, Pennsylvania 19010 215 - 527-7556 HOW IT WORKS: INSITUK)RM The flexible, sleeve-like Insituform liner is Inserted into a n inversion tube, turned inside out at the e n d a n d c l a m p e d to the e n d of the tube (Diagram 1). C o l d water pressure forces the polyester liner into the d a m a g e d pipeline a n d positions it firmly against the inner walls of the pipe (Diagram 2). Heat application (re-circulating the cold water through a boiler a n d the h e a t e d water b a c k into the pipe) cures a n d hardens the resin to form Insituform's tough, permanent " p i p e within a pipe." �P L U S 3 and minus trouble PLUS 3 is the name for a special support program offered only by your Caterpillar Dealer. In writing, it gives your agency and your budget special protection by guaranteeing to keep your machines running. PLUS 3 protection is free when you purchase any of 27 machines commonly used in governmental applications. And it can further justify the initial investment you make in Cat quality. Under the PLUS 3 program you'll receive within 48 hours any needed repair parts necessary to keep your machine running — or we pay for the parts ourselves. PLUS 3 also guarantees repairs will be completed within 48 hours — or we provide a leaner or credit for a rental. PLUS 3 guarantees your power train components, too. A 3-year/ 5,000 hour warranty specifies that we repair, free of charge, any power train with defects due to workmanship or materials. Find out more about the PLUS 3 program by calling us. It will shield youragency from excessive repair time and unexpected expense. And, only your Cat Dealer puts these PLUS 3 promises in writing. Call us for the details. Cat machines do more... so your budget can too! o Q < O CD CARTER MACHINERY CO., INC. > Salem • Norton • Oakwood • Warrenton • Fishersville • Richmond • Chesapeake, VA • Bluefield • Lewisburg • Pineville, WV 14 Caterpillar, Cat and CB are trademarks of Caterpillar Tractor Co. �Judges Select VML Award Winners -Norton- -Atkinson- The judges for the 1984 Virginia Municipal League Acliievement Awards have been chosen and met in May to select the 1984 award winners. T h e winning entries, however, will not be announced until the banquet during the annual VML Conference to be held in Richmond Sept. 30-Oct. 2. Approximately 45 entries were received. They competed in categories of effective government, community development, public safety, environmental quality, human development and transportation. Judging the competition were Harold I. B a u m e s , Harold S . Atkinson and J a m e s A. "Dolph" Norton. Harold Baumes was once called "the 60-day employee who stayed for 42 years." Baumes came from his native state of New York in 1931 to work for the league for a year or so to gain experience. In 1 9 4 1 , he became executive director of the league and served in that capacity until his retirement in January 1973. His directorship left a lasting influence on the league and public administration in Virginia. He was instrumental in the inauguration and development of the Institute of Government at the University of Virginia, and it was he who requested that the league initiate a scholarship for graduate students in public administration. Under Baumes' direction, the league more than doubled its membership and was reorganized into sections for cities, towns and urban areas. Indeed, it was Baumes who inaugurated Virginia T o w n & City magazine. Harold S . Atkinson has spent more than 30 years in local government and served a s president of the league in 1980. He was hired a s director of public works and city engineer for the city of Franklin in 1952 and became city manager in 1956. He served on and chaired several VML committees, and in 1970 he served a s president of the Virginia Section, International City Management Association. He retired in 1981, but currently serves a s an appointee to the Virginia Commission on Local Government. J a m e s A. "Dolph" Norton has served as director of the Institute of Government at the University of Virginia since September 1981. Before coming to Virginia, he held positions in state government and non-profit organizations including serving a s chancellor of the Ohio Board of Regents and a s director of T h e Cleveland Foundation. Dr. Norton has also served a s a consultant to governments, universities and businesses and taught at universities in the South and Midwest. He is a member of the boards of Hiram College and the Citizens Forum on Self-Government. Active in the National Academy of Public Administration, he served a s chairman in 1972-73. He also served as president of the American Society for Public Administration in 1967. With judges of such high professional caliber, the 1984 VML Achievement Award winners can be assured that their entries have surpassed the most critical evaluation. FOR S A L E Pre-Owned elevated water storage tanks Turn-Key construction on your property. Completely renovated. Capacities available: 500.000 400,000 250,000 200,000 150,000 G a l l o n s 100,000 G a l l o n s 75,000 G a l l o n s Gallons Gallons Gallons Gallons PnANi:SHQ.TON,ll\iC Construction Division p.o. box 735 madison, north Carolina 27025 (919) 427-0289 CAPITAL B R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , VIRGINIA 23323 804-485 '1485 1009 D E L A W A R E S T . S A L E M , VA 24153 703-389-6673 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 C O M P L E T E LINES O F EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY — Chemical Spreaders LINK B E L T — C r a n e s - E x c a v a t o r s L A Y T O N M F G . C O . — Asphalt P a v e r s RICHMOND M F G . C O . — Horizontal Boring Machines MENZI-MUCK — Climbing Hoe MITRY — Hydraulic Cutter K O B E L C O — Rubber Tired L o a d e r s D Y N A P A C — Vibratory Rollers - Compactors GIANT V A C — Leaf Collectors D A V E Y — Air C o m p r e s s o r s R O C O R P . — Hydraulic C r a n e s P E A B O D Y - B A R N E S — Pumps > H O Q O H < Z CD > 15 ��TOP BURYING DINOSAURS START USBNG SPIROLITE F L E X I B L E SEWER PIPE. The Stone Age is over. Now you have a pipe that is troublefree and lasts forever. Made of high-density polyethylene, Gulf Oil's Spirolite is today's best buy in large-diameter sewer pipe. Thirteen- and twenty-foot lengths mean fewer joints. With Spirolite's superior flow factor, your system can be designed with the built-in capacity to accommodate future expansion. The pipe's unique flexibility allows it to adjust to shifting ground conditions, preventing breakage. Corrosion-resistant material and tight joints prevent infiltration and exfiltration. The security of the Spirolite pipe system, including manholes and connectors, reduces your treatment costs. Spirolite pipe protects the environment, easily exceeding EPA/state requirements. Spirolite pipe is so tough, so durable, that it will last well beyond the design life of your project. Gulf Oil stands behind the pipe. For all the facts, write or call Spiral Engineered Systems, 4094 Blue Ridge Industrial Parkway, Norcross, Georgia 3(X)71. 800/241-8170. In Georgia call collect 404/476-1581. �CHART YOUR WAY 10 HIGHER WATER REVENUES WITHOUT RAISING RATES. Location of Utility No. Meters to be Replaced Average Accuracy Average Water/Sewage Bill (Annual) No. Meters Repaired Annually $ 2,204,040 2,080 Rockwell S R " Standard 4 $10,104,831 $185.00 0 Rockwell S R " Standard 6 $10,292,941 96.0% $156.00 1,125 Rockwell SR" Standard 5 $ 3,806,981 625 94.0% $216.00 200 Rockwell SR" Standard '4 16,500 90.0% $200.00 900 Rockwell S R " W/llKRemote 4 $13,404,137 6,000 88.0% $184.00 520 Rockwell S R " W/GTR Remote 4 $ 5,113,816 78.65% $102.00 144 Southeast 9,300 89.2% $192.00 Northwest 30,000 92.8% Rocky Mt. 4,000 East Net Casli Flow Improvement Projected (20 years) 3 1,200 Great Lakes Optimum No. of Years for Ciiangeout Rockwell SR" W / G I K Remote Southwest High Plains Replacement Meter Type If the meters in your water system aren't accurate, they're robbing you of revenue you've earned and can use. If so, we can help you improve your revenue and cash flow. And it could be by a substantial amount—like the examples in the chart showing actual projections for just a few of the water utilities we're working withrightnow. Our Financial Benefits Analysis can show you how. Free. \Afe can show you—at no charge—just how much your utility could profit from a changeout program using Rockwell meters. How it can start paying off right away. And keep paying big dividends for years to come. Using the form and information we'll send, you provide us with certain data about metering costs and revenues for your system. Then we'll provide you with a computergenerated, comprehensive analysis of your situation. The report will compare your present revenues and metering costs to what they could and should be. It will show how much you could improve your revenue and cashflow.How much you could save on meter maintenance and repair And how much you could save on the costs of meter reading and billing with a Rockwell remote reading system. How to make your changeout a change for the better. The long-term financial benefits you get from a meter changeout program can only be as good as the meters you use. 557,566 And Rockwell meters have earned an exceptional reputation for long-term accuracy and value. Nationwide, they're helping utilities reap impressive financial benefits. Yours could be, too. And soon. To start, complete and send in the coupon. It's the best way to chart the course to higher revenues—without raising rates. Rockwell International ...where science gets down to business W-8303 Send to; D. M. Palmer Municipal & Utility Division Rockwell International 400 N. Lexington Avenue Pittsburgh, PA 15208 I would like a free Financial Benefits Analysis. Please contact me. The Rockwell Meter Fincincing Plan can make it ciffordable. Now. If your budget is tight or you're | keeping your cash resources in revenue-generating investments, the Rockwell Meter Financing Plan could provide a very cost-effective way to start or accelerate your changeout program. So you can start raising revenuesrightaway.* $ Please send more information about a free Financial Benefits Analysis and the economic benefits of a meter changeout program. Name_ Title_ UtilityStreet City _State_ _Zip_ Phone-L * Participation in the Rockwell Meter Financing Plan is subject to specific terms and conditions and applicable statutes. I �V M G S I A Completes Fourth Y e a r The Virginia IVIunicipal Group Self Insurance Association will complete its fourth year of operation June 30, 1984. V M G S I A is a nonprofit, tax-exempt a s sociation designed to help local governments and their agencies control their workers' compensation costs. T h e a s sociation is open for membership to all political subdivisions of the commonwealth including cities, towns, counties, school boards and special districts. T h e program, which began July 1,1980 with ten charter members, has now grown to over 150 local government members. Several significant developments have taken place in the program since its beginning four years ago. C L A I M S S E R V I C E is provided by A l e x s i s Risk Management S e r v i c e s Inc., a subsidiary of Alexander & Alexander of Virginia, which is highly professional and includes investigation, negotiation and settlement in cooperation with individual members. L O S S C O N T R O L is a significant part of VMGSIA. A full-time loss control consultant is available exclusively for members on a private and group basis, and regional loss control seminars for instruction of management and supervisory personnel are conducted periodically during the year. In addition, claims audit and loss control manuals designed specifically for local government exposures are provided to all members of the association. I N F O R M A T I O N is a vital part of VMGSIA. A newsletter containing developments of the program, a calendar of events and articles of interest is distributed bimonthly to risk management, loss control and financial personnel of members. Alexsis regularly provides loss information reports that outline cost of claims, cost of claims adjustment and types and causes of injuries. R E I N S U R A N C E is purchased annually to protect the association. T h e Members' Supervisory Board is constantly seeking ways to ensure the stability of the program and has taken a strong stand on the amount of reinsurance necessary to ease the burdens of local governments. Effective July 1, 1984, limits on both the specific and aggregate reinsurance will increase to statutory levels eliminating the necessity of possible a s s e s s m e n t of the members in the event of a catastrophic loss to the fund. Additionally, the specific reinsurance stop loss has been red u c e d to $ 1 5 0 , 0 0 0 per l o s s from $ 1 7 5 , 0 0 0 per loss which limits the amount of any specific loss to the fund. D E V I A T I O N in premium allows local governments an upfront reduction in their total premium. All members were allowed a 15 percent rate deviation in 1983 which will increase effective July 1, 1984 to 25 percent. Each member has the option of a quarterly payment plan allowing them to stagger payments according to local needs. D I V I D E N D S distributed annually by the association have exceeded $3 million s i n c e 1980 and provided local governments with the greatest savings factor of the program. Dividends are comprised of loss fund surplus and investment earnings. All investment earnings are returned annually to participating members. Members have the option of handling dividends in one of two methods — a check payable to the local government or reduction of subsequent year premium billing. L o s s fund surplus and investment earnings returned by fund y e a r s is shown below: INVESTMENT EARNINGS FUND Y E A R L O S S FUND S U R P L U S 1980- 81 1981- 82 1982- 83 $ 174,078 $1,256,410 $ 504,117 $ $ $ Total $1,934,605 $1,107,451 Formation of the Virginia Municipal Group Self Insurance Association opened the way for political subdivisions in the commonwealth to join together and reduce the cost of workers' comp e n s a t i o n c o v e r a g e by a g g r e s s i v e claims handling, effective loss control. 117,139 394,429 595.883 education of its members, stabilizing losses through reinsurance and return of dividends. V M G S I A is a competitive and service oriented program that responds to the risk management and loss control needs of Virginia local governments. GRADY & MOORE CONCRETE RESTORATION AND REPAIR CO., INC. RICHMOND'S LEADING SPECIALISTS IN: • • • • Epoxy and Polymer Seamless Floor Overlays Chemical-Resistant Coatings & Liners Pressure-Injecting Structural Cracks Structural Restoration of Concrete and Masonry Buildings, Walls, etc. • Re-caulking of Buildings & Pavement O Q O Commercial/Industrial Only, Please 512 E. 8th St. Richmond, Va. 23224 Office 230-0662 Mobile 771-1492 (D CC > 19 �Financing the Nation's Infrastructure By Arthur J. Kalita In its most recent session, ttie Virginia General Assembly created the Virginia Water and Sewer Assistance Authority to aid local governments throughout the state in financing water and sewer projects through loans and grants from the authority. This legislation represents an important and measured step by the commonwealth to address fundamental infrastructure needs within the state. Indeed, many sister states have taken or are considering similar vehicles to finance their most pressing public works requirements — be it water supply, wastewater disposal, sewage disposal, highways or bridges. T h e s e state actions are in response to the well-publicized "infrastructure crisis" facing this nation. Recognition of this impending crisis has been with us for almost two years. Newsweek and Business Week have terrified us with articles on "the decaying of America." Statistics abound. One suggested price tag for what has become known as the infrastructure "financing gap" is $3 trillion. T h e recent study sponsored by the Joint E c o n o m i c Committee of C o n gress, entitled "Hard Choices," seems to provide a more realistic assessment of projected needs, anticipating a funding gap of some $440 billion through the year 2000. Now that the states have recognized the problem, we have ample evidence that they will act to address their own particular needs and those of local governments in a timely and effective manner. State and local governments working together can do it, will do it and are doing it. Most of the funding for these public improvement projects will be derived from the issuance of tax-exempt municipal bonds. Two broad general observations can be made on the subject of infrastructure financing. First, the old adage that "there is nothing new under the s u n " rings true. Despite media hype over the "infrastructure crisis," actions states are taking are basically adaptations of e s tablished financing mechanisms. States creating financing vehicles to assist local governments in tapping capital markets to fund capital improvement programs h a s become a central theme across the nation. Although historical precedent exists for these actions, such steps are largely motivated by a recognition of the magnitude of funding needs and the integration of various sectors of capital markets in recent years. This latter phenomenon has been caused largely by deregulation of financial institutions and developments in communications technology. T o d a y , large financial institutions trade securities and currencies around the globe and around the clock. U.S. corporations raise capital in the domestic securities market and the Eurobond market. T h e a v e r a g e homebuyer is likely to find that funds for his mortgage were raised through the sale of mortgage-backed securities. All of this is LYNCHBURG, VIRGINIA 804-846-2711 PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD t P E n i G R E W , JR. PATRICIA A. C O O P E R Author Arthur J. Kalita is a vice president in the Public Finance Department of Morgan Guaranty Trust Co. of New York. important for state and local governments because it demonstrates the intense competition for investable funds in the market. The second general observation is that priorities established by governments can be readily ascertained by analyzing the use of proceeds of their bond sales. T h e decade of the seventies showed a focus by all levels of government on what we broadly define as social welfare programs. With the current emphasis on infrastructure needs, we will probably see some fundamental changes in the use of capital resources by state and local governments. State Programs State responses to the infrastructure problem differ depending upon the nature of their n e e d s and state constitutional and statutory constraints. There are, however, many parallels. In New York state, where the focus is on repair and reconstruction of highways and bridges, voters in November 1983 approved $1.25 billion in state general obligation bonds for transportation purposes. In Connecticut, the governor has proposed a $3.5 billion highway and bridge program to be financed primarily by limited tax obligations. T h e s e obligations would be secured by a dedicated fund to be established by a 2 cents per gallon gasoline tax increase and increases in drivers license and motor vehicle registration fees. The governor of Massachusetts has p r o p o s e d an a g e n c y with broader powers to finance roads, bridges, mass transit, resource recovery, water systems and sewer systems. The Massac h u s e t t s Development B a n k ( M a s s Bank) would be capitalized from a num- K)I^\'I:R. 7 2 5 C H U R C H STREET About the THOMAS W. ROBERTS, JR. �FIGURE 1 Municipal and Corporate Securities New Issues $ Billions 100 ber of c o m m i t t e d t a x e s , including a s u r c h a r g e on g r o s s r e c e i p t s f r o m the s a l e of p e t r o l e u m p r o d u c t s , a n addition to the state g a s tax and an extra tax on a v i a tion f u e l . T h e N e w J e r s e y L e g i s l a t u r e h a s yet to e n a c t a l a w c r e a t i n g t h e m u c h publicized N e w J e r s e y Infrastructure B a n k . T h i s entity w o u l d be s i m i l a r to t h e Virginia Water and S e w e r A s s i s t a n c e Authority but w o u l d h a v e a m u c h b r o a d e r m a n d a t e . In s i m p l i s t i c t e r m s , this infrastructure bank would gather s e v e r a l a v a i l a b l e s o u r c e s of f u n d s a n d t h e n leve r a g e t h e s e c a p i t a l r e s o u r c e s . It w o u l d b e c a p i t a l i z e d with p r o c e e d s of s t a t e g e n e r a l obligation b o n d s a l r e a d y a u t h o r i z e d for i n f r a s t r u c t u r e p r o j e c t s , f e d e r a l g r a n t s for w a s t e w a t e r t r e a t m e n t a n d a p propriations of o t h e r s t a t e r e v e n u e s . T h e bank would do three things. First, it w o u l d function a s a b a n k , o p e r a t i n g a r e v o l v i n g l o a n f u n d for l o c a l g o v e r n m e n t s to f i n a n c e p r o j e c t s . S e c o n d , it w o u l d s e r v e a s the s t a t e w i d e f i n a n c i n g v e h i c l e for t h e l o c a l s h a r e of project c o s t s . T h i s , of c o u r s e , is a c l a s s i c b o n d b a n k function. F i n a l l y , t h e b a n k w o u l d s e r v e a s a r e v e n u e b o n d i s s u i n g authority for m a j o r s t a t e w i d e p r o j e c t s . In 1 9 8 4 , the l e g i s l a t u r e in I n d i a n a c r e a t e d the I n d i a n a B o n d B a n k . T h i s is a c l a s s i c bond b a n k s i m i l a r to t h o s e w h i c h h a v e o p e r a t e d s u c c e s s f u l l y in a n u m b e r of s t a t e s o v e r t h e y e a r s . T h e b o n d b a n k w o u l d be a u t h o r i z e d to i s s u e its o w n b o n d s a n d to b u y g e n e r a l a n d r e v e n u e o b l i g a t i o n s of s m a l l j u r i s d i c t i o n s within the s t a t e . T h e i n c r e a s e d attention on s t a t e b o n d b a n k s a s a m e a n s of a s s i s t ing local g o v e r n m e n t s r e c o g n i z e s the difficulties m a n y s m a l l g o v e r n m e n t a l units will h a v e in g a i n i n g a c c e s s to l a r g e , integrated capital m a r k e t s . In t h e N o r t h w e s t , the O r e g o n L e g i s l a ture c r e a t e d the C o m m u n i t y D e v e l o p m e n t F i n a n c e C o r p . in 1 9 8 3 . T h e co r poration will be a u t h o r i z e d to p r o v i d e l o a n s a n d g r a n t s to local g o v e r n m e n t s for a v a r i e t y of public w o r k s p r o j e c t s inc ludin g t h o s e for transit, r o a d s , s e w a g e treatment and water supply. T h e 90 • 80 100 CH! Municipals ^ Corporate Securities - Equities • Corporate Securities - Bonds gg '- 66 70 60 48 50 39 40 30 20 10 18 10 0 1960 1970 s t a t e ' s v o t e r s will b e a s k e d to a p p r o v e a $ 4 3 0 million b o n d a u t h o r i z a t i o n for the c o r p o r a t i o n this y e a r . S i m i l a r l y , t h e C a l i f o r n i a L e g i s l a t u r e is considering a proposed California Public I m p r o v e m e n t s Authority. T h i s a u t h o r ity w o u l d h a v e t h e p o w e r to i s s u e up to $ 1 . 5 billion of s t a t e g e n e r a l obligation b o n d s a n d $ 1 . 5 b i l l i o n of r e v e n u e b o n d s . It w o u l d m a k e l o a n s a n d g r a n t s to local g o v e r n m e n t a l units for a b r o a d r a n g e of i n f r a s t r u c t u r e p r o j e c t s . In a d dition to the c o n c e r n s c o m m o n to m a n y states, California requires substantial funding for flood control p r o j e c t s . T h r o u g h o u t t h e c o u n t r y m a n y of t h e s e infrastructure financing authorities a r e p a t t e r n e d o n t h e historical p r e c e d e n t s of s t a t e b o n d b a n k s . S t a t e s that h a v e operated s u c c e s s f u l bond b a n k s o v e r the y e a r s i n c l u d e V e r m o n t , M a i n e , N e w H a m p s h i r e , North D a k o t a , N e v a d a a n d A l a s k a . T h e M a i n e B o n d B a n k , for e x a m p l e , c r e a t e d in 1 9 7 3 , h a s n e a r l y $ 2 4 0 million of b o n d s o u t s t a n d i n g from 1 7 5 l o c a l j u r i s d i c t i o n s within t h e s t a t e . T h e m a g n i t u d e a n d i m p o r t a n c e of the i n f r a s t u c t u r e t a s k w o u l d s e e m to indic a t e that this a n d other m o d e l s will be a d a p t e d to local n e e d s in m a n y m o r e states. 1980 1982 1983 The Municipal Bond Marl<et T h e municipal bond market h a s e x p e r i e n c e d e n o r m o u s g r o w t h in r e c e n t y e a r s . T h e v o l u m e of n e w i s s u e s of long-term m u n i c i p a l s e c u r i t i e s in 1 9 8 3 w a s $ 8 5 billion. In 1 9 8 2 it w a s $ 7 8 billion, e x c e e d i n g the n e w i s s u e v o l u m e in c o r p o r a t e debt a n d equity m a r k e t s c o m b i n e d ( s e e figure 1). T h e other noteworthy p h e n o m e n o n that h a s o c c u r r e d in the m a r k e t is the ea ninia -o o Q < ancing eeds United Virginia Bank (0 J a c k Stevenson, Public Finonce Specialist 919 East Main Street-Rictimond, Virginia 23219, Phone; (804) 782-5586 o h< gc > 21 �shift from general obligation bonds (tax supported debt) to revenue bonds s e cured by user fees. In 1970, general obligation bonds comprised 70 percent of the new issue market. In 1983, revenue bonds accounted for 70 percent of the market or some $64 billion of new issues (see figure 2). T h e reasons for the growth of revenue bonds include a shift in needs of states and localities, a growing trend toward user fees for public improvements and the ever-present threat of taxpayer limitation movements. As indicated earlier, a noticeable shift in use of proceeds of municipal bond sales occurred in the 1970s. In the decade of the sixties, the major uses of municipal bond proceeds were for educational facilities, transportation and water and sewer systems. During the seventies, priorities of states and local governments changed to housing (multi-family and single-family), public power and hospitals. The current emphasis of infrastructure and education will again change the statistics by the end of this decade. Other fundamental changes in the market are more troublesome for state and local governments. Even though long-term tax-exempt bond rates have fallen by some 300 basis points (3 percent) in the last two years, it appears the 9 percent long-term municipal bonds will be more common in the 1980s than 4 percent bonds. Of course, this dramatically increases the cost of capital projects. Because the municipal market has a steep yield curve (meaning short-term rates are much lower than long-term rates), many states and local governments are (a) using short-term borrowing to their advantage, and (b) finding ways to convert long-term bonds to obligations priced as short-term securities. Thus, the tax-exempt commercial paper ( T E C P ) market has grown to $7 billion outstanding in only a few years. T E C P is nothing more than a program of frequently rolled over notes with maturities generally ranging from 7 days to 45 days. T h e interest rate savings over long-term bond rates are dramatic (see figure 3). o Q Z < z o > 22 Another new financing technique is a variable-rate demand bond. This is a long-term bond which is repriced weekly or even daily, based upon rates in the short-term tax-exempt market. A s an example of the savings available under this technique, recently demand bonds have yielded 5.5 percent to 6.0 percent while the Bond Buyer General Obliga- Revenue Bond Growth $ Billions 90-] 80706050- = 57.3i 163.61 Revenue Bonds 40 302010 0 ae.oi 2.2 General Obligation Bonds sstmiiiiitj [~5:o~|^ 1960 11.8 1970 1980 1982 1983 Short Term v s . Long Term R a t e s 1982 tion Bond Index hovered around 10 percent. The success of these short-term innovations is predicated on the appetite of tax-exempt money market funds and corporations for highly liquid shortterm obligations. Summary The conclusions are fairly simple. The states are addressing their own unique infrastructure needs and are adapting time-tested models to assist local governments in gaining a c c e s s to capital 1983 1984 markets. Although competition for capital is intense and long-term interest rates are likely to remain high by historical standards, good capital planning and effective use of market innovations will make the objectives achievable. �r Why leave Virginia when you have to come back to sell your bonds? W h y go out-of-state to get a n investment translates into a lower effective cost-ofbanker to handle y o u r V i r g i n i a tax-exempt capital for y o u r financing. Y o u r money financing? goes farther. A n d W h e a t maintains a n after-market for a n y deal it underwrites. Some of the best experience i n strucW h e n putting turing and marketing together y o u r financing, V i r g i n i a securities is right y o u w o r k w i t h the top here i n V i r g i n i a : W h e a t , Tysons Comer#\ Warrenton* J specialists i n our First Securities, I n c . Harrisonburg ' •I Public Finance DepartW h e a t is the largest Charlottesville ment; specialists w h o brokerage and financial WilliamsburgVV ( / Petersburg. Hampton^Oenbiah have experience w i t h services f i r m in Virginia. • Blachsburg Newport News**-''O'^o"* Pulaski Manlnsvllle • Va. Besch Franklin* Galax* * •Danville everything f r o m m u n i c i N o other local or national U n m a t c h e d d i s t r i b u t i o n : a g o o d r e a s o n to t a l k w i t h pal and industrial f i r m covers the C o m m o n W h e a t , First. development financings wealth w i t h as m a n y ofto pollution control and fices (24), and as m a n y hospital financings. A c c o u n t Executives (225). T h a t means w h e n y o u take y o u r issue to market w i t h It all adds up to this: it costs y o u less to W h e a t , it gets the broadest possible exhave W h e a t , First Securities do a better job posure to investors. E v e n if y o u w o r k w i t h for y o u . another investment banker, chances are S o u n d simple? It is. So w h y go out-ofthey'll get Wheat's help i n selling y o u r state? E v e r y t h i n g y o u need for a successful bonds. public financing is already i n Virginia w i t h A broad distribution network also Wheat, First Securities. meriCNStHit Wheat First Securities Public Finance Department O Q < p Members New York and American Stock Exchanges • Member SIPC 707 E. Main St., Richmond, V A 23219 (804) 649-2311 DC > 23 �People Campbell Joins VML Staff James D. Campbell joined the VML staff as director of intergovernmental affairs on May 16. He comes to the league with 11 years of work experience in Virginia government and a master's degree in urban and regional planning from the University of Northern Colorado. His undergraduate degree is in business management from Virginia o Q < -z. o o > 24 Polytechnic Institute and State University. For the past three years, Campbell served as the program manager for the management assistance section in the state Department of Housing and Community Development. Working in the Office of Local Development Programs, he provided direction to the staff in project development and legislative review, rendering technical assistance to local governments. In this capacity he worked closely with the General Assembly, monitoring and analyzing legislation impacting local government. Prior to his employment with the department, Campbell worked as a client s e r v i c e s r e p r e s e n t a t i v e for B e t z Converse-Murdoch Inc., a consulting engineering firm in Vienna, where he acted as liaison between the company and their municipal clients. He has also served as county administrator of Fluvanna, assistant county administrator of Warren County and county planner for Henrico County. M a r r i e d , C a m p b e l l and his wife, Christine, reside in Richmond with their two children. Amy, age 7, and Michael, 2 1/2. Bond To Leave Petersburg Petersburg City Manager J o h n P. " J a c k " B o n d III has announced his resignation as city manager. Bond plans to resign July 9 to become deputy county administrator in Hillsbourgh County, FL. Bond has served as Petersburg's city manager since October 1979. He has also served as assistant city manager in Miami, FL, and deputy city manager and director of public safety, assistant city manager, and special assistant to the mayor in Winston-Salem, NC. Robb Realigns Cabinet Wayne F. A n d e r s o n , Virginia's secretary of administration and finance, has announced that he will leave his position to join the faculty of George Mason Uni- We're ServingPublic ServiceEti^loyeesWidi Moi»Cost-Enective Health Benefits. Instead of paying liigher costs for health benefits or reducing coverage for emplo-yees, more municipalities are calling Blue Cross and Blue Sliield of Virginia. We've implemented some of the most costeffective programs in the country. And -we can put these programs to work for your municipality, regardless of its size. Call your local office of Blue Cross and Blue SliieldofVirginia.Forthe Blue Cross, heakh of your employees. W 9 j Blue ShieldAnd your municipality. I B T ^sy BliieCross&BlueShieldOfViilUlll Richmond (Hcadqtianersj/RomwkcV Bristol/Maninsi'ille/Dmn'ille/Lyiichbuny Norfolk Newport News/Manassas/Ptnersburo/Staunton/Winchester/Clmrlottesinlk �versify a s a distinguished professor of public administration this fall. Anderson has served in the Robb administration since the governor's inauguration in J a n u a r y 1982. He is the former executive director of the U.S. Advisory Commission on Intergovernmental Relations and w a s city manager of Alexandria, VA and Evanston, IL. Due to a cabinet reorganization by the governor, Anderson's position has been split. Andrew Fogarty, transportation secretary, will take over a s secretary of administration and Stuart C o n n o c k , assistant secretary of administration and finance, will become secretary of finance. Public S a f e t y S e c r e t a r y Franklin White will take over in another newlyformed position which combines two offices, secretary of transportation-public safety. Secretary of Commerce and R e s o u r c e s Betty Diener, Secretary of Human Resources Josepli Fisher and Secretary of Education John Casteen will remain. Paul TImmreck will become director of the budget. T h e reorganization becomes effective July 1, 1984. Alexander Resigns George H. Alexander, executive director of the state Department of Fire Programs, has resigned his position for health reasons. Alexander w a s appointed executive director of the department in February 1983. At the time, he had recently retired as head of the Fairfax County Fire and R e s c u e Department with 25 years of service. Norfolk Appoints New Director T h e Norfolk Public Health Departm e n t h a s a n e w d i r e c t o r . Dr. H. McDonald Rimple. Rimple replaces Dr. Harry S . Wise who retired after 15 years a s director. Rimple has almost 30 years experience in the medical health field and more than 20 years of management experience. He has served a s special a s sistant for presidential initiatives in the office of the president, Hahnemann University Medical School, Philadelphia, PA; a s U.S. Public Health Service administrator for Region II, which includes Virginia, West Virginia, Maryland, Pennsylvania, the District of Columbia and Delaware; and a s deputy director of the U.S. Bureau of Medical Services, supervising a nationwide system on nine hos- pitals and 36 ambulatory care clinics and administering the national programs of Emergency Medical Services, Health Maintenance Organizations, Federal Employee Health and the medical programs of the U.S. Coast Guard and Bureau of Prisons. He h a s also served a s consultant in rural health to the USAID Program Development Mission, a s director of the National Health Service Corps, a s special assistant to the U.S. administrator for Health Services and Mental Health Administration for Special Projects, and a s deputy director of the U.S. Division of Hospital and Medical Facilities. Public Power Financing . . Experience Innovation Commitment In addition, Rimple has received numerous honors and awards in the field of public health and h a s completed 2 5 y e a r s s e r v i c e in the Commissioned Corps of the U.S. Public Health Service with the rank of a s s i s t a n t surgeon general. Early T o Serve O n Dayton C o u n c i l L a c y E . Early, a semi-retired mechanical estimator, has been appointed by the Dayton Town Council to fill the unexpired term of Council Member Sam C. Good, who resigned. Baker Joins Falls C h u r c h Planning Staff Elizabeth Baker, a former Fairfax County planner with expehence in economic development, recently joined the Falls Church staff as economic development coordinator. In her new position. Baker will coordinate economic development and business assistance activities with other city departments and agencies a s well a s promote business and economic development activity in Falls Church. In addition to her previous position a s an urban planner with Fairfax County, Baker has served a s a research associate with the Urban Land Institute in Washington, D C , and a s an associate with A. T. Kearney Inc. in Alexandria. First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, N.Y. 10055 Kevin J . Collins, Managing Director (212)909-2921 Edward P. f^^eyers, Vice President (212)909-2878 Control Sign Costs GRACEn Blanks • Posts • Brackets R e f l e c t i v e f a c e s below 3 M c a t a l o g p r i c e s ! \Ne f e a t u r e P O L Y P L A T E ' ' reinforcedfiberglass panels. U.S. standard Sign Co. For free catalog call: 800-537-4790 In Ohio (419) 243-9513 Ask about this month's special POLYPLATE^ FHP Sign Panel is a trademark of Sequenlia, Inc �Carried Over Bills, continued from S B 239. (House Corporations, Insurance and Banking Committee) E x cludes municipalities from negotiating with public utilities for rate fees. Ultimate passage of this bill would have a major negative fiscal impact on local government budgets. HB 880. (l-louse Counties, Cities and Towns Committee) Limits the use of local government public work force on projects based on a sliding scale tied to population. This bill w a s carried over pending the findings of the H J R 145 study subcommittee. (See Studies.) S J R 28. (l-louse Privileges and Elec- tions Committee) Limits the state spending rate to the estimated rate of growth of the state economy. This resolution, which proposed a constitutional amendment, has received an attorney general's ruling which states that it may be carried over to the 1985 session. T h e page 7 concept contained in this resolution would have a severe negative impact on local governments. Revenue from future state tax increases could not be appropriated and thus could not be passed to local governments until personal income within the state of Virginia showed a corresponding increase. Highway and Transit Funding. A s e ries of highway and transit funding bills have been carried over by both the House Roads and Senate Transportation committees. Action on these bills is pending based on the recommendations of the Highway Program Funding Study authorized by S J R 20. About the Author Ellen S. Posivach serves research on the VML staff. as director of One underwriter is setting the standards in municipal finance. Foryournext public power offering, why not call: o Q Steve Sloan (212) 208-5419 Karen Valenstein (212)208-5417 BillSachau (213) 488-3551 William C.Schutt, Jr. (212)208-5421 Garth Salisbury (212)208-5423 o < o DC > 26 Hutton E. F. Hutton & Company Inc. Seven Hanover Square, NY, NY 10004 (212) 742-5000 Marketplace Director of Code Compliance J a m e s City County, VA. S28,778-$38,026. Experienced manager to direct new department of 8 employees charged with c o d e enforcement functions including B O C A , N E C , zoning and wetlands ordinances. Plans, directs, coordinates code, permit, inspection, o c c u p a n c y , u s e a c tivities for building, plumbing, mechanical, electrical and fire prevention. Serves a s zoning administrator, staff to board of zoning a p p e a l s a n d building board of appeals. R e q u i r e s effective oral a n d written communication skills. Public relations s k i l l s e s s e n t i a l . R e q u i r e s B S in civil, structural or mechanical engineering or architecture; professional registration a s engineer or architect; three yrs. responsible public admin, exp. including supervisory exp. Zoning admin, exp. preferred. Apply by J u n e 25, 1984 to Personnel Office, P.O. Box J C , Williamsburg, VA 23187-3627. E O E . Plans Examiner J a m e s City County, VA. $17,861-823,539. Experienced plans examiner of construction plans, drawings, site plans of all construction activity to ensure compliance with B O C A codes, N E C and zoning ordinance. E x a m i n e s plans for compliance with b u i l d i n g , p l u m b i n g , m e c h a n i c a l , electrical and fire prevention codes. R e q u i r e s effective oral a n d written c o m m u n i c a t i o n skills. Public relations skills essential. Requires working knowledge of B O C A c o d e s , N E C , NFPA standards. A s s o c . degree in drafting and design or building technology and five yrs. construction/code exp., or bachelor's degree in engineering or related field and two yrs. construction/code exp. required. Apply no later than Monday, J u n e 25,1984 to Personnel Office, County Government Center, 101 Mounts Bay Rd., P.O. Box J C , Williamsburg, VA 23187-3627. E O E . Finance Group Changes N a m e T h e C h i c a g o - b a s e d Municipal F i n a n c e Officers Association ( M F O A ) officially became the Government F i nance Officers Association (GFOA) on April 17, 1984, following the association's annual business meeting and conference. By changing its name to the Government Finance Officers Association, the association recognizes not only its municipal finance members, but also its finance members who work for county governments, schools and other special districts, public retirement systems and state governments. �Plan League Will Offer New Insurance Program Effective July 1,1984, Virginia Municipal Underwriters Inc., a wfiolly owned corporation of the Virginia Municipal League, will offer a property casualty insurance program for political subdivisions. The program will be available to Virginia t o w n s , cities, c o u n t i e s , school districts and other local government agencies. The board of directors of Virginia Municipal Underwriters has appointed the M e m b e r s ' Supervisory Board of the Virginia Municipal Group Self Insurance Association as the advisory board for the property casualty program. The new insurance program will be comprehensive in nature offering property, liability and umbrella coverages. Liability coverages available are comprehensive general liability, auto liability and physical damage, garage liability, public officials liability, law enforcement liability, personal injury liability and errors and omissions coverage. Property coverages available are all risk to property and DIG, revenue-tax receipts, comprehensive boiler-machinery and comprehensive crime. Umbrella coverages available are the broad form umbrella and utilities umbrella. Primary coverage up to $1 million with umbrella layers up to $20 million are available. A fully insured program, each political subdivision will receive individual insurance policies which have been specifically designed for municipal exposures. Coverages typically placed with several carriers now consolidated with a single carrier will minimize the risk of gaps in coverages. All policies will be written on an occurrence basis, and claims service and loss control will be directly overseen by the board. This new program will afford each member an opportunity to participate In dividends based on loss experience similar to the Virginia Municipal Group Self Insurance Association. For more information contact Margaret A. Nichols at (804) 649-8471. Attend the Annual VML Conference Sept. 30-Oct. 2 in Richmond! VIRGINIA MUNICIPAL G R O U P S E L F INSURANCE ASSOCIATION A program designed to help control your Workers' Compensation Costs. MEMBERS' SUPERVISORY BOARD HON. C H A R L E S A. R O B I N S O N , J R . Mayor, Town of Vienna Chairman H A R R Y G . KING Prince George County Board of Supervisors F R A N C I S T. W E S T Councilman, Martinsville JOHN CUTLIP Shenandoah County Administrator P E R R Y M. D e P U E James City County Board of Supervisors E D W A R D D. J E R V E Y Councilman, Radford R. M I C H A E L A M Y X Executive Director, V M L Q Z < z I For further information contact: Margaret A. Michols Administrator Virginia Municipal Group Self Insurance Association P.O. Box 753 Richmond. Virginia 23206 (804) 649-8471 O John M. Wyatt, IV Account Executive Alexander & Alexander of Virginia Post Office Box 1 1 77 Richmond. Virginia 23209 (804) 788-4490 a DC > 27 �Professional Directory Bi mmw Southern EngineeriTig ass P.O. Box 789 Bluefield, Virginia (703) 326-3931 Urban Planning Annexation Studies Landscape Architecture Development Planning S o u t h e r n E n g i n e e r i n g C o m p a n y of V i r g i n i a 1 8 0 0 P e a c h t e e Street, N W Atlanta. Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 HARLAND BARTHOLOMEW & ASSOCIATES, INC. PLANNING • I.ANDSCAI'H AKCHITl-X-rURE • KNGINEERlNG C O M M U N I T Y DKVt-XOPMbNT CONSULTING 400 East Main SH'cct Richmond, Vii-gmia 2.1219 I'HONH 804, 649-8627 SCS Rates Planning System Studies Feasibility C H O D A T . R U B A C K & A S S O C I A T E S , INC. THE HATHAWAY HOUSE 1 0 3 C E N T R A L S T . P 0 BOX 749 WELLESLEY. MASSACHUSETTS 02181 TELEPHONE {61 7) 237-5815 Studies Design Relaying Metenng PUBLIC UTILITY Engineers & Consuitanis © BALDWIN ®GFEG@ ENGINEERS • SURVEYORS • PLANNERS • Traffic Engineering/Signalization • Industrial Park Planning • Stormwater Management ' Highway and Airport Design • Water and Waslewaler Systems ' Grant Application^Managemeni Systems Naomi C. Zwarick Municipal Services r^anager East Central Region BROWNING-FERRIS INDUSTRIES N O R T H E R N VA. (703) 560-8866 1800 Parkway Drive BALT. (301) 796-8850 Hanover, Maryland 21076 TELEX 87-487 Austin Drockenbrough ond Associotes Consulting Erx^ineers CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . .MjuSTRiflL fwiiTiEs AND PBOCEEE DESIGN • HIGHWAYS • WATER AND SEWERAGE SYSTEMS . DBAINAGE • SURVEnNG ENGINEERS SIEARNS CONRAD AND SCHMIDT Cor.sull.nq Fng^r^ee-S Inc SOLID WASTE - HAZARDOUS PUBLIC 1 2 6 0 Roger Bai:on D n v r WASTE WORKS Reston. Virginia 22U9C' 17031471 6 1 5 0 Gannett Fleming ENGINEERS AND PLANNERS NORFOLK FAIRFAX P.O. Box 13048 Fairfax Professional NonoiK, VA ajDUb (604) 461-0155 Building auite / 3545 Cham Bridge Road (703) 385-0200 )0W HUNDRED BD CHESTER.VA-804 748-8746 Xor/olk • Ridumiul • Wiis/iingtoii. D.C. MAUDOL; i N C . ENVIRONMENTAL ENGINEERS, PIRNIEI SCIENTISTS S PLANNERS WATER WASTEWATER SOLID WASTES • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes Three Chopt S Parham Roads, Richmond 2 3 2 2 9 AND HANSEN 301 HIDEN BLVD NEWPORT NEWS VA 804,'599-5511 MMM I ARCHITECTS * ENGINEERS + PLANNERS KH.Nir.lPAL fACjL'TlCS • lid IK'-PONr r-AC'L/TlES V.ATIR.^ SEWEI^AOt S'SJ^'.-S • rPA\SPnRTA^lO^ Hurt & Proffitt, Inc. Engineers • Planners • Surveyors Water, Wastewater, Solid Wastes, Soils & Foundalions Land Development Site Plans Residential. Commercial & Industrial Siibdivision.s. Road, Dams, Airports 1933 F o r t A v e . L y n c h b u r g , V A 24501 (804)847-7796 PARSONS BRINCKERHOFF ^"9";: Since 1885 8200 Greensboro Drive McLean, VA 22102 703-442-7700 One Penn Plaza New York. NY 10119 212-613-5000 11 Koger Executive Norlolk, VA 23502 304-466-1732 Center 37 offices worldwide B O D I E , T A Y L O R AND PUR YEAR, INC. CONSULTING R, S T U A R T K O Y E R & A S S O C I A T E S , IN(-, 611 CONSULTING ENGINEERS ENGINEERS Research Road P.O, Box 2901 Richmond, Virginia 23235 804-794-6823 BUCK, SEIFERT& JOST, INCORPORATED Consulting Engineers Water Supply • Sewage • Industrial Waste T r e a t m e n t • T r e a t a b i l i t y S t u d i e s • 140 S y l v a n A v e n u e , P.O B o x 1 2 1 8 E n g l e w o o d Cliffs. N.J. 07632 2 0 1 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t D r i v e . S u i t e 101 V i r g i n i a B e a c h . Va 23462 804-499^8508 CH2M KmiL engineers planners economists scientists Complete Engineering Services M u n i c i p a l a n d I n d i i s l r i a l Waste Trcalm c n t . Power Systems. Structures. Solid Wastes. Water Resources. Water Supply and I r e a t m e n l . T r a n s p o r u i l i o n 1941 R o l a n d C l a r k e Place R e s t o n . V i r g i n i a 22091 703/620-5200 PETER M HUDSON Prcsidcni PARKS.HUDSON, INC. r 35 Jefferson DaviS Hw Suite 900 Arlmgion, Virginia 22102 2360 Wesijoppa Road, Sunt 3uo Greenspnng Siation Luihervillc, Maryland ("031 8')2-4812 13011 ^83-92CI �GERAGHTY & M I L L E R , INC. Consulting • BRIENGGERE Engineers Environmental Laboratories E N G I N E E R S , INC. Industrial a n d Municipal 644 W E S T S T R E E T , A N N A P O U S , MD 21401 (301) 268-7730 S Y O S S E T , NY BATON R O U G E PALM B E A C H G A R D E N S DENVER SANTURCE, PR Dames & Moore Syracuse, NY (315) 4 5 1 - 4 7 0 0 1531 N o r t h M a m S t r e e t B l a c k s b u r g , Virginia 2 4 0 6 0 (703)552-5548 OLVER TAMPA HOUSTON INCORPORATED Nine regional offices serving the Northeast, South, Mid-Atlantic and Midwest. ENGINEERS Finkbeiner, Pettis & Strout, Limited Water Supply and Pollution Control Solid and Hazardous Waste Management Environmental Impact Studies Water Resources Management Energy Studies Soils and Foundation Engineering Consulting • Bethesda, Maryland 20814 (301) 652-2215 • • PLANNERS 2301 West Meadowview Road Greensboro, North Carolina 27407 (919) 292-2271 • SCIENTISTS PHOTOGRAMMETRISTS Greenhorne Engineers 10710 7101 Wisconsin Avenue • ARCHITECTS SURVEYORS & O'Mara, L E K HIOHWAY, S U I T E 2 0 2 Inc. FAIRFAX. VIRGINIA 2 2 0 3 0 Also Offices In: Toledo, Akron » Cleveland, Ohio PHONE: { 7 0 3 ) 3 8 5 - 9 8 0 0 7 700 LEE5BURG PIKE SUITE 302 FALLS CHURCHyA. 22043 703/B93-07II Bouls EnctiniaiBnna CcDrooracion consultinQ • Water WHITMAN, REQUARDT AND ASSOCIATES • Wastewater Metcalf&Eddy enoineers • Resource Recovery Qngmcers • Transportation 2 3 ) 5 SAINT P A U L S T R E E T WATER, mSTEmTER, SITE DEVELOPMENT, STRUCTURAL DRAINAGE,FLOOD CONTROL STREETS , HIGHWAYS,BRIDGES DESIGN , MARINAS 111 2 0 New Hampshire Ave Suite 2 0 0 Silver Spring, MD 2 0 9 0 4 BALTIMORE, MARYLAND 21218 (301) 235-3450 A Patton, Harris, Rust & Assoc. a D'Clessinnal corooralion Engineers , Surveyors LAW ENFORCEMENT: JAMES IVI. MONTGOMERY. CONSULTING ENGINEERS, INC. . Planners Organization/Management Studies Chief Selection/Promotional A s s e s s m e n t s CIVIL AND ENVIRONMENTAL ENGINEERS WATER AND WASTEWATER Complete professional services 'or municipalities anO public agencies Richard W. Kobetz & Associates, Ltd. North Mountain R n e s Training Center Route Two Box 342 Winchester, Virginia 22601 (703) 662-7288 Main Of1ic«: 1 0 5 2 3 Mam Street Faiflax Virginia 2 2 0 3 0 (703)273-8700 Valley O l f i c a : 100 Soutti M a m Street B n d g e w a t e r Virginia 2 2 8 1 2 ( 7 0 3 ' 8 2 8 2 6 1 6 Florida—West Virginia—Georgia—Maryland F R E D E R I C K G. G R I F F I N , P.C. :)229 W a t i T l i i k Kciad, Lynchburg. V A 24502 (804/237-2044) Your A d Could Appear BENGTSON, D e B E L L , E L K I N & TITUS CONSULTING ENGINEERS, SURVEYORS & PLANNERS Sliver Spnng. MD 301-439-0055 Here Providing management assistance and consultant services to local, regional, and state governments since 1933 (703) 734-8970 © THE.MAGUIRE GROUP Alexandria a n d Engineering Norfolk. V A Planning and O t h e r Systems O f f i c e s Nationwide w RALPH WHITEHEAD i A S S O C I A T E S Consulting Engineers 1936 East Seventh Street P. O. Box 35624 Charlotte, North Carolina 28235 704-372-1885 BRIDQES . HKIHWAYS • RAILROADS • RAIL k BUS TRANSrr • AIRPORTS Call: 804-649-8471 Public Administration Service 1497 Chain Bridge Road McLean, Virginia 22101 Architecture Sciences COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES Leesburg. VA 703-777-1258 Henningson, Durham S. Richardson WATER S U P P L Y WASTEWATER T O X I C AND BAZARDOUS M A T E R I A L S Cabli' Ti'k'vision • TV l!riiudcii.sl • I'ublio Sitftly Ciimmuniralions Systems • .Miirm .Systi'ms • F.ltTtrital IX-siBii • Fi-donil Communualtons Ciimmissiiin .\pplicaliim IVpiiration • KxptTt Tt'slimtiny and Witmiss Centreville.VA 703-631-9630 HDR GUY & DAVIS CONSULTING ENGINEERS Consulting E n g i n e e r s dmq BRANCH O F F I C E S 3300 t^E Expressway, Atlanta, GA 30341 1314 Lincoln Street, Columbia, S C 29201 (404)452-0797 (803) 256-3590 DAVID M. GRIFFITH AND ASSOCIATES, LTD. o S p e c i a l i s t s in R e v e n u e E n h a n c e m e n t , Cost Allocation Plans and Computer S y s t e m s Drawer 59, Christiansburg, Virginia 2 4 0 7 3 Raleigh, N C 919/876-8042 R i c h m o n d . V A 804/323-118 O Architects • Engineers • Planners C E Maguire, Inc. 5203 Leetburg Pike, Falls C h u r c h , VA 22041 (703) 99S-0100 207 B u s i n e s s Park Dr., Virginia B e a c h , VA 23462 (804) 497-6304 Regional oftlcet: Pmvldsnco, Rl: Altxandrla, U ; Boston, WA; Clgirwater, FL Charlottn, NC: Falls Ctiurch, VA; Florenct, SC: Honolulu. HI: Manchester NH: New Britain. CT: Pimburgh. PA: Phoenix. AZ: Spartanburg. SC: Virginia Beach. VA: Waltham. MA. DC > 29 �l01hoff Receives Wallerstein Scholarship Katherine Louise Imhoff, a senior planner in the Albemarle County De­ partment of Planning and Community Development and part-time student in the University of Virginia's graduate planning program, has been selected as the recipient of the VML's 1984 Waller­ stein Scholarship. Imhoff holds a bachelor's degree in city planning from the University of Vir­ ginia and would like to obtain a double master's in public administration from the School of Arts and Sciences and in planning from the School of Architec­ ture. As an undergraduate, Imhoff worked for the Albemarle County Department of Planning and Community Development in the summer of 1979. Serving as a planning intern, she authored and pro­ vided graphics for a bikeway and side­ walk plan. In addition, she spent several summers working for the Reston Home Owners Association. She taught envi­ ronmental education programs and worked on soil and water conservation projects. She prepared and managed a budget in implementing a variety of envi­ ronmental education programs for area youths, designed and built jogging paths and nature and exercise trails, and up- � MUNICIPAL ADVISORS INCORPORATED VIRGI IA BEACH, VA. 2J.JS8 80.J/422-t?I I YARGER AND ASSOCIATES, INC. Position Classijicarion and Pay Plans Management and hnancia/ Studies Test Construction-Fire and Police Studies Over 600 Surveys Our 30th Year 2830 Mary Street Falls Church, Va. 22042 703/560-6900 30 The Wallerstein Scholarship was es­ tablished by Ruth C. and Morton L. Wallerstein to foster interest and re­ search in municipal government in Vir­ ginia. Morton L. Wallerstein was the first paid executive secretary of the Virginia Municipal League and served in that capacity for 20 years. He was instru­ mental in organizing the American Mu­ nicipal Association which is now the Na­ tional League of Cities and served as its president twice. The scholarship is ad­ ministered jointly by the Virginia Mu­ nicipal League and the Institute of Government at the University of Vir­ ginia. For more information on the scholar ship, contact Timothy G. O'Rourke, Institute of Government, Uni­ versity of Virginia, 207 Minor Hall, Char­ lottesville, VA 22903. FINANCIAL ANO MANAGEMENT CONSULTANTS • Advisor on Financial and Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification and Pay Studies • Executive Search and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies P.O. BOX 45 dated an open space resource plan and rewrote a design booklet. She has also served as a staff assistant for the Thom­ as Jefferson Planning District and worked in the Youth Conservation Corps. After graduation, Imhoff was hired by the Division of Planning and in July 1983 was promoted to senior planner. In addition, Imhoff has worked as a volunteer for the Shelter for Help in Emergency (SHE), a shelter for battered women, and currently serves as a SHE board member. She has also served as a 4-H Wilderness Challenge leader, or­ ganizing monthly backpacking, caving, canoeing and climbing expeditions for disadvantaged youth. She is a member of the American Planning Association, the Virginia Rural Caucus and Rural America. As the recipient of the Wallerstein Scholarship, Imhoff will receive $5,000 to cover her tuition and fees at the Uni­ versity of Virginia, with the remainder paid as a monthly stipend. She will also be given office space at the Institute of Government and access to the insti­ tute's library and technical facilities. CAMP DRESSER & McKEE 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental engineers, scientists, planners, & management consultants CD M ® R.W. BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 Grove Street Wellesley, MA 0 2181 (617) 237-4870 1510 E. Colonial Drive Orlando, FL 32803 (305) 896-4911 �Virginia Highways and Transportation Department. InTheR)rties,TheySaidThis BriteWouldLastR3iever. Ite 1984?uidR)reverJust Arrived. So if you're looking for Sovran Bank, N. A.Can Help You of financing this reconstruction is by issuing bonds. knowledge in infrastructure With Infrastructure Financing. Public officials all across Virginia are facing the same Droblem. Deteriorating ^ridges, water lines, sewer systems, and Water treatment facilities built in the 40's and 50's now need to be replaced. For most local governments, the most practical way That's where Sovrans^ Bank can be of vital service. With our years of experience in bonds and public finance, we can help you structure the most advantageous bond issue. And we can help you sell it, either as a private placement or public underwriting. financing, call Lynn Ivey in our Public Finance Department at 804-788-2069. We'll bridge the gap between what you know you need and what you need to know. 50VRAN3ANK INVESTMENT BANKING GROUP �HENS0N5HEDGES '^NSON,HEDGES lOOs 1 lOOS 6 mg " t a r i ' 0.5 mg nicotine av. per cigarette, FTC Report Mar!84. Warning: The Surgeon General Has Determined That Cigarette Smoking Is Dangerous to Your Health. deluxe ^00. Regular and Menthol. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 6 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource June 1984 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198406 https://www.virginiaroom.org/digital/files/original/69/6465/198407.pdf b6af4b52647267daed4d773c8c06af2b PDF Text Text Volume 19 July 1984 Number 7 Ho.malic P u b l i c L i b r a r y 706 G. J c f f c r n o n S t r e e t Roa:iol:c, V i r s l n U 2-1011 Productivity Analysis 1 �When it comes to survival there's safety in numbers. >o Q O I- < z > The s a m e holds true for e c o n o m i c survival, w h e t h e r you're p r o t e c t i n g t h e assets of a city, county, t o w n , or local s c h o o l board. That's w h y t h e Virginia M u n i c i p a l League, t h r o u g h it's w h o l l y o w n e d C o r p o r a t i o n , Virginia M u n i c i p a l Underwriters, Inc. has developed a n e w c o m p r e h e n sive group insurance program. The program is designed exclusively for local g o v e r n m e n t s and t h e i r a g e n c i e s w i t h i n t h e c o m m o n w e a l t h of Virginia. It offers a w i d e range of property, casualty, boiler and machinery coverages. Included a m o n g t h e casualty lines are: • Public Officials Liability Police Liability C o m p r e h e n s i v e General Liability Broad Form Errors & Omissions Personal Injury Liability Garage Liability All casualty lines are consolidated w i t h one carrier(Best's A-l-15 rated), providing insurer stability and eliminating potential coverage gaps. W h a t ' s more, w i t h so many coverages available, the program can be tailored to your individual needs and exposures. Group purchasing p o w e r a l s o results in e c o n o m i e s of scale. So t h e r e ' s a bottom-line benefit as well. Of course, all the fish in the sea can't eliminate risk completely. But if you're in d a n g e r of b e i n g s w a l l o w e d u p b e c a u s e of rising costs, i n a d e q u a t e c o v e r a g e or poor service, t h e V i r g i n i a I M u n i cipai Property Casualty Ins u r a n c e P r o g r a m c a n help. For further information, please contact: Margaret A. N i c h o l s Administrator Virginia M u n i c i p a l G r o u p Self I n s u r a n c e A s s o c i a t i o n P.O. Box 753 R i c h m o n d , Virginia 2 3 2 0 6 (804) 6 4 9 - 8 4 7 1 �Virsinia Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre &City Volume 19 July 1984 Number 7 VML President C h a r l e s A. R o b i n s o n J r . Officers L a w r e n c e A. D a v i e s Vincent J . T h o m a s S a m W. A d a m s J a n e L. Hough Executive Committee R o b e r t ! . Williams Arlie C . P a y n e Martha V. P e n n i n o J a c k D. E d w a r d s J a c k P. B a r n e s Margie M a y e s Executive Director R. Michael A m y x 4 People 6 You Ought To Be In Pictures By Clare S . Osdene "The state's localities are becoming increasingly aware that the shooting of movies is a source of revenue without expenditure." 10 Productivity Analysis By Jeffrey A. Woodson On the Cover Jeffrey Woodson is conducting a productivity analysis of Richmond's utility department. In Phase I, he meets witJi Daniel Lynch, director of public utilities. Later, he watched Dispatcher Orpha Beiler do her job and goes to adjust gas pressure with maintenance mechanics George Tate and Jimmy Jenkins. S e e the story on page 10. "Through the efforts of Richmond's PAU, work programs have been made more productive, services to the public have been improved and costs have been reduced." 12-13 Conference Information and Registration Form 16 How One Retired City Manager Continued To Use His Skills—in Venezuela By Thomas B. Noland VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfrents, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1984 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 "/ received an outline of problems perceived, but the decisions on whether to undertake a specific study and its priority were my responsibility." >• 19 Legal Guidelines By Howard W. Dobbins 20 o Q Professional Directory O H < CD EC �People Managers Make Moves H a l l , C a b e Fill Information P o s t s Chesapeake City Manager J o h n T. Maxwell resigned June 30 to join a Virginia Beach consulting firm. Maxwell held the city manager position for six years. James Rein, assistant city manager, will temporarily take over the position. Arlington County and the city of Fairfax have new public information officers. Beverly Holmes Hall is the new public information officer for Arlington County in the county's Office of Citizens Assistance and Information. Hall has a background in both journalism and public affairs. She recently was director of public affairs for the American Institute for Transportation and Business Development, a non-profit trade association. She handled both press and inter-governmental relations as well as editing a newsletter and coordinating staff speaking engagements. She holds a bachelor's degree in political science from Smith College, Northampton, MA, and a master's degree in public affairs and journalism from the Amehcan University School of Communications. Diane C. Cabe is the new public information officer for the city of Fairfax. She has been employed by the city for approximately five years, having worked as an associate planner in the planning office for more than three years. Recently, she worked in the public information office doing writing and photography for the city's newsletter. The Cityscene. Cabe has spent her entire career in municipal and regional government having been previously associated with the city of Monterey, CA, as assistant to the city manager and with the Association of Bay Area Governments, also in Monterey. She holds an underg r a d u a t e d e g r e e in public a d m i n istration with a minor in English and a master's in public administration from Golden Gate University. T h o m a s I. Miller, city manager for Hampton, will retire at the end of August after having served the city for 28 years. Miller, who has been manager since 1980, was first employed by the city in 1957 as chief planner. He advanced to director of city planning and in 1975 was appointed assistant city manager for community development. Prior to his employment in Hampton, he worked for Princess Anne County. Miller is a graduate of Old Dominion University and is a member of the Virginia Section, International City Management Association and the American Institute of Certified Planners. He will remain in the Hampton area upon his retirement. William F. LaVecchia became county manager for Henrico County in June. LaVecchia has been with the county 25 years, having been initially employed by the county as planning director in 1959. Prior to his appointment as manager, he had served as deputy county manager for planning and inspections since 1978. The 57-year-old native of Front Royal, VA, has also worked as the town manager of Blacksburg, VA, and as assistant city manager of Athens, TN. He holds a bachelor's in civil engineering and a master's in municipal engineering and public administration. Both degrees are from Virginia Polytechnic Institute and State University. o Q O o > Robert E. Taylor is the new city manager for Colonial Heights. He replaces Byron E. Haner who retired. A native of Harrisonburg, VA, Taylor comes to Colonial Heights from Red Bank, TN, where he had served as city manager since 1979. Prior to 1979, Taylor served as assistant to the city manager in Suffolk, VA. He has also worked as the senior administrative analyst in the budget office of the finance department in Nashville, TN, and taught history at Varina High School in Henrico County, VA. He holds a bachelor's deg r e e in political s c i e n c e f r o m Appalachian State University, Boone, TN, and a master's in public administration from University of Tennessee. Feild T o B e c o m e V M L Staff Attorney Robert B. Feild, VML's legal intern since July 1983, will become VML staff attorney effective August 20, 1984. In his new position he will assist with the VML's insurance program, cover certain meetings at the General Assembly, answer legal requests and handle all requests concerning local codes and ordinances. Feild has worked with the league on a part-time basis while attending the T. C. Williams School of Law at the University of Richmond. He graduated, receiving his law degree in May, and he takes the bar examination this month. Feild's undergraduate degree is in history and from the University of Virginia. A native of Philadelphia, Feild plans to marry in August. His fiancee is Deborah Love who attends T. C. Williams and is currently working as an intern in the attorney general's office. H i c k s Named C h i e f J a m e s E. Hicks, former assistant chief of the Alexandria Fire Department, has been named chief of the department, replacing Charles Rule. Chief Hicks began his fire service career in 1963 as a fire fighter in the Alexandria department. He rose through the ranks, serving as lieutenant, fire prevention inspector, training officer and assistant chief. He has served as assistant chief since 1977. Sumpter T o S e r v e S a l e m District B. W. ( B o b ) S u m p t e r has been named Salem District engineer for the state Highway and Transportation Department. He will be in charge of highways for the Roanoke Valley and several other Western Virginia counties. Sumpter succeeds Mahon E. (Gene) Wood Jr. who retired in May after 32 years with the department. He has been with the department since 1957 and served as assistant engineer for construction and m a i n t e n a n c e for the Lynchburg District since 1972. He is a former resident of Christiansburg and a graduate of Virginia Polytechnic Institute and State University. �PARSONS BRINCKERHOFF A Century Martin Luther of Engineering King, Jr. Memorial Engineers Planners Construction Excellence Bridge Municipal Engineering Transit Systems and Technology Bridges, Tunnels Civil/Highways Marine Engineering Construction Management Urban Design Environmental Services Geotechnical Engineering Mechanical-Electrical Systems Planning Railroads and Industrial Facilities Water Resources Second Downtown Norfolk Bus Tunnel Garage Virginia for over 30 Years 11 Koger Executive Norfolk, VA 23502 804-466-1732 Center Corporate 8200 Greensboro Drive McLean, VA 22102 703-442-7700 Headquarters One Penn Plaza New York, NY 10119 212-613-5000 37 offices worldwide Managers �You Ought To Be In Pictures According to Andrew Spaulding, left, director of Virginia's Film Office, movies can do a lot for your locality. By Clare S. > t O Q < DC > From Alexandria to Gate City, from Charlottesville to Norfolk, the economic impact of attracting production companies to communities has become significant, and Virginia's towns and cities are beginning to realize the lucrative opportunities available from hosting movie companies for on-location filming. T h e state's localities are becoming increasingly aware that the shooting of movies is a source of revenue without expenditure, and if current trends continue, a source which will continue to grow in the years ahead. "In the last ten years, the film industry has changed," State Film Office Director Andy Spaulding says. "Whereas previously most films were shot on sound stages and back lots in California, now a majority of movies are shot on location." In 1983, the Virginia Film Office provided locations for 19 productions including the two network mini-series "Kennedy" and "George Washington" and a major feature film, "The River." Film makers spent an estimated $4.2 million in Virginia shooting in nearly every region of the state. G a t e City, in s o u t h w e s t Virginia, served a s a location for Universal Studios' upcoming film, " T h e River," starring S i s s y S p a c e k , Mel Gibson and Scott Glen. The $20 million project is scheduled for a C h r i s t m a s release. "Kennedy," a seven-hour mini-series. was shot on location for 7Vz weeks in Richmond. Starring Martin Sheen and Blair Brown, the film, which w a s aired on N B C in November, infused the Richmond e c o n o m y with an e s t i m a t e d $1,340,000. T h e David Gerber Co. in association with MGM shot scenes in Alexandria, Fredericksburg, Yorktown and Williamsburg for "George Washington," an eight-hour network mini-series. The company spent an estimated $2.2 million during their nine weeks in the state. The money spent by a film crew affects a variety of local businesses. Not only do film companies rent large blocks of hotel rooms as would be expected, but other support services benefit too. Profits are realized by food service companies and businesses that lease everything from vehicles to barricades and street signs. Additionally, production equipment is serviced and repaired, and souvenirs are bought by the film crew. T h e " K e n n e d y " film company purchased things a s diverse a s 1960s costumes and portable two-way radios. A movie company shooting on location amounts to setting up a business on a temporary basis and brings with it all of the accompanying expenditures. Often the companies need to lease space, equipment and furniture for offices, and they rent businesses, homes and other establishments for on-location shooting. Another major source of revenue for Osdene the local populace is the hiring of extras and crew. Even small productions, such as "My Dinner with Andre" which was filmed in Richmond in 1980, need extras. Larger productions such as " K e n nedy" and "George Washington" employ thousands of local extras. T h e benefits of hosting film companies are far reaching. Gene Winter, former economic development specialist for the city of Richmond, put it this way: "In Richmond's c a s e , the benefits have been two-fold. First, there is the direct economic benefit which happens anytime a small company moves into an area. T h e great thing about working with film companies is that it's almost a selfperpetuating cycle which builds momentum. The companies hire local people to work on their production crews which ensures experienced local people are available for subsequent productions. T h e s e c r e w s s p e n d large s u m s of money and their expenditures filter through to the tax revenues for the city through lodging and food, etc. S e c ondly, the city benefits from local, regional and sometimes national publicity. It's the value of free advertising." Localities around the state are gaining exposure from appearances on television and film. T h e recent airing of "George Washington" increased tourism activity for many historical sites in the state. National newspapers. Travel �This battle scene in the CBS mini-series "George Washington" was one of the many sequences filmed in Fort Belvoir, Alexandria, which served as a major location for the movie. Other scenes were shot in Alexandria, Fredericksburg, Williamsburg and Yorktown. More than 2,500 extras were used to make the movie, and the production company spent more than $2.2 million during their nine-week stay in Virginia. and Leisure magazine and People magazine all carried stories about the filming, a s did the Hollywood trade papers. According to free-lance production executive Fred Styles, an H B O film, "Finnegan, Begin Again," will be filmed in Richmond this summer due in large part to the good reputation the city garnered for cooperation during the filming of "Kennedy" in 1983. According to Styles, Richmond's diverse architecture enabled the filming of s c e n e s representing locations a s different a s Dallas, Montgomery, AL, Washington, D C , New York and Berlin. " T h e cooperation of the people in Richmond w a s wonderful," said Styles. " W e shot some of the most difficult scenes of my career there. T h e a s s a s s i nation s e q u e n c e in " K e n n e d y " produced some of the most complicated logistical arrangements that I've ever had to deal with. It all went like clockwork, thanks to the excellent cooperation of the city officials." Word of that cooperation gets around in what is very much a word-of-mouth business. Styles attributes the filming of "Finnegan" in Richmond to the good reports spread by the crew of " K e n nedy." Two other cities, both in the Midwest where the story is set, were seriously considered, but the positive experience of filming in Richmond in 1983 convinced location scouts to film here again in 1984. Many states have recognized the economic benefits of on-location filming and have created film commissions to increase that activity. The Virginia Film Office, established in 1980, promotes the state a s a film locale and assists film companies in finding locations. Competition for business is keen, and 44 states and 12 cities around the country now have film commissions. The functions of the Virginia Film Office are essentially two-fold. First, the office markets the state by soliciting film business a s well as answering questions relating to possible filming in the state. Last year, the office fielded more than 200 such inquiries. On request the office provides specific location photography, either still or video, and serves a s a liaison with state and local agencies. In addition, the office publishes "Virginia's Film Production Guide," a directory of the more than 150 production services available in the state. T h e office advertises in trade publicatons targeted to directors and producers and staff visit the major motion-picture companies in Los Angeles to promote Virginia a s a film locale. The second function of the Film Office is to act a s liaison between the localities and film production companies. T h e office r e s e a r c h e s s u i t a b l e locations around the state and coordinates with localities to meet the film companies' needs. "The localities' investment is their cooperation," says Spaulding. "Film making is a very expensive proposition and delays can cost up to $5,000 an hour. When logistical problems arise, they require prompt assistance from the locality in order to resume filming a s quickly as possible." Filming may require help from numerous branches of the local government including the police and fire bureaus and the traffic and street engineering departments. "The city of Richmond works to insure that the filming is made a s easy a s possible for the film makers," says Gene Winter. "For example, Richmond does not require any permit fees from the film makers and tries to work with them a s much a s possible. Richmond feels the benefits to the city merit this kind of cooperation." From the very first day of scouting locations, cooperation from local officials is vitally important, according to Styles. He offers these tips to localities: • Film makers need to s e e the most potential locations in the shortest amount of time. Due to intense limitations of time, only places called for in the script should be shown. • B e able to house the cast and crew under the same roof when filming is �underway. If that is not possible, hotels must be as close as possible. (A feature film usually has a crew of 70-100 people.) • Have large and secure parking facilities close to the hotel and the various locations. Ten to twenty large trucks, some up to 70 feet long, will need to be parked within easy access. • Security is essential because the loss of even the smallest prop or piece of equipment can mean the entire shoot must grind to a very expensive halt. • Cooperation of police, fire and emergency units is vital for a successful shoot. Rarely will entire streets have to be blocked off, but it is likely that a lane or two of traffic will need to be restricted. Even then, it is necessary to have traffic stopped only for two or three minutes at a time, interspersed with about 20-minute intervals of regular traffic flow while the new shot is being set up. Police can also help with the logistics of parking trucks and equipment near the shoot site. Equipment will need to be located on adjacent sidewalks, so the police can be helpful in organizing these sorts of arrangements. "It is important to let the community at large know that a film is being shot in the area," said Styles. "It helps give people a sense of participation and they are therefore eager and ready to help. It is amazing how important that can be when, for example, you are trying to locate things quickly—anything from scotch tape to ripe watermelons. This is especially true if the community realizes they will benefit from the crew being there." Other local benefits of hosting a film company are community pride and fun. While affixing a price tag to this is impossible, a community invariably benefits from pulling together. The excitement generated by the presence of the cast and crew during the filming of "Kennedy" in Richmond last summer became the catalyst for community involvement. The huge number of extras necessary meant that all sorts of people became involved. Richmond's Feder- ated Arts Council provided many extras who really enjoyed their experience. "It was very interesting to everyone, and really educational to see how the film was made," said Sandy Slabaugh of the Arts Council. The Arts Council further capitalized on the film with a postviewing party complete with their own presentations of "Academy Awards" to locals who were seen in the mini-series as extras. Film making in Virginia is a burgeoning industry bound to make its presence increasingly felt in the years ahead. Virginia's municipalities have much to gain from a small investment of cooperation. About the Clare University Osdene tion is a 1981 graduate of Virginia. tfie Sfiockoe Office Author S. Osdene Slip Foundation has worked in providing As acting with historic in of Ricfimond, the Virginia sites of the director for on Film loca- filming. DATACOM Systems Corporatton The Revenue Generatioii There may be millions of dollars of potential revenue just laying a r o u n d in your city's gutters and trash cans. Millions of dollars in u n p a i d parking fines that get discarded, ignored a n d forgotten each year. If you could only get your hands on this money, it w o u l d make a very positive impact on your municipal treasury. Best of all, you could raise these funds w i t h o u t increasing taxes or cutting back vital services. But for most municipalities, collecting u n p a i d parking fines has been m u c h easier said than done. Typically, most city governments are faced w i t h t r e m e n d o u s backlogs in t h e i r t r a f f i c c o u r t s y s t e m s w h i l e t h e m i l l i o n s o f dollars that are rightfully d u e t h e m go largely uncollected. U p until recently scofflaws a n d their negative effect on cash flow have been a sad fact of life for most cities. However, that was before D A T A C O M e n t e r e d t h e picture. DADXCQM SYSTEMS CORPORATION 1501 Broadway, N e w York, NY 1 0 0 3 6 Telephone 212-840-1177 �1984 ANNUAL CONFERENCE VIRGINIA ASSOCIATION OF CHIEFS OF POLICE AUGUST 19-22, 1984 HOSPITALITY HOUSE WILLIAMSBURG, VIRGINIA TUESDAY, AUGUST 21 SUNDAY, AUGUST 19 4:00 p.m. 6:00 p.m. Registration President's Reception/Dinner 9:45 a.m. 10:15 a.m. 10:45 a.m. 1:00 p.m. a.m. a.m. a.m. a.m. p.m. Registration Victim/Witness Assistance Program Legislation 1985 Terrorism Automated Fingerprinting Information Systems Managing Stress Reception/Banquet/Dance Banquet Speaker—The Honorable Charles S. Robb, Governor, Commonwealth of Virginia 3:15 p.m. 6:00 p.m. MONDAY, AUGUST 20 8:30 a.m. 9:00 a.m. 8:30 9:00 10:15 11:00 2:00 Registration Opening Session Keynote Speal<er—Thie Honorable Harry Lee Carrico, Chief Justice, Virginia Supreme Court Body Armor Standards for Testing Police Equipment Regional Drug Task Force on Narcotics in Virginia Third Annual Golf Tournament WEDNESDAY, AUGUST 22 10:30 a.m. 12:00 p.m. Business Session Adjournment President Leslie T. Sheppard, chief of police, Henrico County, will preside over the 59th Annual Conference. Appreciation is extended to the 1984 conference planning committee for their efforts in organizing the annual conference. For further information, contact Kathy Mclntyre in the VML office at (804) 649-8471. Alexandria Ashland Augusta County Bedford Bedford County Berryville Biacksburg Bluefield Bristol Buena Vista Chase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville Leesburg Luray Lynchburg Manassas Manassas Park Martinsville ORDINANCE CODIFICATION Looseleaf Supplement Service U N I C I P A L CODE CORPORATION P.O. Box 2235 T A L L A H A S S E E , FLORIDA 32316 Teleptione 1-800-262-CODE Newport News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Radford Richmond Roanoke Rockingham County Salem Smithfield Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Waynesboro White Stone Williamsburg Winchester Wise County York County • Law Editorial Staff • Modern Computer Technology Serving over 1 JOO municipalities and counties in 47 States, including Virginia o Q 5 o o DC > �Productivity Analysis A systematic and objective approacti to improve service and reduce costs. By Jeffrey A. Woodson O Q < z O (3 DC > 10 About the Author Jeffrey A. Woodson is a management and budget analyst assigned to ttie Productivity Analysis Unit of ttie budget bureau in the city of Richmond, \/A. He has a master of public administration degree from Virginia Commonwealth University and a bachelor of arts degree in sociology from Virginia State University. Prior to joining the budget bureau, he was a mid-level manager in Virginia state government. In recent years, the dilemma of meeting increased service delivery expectations with decreasing resources has challenged the administrators and governing bodies of Virginia municipalities to develop creative and innovative solutions. Typically, localities have cut budgets and reduced services in attempting to resolve these problems. While these " b a n d - a i d " approaches may satisfy short-term concerns, longterm organizational effectiveness may be jeopardized. The city of Richmond has taken a systematic and objective approach to assessing service needs and determining how to most effectively utilize available resources. T h e approach is considered by some to be unusual because it involves spending money to save money. T h e city's administration recognized the need for an organization that could perform in-depth studies to increase efficiency and effectiveness, and a productivity analysis unit (PAU) w a s proposed by City Manager Deese and approved by city council. The PAU was requested and approved in the fiscal year 1 9 8 2 - 8 3 budget. The unit w a s organizationally placed in the budget bureau because its function was consistent with the mission of the bureau as defined in the city charter, i.e., to be responsible for effective fiscal management and efficient use of city resources. The unit was formed with stipulations from city council. The unit must pay for itself in savings to the city within two years, and no lay-offs of city employees are to result from a study. Any reductions in personnel would be accomplished through attrition and transfers. Funds were allocated for the unit July 1,1982, and staff members were selected in August 1982. The staff participated in a four-week training course conducted by a consulting firm, and dur- ing September 1982, the unit began work on its first project. Since that time, four successful studies have been completed. T h e unit is currently composed of three management analysts. Although one of the analysts serves a s manager of the unit, there is heavy reliance on the project-team concept to accomplish objectives. T h e unit is devoted to performing productivity studies on a full-time basis while periodically performing special projects. Study Objectives The objectives of any P A U study are subject to many variables including the size of the organization under study, the management philosophy of the agency, the scope of the study, the type of organization being evaluated, the number of analysts available to conduct the study and fiscal constraints. However, the major objectives of any study are: — To improve operating effectiveness and efficiency; — To assist management in improving work methods, procedures and systems; — To assist management in improving work planning and scheduling; — To develop manpower and work standards to balance staffing requirements and work loads, and; — To evaluate program results and performance. The complexity of the factors involved illustrates the need for a systematic means of evaluating the work environment. It would be quite difficult to conduct a thorough and comprehensive study without a model or methodology that ensures all relevant data is a c quired, analysis of information is complete and thorough, and recommendations are based on research and exploration of all possible alternatives. Methodology/Techniques The Richmond P A U utilizes a model that has been proven successful by management consultants, local government managers, private sector analysts and industrial engineers. Upon receipt of a request from an upper-level city administrator, usually a department director, the P A U meets with the manager to discuss the focus and parameters of the study to be undertaken. Lines of communication and authority are established, and preliminary background information is obtained (mission statements, organizational charts, job descriptions, ordinances, rules and regulations, etc.) to gain familiarity with the agency. Once this background information is collected and reviewed by the analysts. �the first formal step of the study is initiated. This is referred to a s the Orientation Phase. During this step, the analysts meet with department supervisors and staff. T h e purpose of these meetings is threefold: to introduce the analysts and the study to the workforce, to explain the P A U ' s purpose and method of operation, and to answer questions employees may have about the study. Additionally, the analysts attempt to address any fears or possible resistance. Upon completion of the Orientation P h a s e , the analysts begin the Operations Review Phase. T h e objective of this stage is to gather data through indepth interviews, observations, review of records and employee suggestions in order to develop a thorough knowledge of organizational operations. This information is then organized and analyzed to identify areas that present the greatest opportunity for improvement. One product of this phase is a work distribution chart, which facilitates organization and analysis by illustrating patterns and providing an overall picture of current productivity. The Methods Analysis and Improvement Phase, or third step of the study, focuses on identified opportunity areas. Employing such techniques a s work simplification; value a n a l y s i s ; brainstorming; organizational analysis; and design, analysis, synthesis (DAS), the P A D e v a l u a t e s the organization, its mission and current methods and procedures. T h e analysts also begin generating and reviewing alternatives for use in developing recommendations. T h e main thrust of this effort is to generate new or modified methods in order to eliminate u n n e c e s s a r y work and streamline remaining operations. One phrase commonly associated with this endeavor is "work smarter, not harder." The Work Measurement Phase is performed next to document and verify the organization's activities and tasks a s well a s relative work volumes and time requirements. Several techniques are available to accomplish work measurement objectives. Analysts select the technique most appropriate for the subjects being evaluated. This is influenced by variables such a s the number of staff to be evaluated, the number of analysts available to measure the work, the type of work being performed, the desired level of accuracy and time constraints. Work measurement techniques are divided into three categories: informal, semiformal and formal. Informal techniques are easier to implement and consume less time but also tend to be less objective and quantifiable. Formal techniques attempt to achieve the highest level of statistical accuracy and the least amount of subjectivity. The semiformal 1 =•? - - r-*. Ml ••! techniques attempt to synthesize the high statistical validity of the formal techniques with the advantages offered by the informal techniques. Informal techniques consist of estimates, historical records and the Delphi Technique. Illustrative of semiformal techniques are diary reporting, work sampling, and multi-minute measurement. T h e stop watch time study and M O D A P T S are two examples of formal technique work measurement. T h e s e are not all-inclusive but do highlight the more commonly used methods. A direct result of the work measurement effort is development of a manpower budget. Analysts evaluate work volume, time requirements, number of staff required to perform tasks and the mission of the agency to determine staffing levels that will most effectively and efficiently accomplish established objectives and goals. The next phase of the study involves development of recommendations for Improved work planning, scheduling and control, improved methods and procedures and better use of equipment and resources. T h e s e recommendations result from analyses performed during the Methods Analysis and Improvement Phase. Major considerations during this phase are seasonality of work, peak hours of operation and the amount of time and resources required to perform tasks. T h e emphasis is to have employees performing duties when and where they are needed most. The final phase of the study, the Implementation of Recommendations, is generally the most difficult for the analysts and the agency. Implementing recommendations developed a s the result of any study has been a source of great concern to analysts, management and (page 14 please) Jeffrey Woodson, left, and Andrew Narwold, right, of Ricfimond's productivity analysis unit watch maintenance mechanic George Tate do his job. O Q Z < z o o gc > 11 �VML PRESENTS ITS 79TH ANNUAL CONFERENCE Sept. 30-Oct. 2 in Richmond SPEAKERS . . . George Latimer, president of the National League of Cities and mayor of St. Paul, MN, will speak Tuesday, Oct. 2, during the VML Conference Luncheon, a new event added to the conference this year. Latimer has served four consecutive terms as mayor of Saint Paul. Since his election as m a y o r of Saint Paul, Latimer has successfully streamlined the city's government merging four separate units into a unified department of planning and economic development. His efforts have fostered a climate of economic development in the city which has led to a record number of new construction starts and record increases in housing and commercial rehabilitation loans. Be there to hear him speak at 12 noon, Tuesday, Oct. 2. PROGRAMS.. . VML is planning a number of programs that will be informative and helpful to local officials and administrators attending the conference. Among the tentative subjects for programs are Virginia's new Water and Sewer Assistance Authority, municipal government and the press, the Virginia Innovation Group, economic development, legislation impacting local governments, time management, deinstitutionalization, highway and transit funding, education funding, computers in t o w n s , b u d g e t i n g , and town/country relations. More topics may still be added as planning continues. EXHIBITS . . . You will have several opportunities to visit the exhibit area and view the latest innovations in the field of local government. Approximately 30 exhibits are being planned that you won't want to miss. In addition, the Opening Reception will be held in the exhibit and adjacent area Sunday, and continental breakfast will be available in the exhibit area Monday and Tuesday. HOST LOCALITY . . . Richmond, the capital city, will host the 79th conference in style. The city is planning a gala evening at the Science Museum of Virginia featuring shows in the Planetarium Space Theater. The Science Museum, once the Broad Street Train Station, is on the national register of historic places. The entire building has been restored to appear as it did in 1919. It now houses a hands-on science museum and is paired with the most technically advanced planetarium in the country and the world's largest analemmic sundial. SPECIAL ACTIVITIES . . . This year, the conference will open with a golf tournament and barbecue sponsored by Browning Ferris Industries Inc. The tournament will feature prizes, beverages on the course and barbecue after the game. Following this exciting start will be a reception Sunday evening at the John Marshall Hotel. Monday will be Host Locality Night and Tuesday will feature George Latimer at the Conference Luncheon, the business session with the election of new officers and the adoption of the VML Policy Statement and 1985 Legislative Program. The Virginia Section, ICMA will hold a luncheon Monday as will Women in Local Government. Tuesday morning will feature a Prayer Breakfast, and Tuesday evening the conference will conclude with a reception and the Annual Banquet including the presentation of the 1984 VML Achievement Awards. HEADQUARTERS.. . The Hotel John Marshall will serve as the 1984 conference headquarters. The John Marshall offers all the conveniences and luxuries you would expect from the finest of hotels. With downtown Richmond at its doorstep, the hotel provides easy access to the business district, retail shops and historic landmarks. Room reservations should be made with the post card included in the official registration packet. Additional rooms will be available at the Marriott. THE COST . . . Package registration, which includes all activities Sunday, Monday and Tuesday, except ticketed events, is only $100 for members and $110 for non-members. Partial registrations are also available. See the next page for complete details. W H A T TO DO . . . Fill out and send in your registration form today (opposite page). Virginia Municipal Group Self Insurance Association A program designed to control your Workers' Compensation Costs. >t o O O DC > 12 $3.1 million in dividends returned For more information contact: Marf^arct A . Nichols, Administrator Virginia Municipal Group Self Insurance Association P.O. Box 753 Richnn)nd, Virginia 23206 (804) 649-8471 ^ �I " 1 1984 VIRGINIA MUNICIPAL LEAGUE ANNUAL CONFERENCE REGISTRATION FORM NAME TITLE LOCALITY/AGENCY/FIRM ADDRESS CITY STATE Spouse Attending? YES ZIP NO First Name of Spouse (if attending) Guest Attending? YES NO Name(s) Please circle appropriate registration amount: PACKAGE REGISTRATION—includes activities for Sunday, Monday and Tuesday except ticketed functions listed below MEMBER 100.00 NON-MEMBER 110.00 GUEST OR SPOUSE 40.00* SUNDAY ONLY—includes all activities except ticketed functions listed below 25.00 35.00 15.00* MONDAY ONLY—includes all activities except ticketed functions listed below 40.00 50.00 15.00* TUESDAY ONLY—includes all activities except ticketed functions listed below 55.00 65.00 25.00* TICKETED EVENTS ICMA Luncfieon (Monday) WILG Luncheon (Monday) Prayer Breakfast (Tuesday) 13.00 13.00 8.00 O *Some guest activities may require an additional fee. TOTAL CIRCLED AND ENCLOSED $ O Q AMOUNT TO BILL $ . (Return completed form to Virginia Municipal League, P.O. Box 753, Richmond, Virginia 23206) (3 DC > 13 �Productivity A n a l y s i s (continued from page 11) employees. Often, tfiis Is difficult to achieve due to inadequate follow-up by the analysts or resistance by individuals responsible for implementation. Many strategies are available to gain management's acceptance of the study reco m m e n d a t i o n s , however, the main thrust is to reach a consensus on what can and cannot be accomplished and, in some instances, to assist management in implementing the desired improvements. This effort is facilitated by involving management in the study all along through regular briefings and meetings. Richmond's Studies Richmond PAU's first study involved the Bureau of Tax Enforcement and Collection in the city's finance department. This bureau Is charged with assessing personal property taxes and levying business license fees, motor vehicle decal fees, food tax and other miscellaneous taxes and fees, as well as auditing business license and personal property accounts. It also is responsible for collection of current and delinquent taxes and fees along with fines levied for parking violations. Key recommendations for the bureau included a revised business license issuance procedure to Public Power Financing . . Experience Innovation Commitment. o Q Z < z § O First Boston THE FIRST B O S T O N C O R P O R A T I O N o > 14 Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 eliminate duplicate forms, mailings and records in order to streamline work flow and expedite processing. A number of recommendations sought to improve collection of delinquent taxes. The full implementation value of these and other recommendations has been estimated to be more than $1.5 million in the first two years. The PAU's second project was in a quite different setting, the division of street cleaning in the department of public works. This division performs mechanical sweeping and flushing of all curbed and guttered streets in the city in addition to manual sweeping in high traffic business districts, neighborhood clean-up in Community Development Block Grant areas, and spring and fall leaf and brush collection. Analysts made recommendations to enhance mechanical sweeping frequencies, restructure sweeping routes, clarify expectations of employees and improve equipment performance. The unit's two most recent projects are nearing completion and involve the departments of public health and public safety. The agencies under review include the health department's Community Environmental Program and the department of public safety's Bureau of Building Inspection. The focus of both studies is on such issues as appropriate staffing levels, use of resources at an optimum level, streamlining the flow of work, and organizational structure and effectiveness. Meetings between PAU analysts and management staffs of both organizations are being held to review, discuss and establish a consensus on recommendations and to develop implementation strategies. Alternative IVIodels Other localities throughout the nation also have created formal means for evaluating and analyzing the effectiveness of their operations. Representative of these localities are Dade County, PL, and Dallas. Dade County has created a separate bureau entitled the Office of Productivity Management (0PM). This unit is an autonomous agency with three divisions providing services that include training, project implementation and control, and administration of the employee suggestion and quality circle programs. Additionally, selected employees within various county agencies receive training in such concepts as work simplification. This reinforces high productivity levels and helps promote the county's productivity philosophy. Upon completion of training, these employees return to their respective agencies and begin using their skills. Problem areas are identified and, employing the methodology previously described, recommen- dations are developed for alleviating or eliminating them. Another model is used by the city of Dallas. Dallas currently places major emphasis and responsibility for productivity improvement with departments and respective employees. To accomplish their objectives, reliance is placed on quality circle programs, transition teams, productivity task forces, departmental initiatives and management rotation. Quality circles consist of six to ten employees meeting for one hour a week to identify problems, analyze and develop possible solutions, and make final recommendations to management for implementation. Transition teams consist of varying levels of management and supervisory personnel charged with the responsibility of reviewing the city's departmental organization and making recommendations for improvement. Productivity task forces employ four- to six-member teams to review and analyze selected topics and make recommendations for improvement. The departmental initiatives involve all levels of the organization, and the primary responsibility is to identify and implement specific productivity improvements. The goal of the management rotation program is to develop more experienced managers with new perceptions and und e r s t a n d i n g by rotating m a n a g e r s through different agencies. This provides the city with broad experience and proven management abilities whenever critical needs arise. Benefits Establishing an organized effort to implement any of these systematic approaches will result in a number of benefits. Most important, the primary objective of improved operating effectiveness and efficiency is achieved. Second, the potential exists to change the perception of the public regarding governmental efficiency. Through improved procedures and services the agency can better meet the demands of the public. Generally, city administrators are extremely concerned about projecting a positive image to the community, and any changes that eliminate delay in service to the client or decrease the necessity for long lines and stressful situations are welcomed. By fostering systematic productivity initiatives another source of expertise is also created in the organization. In other words, whenever productivity analysis unit staff are not actively involved in a study, they can be called upon by the city manager or department heads to provide a variety of skills including various problem solving techniques, data gathering and research skills, and the �ability to function well within a team concept. Another benefit of a structured productivity effort is the potential to reduce long-term consulting expenditures. Essentially, the municipality has its own in-house consultants to employ the same methods and achieve the same results that would be attained by more expensive private consultants. Add to that the fact that the in-house consultant is available for multiple projects vs. a o n e - t i m e study f r o m external c o n sultants, and the advantages of such a unit become quite significant. Unit Placement One issue that directly impacts the effectiveness of a productivity endeavor is the organizational placement of the unit. The most favorable placement of an analysis unit is in an area which is less influenced by administrative or governmental politics. Normally, analysis units are located as separate staff agencies within budget offices or colocated with other staff functions. Examples include the Richmond PAU located in the budget bureau and state agencies such as the Joint Legislative Audit and Review Commission, a separate staff agency under the auspices of the legislature, and the management consulting division of the Management Analysis and Systems Development Department, a major operating function co-located with the systems development division and serving the executive branch of state government. In Richmond's case, many advantages exist in being located in the budget office. One of them is accessibility to the budget analysts and financial information to determine any fiscal constraints or potential funding sources. The unit routinely relies on the budget analysts within the bureau to provide additional information and technical assistance on the department under study. Also, location in the budget office reduces the potential to have politics influence recommendations and study results. One major disadvantage is that organizations being studied often have the perception that the PAU has a predetermined agenda to make cuts in the budget. While it is recognized that it is difficult for any department or individual to be apolitical in a governmental setting, certain placements can reduce the potential for political influence or pressure to impact study results. Additionally, it is important for the analysis function to be organizationally close to upper management and the decision-makers. This enhances the communications process by keeping upper management informed of the progress and conclusions of studies. Second, being close to management makes the unit more aware of and responsive to the administration's needs and desires. Third, placement in an office close to top management facilitates the implementation of recommendations. By working closely with management and keeping them informed during the course of th® study, the administration will be more supportive of the analysts' findings and recommendations. A cooperative and effective relationship between management and the analysis unit is essential for success. This relationship is also a shared responsibility. M a n a g e m e n t must be strongly committed not only to supporting the analysis effort but also to improving municipal operations. The analysts must recognize and be sensitive to organizational constraints. Such sensitivity, when used in developing recommendations, assures management that the study recommendations are realistic and feasible. This, in turn, makes it easier for management to support the study results. Further, the development of sound recommendations and quality reports establishes credibility for the analysis unit. Credibility is one of the most important qualities that such an entity must possess. Conclusion Development and creation of a formal analysis unit will typically involve startup costs associated with recruitment and selection of staff, acquisition of equipment and supplies, and staff training. Depending on the size of the unit, these costs may be prohibitive for some smaller localities with limited resources. This does not, however, preclude these localities from attempting an analysis effort. Alternatives to the models presented here are capable of achieving many of the same results. The productivity analysis model used in Richmond represents one of a number of successful approaches that have been adopted by cities across the country. It employs a systematic approach to studying problems and developing solutions. Through the efforts of Richmond's PAU, work programs have been made more productive, service to the public has been improved and costs have been reduced. Richmond has spent money to make money, and the citizens and taxpayers of the city have been the primary beneficiaries. ' e stand behind our products at CPfiPP. Our field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. Concrete Pipe & Products Company, Inc. PC, Box, 1223, Richmond,VA 23209 (804)233-5471 �H o w O n e R e t i r e d Manager C o n t i n u e d to U s e H i s S k i l l s — i n V e n e z u e l a B y Thomas B. Noland How do a retired city manager and his wife come to spend two months in a South American country? I served as an unpaid consultant to two contiguous cities in western Venezuela on its border with Colombia. S a n Antonio and Urena are in the state of Tachira and about 500 miles from Caracas, the capitaLcity. To most people, and to us before we traveled there, C a r a c a s is the extent of Venezuela. About the time of my retirement in mid-1980, I registered with several a s s i s t a n c e a g e n c i e s hoping my background in city government coupled with my ability to communicate in Spanish might be of assistance to some underdeveloped Latin American country. Late last August I w a s contacted by the International Executive S e r v i c e Corps, ( l E S C ) , a non-profit organization located in Stamford, C T , and asked to undertake a project. After completing arrangements, my wife and I traded Martinsville, VA, for Venezuela from October until Christmas. l E S C matches the skills of retired executives with specific needs in under- >H O Q 5 o o DC 16 Work is done on a sewer connection for a new building in San Antonio, Tacliira, with a surprising lacl< of barricades. developed countries. T h e group has coordinated almost 8,000 projects In its 20 years of operation. Its operating budget is shared by corporate contributions and the U.S. Agency for International Development. No salary is provided, but the cost of travel and subsistence is allowed for volunteers and their spouses. V e n e z u e l a n o s are proud of their democratic form of government, having had peaceful elections since 1959. While we were there, national elections were held Dec. 4 and pre-election interest w a s high. A s of midnight, Oct. 3 1 , no further political advertising in any medium w a s permitted; only hard news was allowed. T h e president is elected for a term of five years, but their system makes no provision for a vice president. Also, the president may not succeed himself. In the Dec. 4 election, a former president failed in a re-election bid after having been out of office five years. In e a c h recent election the opposition party has won. Upon taking office in February, the new president was to appoint a number of ministers to operate various depart- ments, and he was to appoint the 20 governors of the respective states. Local municipal elections, however, are allowed. In Venezuela, laws regulating the routine operation of city government originate in federal law, not in the statecode as in Virginia. Their basic law provides that any city may employ a city manager, known in their law a s "Admistrador Municipal." An outline of his duties and responsibilities read basically as they do in our code with one major exception, the mayor (president of the governing body) has authority over hiring and firing. This law is only a few years old, and I was told that in the few cities that have managers, they are hampered by the provision. After the locality reaches a population of 12,000 it may become a city, to be governed by s e v e n councilmen. A s cities become larger, the council increases by two members up to a maximum of 17 as in Caracas. Cities with populations less than 12,000 have several modified forms of government. The role of cities is limited. Utilities are nationalized under ministers and cities have no responsibility for law enforcement, traffic control or courts and very little responsibility for public schools. Cities are basically responsible for refuse collection, fire protection, street maintenance, land use and building regulation, cemeteries and a limited retirement system. Major revenue sources are, you g u e s s e d it, property taxes, gross receipts taxes and fees such a s for r e f u s e collection and slaughter h o u s e o p e r a t i o n s , if that option is chosen. It follows that state control is relatively minor compared to our system, but I found an interesting option open to local citizens. A minimum of 200 families located in a cohesive area may band together, achieving official status a s a "neighborhood association" with officers and a letterhead, and may formally lobby for a cause or project. Council meetings are open, but executive sessions are permitted virtually upon a whim. Moreover, while the public may attend meetings, permission to address council may be denied except at least at one session per quarter. The public and press seldom attend meetings. In S a n Antonio and Urena where I worked, the seven-member governing bodies included two women in each, and the political party system prevails. �San Antonio is in the state of Tachira and has a population of about 35,000. The contracting agency for my project was a state agency located in San Cris­ tobol, the state capital. The agency serves as a technical advisor to each municipality in the state. Prior to my trip, I received an outline of problems per­ ceived, but the decisions on whether to undertake a specific study and its pri­ ority were my responsibility. During my first two weeks, I developed a work plan followed during the project. I submitted 1 0 reports which were translated into Spanish by an attorney in the state capi­ tal. Some reports addressed both cities, and others only one. Urena has a population of about 15,000. San Antonio's population is about 35,000. I soon learned that the larger city demanded most of my time. The smaller city had no real problems, allowing for underdevelopment gen­ erally, but the larger city had serious administrative and financial problems. Neither city had opted to employ an administrator. Four of my recommenda­ tions had to do with additional sources of revenue. From a personal standpoint, we were isolated with few options for a change of scenery. We lived in the only decent hotel in the smaller city 10 miles from San Antonio. We seldom heard English and saw only three other Americans in two months. My wife, Anne, took long walks, read, studied Spanish and got to know the hotel staff and other hotel guests. Had she not been previously exposed to Spanish, the time for her would have been quite difficult due to the isolation. My reports were to be submitted to the cities after Christmas. In time we hope to learn the reactions. For us it was a rich experience, and we are glad we volun­ teered. Market Makers and Investment Bankers >­ t:: () About the Author Thomas B. Noland retired in 1980 after 14 ½ years as manager in Martinsville, VA. He has also served as manager in Altavista, Franklin and Pulaski, VA. He is a graduate of the University of Virginia and has served on the Criminal Justice Service Commission and Virginia Polytechnic & State University's Water Resources Research Advisory Com­ mittee. He is a past president of the Virginia Section, International City Management As­ sociation. While in college, Noland studied Spanish for 2 years. He has traveled to sev­ eral Spanish speaking countries, including Costa Rica where he worked in 1941 and 1942 for the United States Government. 0 z <{ z Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New York Plaza, New York, N.Y. 10004 $'. 0 f- � z C) a: > 17 �O Q 5 O Education Committee Forms V M L Makes Staff/Committee Assignments VML has completed formation of its new Education Policy Committee. Robert T. Williams, city manager of Newport News, will serve as tfie new committee's cfiairman. Funding education was tfie league's top legislative priority during tfie 1984 session of thie General Assembly, and it is expected to be a major priority for tfie league again next year. Tfiis policy committee will tiold its first meeting July 25 in tfie VIVIL Offices. VML policy committees formulate tfie league's policy statement on issues tfiat impact local government. Tfiis formal statement, once adopted by tfie membersfiip, tfien serves as a guide in setting legislative goals and directing the league's legislative activities. Following is a list of the Education Policy Committee's members. Bradford Hammer, Alexandria Jack A. Gross, Bedford Larry M. Foster, Buena Vista f\/lary Alice Gunter, Charlottesville T. Stewart Baker, Chincoteague George R. Goode Sr., Clifton Forge James B. l\/lcNeer, Colonial Heights George T. Snyder Jr., Fairfax James P. fVlcDonald, Fairfax County Joe Steffan, Galax Dennis G. Baugh, Gordonsville Elizabeth Walker, Hampton William S. Dewhirst, Henrico William M. Phillips, Lynchburg Dorothy Bello, Manassas Park Reverend John Foster, Norfolk Patrick J. Coffield, Portsmouth John D. Jenkins, Prince William James E. Taliaferro, Salem J. P. Marshall, South Boston W. H. Higinbotham Jr., Suffolk Harold Heischober, Virginia Beach Each year certain VML staff are assigned to assist and work with each VML policy committee. These staff members serve as the league's contact persons on issues related their assigned policy committees and also coordinate much of the legislative activity relating to the policies of their committees. Current staff assignments are as follows: Community & Economic D e v e l o p m e n t — C l a y Wirt E d u c a t i o n — E l l e n Posivach Effective G o v e r n m e n t — R. Michael A m y x Environmental Q u a l i t y — C l a y Wirt Human D e v e l o p m e n t — E l l e n Posivach Public S a f e t y — E l l e n Posivach T r a n s p o r t a t i o n — E l l e n Posivach Any of these staff members can be reached in the VML Office at (804) 649-8471. MEPAV Elects New Officers The Municipal Electric Power Association of Virginia elected William E. W i l l i s of R a d f o r d to s e r v e as its 1984-85 president. He succeeds Mic h a e l J . Y o r k of Harrisonburg who served as the association's president for two terms of office. Willis is director of Radford's electric utility department and previously served as the association's president in 1 9 7 9 80. He was elected at the association's FOR SALE Pre-Owned elevated water storage tanks Turn-Key construction on your property. Completely renovated. Capacities available: 500,000 400.000 250,000 200,000 Gallons Gallons Gallons Gallons 150.000 Gallons 100.000 Gallons 75,000 Gallons Construction Division > mANi:SHQJON,ll\IC 18 p.o. box 735 madison, north Carolina 27025 (919) 427-0289 annual conference held this year at The Cavalier in Virginia Beach. Approximately 100 people attended the conference which featured seminars on the latest innovations and issues in the field of municipal electric power supply and management. Richard H. Lee, town manager of Blackstone, was elected vice president of the group, and R. Coleman Brittle of Wakefield, J o h n R. Sweeney of Danville, and Robert J. SchnabI of Bedford were elected to the executive committee. The Municipal Electric Power Association of Virginia (MEPAV) seeks to foster a continuing spirit of cooperation among Virginia municipalities operating their own electric utilities and the various privately owned utilities who supply much of the energy distributed. MEPAV is an affiliate organization of the Virginia Municipal League. Building Officials Receive Awards Edward J. Weld, building official for Culpeper County, and D. Paul Jack, building official for Hampton, have received Virginia Building Officials Association (VBOA) Meritorious Service Awards for outstanding service in the building code profession. The awards were presented at the association's 1984 Mid-Year Meeting June 4 in Richmond. Approximately 55 members attended the one-day meeting which was presided over by Association President Clarence Diersing, director of code compliance for Newport News. During the meeting William E. Koffel Jr. of Gabe-Babcock & Associates Inc. discussed "Proposed Changes to the BOCA Building Code for Hospitals," David S. Collins of the Portland Cement Association spoke on "Proposed Building Code Article 25" for existing buildings, Kenneth W. Lehn of the National Fire Sprinkler Association spoke on "Residential Sprinkler Systems," and Robert Gregory of the Department of Housing and Community Development discussed "Status of the 1984 Uniform Statewide Building Code." The 1984 VBOA Annual School and Conference will be held Dec. 2-5 at the Sheraton Inn in Fredericksburg. Further information concerning conference registration or membership in VBOA can be obtained by contacting Joni Terry, VBOA executive director, at P.O. Box 753, Richmond, VA 23206, or (804) 649-8471. �Legal Guidelines The Los Angeles Municipal Code prohibits the posting of signs or handbills on any public property and provides for their removal by the police department or the department of public works. In a 1979 Los Angeles City Council election, a group of supporters for candidate Roland Vincent contracted with a sign company to fabricate and post signs with Vincent's name on them. T h e s e cardboard signs were attached to utility poles at various locations by draping them over cross-arms which supported the poles. Acting under the authority of the municipal code, in one week 48 of the Roland Vincent signs were removed. A number of other signs, apparently commercial in character, also were removed. Thereafter, an action was filed in the United States District Court by the supporters of Vincent and the sign company seeking an injunction against enforcement of the ordinance. The district court concluded that the ordinance w a s constitutional and granted a summary judgment for the city b a s e d on findings that the illegally posted signs constituted " a clutter and visual blight" and that placing the signs on utility poles created a potential safety and traffic hazard. T h e court of appeals, however, reversed and held that the ordinance w a s presumptively unconstitutional b e c a u s e significant First Amendment interests were involved and none of the city's justifications were sufficient to overcome that presumption. The question presented on appeal to the United States Supreme Court w a s whether prohibition of the ordinance abridged the petitioners' freedom of speech within the meaning of the First Amendment. The Supreme Court first considered whether the legislation w a s unconstitutional on its face, that is, whether it w a s unconstitutional in e v e r y c o n ceivable application or whether it prohibited such a broad range of protective conduct a s to be unconstitutionally "overbroad." In discussing the "overbroad" doctrine, the court quoted from Broadrick v. Oklahoma, 413 U.S. 6 0 1 , 615 (1973): "[Tjhere comes a point where the effect—at best a prediction—cannot, with confidence, justify invalidating a statute on its face and so prohibiting the State from enforcing the state interest against conduct that is admittedly within its power to proscribe. To put the matter another way, particularly where conduct and not merely By Howard W. Dobbins General Counsel speech is involved, we believe that the overbreadth of a statute must not only be real, but substantial as well, judged in relation to the statute's plainly legitimate sweep." (Emphasis added) In the majority opinion delivered by Justice Stevens and concurred in by Chief J u s t i c e B u r g e r and J u s t i c e s White, Powell, Rhenquist and O'Connor, the court held that the overbroad conclusion of the court of appeals rested on an evaluation of the assumed effect of the ordinance. However, the majority concluded that "there was nothing in le record to indicate that the ordinance will have any different impact on any third parties' interest in free speech than it has on [petitioners]." Furthermore, the opinion held that it w a s inappropriate in the c a s e to entertain an overbreadth challenge to the ordinance because the appellees had failed to demonstrate a realistic danger that the ordinance would significantly compromise recognized First Amendment protections of individuals not before the court. Turning to the argument that the ordinance was invalid a s applied to the expressive activity of the petitioners, the court restated the proposition that a state may sometimes curtail speech when necessary to advance significant and legitimate state Interest and may (page 22 please) One underwriter is setting the standards in municipal finance. Foryour next public power offering, why not call: Steve Sloan (212) 208-5419 Karen Valenstein (212)208-5417 BillSachau (213) 488-3551 William C.Schutt, Jr. (212)208-5421 Garth Salisbury (212)208-5423 iFHutton E. F. Hutton & Company Inc. Seven Hanover Square, NY, NY 10004 (212) 742-5000 �Professional Directory Southern EngineeriTig mmm% sm mm^ mmmmi P.O. Box 789 Bluefield. Virginia (703) 3 2 6 - 3 9 3 1 Urban Planning Annexation Studies Landscape Architecture Development Planning Bates Ranning System Studies Feasibility C H O D A T , R U B A C K & A S S O C I A T E S , INC THE HATHAWAY HOUSE 103 C E N T R A L S T , P 0 BOX 749 W E L L E S L E Y , M A S S A C H U S E T T S 02181 T E L E P H O N E ( 6 1 7 ) 237-5815 Studies Design Relaying Metering © PUBLIC UTILITY Engineers iComullanls BALDWIN ®GREG@ E N G I N E E R S • SURVEYORS • P L A N N E R S " Traffic Engineering/Signali/aiion ' Industrial Park Planning • Highway and Airport Design " Stormwater Management " Water and Wastewater Sysifins • Grant Application/Management Xorjolk • Richmuml • Wiishiiigtun. D.C. WATER WASTEWATER SOLID WASTES S o u t h e r n E n g i n e e r i n g C o m p a n y of V i r g i n i a 1 8 0 0 P e a c h t r e e Street, N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 0 & ASSOCIATES, INC. PLANNING • LANDSCAPK A R C H I T E C T U R E • E N G I N E E R I N G COMMUNITY D E V E L O P M E N T CONSULTING 400 E a s t M a i n Struct Richmond. Virginia 23219 P H O N H 804/649-8627 SCS ENGINEERS Waste Systems STEARNS CONRAD AND SCHMID' Consull.r-q Engineers Inc Naomi C. Zwarick Municipal Services Manager East Central Region BROWNING-FERRIS INDUSTRIES N O R T H E R N V A . (703) 5 6 0 - 8 8 6 6 1800 P a r k w a y Drive B A L T . (301) 7 9 6 - 8 8 5 0 Hanover. Maryland 2 1 0 7 6 T E L E X 87-487 ^ SOLID W A S T E 1 2 6 0 Roger B a c o n Dti«.- n e s l o n , Virginia 2 ? U 9 ( ' WASTE i703l4n6l60 Gannett Fleming Ausfin Drockenbrough ond Associates CIVIL • MECHANICAL E L E C T R I C A L • PLANNING S U R V E Y I N G . INDUSTBIAL FACILITItS AND PfiOCESS DESIGN • HIGHWAYS . WATER AND SEWEBAGE SYSTEMS • DRAINAGE • SUBUEYING ENViOONMENIfll STUDIES • Si'E PLANNING OND ~ HAZARDOUS PUBLIC WORKS E N G I N E E R S AND P L A N N E R S Consulting Engineers NORFOLK FAIRFAX PO Box 13048 Norfolk, VA 23506 (604) 461-0155 Fairfax Professional Building Suite 7 3545 Cham Bridge Road Fairfax. VA 22030 (703) 385-0200 PO BOX4B00-4800W HUNDflED RD • CHESTER. VA-B04 746 8746 PIRNIETN ENVIRONMENTAL E N G I N E E R S . SCIENTISTS & PLANNERS • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes Three Chopt & P a r h a m Roads, Richmond 2 3 2 2 9 AND HANSEN 301 HIDEN B L V D N E W P O R T N E W S VA 804/599-5511 Hurt & Proffitt, Inc. MMMigl'dg^ A HARLAND BARTHOLOMEW PROFESSIONAL Engineers • Planners • Surveyors CORPORATION Water, Wasiewaier, Solid Wastes, Soils & Foundations L a n d Developmeni Site Plans Resideniial, Commercial & Indusirial Subdivisions, R o a d , Darns. Airports ARCHriECTS + ENGINEERS + PLANNERS 1933 Fort Ave. Lynchburg, VA 24501 {804)847-7796 PARSONS BRSNCKERMQFF Since 1885 8200 Greensboro Drive McLean, VA 2210! T03-442-T700 Er^gineers construction MansQtn 11 Koger Executive Noiioll(, VA 23502 804-466-1732 One Penn Plaza New York, NY 10119 212-613-5000 Center 37 offices worldwide BODiE, T A Y L O R A N D PURYEAR, INC. o Q Z < R. S T U A K T K O Y K K CONSllLTIt\ CONSULTING ENGINEERS A S S O C I A T K S , INC. 611 R e s e a r c h R o a d ENGINEERS P.O. B o x 2901 Richmond. Virginia 23235 o < z (D > 20 804-794-6823 BUCK, S E I F E R T & J O S T , INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • Industrial W a s t e Treatment • Treatability S t u d i e s • 140 S y l v a n Avenue. P . O . B o x 1218 E n g l e w o o d C l i f f s , N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o , P a r l i a m e n t Drive, S u i t e 101 Virginia B e a c h . V a 23462 804-499^8508 CH2M S:HILL planners economists scientists Complete Engineering Services M i j n i ( i [ ) , i l dncl Industrial V\asit' T j c . n m c n i . Power Svslems. Slruciures, Solid Wastes, Water R e s o u r c e s . Water Supply and T r e a t m e n t , Transportation 1941 R o l a n d C l a r k e P l a c e R e s t o n , Virginia 22091 703/620-5200 / bionetics ANALYTICAL • » / LABORATORIES HAZARDOUS WASTE ANALYSES SOLID WASTE CHARACTERIZATION INDUSTRIAL DISCHARGE S AMPLING' A N A L V S IS TATE CERTIFIED BACTERIOLOGICAL ANALYSES H OR-IVE HAMPTOM, VIRGINIA (804) 8 6 9 - 0 6 8 �CiERAfiHTY & M I L L E R , INC. Consulting • BniENGGERE Engineers Environmental Laboratories Industrial and fVlunicipal E N G I N E E R S , INC. 1531 Nortti Main Street Syracuse, NY (315) 451-4700 844 W E S T S T R E E T , A N N A P O U S , M D 21401 (301) 2 6 8 - 7 7 3 0 S Y O S S E T , NY BATON ROUGE OLVER TAMPA PALM B E A C H G A R D E N S DENVER S A N T U R C E , PR B l a c k s b u r g , Virginia 24060 Nine regional offices serving tfie (703)552-5548 INCORPORATED Nortfieast, Soutfi, Mid-Atiantic and Midwest. Dames & Moore 7101 Wisconsin Avenue • Sethesda, Maryland ENGiNEERS Finkbeiner, Pettis Water Supply and Pollution Control Solid and Hazardous Waste Management Environmental Impact Studies Water Resources Management Energy Studies Soils and Foundation Engineering • ARCHITECTS SURVEYORS • - PLANNERS Consulting Engineers 20814 Greenhorne 2301 West Meadowview Road Greensboro, N o n h Carolina 27407 (919) 292-2271 Also Offices In: Toledo, Akron & Cleveland, Ohio 6 1 0 7 1 0 L E E HIGHWAY, SUITE 2 0 2 O'Mara, LEES BURG PIKE SUITE 302 CHURCH,VA. 22045 703/893-0711 FALLS ^ Enciinssnnct CorporEition consultinQ e n a i n e e r s SITE (703) 22030 335.9300 7 700 Bauls mJER, Inc. FAIRFAX. VIROINIA PHONE: Z' SCIENTISTS & Strout, Limited (301)652-2215 L • PHOTOGRAMMETRISTS WASTEmTER, DRAINAGE,FLOOD DEVELOPMENT, STREETS , STRUCTURAL DESIGN , MARINAS A CONTROL Engineers corporalion Surveyors a WHITMAN, REQUARDT AND ASSOCIATES BALTIMORE. M A R Y L A N D 21218 (301) 2 3 5 - 3 4 5 0 LAW ENFORCEMENT: J A M E S M. M O N T G O M E R Y . C O N S U L T I N G E N G I N E E R S . I N C . Planners Organization/Management Studies CIVIL AND ENVIRONMENTAL ENGINEERS WATER AND WASTEWATER C o m p l e t e p r o f e s s i o n a l services f o i m u n i c i p a l i t i e s a n d p u b l i c agencies Chief Selection/Promotional Assessments Richard W. Kobetz & Associates, Ltd. Nortti Mountain RnesTraining Center Route Two Box 342 V^flnctiester, Virginia 22601 (703) 662-7288 Main O f l i c * : 1 0 5 2 3 M a m Street. Fairlax, Virginia 2 2 0 3 0 . ( 7 0 3 ) 2 7 3 - 8 7 0 0 Vallay O t t i c a : 100 S o u t h M a m Street. B n d g e w a t e r Virginia 2 2 8 1 2 {703)828-2616 703 RBSIOO InternillDnil Center. Sjite I ! 3 0 ! I B D O Sunrise VillBf Drite. Reslon. VA ?209\ 660-2400 F l o r i d a — W e s I Virginia—Georgia—Maryland F R E D E R I C K G. G R I F F I N , P.C. Consulting Engineers V A 24502 1804/2,37-20441 ENGINEERS COIMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES Your Ad Could Appear BENGTSON, DeBELL, ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS & PLANNERS Leesburg.VA 703-777-1258 Silver Spnng, MD 301-439-0055 Henningson, D u r h a m WATER SUPPLY WASTEWATER T O X I C AMD HAZARDOUS M A T E R I A L S Cabk' Ti'lovlsion • TV Uriiadcasl • Publit Siifely Ciimmunicatidas Systems • .\larm SysUms • Kli'ctrical [X'sign • Fi'dcral (\ininiuniiatii)ns ('iimiiii,ssi(in Application IVcpiiralion • HxptTl Ti'slimony and Witnt'ss Centreville. VA 703-631-9630 HDR GUY & DAVIS CONSULTING :!229 Wati.Tlicl< Koad, Lynchburg, Here Providing management assistance and consultant services dmq to local, regional, and state governments since 1933 © THE MAGUIRE GROUP Richardson Alexandria a n d Engineering Norfolk, V A Planning a n d DCher S y s t e m s Offices w Nat:ionwide RALPH WHITEHEAD i ASSOCIATES Consulting Engineers 1936 East Seventh Street P. O. Box 35624 Charlotte, North Carolina 28235 704-372-1885 BRANCH OFFICES 3300 NE Expressway, A t l a n t a , GA 30341 1314 Lincoln Street, Columbia, SC 29201 (404) 452-0797 (803) 256-3590 DAVID M. GRIFFITH AND ASSOCIATES, LTD. Specialists in Revenue Enhancement. Cost Allocation Plans and Computer Systems 1497 Chain Bridge Road (703) 734-8970 S ArchicecCure BRIDQES • HIGHWAYS • RAILROADS • RAIL « BUS TRANSIT • AIRPORTS Call: 804-649-8471 Public Administration Service M c L e a n , Virginia 22101 .gineers 2315 SAINT PAUL STREET 1 1 1 2 0 NevK Hampshire Ave, Suite 2 0 0 Silver Spring. M D 2 0 9 0 4 HIGHWAYS,BRIDGES Patton, Harris, Rust & A s s o c . a D'olessional m . M 9 ^ t • Water R ^ ^ ^ S • Wastewater IVIetcalf&Eddy • Resource Recovery • Transportation Drav^er 59, Chrlstlansburg, Virginia 24073 Architects • Engineers • Planners CE Maguire, Inc. 5203 Leesburg Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 Business Park Dr., Virginia B e a c h , V A 23462 (804) 497-6304 Regianal offices: Providence. Rl: Alexandrii. U : Boston, MA: Clearwater, FL Charlotte. NC: Fails Church. VA: Florence. SC: Honolulu. HI: Manchester. NH: New Britain. CT: Pittsburgh. PA: Phoenix. AZ: Spartanhurg. SC: Virginia Beach. VA: Waltham. MA Raleigh. NO 919/876-8042 Richmond,VA804/323-1184 �r Legal Guidelines (continued FOR SALE from page 19) legitimately exercise its police powers to a d v a n c e esthetic v a l u e s . T h u s , the critical question before the court w a s whether the governmental interest involved in the ordinance w a s sufficiently substantial to justify the effect of the ordinance on the appellees' expression and whether that effect w a s no greater than necessary to accomplish the city's purpose. Reaffirming the majority holding in Metromedia, Inc., v. San Diego, 4 5 3 U.S. 490, 561 (1981) which dealt with S a n Diego's prohibition of certain forms of outdoor billboards, the court opined that "the problem addressed by this ordinance—the visual assault on the citizens of Los Angeles presented by an accumulation of signs posted on public property—constitutes a significant substantive evil within the city's power to prohibit." Finally, the court concluded that the ordinance w a s not substantially broader than necessary to protect the city's interest and that it curtailed no more speech than w a s necessary to accomplish its purpose. Politically, governing bodies in Virginia may not agree with the wisdom of the Los Angeles ordinance. However, for those governing bodies which do subscribe to this sort of prohibition of "visual clutter," the court has certainly approved it. What is more, the rationale of the opinion is applicable to numerous other prohibitions of a l l e g e d F i r s t Amendment rights. Two 1972 I N T E R N A T I O N A L L O A D S T A R 1700 Series with Leach Packmaster Model P 1 6 Y D Units are clean and priced to sell!!! For information contact . . . J . D. Vaughan P.O. Box 2 Keysville, Virginia 23947 (804) 736-9380 JAMES MERCER & ASSOCIATES, INC. C-uiisultdtits FINANCIAL A N D MANAGEMENT • EXECUTIVE SEARCH • MANAGEMENT to (404) 396-9060 Maiidiiciiicitt • ORGANIZATION SYSTEMS • CONSULTANTS SEMINARS MUNICIPAL ADVISORS INCORPORATED . O , B O X 4? >O Q •z. < z O H < Z o cc > 22 ANALYSIS • PRODUCTIVITY IMPROVEMENT / TRAINING A T L A N T A , G E O R G I A 30356 P. O. 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Let us show you how accommodating a good bank can be. „ , ^-r., ° Member F D I L �You won't Tmd another tractor that lets you r u n two mowers at the same time. With independent cor&rol for each. And mthoMt undevbelly Mves. AVAILABLE IN MOST STATES MUNICIPALLEASE SEE A PARTICIPATING DEALER That's because only John Deere offers you a continuous-running 540rpm pro aloxii mth a n optional 1000rpm mid-mount. So you can sic^e right up to the fence lines and stiH cut a wide swath out back. For mowing control, our 3-point hitch, offers even more exclusive fea- tures. Like a float adjustment on the lift links for no-scalp mowing on rough ground. Adjustable sway hlocks for iust the right amount of mowev play. And a tool lower oontrol. So even a n inexperienced operator can ease the mower to the ground without daxaagng impact. See your dealer for more facts. John Deere, Moline, lUinoIs 61265. For more information, call toll free I n Illinois, call 800/ mmi-dm. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 7 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource July 1984 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198407 https://www.virginiaroom.org/digital/files/original/69/6466/198408.pdf 88e074b2e4536af66bbea012a469d4d8 PDF Text Text Virginia olown *City rr: o : o c, »- n S» C• » »< o t- : • t* tr »- Volume 19 Number 8 August 1984 �When it comes to survival, there's safety in numbei^. o Q Z < •z. % o cc > The s a m e holds true tor e c o n o m i c survival, w h e t h e r you're p r o t e c t i n g t h e assets of a city, county, t o w n , or local s c h o o l board. That's w h y t h e Virginia M u n i c i p a l League, t h r o u g h it's w h o l l y o w n e d C o r p o r a t i o n , Virginia M u n i c i p a l Underwriters, Inc. has developed a n e w c o m p r e h e n sive group insurance program. The program is designed exclusively for local g o v e r n m e n t s and their agencies w i t h i n the Commonwealth of Virginia. It offers a w i d e range of property, casualty, b o i l e r a n d machinery coverages. Included a m o n g t h e casualty lines are: • Public Officials Liability Police Liability C o m p r e h e n s i v e General Liability Broad Form Errors & Omissions Personal Injury Liability Garage Liability All casualty lines are consolidated w i t h one carrier (Best's A-l-15 rated), providing insurer stability and eliminating potential coverage gaps. W h a t ' s more, w i t h so many coverages available, t h e program can be tailored to your individual needs and exposures. Group purchasing p o w e r also results in e c o n o m i e s of scale. So there's a bottom-line benefit as well. Of course, all the fish in the sea can't eliminate risk completely. But if you're in d a n g e r of b e i n g s w a l l o w e d u p b e c a u s e of rising costs, i n a d e q u a t e c o v e r a g e or poor service, the V i r g i n i a M u n i cipal Property Casualty Ins u r a n c e P r o g r a m c a n help. For further information, please contact: Margaret A. Nichols Administrator, Virginia Municipal Property Casualty Insurance Program P.O. Box 753 Richmond, Virginia 23206 (804) 649-8471 �Vfrginia olown Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre Volume 19 VML President Charles A. Robinson, Jr. Officers Lawrence A. Davies Sam W. Adams Robert T. Williams Martha V. Pennino Executive Committee Jack D. Edwards Sidney M. Oman William R. Hartz Raymond F. Ratcliffe Executive Director R. Michael Amyx On the Cover Production of value-added products is sought by many rural Virginians and is one of the goals of the new Rural Virginia Development Foundation. Read about the new foundation on page 10 of this issue of Virginia Town & City. The cover photograph is of a dairy farm in Prince Edward County. VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East l\Aain Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1984 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 August 1984 4 People 6 Cathedrals of Democracy: The Courthouse Dilemma Number 8 By Thomas A. Kamstra, AIA "Our Virginia courthouses have contained history for hundreds of years, and because of this heritage they deserve to be recognized as historic places and when possible preserved." 8-9 10 Conference Information and Registration Form The Rural Virginia Development Foundation By Berkwood M. Farmer and Patricia A. Schwartz "The newly created Rural Virginia Development Foundation will be one force behind the needed shift in rural economic development policy in the commonwealth." 13 Professional Directory 15 Commentary Tourism: An Expanding Role for Localities By Charles Hartsoe and Ralph Hambrick "Although it is important for the state to continue its active role in attracting travelers to Virginia, local governments certainly should not sit back and wait for state initiatives." O Q z < z o I- < o cc �People Minetti Receives A S P A Award Hampton Police Chief P. G. Minetti has been named the 1984 recipient of the T. Edward Temple Award for Distinguished Public Service in the Commonwealth of Virginia. The award is sponsored by the Virginia Chapter of the American Society for Public Administration. Chief Minetti is the first chief executive officer of a law enforcement agency to be honored with the award. Cited as a leading participant in the metamorphosis which law enforcement has experienced, Minetti is credited with guiding the Hampton Police Division to its current status as one of the most respected law enforcement agencies in the commonwealth. Minetti was appointed Hampton chief of police in 1972, having begun his career with the agency in 1955 as a patrol officer. Since then his accomplishments have included graduation from the FBI National Academy, Old Dominion University and Christopher Newport Col- Public Power Financing . . Experience Innovation Commitment development since 1982. She succeeds Richard C. IVIassell who retired June 30, 1984. W a g n e r has an extensive background in all aspects of planning and land use management. She also brings to the city considerable skill in public presentations and expertise in coordinating staff work with the needs of the public, city council and various boards and commissions. Prior to working in Stafford County, Wagner worked in Suffolk County, NY, under noted planning authority Dr. Lee Koppelman. She also served as an adjunct instructor at Suffolk County Community College lecturing on contemporary political problems. Wagner is married and holds a master's in public affairs from the State University of New York in Stonybrook. lege. In addition, he holds a master's d e g r e e from t h e John F. Kennedy School of Government at Harvard University and he was appointed by President Reagan to the President's Task Force on Law Enforcement. Currently he serves on the executive board of the FBI National Academy Alumni Association and on the executive committee of the Virginia Association of Chiefs of Police. He serves as a member of the Criminal Justice Advisory Board of Christopher Newport College and the Justice Curriculum Advisory Committee of Thomas Nelson Community College. Fairfax Appoints Planning Director P e g g y T. W a g n e r has been appointed director of planning for the city of F a i r f a x . W a g n e r is f r o m S t a f f o r d County, VA, where she has served as the director of planning and community Novak Takes Vienna Position Nancy E. Novalc has been appointed chief of management services for the town of Vienna. Her duties will include personnel, budget and risk management functions and serving as assistant to the town manager. Before coming to Vienna July 1 , Novak was assistant to the town manager in Munster, IN, for five years. She holds a bachelor's degree in business administration from Purdue University and a master's in public administration from Indiana University. Her professional affiliations include the American Society for Public Administration, the International City Management Association, and Pi Alpha Alpha National Honorary Society for Public Administrators. >O Q o < o DC > CAPITAL First Boston 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 COMPLETE LINES OF EQUIPMENT FOR MUNICIPAL GOVERNMENTS THE FIRST B O S T O N C O R P O R A T I O N Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward R Meyers, Vice President (212)909-2878 B R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , V I R G I N I A 23323 804-485-4485 1009 D E L A W A R E ST. S A L E M , V A 24153 703-389-6673 H I G H W A Y — Chemical Spreaders L I N K B E L T — Cranes - Excavators L A Y T O N M F G . C O . — Asphalt Pavers R I C H M O N D M F G . C O . — Horizontal Boring Machines M E N Z I - M U C K — Climbing Hoe MITRY — Hydraulic Cutter K O B E L C O — Rubber Tired Loaders D Y N A P A C — Vibratory Rollers - Compactors G I A N T V A C — Leaf Collectors D A V E Y — Air Compressors RO C O R P . — Hydraulic Cranes P E A B O D Y - B A R N E S — Pumps �Anderson Wins Presidential Post The State Fire Chiefs Association of Virginia, an affiliate group of the Virginia Municipal League, elected William A. Anderson of the Lynchburg Fire Department to serve as the association's president for 1984-85. The election took place at t h e S F C A V A n n u a l C o n ference, July 11-14, in Virginia Beach. Virginia Attorney General Gerald L. Baliles, keynote speaker at the conference, addressed the fire chiefs and called for the adoption of "principles and programs that do not tolerate increased threats for people and property." Chiefs from all areas of the state attended the conference which featured programs on protective clothing, hazardous materials and non-traditional fire protection, as well as exhibits of fire equipment and services. O t h e r s e l e c t e d to s e r v e t h e a s sociation were F. Wesley Dolezal of the Chesterfield Fire Department, who was elected first vice president, and L y n n A. Miller of the Winchester Fire Department, elected second vice president. Elected to the executive committee were T h o m a s Hawkins of the Arlington C o u n t y Fire D e p a r t m e n t , G a r l a n d W o o d d y of the James City County Fire Department, T h o m a s E. Gardner of the Norfolk Fire Department, T h o m a s Fuqua of the Roanoke County Fire Department, and Denny W. Kelley of the Wise Fire Department. Immediate past president Alfred A. Savia of the Vienna Volunteer Fire Department will also serve on the executive committee. Anderson is chief of the Lynchburg Fire Department. He has almost 20 years with the department having been serve on the Virginia State Fire Commission. In addition, Anderson seri^ed in the U.S. Air Force from 1960 to 1964, and he is pastor of the First Church of JesusApostolic Holiness. He and his wife, Carolyn, are the parents of two children, Jared and Jonathan. AltaVista Police Appoint New Chief initially employed by the department in September 1964. He was promoted to commander I in July 1974 and became chief of the department in July 1975. Anderson is a state certified fire service instructor and emergency medical technician. He is a member of the International Association of Fire Chiefs, the National Fire Protection Association and the Virginia Fire Service Council. He also serves on the Drug Abuse Advisory Committee and the Criminal Justice Committee, both of Planning District II. In 1977, Anderson was selected by the International Association of Fire Chiefs and the National Fire Academy to work with a national task force on development of a model instructional curriculum for middle management fire officers, and in 1982 he was selected by the attorney general to participate in the study of Virginia's public safety employees as a result of House Joint Resolution 117. August 5, 1982, he was appointed by Gov. Charles S. Robb to FOR SALE Pre-Owned elevated water storage tanks Turn-Key construction on your property. Completely renovated. Capacities available: 500.000 400.000 250.000 200.000 Gallons Gallons Gallons Gallons mANKSHQJONjNC 150.000 Gallons 100.000 Gallons 75.000 Gallons Construction Division p.o. box 735 madison, north Carolina 27025 (919) 427-0289 Francis H. Tucker has resigned his position as chief of the Altavista Police Department and Cpl. Thomas L. Neal has been appointed to fill the position. Tucker resigned after serving as chief for 3V2 years and as an Altavista police officer for 25 years. Neal, age 40, has served as a town police officer for 14 years. He is a graduate of the FBI Academy and has had two years of criminal justice training at Central Virginia Community College. Control Sign Costs SPEED LIMIT 50 -vr GRACE ST 7 Blanks • Posts • Brackets Reflective faces b e l o w 3 M c a t a l o g p r i c e s ! W e f e a t u r e POLYPLATE ' reirnforced- f i b e r g l a s s panels. ^ U . S . standard I Sign Co. For free catalog call: 800-537-4790 In O h i o (419) 243-9513 Ask about this month's special POLYPLATE - FRP Sign Panel is a IfaQemark of Sequentia O D < § o < z o a. > �o D < o > A hundred years ago, the day the judge rode into town to preside over court was a special day for all the local citizenry. On "Court Day," gentlemen farmers might purchase livestock auctioned off on the courthouse green; neighbors would gather to chat and discuss the announcements posted by the courthouse door; and inside the courtroom, everyone from the sheriff to the saloon keeper would sit silent, listening to the testimony of witnesses, the questions of the attorneys, and the rulings of the judge with a feeling approaching awe. Today, heavier caseloads keep most judges' rosters so full that they need never leave a single jurisdiction. The courtroom remains the scene of the dramatic workings of justice; the court- house and its environs still the stage for essential events of American history. Our Virginia courthouses have contained history for hundreds of years, and because of this heritage they deserve to be recognized as historic places and, when possible, preserved. Consider, for example, the King William County circuit courthouse, the oldest courthouse in continuous use in the United States. The brick structure, built in 1725, contains only a single courtroom, a judge's chamber and a jury room. County records were stored in a separate building which burned in the 1880s. Fortunately, some documents escaped the flames. The present record room, built in 1885, contains records dating back to 1702. Included among them are records of what is surely one of the fastest murder trials in American history—a man tried, convicted and hung on a Saturday for a crime he committed the day before. The citizens of King William County take a justifiable pride in their courthouse building, which withstood not only the cannonfire of the battling Union and Confederate armies, but also the musket fire of the American Revolution. Experts on American history and historical architecture from the College of William and Mary and the Colonial Williamsburg F o u n d a t i o n recently e x a m i n e d the structure and found it sound. Renovations to the courthouse are now underway. In October, circuit court Judge DeHardit will declare the court again In session. The King William County courthouse stands today as solidly as the colonists �who built it nearly three centuries ago could have wished. Unlike their a n cestors in Europe, who purchased the best material and most skilled labor to build enormous c a s t l e s and ornate cathedrals, the colonists invested their time, money and energy in establishing the republic. In Virginia, a s in all the thirteen colonies, people escaping from religious oppression and social injustice raised courthouses a s if they were c a thedrals enshrining the values of the new democracy. Even before the Revolutionary War, the General Assembly ruled that each town which was to become a county seat would be subdivided and laid out to include a church block and a court block. Land records kept in our courthouses indicate these sites and dates. For example, the site of the Loudoun County courthouse is clearly marked on the Nicholas Minor Plan of the Town of Leesburg, dated 1759. Later, when pioneers were pushing westward and settling the Northwest Territories, towns competed for the privilege of becoming the county seat, pledging considerable sums of money to the building of the courthouse and calling on the best-known architects of the day for their design expertise. T h e result of our ancestors' extravagance is that most of the more than 3,000 courthouses in use in the United States today are beautiful old buildings erected before the turn of the century. We are heirs to this " e s tate," and a s such have a responsibility to preserve and maintain its history and its architecture. Unfortunately, this is not always easy to do. With population growth has come an increase in crime that has severely impacted judicial caseloads. T h e advent of the automobile and traffic court has also stressed the judicial system. In all but the most rural counties, the citizenry are faced with a dilemma: how to preserve a courthouse that is a historical and architectural landmark, while accommodating the needs of the judiciary for additional c o u r t r o o m s , j u d g e s ' chambers, clerks' offices, law libraries and holding facilities. Some cities and counties have made the decision that their original courthouse or old courthouse is not worth preserving. Others have made interesting compromises with the past. Citizens of King William built a new county administration building where district court c a s e s are heard in order to lighten the caseload heard in the original courthouse. Loudoun County residents opted to develop a courthouse complex, renovating and adding onto buildings around the courthouse green. T h e s e buildings are used to hear district court c a s e s , including juvenile and domestic c a s e s , and a few circuit court c a s e s . T h e gracious red brick and columned porch 1898 courthouse on the center of the green is now used only to hear circuit court cases. Fairfax County resolved the dilemma in another w a y . T h e original courthouse, built in 1799 by John Bogue and Mungo Dykes, w a s occupied by both s i d e s during the W a r B e t w e e n the States and w a s the scene of Mosby's famous raid. It became too small to hear the c a s e s on its dockets decades ago in the 1920s. An addition w a s built and other buildings in the area were modified to support the court's needs. It wasn't long before the rapidly growing population of Fairfax County required still larger facilities, and a new courthouse w a s built on the site. The original courthouse w a s restored and is now used only on special ceremonial occasions. Its history is learned and remembered now by the hundreds of Fairfax County school children who visit it each year. The citizens of King William, Loudoun and Fairfax counties achieved sensible solutions to the problem of preserving an historic courthouse while accommodating increasing caseloads. They did so by meeting publicly, holding open discussions and arguing viewpoints. It s e e m s only right that the democratic process, preserved and protected in the courthouses t h e m s e l v e s , should be used to save them. That process is part of our way of life, thanks to ancestors who saw fit to make the courthouse the architectural and social center of the town. C i t i z e n s of other c i t i e s a n d counties faced with this same dilemma should consider the place of their original or old courthouse in history, a s well as the physical condition of the building, before voting to demolish, add onto or restore the structure. Although funding roads or schools or sewers often seems like a higher priority, funding the preservation of the courthouse is often sensible and worthwhile, if for no other reason than that to do so preserves a part of our heritage as Americans and our identity as a democratic people. About the Author Thomas A. Kamstra, AIA, is president of KDA, a pianning, architecture and interior design firm in Reston, VA. He particularly enjoys the renovation and historic restoration work on Virginia and Maryland courthouses. The Howard County Courthouse renovation project, in Ellicott City, MD, on which he served as principal in charge, was selected by the American Institute of Architecture and the American Correctional Association for the 1983 Exhibition of Architecture for Justice. The photo at left is of the Loudoun County Courthouse built in 1898 on the site of the original courthouse in Leesburg. Market Makers and Investment Bankers O Q < z o Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Y o r k Plaza, New Y o r k , N . Y . 10004 i' DC > �VML PRESENTS ITS 79TH ANNUAL CONFERENCE Sept. 30-Oct. 2 in Richmond SPEAKERS.. . O Q < z o gc > Gov. Charles S. Robb George Latimer Guy Friddell V i r g i n i a s G o v . C h a r l e s S. R o b b wil speak at the Opening Session of the 79th Annuai VML Conference Monday, Oct. 1, Gov. Robb is a Democrat born in Arizona but educated at two Virginia schools. He is a graduate of Mount Vernon High School in Fairfax County and the University of Virginia Law School While serving as lieutenant governor, Robb was vice chairman of the Local Government Advisory Council. Currently, he is chairman of the Southern Governors' Association and the Democratic Governors' Association. He is a member of the National Governors' Association and is on the executive committee of the Southern Growth Policies Board. He is a member of the Southern Regional Education Board and is the incoming president of the Education Commission of the States. During the 1984 session of the Virginia General Assembly, Gov. Robb proposed a merit pay/master teacher program for Virginia. The assembly appropriated $500,000 that will go to local school divisions to develop merit pay programs this fall. Also, the governor's master teacher program will be tested in Varina this fall. Robb has also s u p p o r t e d activities to clean-up the Chesapeake Bay. He proposed in his 1984-85 biennium budget $6 million to fund the C h e s a p e a k e Bay Initiatives resulting in the assembly funding a total of $13.3 million for clean-up activities. Robb has also been involved in coordinating management of bay issues on a multi-state level. Friddell, who has won numerous awards for his coverage of government and politics, has been cited as "the journalists most guoted by other journalists." He is the author of eight books, five about Virginia. His best known book, "What Is It About Virginia?," earned him a resolution of commendation from the General Assembly and is in its sixth printing. In 1978 when Friddell won the George Mason Award for Distinguished Service to Journalism, his work was said to have become "part of the fabric of the Old Dominion through his love affair with the state and its people." Friddell is a graduate of the University of R i c h m o n d and the C o l u m b i a University Graduate School of Journalism. He began working for the Richmond News Leader in 1951 covering state government and politics. He has covered every national political convention since 1952, and in 1959 he won the National Headliner Award for his coverage of former Soviet Premier Nikita Khrushchev's tour of the United States. For years he wrote a weekly column, "Off the Record," and broadcast a nightly radio commentary of the same name. In 1963 he went with the Norfolk Virginian Pilot and is the former editorial page editor of that paper. PROGRAMS.. . VML is planning a number of programs that will be informative and helpful to local officials and administrators attending the conference. Among the tentative subjects for programs are Virginia's new Water and Sewer Assistance Authority, municipal government and the press, the Virginia Innovation Group, economic development, legislation impacting local governments, time management, deinstitutionalization, highway and transit funding, education funding, computers in t o w n s , b u d g e t i n g , and town/country relations. More topics may still be added as planning continues. vations in the field of local government. Approximately 30 exhibits are being planned that you won't want to miss. In addition, the Opening Reception will be held in the exhibit and adjacent area Sunday, and continental breakfast will be available in the exhibit area Monday and Tuesday. EXHIBITS . . . You will have several opportunities to visit the exhibit area and view the latest inno- George Latimer, president of the National League of Cities and mayor of St. Paul, MN, will speak Tuesday, Oct. 2, during the VML Conference Luncheon, a new event added to the conference this year. Latimer has served four consecutive terms as mayor of Saint Paul. Since his election as mayor of Saint Paul, Latimer has successfully s t r e a m l i n e d the city's g o v e r n m e n t merging four separate units into a unified department of planning and economic development. His efforts have fostered a climate of economic development in the city which has led to a record number of new construction starts and record increases in housing and commercial rehabilitation loans. Be there to hear him speak at 12 noon, Tuesday, Oct. 2. Guy Friddell, columnist for the Virginian Pilot-Ledger Star, will speak at the annual banguetto be held Tuesday evening, Oct. 2. SPECIAL ACTIVITIES . . . This year, the conference will open with a golf tournament and barbecue sponsored by Browning Ferris Industries Inc. The tournament will feature prizes, beverages on the course and barbecue after the game. Following this exciting start will be a reception Sunday evening at the John Marshall Hotel. Monday will be Host Locality Night and Tuesday will feature George Latimer at the Conference Luncheon, the business session with the election of new officers and the adoption of the VML Policy Statement and 1985 Legislative Program. The Virginia Section, ICMA wil! hold a luncheon Monday as will Women in Local Government. Tuesday morning will feature a Prayer Breakfast, and Tuesday evening the conference will conclude with a reception and the Annual Banquet including the presentation of the 1984 VML Achievement Awards. WHAT TO DO . . . Fill out and send in your registration form today (opposite page). �— n I 1984 VIRGINIA MUNICIPAL LEAGUE ANNUAL CONFERENCE REGISTRATION FORM NAME TITLE LOCALITY/AGENCY/FIRM ADDRESS CITY STATE Spouse Attending? YES ZIP NO First Name of Spouse (if attending) Guest Attending? YES NO Name(s) Please circle appropriate registration amount: PACKAGE REGISTRATION—includes activities for Sunday, Monday and Tuesday except ticketed functions listed below MEMBER 100.00 NON-MEMBER 110.00 GUEST OR SPOUSE 40.00* SUNDAY ONLY—includes all activities except ticketed functions listed below 25.00 35.00 15.00* MONDAY ONLY—includes all activities except ticketed functions listed below 40.00 50.00 15.00* TUESDAY ONLY—includes all activities except ticketed functions listed below 55.00 65.00 25.00* >- TICKETED EVENTS ICIVIA Luncheon (IVIonday) WILG Luncheon (IVIonday) Prayer Breakfast (Tuesday) o 13.00 13.00 8.00 *Some guest activities may require an additional fee. TOTAL CIRCLED AND ENCLOSED $ AMOUNT TO BILL $ Q < < z (3 DC (Return completed form to Virginia Municipal League, P.O. Box 753, Richmond, Virginia 23206) > 9 �The Rural Virginia Development Foundation By Berkwood M. Farmer and Patricia A. Schwartz Economic conditions in rural Virginia tiave been the source of increasing concern for a number of years among many members of the public and private sectors. Population flowing into rural areas is increasing the proportion of non-farm employment and permanently altering the composition of rural society in some areas. Demand for health and welfare services increases simultaneously with the attractiveness of the countryside as a retirement haven for the elderly, and permanent residents and newcomers compete for limited public services. At the same time, dire economic conditions manifested by instability of farm incomes, unemployment, excess plant capacity and sluggish investment plague many rural c o m m u n i t i e s in Virginia. O D Z < z o o cc > 10 T h e s e and o t h e r o n - g o i n g rural changes in social, political and economic forces have been closely observed by the Governor's Council on Rural Development and Capacity Building during the past few years. As a result of recommendations from an extensive study conducted by this council, a legislative subcommittee formed in 1983 to give further study to the needs of rural areas. This legislative subcommittee, chaired by Sen. Elmo G. Cross Jr. (D-4th District), conducted a thorough study of the need for a rural Virginia development foundation and eventually drafted legislation to create such. The newly created Rural Virginia Development Foundation will be one force behind the needed shift in rural economic development policy in the com- monwealth. The foundation exemplifies a unique private/public partnership that will focus attention and resources on business developments in rural Virginia. Its general purpose is to improve the quality of life and promote the general welfare of the commonwealth through a targeted economic development program for rural communities and small towns of Virginia. The foundation will provide a system of unique and innovative financing for business starts based on the underlying premise that entrepreneurs with sound business ideas may not have sufficient start-up funds. The general purpose of the foundation recognizes the following: - Basic education, manpower training and career and vocational education are critical building blocks of economic development; - Access to capital is a vital requisite of a thriving, free-enterprise economy; - Private enterprise and initiative should be aided rather than supplanted as a basis for development; - Economic development must be supported locally and be in harmony with local ideas and values; - Development must be fostered from within an area and based on local talents and resources; - Information and ideas must flow in both directions between local areas and government institutions; - A bottom-up approach to economic development will allow the initiative for new types of businesses to occur at the local level. One of the key philosophies of the foundation is to assist in development of businesses that are compatible with a given area's resources and with the needs and desires of local people and local officials. Some expected benefits to the community will be increased emp l o y m e n t , r e d u c t i o n in u n d e r employment, increased farm family incomes, an expanded tax base for rural counties and an aid to the preservation of farmland. It is assumed that more people will stay on the farm if total farm family incomes can be increased. This non-profit foundation will be administered by a 17-member board of directors soon to be appointed by the governor. Board membership will represent business, finance, education and government, both local and state. Board members will arrange themselves into three major standing committees which will constitute the basic structure of and provide leadership for the foundation's three principal objectives. The economic development committee (EDC) will be responsible for creating access to sufficient operating and debt capital for small businesses in rural Virginia and for targeting investments toward agricultural and natural resource related businesses. The overall role of the EDC will be to identify and encourage expansion of value-added production activities in rural Virginia, primarily through provision of venture capital and other types of financial and technical support for small businesses. This role will Involve the development of business enterprises based on new �products, new markets and new uses for existing products. T h e feasibility of replacing outside sources of raw materials and consumer goods with local sources will be given every consideration. A major function of the E D C will be to establish a for-profit venture capital corporation ( V E D C O R P ) to carry out this objective. This financial corporation will provide l o a n s , e n g a g e in equity financing and guarantee loans to firms in rural areas of the state. Special emphasis will be placed on providing support to new entrepreneurs and small business ventures, although the needs of established firms desihng to expand will not be ignored. In the area of equity financing, the venture capital corporation will be the means whereby private venture capitalists and local people can obtain stock in the corporation for investments. In turn, the corporation will make investments in new businesses. In essence, the corporation will initially own stock in busin e s s e s . A working philosophy of the venture capital corporation is to remove itself from part ownership a s soon a s the b u s i n e s s b e c o m e s fully operational from a profit point of view. Thus, the corporation would sell its original stock leaving the business to be privately owned and operated. Opportunities will be available for local governments to enter into financial arrangements with the corporation and/orthe foundation for targeted economic development a c tivities within a local government jurisdiction. In addition to providing financial assistance, V E D C O R P , with guidance from the foundation, will assist businesses by providing financial planning, general planning and various types of management expertise. The Virginia-type peanut is often called the "Cadillac of peanuts." Peanut production and manufacture is large industry in Virginia. The state ranked fifth in peanut production in the U.S. in 1981 netting $91 million. T h e Human Capital Development Committee (HCDC) will be responsible for pursuing programs that ensure the delivery of coordinated leadership and manpower training activities and efforts. Efforts of this committee will include identifying and training entrepreneurs and upgrading labor and management skills needed to serve future economic needs of public and private sectors. nological changes that generate products and services which can be produced by rural enterphses. T h e R C C will maintain close coordination with the Virginia Rural Development and C a pacity Building Council, state agencies, local governments, planning district c o m m i s s i o n s , Agribusiness Council, state and local chambers of commerce and other private organizations and groups. T h e committee will be aided by ad hoc task forces designed to identify problems, develop alternative approaches to their solution and generally serve in a "think-tank" capacity to deal with emerging needs of rural communities. Members of these "think-tanks" will be individuals who are, through experience, academic training or self-study, committed to examining new and creative approaches to economic change, community development and improved quality of life. Activities of the H C D C will be coordinated through the board of directors with the activities of the E D C and V E D C O R P . Training programs will be designed to provide specific skills and capabilities needed by new and expanding enterprises sponsored by V E D C O R P . Coordination with existing state and federal agencies will be emphasized, and the resources of colleges and universities, including community colleges, will be used. T h e Resources Coordinating Committee ( R C C ) will be responsible for identifying emerging needs and tech- T h e R C C will draw on volunteer groups and private agencies to gain insight into new approaches to problemsolving based on grassroot involvement. Extension programs, community colleges and other educational institutions may provide useful and practical applications of knowledge. Emerging technology for new rural b u s i n e s s e s and industries can be identified and production schemes established. This economic-educational link will serve to enhance the economic and social interests of rural areas. In addition, this committee will collect. collate, evaluate, project and disseminate information and ideas through its task forces. It will share ideas and information with various agencies of federal, state and local governments with the intent to give life and energy to innov a t i v e i d e a s and apply knowledge gained from experimental efforts. The Survey The legislative subcommittee studying establishment of the Rural Virginia Development Foundation wanted to obtain opinions and ideas from the people in Virginia to ensure the foundation's success. In order to obtain this input, a survey and a brochure describing the proposed purpose and objectives of the foundation were mailed to 466 persons throughout Virginia in August 1983. Forty-three percent of those sampled responded to the survey. This response rate is significantly greater than usually experienced with mail surveys. Of the respondents, 57 percent were in private employment and 43 percent were in the public sector. R e s p o n d e n t s to the 1983 s u r v e y overwhelmingly indicated a need for new businesses/industries in their areas. Analyzed on a regional basis, the percentage of respondents indicating a positive need for new business ranged from 94 percent for Southside respondents to 100 percent for respondents from northern and eastern regions. T h e data were analyzed further to determine the types of businesses preferred in different regions. While response rates O Q O < o DC > 11 �o Q Z < z o h< z o DC > 12 varied among regions, the top two businesses mentioned were production of new products not currently manufactured in ttie area and further processing and marketing of agricultural products. A common statistical analysis tool w a s used to determine statistically significant differences among the regions with regard to preferred businesses. While there were some differences, statistically they were not great enough to d e c l a r e that different regions h a v e different preferences. Also, public and private sectors expressed no significant differences regarding preferred businesses. Table 1 provides a list of preferred businesses by region. One important purpose of the survey was to determine support for the basic objectives of the Rural Virginia Development Foundation. Overall, the survey respondents were in favor of the foundation's three basic objectives. Table 2 illustrates how respondents supported the objectives of the foundation. Also, the survey results indicate the two most important ingredients for future economic growth and development in rural Virginia are unique types of financing and more effective state leadership. In response to an open-ended question on how state government could best support economic growth and development, the majority indicated state financial assistance. T h e second strongest response w a s for more state leadership and the third w a s for technical assistance. Local government officials surveyed also indicated a strong desire to support the Rural Virginia Development Foundation. T h e majority of the surveyed supervisors and council members indicated a desire to invest in the found a t i o n . T h e f o u n d a t i o n will offer c o u n t i e s a n d t o w n s an a l t e r n a t i v e means of supporting and encouraging local development. Overall, survey respondents expressed a fairly united front regarding the foundation. They overwhelming a c knowledged the need for the foundation and also agreed on the types of businesses they would prefer. T h e Virginia Municipal League has had input into the formation of the Rural Virginia Development Foundation through its E x ecutive Director R. Michael Amyx who serves on the Governor's Council on Rural Development and Capacity Building. Once the governor has appointed the foundation's board members, the first organizational meeting will be held. A s the foundation is organized, operational procedures and philosophies may be modified to a c c o m m o d a t e the best working procedures. T h e organizational meeting is expected to be held this fall and will be followed by an intensive in- Table 1 Preferred New Business in Virginia Preferred Businesses North Central East (Percent by Southwest Southside Region) The further processing and marketing of agricultural products 24 27 22 26 30 The further processing and marketing of forest products 8 19 17 23 22 The further processing and marketing of s e a food products 3 3 17 0 0 The production of new products not currently produced or manufactured in your area 41 25 28 28 30 New services not currently available in your area 24 26 16 23 18 Table 2 Respondents Favoring Objectives of the Rural Virginia Development Foundation Objectives North Central East (Percent by Southwest Southside Region) 1. Create access to sufficient operating and debt capital for small businesses in rural Virginia and target investments toward agricultural and natural resource related businesses 87 89 95 74 72 2. Pursue programs that ensure the delivery of coordinated leadership and manpower training activities and efforts 94 95 85 86 81 100 89 90 77 81 3. Identify emerging needs and technological changes that generate products and services which can be produced by rural enterprises About the formation campaign. A s the Rural Virginia D e v e l o p m e n t Foundation becomes a reality, it will fill the voids that currently exist in rural economic development efforts in the commonwealth. Authors Dr. Berkwood M, Farmer is chief economist in the Virginia Department of Agricuiture and Consumer Services and was instrumental in the design of the Rural Virginia Development Foundation. Patricia Schwartz is a staff economist in the same department. �Professional Directory Southern Engineering m &m mm^ mm P.O. Box 789 Bluefield. Virginia (703) 326-3931 Urban Planning Annexation Studies Landscape Architecture Development Planning Rates Planning System Studies Feasibility C H O D A T , R U B A C K & A S S O C I A T E S , INC THE HATHAWAY HOUSE 103CENTRALST P 0 BOX 749 WELLESLEY MASSACHUSETTS 02181 TELEPHONE(617) 237-5815 Studies Design Relaying Metering PUBLIC UTILITY tngmee'S & Consullanii S o u t h e r n E n g m e e n n g C o m p a n y of V i r g i n i a 1 8 0 0 P e a c h t r e e Street, N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 © SCS ENGINEERS 1800 Parkway Drive V ^ O \ - HAZARDOUS PUBLIC WASTE WORKS BALT. (301) 7 9 6 - 8 8 5 0 TELEX 87-487 ! 1 2 6 0 Royer B a c o n D n v , Reston V.iqima 2:=rj9t' i ^ 0 1 ) 4 / i 6:^0 Connett Fleming Austin Dfockenbrough and Associates Consulting Engineefs ENGINEERS AND PLANNERS NORFOLK FAIRFAX CIVIL • MLCHANICAL ELECTRICAL • PLANNING SURVEYING . iNDusm.Ai FACaniEs AMD enocsss DESIGN • HiGHifl/fl-rS . 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COMMUNITY OKVKLOPr^F.NT CONSULTING 4(K) Fast M a i n Street Richmond, Virginia 2.1219 r^unicipal Services M a n a g e r E N G I N E E R S • SURVEYORS • PLANNERS ' Tnilfic Rngini'iTin^ Signah/al; I'l.ANNING • LANO.SCAIM-. AKCHI I H C T D K F . KNCINKHRiNG IWoste I Systems Hanover. Maryland 2 1 0 7 6 BALDWIN ®GREG@ HARLAND BARTHOLOMEW & ASSOCIATES, INC. CORPORATION ARCHITECTS +ENGINEERS + P L A N N E R S Engineers • P l a n n e r s • Surveyors W a i c r , Wastewater, Solid W a s i e s , Soil,s& Foundations L a n d Development Site Plans Resideniial, C o m m e r c i a l & Industrial Subdivisions, R o a d . D a m s . Airpon.s 1933 Fort Ave. Lynchburg, VA 24501 (804)847-7796 PARSONS BRiNCKERHOFF Since ms 8200 Greensboro Drive McLean. VA 22102 703-442-7700 M!nZ'" construction • 11 Koger Managan Executive One Penn New York, NY 10119 Plaza 212-613-5000 37 offices worldwide BODIE, TAYLOR AND PURYEAR, INC. CONSULTING ENGINEERS R. S T t : , - \ R T R O V E R & A S S O f T . A T E S . 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Virginia22091 703/620-5200 I / bionetics / , ANALYTICAL • • • t LABORATORIES HAZARDOUS WASTE ANALYSES SOLID WASTE CHAHACTERIZATION CD > INDUSTRIAL DISCHARGE SAMPLING ANALYSIS STATE CERTIFIED BACTERIOLOGICAL ANALYSES 13 �OBRIENGGERE Consulting E n g i n e e r s GERAGHTY & M I L L E R , INC. Environmental L a b o r a t o r i e s Industrial and Municipal E N G I N E E R S . INC. 1 5 3 1 Nortti Mam S t r e e t Syracuse, NY (315) 451-4700 MA W E S T S T R E E T , A N N A P O U S , MD 21401 (301) 268-7730 S Y O S S E T , NY BATON ROUGE TAMPA OLVER PALM B E A C H G A R D E N S DENVER INCORPORATED SANTURCE, PR Dames & Moore B l a c k s b u r g , Virginia 24060 Nine regional offices serving tfie Northeast, South, Mid-Atlantic and Midwest. 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VA 703-631 9 6 3 0 Sliver Spring. MD 301-439-0055 Leesburg.VA 703-777-1258 1—lenningson, Durham S, Richardson WATER SUPPLY WASTEWATER TOXIC AMD HAZARDOUS MATERIALS l«()4/237-2044) COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES HDR & DAVIS CONSULTING Architecture Alexandria and Engineering Norfolk, V A Planning and Systems O f f i c e s Nationwide w Wiley & Wilson I A r c h tecis Engneers Planners 2310 L a n g h o r n e R o a a P O Box 877 L y n c h b u r g , Virginia dmq to local, regional, a n d state g o v e r n m e n t s s i n c e 1 9 3 3 BRIDGES • HIGHWAYS • RAILROADS • RAIL ft BUS T R A N S h • AIRPORTS BRANCH O F F I C E S (703) 734-8970 DAVID M. GRIFFITH S p e c i a l i s t s in R e v e n u e E n h a n c e m e n t , Cost Allocation Plans and Computer S y s t e m s P.O. B O X 3 9 9 2 , Richmond, Virginia 2 3 2 3 5 Architects • Engineers • Planners CE (404) 462-0797 (803) 256-3590 AND ASSOCIATES, LTD. 1497 C h a m Bridge R o a d MaguJre, I n c . 5203 Leesburg Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 B u s i n e s s Park Dr., Virginia B e a c h , VA 23462 (804) 497-6304 MAGUIRE GROUP 1936 East Seventh Street P. O. Box 36624 Charlotte, North Carolina 28235 704-372-1885 3300 NE Expressway, Atlanta, GA 30341 1314 Lincoln Street, Columbia, S C 29201 Providing m a n a g e m e n t a s s i s t a n c e a n d consultant s e r v i c e s M c L e a n . Virginia 2 2 1 0 1 R A L P H WHITEHEAD t A S S O C I A T E S Consulting Engineers 24505-0877 (804) 528-1901 Public Administration Service THE Other ;-J(.-:iences Regional olflcgs: Providence. Rl: Alexandria. LA: Boston. MA: Clearwater. FL Cliarlotte. NC: Falls Church. VA: Florence. SC: Honolulu. HI: IWanchester. NH: New Britain. CT: Pittsburgh. PA: Phoenix. A2: Spartanburg. SC: Virginia Beach. VA: IWaltham. MA. Raleigh, N C 919/876-8042 R i c h m o n d , V A 804/323-1184 �Commentary By Charles Hartsoe and Ralph Hambrick Tourism: An Expanding Role for Localities T r a v e l and tourism have become critically important e l e m e n t s in the economy of both the nation and the commonwealth. Travelers spent over $3.6 billion in Virginia in 1983 with $2,195 billion of that accounted for by out-of-state visitors coming to Virginia, and $1,466 billion spent by Virginians traveling to Virginia destinations. T h e s e travel dollars produced $184 million In state and local taxes with 34 percent, or $ 6 3 million, collected by cities and counties. Travel dollars also directly generated more than 84,000 jobs in 1983 while 35,000 travel-related businesses were involved in serving the traveling public. T h e s e encouraging economic figures are likely to continue; the tourism industry has a bright future according to most experts. Some say tourism will become the nation's largest industry by the year 2000. Spreading affluence, changing social attitudes, more leisure time, more efficient transportation, a closer relationship between tourism and other leisure activities, and easier and quicker access to travel information will spur this growth. Government at all levels has a substantial role and responsibility in developing and promoting travel and tourism in Virginia. T h e federal government administers 18 national park locations in Virginia, in addition to two national forests, a national recreation area and eight national wildlife refuges. All contribute in a major way to Virginia's tourism economy. T h e state Division of Tourism exercises a catalytic role in promoting tourism and in stimulating involvement and cooperation between public and private sectors. In addition, the commonwealth operates 35 state parks, a s well as eight state forests and several wildlife areas and public fishing lakes. While federal and state involvement are important, the most direct responsibility for the quality of the traveling experience is at the local level, and it is at the local level that benefits most directly accrue from the effects of tourism. Williamsburg, Virginia Beach, Fredericksburg and Petersburg represent only a few of the localities with outstanding local initiatives in tourism development in Virginia. In some communities, more than one organization is often involved in promoting local tourism. Chambers of commerce, convention and tourist bur e a u s , t o u r i s m c o u n c i l s a n d local government tourism agencies can all become involved. The new excitement created in Norfolk by Waterside, the added tourist appeal in A l e x a n d r i a ' s Old T o w n , the expanding tourism potential of Richmond with its emerging Sixth Street Marketplace and the C e n t e r in the Square in Roanoke, are but a few examples of recent tourism development in downtown areas a s urban centers become more attractive for both domestic and international tourists. Community festivals and pageants are becoming a major vehicle for attracting tourists. Literally dozens of festivals are held annually in Virginia and the number is growing. T h e S h e n a n d o a h Apple B l o s s o m Festival in Winchester, the Virginia Highland Arts and Crafts Festival in Abingdon and the Old Time Fiddler's Convention in Galax are examples of the more established festivals that have strong tourist appeal. Harborfest in Norfolk, begun in 1979, enjoyed almost instant success in enhancing awareness of the city's rich historic heritage and traditions. T h e first celebration attracted 8,000 people, and in four years attendance has grown to 75,000 people. T h e festival which focuses on Danville's textile and tobacco industries has brought both national and international publicity to that city with television coverage from A B C , N B C and C B S . Economic benefits to Danville have included a sellout of hotel rooms within a 50-mile radius a s well a s substantial increases in restaurant and retail business trade. T h e succ e s s of this event prompted the city to budget $30,000 in promotional funds for the 1984 Harvest Jubilee. All communities will not wish to make tourism, in whatever form, atop priority, but the market is expanding for those that do. T h e role of local government is critically important; it can stimulate or virtually prevent the growth of tourism. A local government wishing to actively promote its locality a s a travel and tourism destination can do some or all of the following: • Adopt tourism development a s a formal goal of the community in its planning process. • Conduct research and analysis to determine the potential and best direction for tourism development. • Prepare a tourism development strategy based on public-private cooperation. • Manage planning and zoning in a way which enhances yet controls the development of tourist attractions, facilities, support services and the necessary infrastructure. • Develop appropriate travel information and signage. • Increase awareness of local residents of the role and importance of tourism and the hospitality it requires. • Work with the private sector in developing staff training opportunities for the tourism industry. • Develop and operate tourist attractions. • And, of course, conduct marketing and promotional activities. Although it is important for the state to continue its active role in attracting travelers to Virginia, local governments certainly should not sit back and wait for state initiatives. Tourism action is at the local level. About the Authors Charles Hartsoe is chairman of the Department of Recreation and Ralph Hambrick is director of the Center for Public Affairs. Both are at Virginia Commonwealth University. > O Q o CD > 15 �r Virginia Municipal Group Self Insurance Association A program designed to c o n t r o l your W o r k e r s ' C o m p e n s a t i o n C o s t s . $3.1 million in dividends returned For more information contact: Marf^arct A . N i c h o l s , A d m i n i s t r a t o r Virginia Municipal Group Self Insurance Association P . O . B o x 753 R i c h m o n d , V i r g i n i a 23206 ( 8 0 4 ) 649-8471 FINANCIAL AND JAMES M E R C E R & ASSOCIATES, INC. Consultants EXECUTIVE SEARCH to (404) 396-9060 • PRODUCTIVITY IMPROVEMENT • SEMINARS / TRAINING A T L A N T A , G E O R G I A 30356 P. O. B O X 8 8 8 6 5 6 R . W . BECK AND ASSOCIATES ENGINEERS A N D C O N S U L T A N T S o I- < Z CD DC > 16 40 Grove Street Wellesley, MA 02181 (617) 237-4870 Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 1510 E. Colonial Drive Orlando, FL 32803 (305) 896 4911 • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal Bonds • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED ' O . B O X 45 V l R C l . N I A B t A C H , V A 23458 804 422-1711 YARGER AND A S S O C I A T E S , INC. Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 600 Surveys Our 30th Year 2830 Mary Street Falls Church, V a . 22042 703/560-6900 CAMP D R E S S E R & M c K E E 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental planners, CONSULTANTS • Management . ORGANIZATION ANALYSIS • MANAGEMENT SYSTEMS o Q MANAGEMENT engineers, & management scientists, consultants CDM � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 8 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource August 1984 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198408 https://www.virginiaroom.org/digital/files/original/69/6467/198409.pdf 87cd55939d85fcd84ed07a0a7978b6bd PDF Text Text �We are a city located in the famous Shenandoah Valley, a thriving community of 100,000 surrounded by the Blue Ridge Mountains. A city three times acclaimed as an All America City . . . a city where good times and opportunity come together . . . a city which offers the ultimate in accommodations . . . a city which has some of the most succulent menus in western Virginia . . . a city planning to show you a good time . . . a city eager to be your host in September, 1985. Come to Roanoke, Virginia WE'RE WAITING TO SHOW V.M.L. A GOOD TIME o Q < O o cc > �When it comes to survival, there's safety in numbei^. The s a m e holds true for e c o n o m i c survival, w h e t h e r you're p r o t e c t i n g the assets of a city, county, t o w n , or local s c h o o l board. That's w h y the Virginia M u n i cipal League, t h r o u g h it's w h o l l y o w n e d C o r p o r a t i o n , Virginia M u n i c i p a l Underwriters, Inc. has developed a n e w c o m p r e h e n sive group insurance p r o g r a m . The program is designed exclusively for local g o v e r n m e n t s and their agencies w i t h i n t h e Commonwealth of Virginia. It offers a w i d e range of property, casualty, boiler and machinery coverages. Included a m o n g the casualty lines are: • Public Officials Liability Police Liability C o m p r e h e n s i v e General Liability Broad Form Errors & Omissions Personal Injury Liability Garage Liability All casualty lines are consolidated w i t h one carrier(Best's A-l-15 rated), providing insurer stability and eliminating potential coverage gaps. W h a t ' s more, w i t h so many coverages available, t h e program can be tailored to your individual needs and exposures. Group purchasing p o w e r a l s o results in e c o n o m i e s of scale. So there's a b o t t o m - l i n e benefit as well. Of course, all the fish in the sea can't eliminate risk completely. But if you're in d a n g e r of b e i n g s w a l l o w e d up b e c a u s e of rising costs, i n a d e q u a t e c o v e r a g e or poor service, the V i r g i n i a M u n i cipal Property Casualty Ins u r a n c e P r o g r a m can help. For further information, please contact: Margaret A. Nichols Administrator, Virginia Municipal Property Casualty Insurance Program P.O. Box 753 Richmond, Virginia 23206 (804) 649-8471 H O Q O o cc > �R O Y A . RICHMOND, VIRGfNIA W E S T M A Y O 23219 R GREETINGS: T h e C i t y o f R i c h m o n d is p r o u d to w e l c o m e y o u to t h e capital of V i r g i n i a ' s c o m m o n w e a l t h for the 1 984 V i r g i n i a Municipal League conference. Not only have we planned to o f f e r y o u t h e f i n e s t i n g r a c i o u s h o s p i t a l i t y d u r i n g y o u r s t a y , b u t w e a r e a l s o e a g e r to s h o w c a s e t h e e x c i t i n g d e v e l o p m e n t s t h a t are t r a n s f o r m i n g the capital city into a renaissance of excitement. W h i l e y o u are e n j o y i n g the c o r d i a l s u r r o u n d i n g s of d o w n t o w n R i c h m o n d , t a k e t h e o p p o r t u n i t y to e x p l o r e t h e b u s t l i n g a c t i v i t y t h a t is o c c u r r i n g to r e v i t a l i z e d o w n t o w n . Enjoy the s c i e n c e , a r t , and history museums which will s t i m u l a t e y o u r c u r i o s i t y and o f f e r f a s c i n a t i n g dimensions of the a r t , h e r i t a g e , and c u l t u r e of our m e t r o p o l i t a n community. Relive moments of Richmond's splendid past as y o u p r o m e n a d e t h r o u g h h i s t o r i c n e i g h b o r h o o d s a n d c o m m e r c i a l c e n t e r s , s u c h as J a c k s o n W a r d , C h u r c h H i l l , o r Shockoe Slip. T h e n , p e r c h y o u r s e l f on t h e o b s e r v a t i o n d e c k o f C i t y H a l l to g a z e a t s o m e s p e c t a c u l a r v i e w s o f the h e a r t of R i c h m o n d . As M a y o r of the C i t y of R i c h m o n d , I c o n s i d e r it a p r i v i l e g e to o f f e r y o u o u r m o s t c o r d i a l g r e e t i n g s . I am s u r e t h a t the 1 9 8 4 c o n f e r e n c e w i l l n o t o n l y be p r o d u c t i v e and w o r t h w h i l e , b u t will be the b e s t everl Sincerely; o Q z < z I < z (D eg > 4 Mayor �i/il Roy A . West, Mayor Claudctte Blacl< M c D a n i c I Andrew J . Gillespie, Vice Mayor W i l l i a m .1. L c i d i n i i e r 1984 Virginia Municipal League Conference Richmond A Legend in its Prime! C a r o l v n C . \\al<c Henry W . Richardson Geline B . Williams The City Council of The City of Richmond Welcomes the �Gontainer-Retrievec The SIDE EFFECTS? PLENTY OF THEM! They make Pak-Mor the best one-man system in the solid waste business. Flexible to your needs. One-man operation. With the machine doing all the work, the operator remains in the cab during the entire process, cutting time and costs. < Z Handles an assortment of containers. 6 With our retriever system, manual container positioning isn't needed. The machine does all the work for you. Built better to last longer. Pak-Mor's simple, rugged construction utilizes fewer working parts, which means fewer parts that can stop working. Z Solves » tough traffic problems Side-loading PakMors can move in and out of a tight situation without having to back up to or away from the container, thereby avoiding possible traffic problems. By simple adaptation, Pak-Mor's versatility allows it to handle a variety of containers. o > 4 I No manual positioning o I Send Pak-Mor details on your present containerization system. We'll work at adapting our retriever equipment to fit your needs. For more information on Pak-Mor, circle reader service no. Lifts up to 3000 pounds. More than enough for most applications. MANUFACTURING COMPANY ^^^^ ^^^^ J^^tfl^^ Pak-Mor Manufacturing Company/1123 S.I.E. Military Drive/P.O. Box 14147/San Antonio, TX 78214/(512)923-4317/Telex 76-7429 �Bankers aren't usually referred to as public servants. But with the experience these Central Fidelity bank­ ers have had in providing banking services toVirginia's local governments, the term seems appropriate. They are, from left to right: Richard Madden, Se­ nior Vice President; Lee Taylor, Investment Officer; Sue Bennett, Assistant Vice President, Public Finance; and Carroll Bruner, Senior Vice President, Cash Management. They'll provide you with tax anticipation, project and other financing as well as cash management, invest­ ment and related services tailored to your locality's needs. Call any member of the Central Fidelity team at (804) 782-4441. They'll work harder to serve you. Central Fldelltlj Banis v\ework harcler for yrn.L°' Member FDIC °CFB July 1984 ADV 105 PRINCE WILLIAM COUNTY WE'RE PROUD TO SERVE ALL OF VIRGINIA we invite you to visit our new Tourist Information Center at Tackett's Mill (1-95 Occoquan-Lake Ridge Exit) and learn more about Prince William County and all of Virginia. Stop to dine and shop. Visit our historic sites. Enjoy our cultural events and recreational facilities. TACKETr'S MILL Prince William Board of County Supervisors. 9250 Lee Avenue. Manassas. Virginia 22 I Io >­ t:: (.) 0 z z <( $'. 0 f­ <( z a: C) > 7 �One of many new commercial buildings approved by the Town for high-technology development. Plans provide for construction of three million square feet of floor space within five years. A Town well-planned. Picture of the Clubhouse of the Herndon Municipal Golf Course. Discover the benefits HERNDON VIRGINIA A community for citizens to enjoy. • A blend of the old . ikkS* » ( i ; < .4-1 . . . and the new in housing. A blend of heritage, pride and consciousness of the past linked with the progressive excitement and growth of the future. �Virsinia Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre S e p t e m b e r 1984 V o l u m e 19 VML President Charles A. Robinson J r . Officers Lawrence A. Davies S a m W. Adams Robert T . Williams Martha V. Pennino Executive Committee J a c k D. Edwards Sidney M. Oman William R. Hartz Raymond F. Ratcliffe E x e c u t i v e Director R. IVIichael Amyx On the Cover One of the most dramatic projects underway in downtown Richmond is construction of the Sixth Street IVIarketplace developed by renowned urban planner J a m e s Rouse. T h e glassencased promenade depicted on our cover will feature 100 pushcarts, kiosks, restaurants and shops. Artist rendering compliments of Riclimond Renaissance. VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Iron fronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1984 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 11 T h e R i c h e s of Richmond 12 Planning for Downtown Richmond 17 1984 VML Achievement Award Winners Number 9 L e e s b u r g / L o u d o u n - A n Innovative A p p r o a c h to A n n e x a t i o n . . .18 Suffolk - A Landfill Agreennent Incorporates Environnnental Protection. . .20 W i s e - B e a t i n g the O d d s . . . 2 2 B l a c k s b u r g - T h e C o m m u n i t y R e s o u r c e Officer P r o g r a m . . .24 N e w p o r t N e w s - Protecting the Public from H a z a r d o u s M a t e r i a l s . . .26 Newport N e w s - Employee A s s i s t a n c e : S a v i n g a Valuable R e s o u r c e . . .28 Norfolk - Revitalizing Norfolk's Neighborhoods. . .30 B l a c k s b u r g - W o r k i n g T o g e t h e r for B l a c k s b u r g ' s T r a n s i t . . .32 35 Minority Participation: A Priority In R i c h m o n d ' s Development 40 T h e President's Annual Report T h e Financial Statement. . .42 T h e V M L E x e c u t i v e Committee. . .44 V M L ' s Insurance Program. . .45 47 J L A R C Reports on Local Government 50 T h e Synergetic Environment of Downtown Richmond 57 Working Together: R i c h m o n d ' s Public and Private S e c t o r s Develop an Industrial Site 60 Richmond Promotes a Revolution in Tourism 66 Airport E x p a n s i o n , New Stadium Underscore Regional Cooperation O Q o < o > Graphic Design by Nancy Denton. �Virginia HiKhways and Transportation Department. InTheR)rties,TheySaidThis BriteWouldLastR)iie\«r. It!5l984?^dR)iieverJustArrived. MemhiT F D I C So if you're looking for Sovran Bank, N.A.Can Help You of financing this reconstruction is by issuing bonds. knowledge in infrastructure With Infrastructure Financing. Public officials all across Virginia are facing the same problem. Deteriorating bridges, water lines, sewer systems, and water treatment facilities built in the 40's and 50's now need to be replaced. For most local governments, the most practical way That's where Sovrans^ Bank can be of vital service. With our years of experience in bonds and public finance, we can help you structure the most advantageous bond issue. And we can help you sell it, either as a private placement or public underwriting. financing, call Lynn Ivey in our Public Finance Department at 804-788-2069. We'll bridge the gap between what you know you need and what you need to know. 50VRANBANK INVESTMENT BANKING GROUP �The Riches of Richmond Richmond. The second most livable city in the nation... a captivating blend of old and new . . . a city in celebration of itself. Richmond is revelling in its rebirth. By Jeanttemarie Markow Richmond. T h e second most livable city in the nation, according to U S A T o day. Virginia's capital, in the heart of the mid-Atlantic, is conveniently located two hours from Washington, D C , and even closer to Williamsburg. Richmond enjoys direct access to both nearby mountains and shorelines. Interstate highway systems, a major airport, rail and bus terminals make Richmond a s easy to get to a s the decision to come here. Nestled by the waters of the J a m e s River, Richmond offers something for everyone. Richmond is a striking panorama of office towers, theatres, museums and charming shopping and entertainment districts. A feeling of movement. Growth. Richmond is a captivating blend of old and new. Hotel facilities range from turnof-the century elegance to explosively contemporary. Civic c o m p l e x e s are centrally located, providing versatility for c o n f e r e n c e s , conventions and trade shows. Richmond has a highly skilled workforce, one of the lowest unemployment rates in the country for a city its size and an abundance of professional services available for virtually any need. Neighborhoods. They're beautiful, diverse, full service. They reflect the commitment of the local government to its people. Not only the center of state government, Richmond is the second leading corporate headquarters site in the South, home of the Fifth District Federal Reserve Bank and six "Fortune 500" companies. Glitter. In the span of a year, two international film projects used Richmond a s a primary location. Last year a major portion of the mini-series " K e n nedy" w a s shot in Richmond, and this past summer, an H B O movie called "Finnegan, Begin Again," starring Mary Tyler Moore, w a s shot in Richmond. Richmond is a city in celebration of itself. Seasonal festivals like June Jubilee draw tens of thousands to the inner city, and a host of dazzling cultural and entertainment opportunities breathe spirit into a 200-year old legend. "Such is the Way to the Stars" is translated from the official seal. And so it is. Among Richmond's stellar attractions is the space theatre, with the world's first computer graphics planetarium. Renaissance. Richmond is revelling in its rebirth. Creative redevelopment projects are changing the face of downtown Richmond. Ground has been broken for the spectacular $325 million J a m e s Center. On 8.2 acres of downtown property, the C S X Resources project will include five office towers, two high-rise condominiums, a hotel and retail sales space. Project One, a public/ private venture, is the centerpiece of downtown redevelopment and includes an office building, the Richmond Marriott, plans for a convention/exhibition hall complex, a second office building, retail sales space and the renovation of Blues Armory. Bridging the old and new and certainly one of the most dramatic projects of the city is development of the Sixth Street Marketplace. Developed by the renowned urban planner, J a m e s Rouse, the marketplace is scheduled to be completed in September 1985. Connecting the Richmond Coliseum with the city's retail core, the glassencased promenade will feature 100 k i o s k s , p u s h c a r t s , r e s t a u r a n t s and shops. T h e walkway will stretch to the lovely old Loew's Theatre which has undergone a $6 million renovation and is now the Virginia Center for the Performing Arts. Experience Richmond. It's something you won't want to miss. A legend in its prime. About the Author Jeannemarie Markow was media information specialist in tt)e city manager's office. She recently resigned to go into private busi- O Q < CD DC > 11 ��1 By Charles T. Peters Jr. Today, construction activity is underway e v e r y w i i e r e in downtown R i c h mond. A sense of excitement and optimism fills the air. Not only is the amount and scale of development increasing, but also a much greater diversity in types of private development is being seen. An important momentum is being established in downtown Richmond which if built upon properly can insure a healthy future for downtown and the city for many years to come. Recognizing this, the city and many private citizens supported development of a downtown plan. T h e clearly stated intent of these groups w a s to identify a strategy that links all the present and future private initiatives together by timely public action. Further, it w a s agreed that Richmond needs an agenda which establishes a sense of direction for downtown development and unifies all segments of the community in pursuing that agenda. T h e need exists to create a strong, diversified center for Richmond where people feel safe and secure, where they come for the finest shopping, entertainment and night life, a place sought after as a desirable place to live bringing a sense of pride to all residents of the area. T h e conditions are right for downtown Richmond to become one of the most attractive, healthiest center cities in the country. T h e Downtown Plan is intended to provide both the vision and the means for accomplishing these objectives. In July 1983, work began on development of a sound, practical plan. It w a s intended to be visionary, but not overly optimistic. In recognition of this intent, a planning process w a s designed which produced, one year later, a downtown plan representing a consensus of the community concerning its future. The technical work has been done primarily by the city's own planning staff who have an intimate knowledge not only of the growth dynamics of downtown, but also of the people whose job it will be to implement the plan. T h e work w a s guided and reviewed regularly by a team of national experts a s good a s could be put together anywhere. T h e prime consultants, Zuchelli, Hunter & Associates, economic planners out of Annapolis, UD, and Wallace, Roberts & Todd, urban designers out of Philadelphia, brought a wealth of state-of-the-art national experience to the process. J H K & Associates, transportation planners out of Alexandria, VA, provided specialized transportation expertise. Dominion Research Corp. of Richmond and Baltimore provided an extensive consumer survey which assured that the plan is grounded on factual a s s e s s m e n t of consumer preferences and that it prov i d e s the improvements desired by those who will patronize downtown. Input from the Downtown Advisory Group, which worked with the professional staff through the 12-month proc e s s of formulating the plan, w a s crucial. T h e 100 citizens of this group live in all parts of the metropolitan area and represent nearly every segment of the community. Committees of the group reflected an appropriate emphasis on the business community a s indicated by their areas of responsibility: commercial, residential, transportation and parking, amenities (arts, entertainment, tourism), public relations, implementation and finance. T h e committees proved to be a tremendously creative resource, subjecting the staff's recommendations to the most critical scrutiny while providing many innovative ideas of their own. Over the course of the past year the staff attended more than 100 meetings with various neighborhood, business and civic associations. In May, a summary of the Draft Downtown Plan w a s produced a s a four-page supplement in a local newspaper. A s a result of this unprecendented effort to involve and inform all segments of the community, we believe we have achieved the objectives established at the beginning of the process. T h e plan sets forth an agenda for private and public action for both the remainder of this decade and the century. It is an agenda that ensures market conditions will be established to increase the pace of downtown improvement to a greater level than in any other period in the city's history. It is also an agenda that the community understands and is willing to endorse. During the coming months, the Downtown Plan will be subjected to intense scrutiny by the city planning commission and city council a s the work of citizens, staff and consultants is considered for adoption a s official city policy. Those hundreds of us who have been involved during the past 12 months look forward to this fall when our work will culminate in adoption of the Downtown Plan, and with it the setting in motion of an agenda to ensure that Richmonders will very soon be proud to have one of the most appealing center cities in the country. About the Author Charles T. Peters Jr. is director of planning and community development for the city of Richmond, VA. > O Q I DC > 13 �A LONG T H E BANKS O F T H E POTOMAC IVER E I S U R E OPPORTUNITIES ABOUND t- WO J i M A , PENTAGON, ARLINGTON H O U S E AND C E M E T E R Y ^VALL EARBY DELIGHT I F T S O F HISTORY AND U R R E S I D E N T S AND W E L C O M E EWCOMERS. ARLINGTON You'll read us differently— A great place to visit; a better place to live. IME �This government official added a 410B to his fleet. Wliy did he choose it over the competitor? TRICE IS IMPORTANT SOISAGOOD HYDRAULIC SYSTEM: "We look for three things in a backhoe's hydraulic system;' says Peter Caldwell, general manager of the Bangor Water District in Bangor, Maine. "Speed, for when we're in a situation where production is important. Power for digging in frost and rock And,just as important-sensitivity. When we're digging around services that ore already in place, it is important for the operator to be able to feel if he snags a pipe or wire. The 41 OB stands up well against all three measures. I*. "The cob in the 41 OB is superior to anything I've seen. First, if s very easy to get in and out of. The curved glass allows for excellent visibility. And having the gauges laid out on the side makes it easy for the operator to check them regularly, whether he's operating the loader or the hoe. I also like the key locks for vandal protection. There ore no padlocks to lose... none to replace. We're all well-pleased with our 41 OB." To learn why more and more government bodies like the Bangor Water District are making the move to John Deere backhoes,stop by your local dealership. Look of the Series B machines - you'll quickly see many of the reasons. Then climb aboard and try one out. You'll know for sure. John Deere, Moline, Illinois. O 5 o (D 15 �DOMINION Dominion Bank's government specialists have more than the usual expertise. In service to local governments, Jim Kern, A l Mottesheard and Jim Thompson combine over 50 years of experience. Plus years of practical understanding. For instance, A l used to be Chief Deputy Treasurer of Virginia. And who coald better appreciate your problems than someone who's hsid them? For any type of assistance with Public Finance, Investments or Governmental Services, call the Dominion team. They're backed by the multi-billion dollar resources of one of Virginia's premier statewide banking organizations. Let us show you how accommodating a good bank can be. Member F D I C �1984 V M L ACHIEVEMENT AWARD WINNERS Cities/Counties Tovyns Effective Government Loudoun County Leesburg For their annexation accord which features a unique town/county relationship. Environmental Quality Suffolk For the city's landfill agreement which incorporates a unique environmental protection plan. Newport News I Public Safety Blacksburg Wise For Newport News' Hazmat Team, a leader in its field, and a tie between Blacksburg's Community Resource Officer Program, making strides without exorbitant costs or excessive personnel, and Wise, for its aggressive substance abuse program. Newport News Human Development For its Employee Assistance Program which serves to save a most valuable resource. Norfolk Community Development For its Occupancy Permit Program, successfully revitalizing the city's neighborhoods. o Q Transportation For Blacksburg Transit, a unique and successful venture in public transportation. Blacksburg *it < | O o DC 17 �Effective Government - Leesburg/Loudoun An Innovative Approach to Annexation While the traditional annexation process of adversarial litigation in Virginia has often resulted in ill feelings, the Leesburg/Loudoun County annexation accord concluded in 1983 inaugurated a new spirit of cooperation, trust and good will between the county and town. County and town transcended their differences and developed a cooperative, innovative solution to longstanding issues of growth, provision of governmental services and city transition, and in the process an alternative statutory structure for town/county relations was created. In the spring of 1982, Leesburg Town Council saw annexation as the only solution to a number of town problems. Leesburg, the county seat, saw rapid growth in Eastern Loudoun County coupled with the town's lack of direct control over planning decisions around Leesburg as factors that could diminish the town's important role in the county. Equally important was the town's desire to protect its water and sewer service areas. Leesburg's response to a decadelong town water shortage had been to construct a $7 million water plant on the Potomac River. The town already provided central water and sewer services to nearly 1,500 residents and some major businesses outside its corporate limits, but debt service on the new water plant and the planned $4.5 million upgrading of the town's sewage facility required a growing and expanding utility service market. To the town, annexation was the logical step. Also, there were other traditional justifications for annexation. In 1979, Loudoun County had adopted its Resource Management Plan as the policy document for the county's comprehensive plan. According to the plan, "if desired by local residents, a range of land uses, including employment, should be encouraged to locate within designated potential utility expansion areas of existing towns. The county should be prepared to work with the towns and villages to plan their environs for eventual annexation, particularly if the town is the source for sewer, water and other public services." Rumors of annexation compounded tensions as a citizen's committee appointed by the board of supervisors began preparation of the draft Leesburg Area Management Plan (LAMP). "A truly innovative approach to solving regional governmental problems with great benefits to both the county and the town." The size of Leesburg's annexation petition (9,800 acres) confirmed Loudoun's greatest concern, however, — that of the town's right to become a city. Despite assurances from the town to the contrary, the county was concerned that the additional tax base derived from annexation would provide the town the resources needed to successfully make the transition to city status. Even in early negotiations both sides saw resolution of this city transition issue as the essential first step in a successful annexation. As a town, Leesburg did not share the county's most expensive service burden—an elementary and secondary school system. To the town, growth meant more utility customers and an enhanced revenue base. To the county, it meant more school seats without many of the revenues derived from development in the unincorporated parts of the county. The county's interest, therefore, was to preserve the basic planning and density elements of the LAMP to ensure that Leesburg's growth would not outstrip the county's ability to deliver essential public services. Negotiators for both the county and the town met in 26 meetings in the spring and early summer of 1983 under the guidance of a mediator appointed by the Commission on Local Government. Just when a agreement seemed imminent, the spector of county immunity from city transition surfaced and threatened to destroy negotiations and months of progress. Total immunity, under Title 15.1, Chapter 21.2 of the state code, offered the county the prospect of turning Leesburg's temporary city renunciation into a defacto permanent renunciation. Total immunity would have allowed the county to have all of its territory declared immune after it reached a population density of 140 persons per square mile. The 72,000 population threshold for total immunity could be easily reached within the decade. Without a temporary moratorium on city transition as an integral part of the annexation agreement the county's future immunity rights could have accelerated Leesburg's interest in city transition, a prospect which neither government sought. The county was also concerned about possible incorporation of one of more of the planned communities in Eastern Loudoun which could later make the transition to a city, and the town was concerned that the county could become a city and under Virginia law convert Leesburg to a township. The settlement reached is "without precedent in the nation," according to the Commission on Local Government. It provides for both Leesburg and Loudoun to renounce city transition for 25 years, or 10 years if the county elects city status first. In addition, if the county exercises its total immunity rights, the town is permitted to file a city transition petition. The last element of the city transition/immunity settlement is a fiveyear period beginning January 1, 2009 for the town to consider and take any city transition action. During this period, Loudoun agrees not to exercise its total immunity rights. The Commission on Local Government found the transition/immunity agreement has "the effect of preserving the current intergovernmental relationship between the town and county while protecting the political options of those localities in the future." Other issues were met with equal success and creativity. The town's utility service area was protected with an agreement to exclude central water or sewer systems from the LAMP area without agreement by both the town and county. An extremely important product of the negotiations are the Annexation Area Development Policies (AADPs). This document recognizes both the board of supervisors and the town council as partners in the responsibility to plan for and provide the full range of governmental services to the citizens who live and work in the annexation area. The policies balance the county's concern over Leesburg's ability to generate substantial residential growth with the town's reluctance to relinquish its formal planning and zoning authority over the new territory. The document contains detailed policies and land development principles for housing mix and density, land use, capital outlay needs, transportation, utilities and environmental protection within the annexation area. �Another important part of this story is the way in which the settlement was reached. Despite the complexities of the Issues neither side employed expensive consultants to prepare the numerous exhibits, reports and other documents Involved. These works were prepared exclusively by town and county staff. The I.eesburg/Loudoun annexation accord and the resultant legislation revolutionized annexation, city transition and county immunity procedures In Virginia. SB 219, titled "Voluntary Settlement of Annexation, Transition or Immunity Issues," was the culmination of legislative efforts by both governments to ensure that state law embraces all elements of the agreement. Although the new law Is simple and brief. Its Impact on Virginia annexations Is pervasive. It permits the permanent renunciation of city transition by a town, but not temporary renunciation. The act allows total flexibility in negotiations over county Immunity a n d city transition rights. In general, counties and towns are now permitted to settle annexation and related Issues in a manner totally consistent with local needs. The Issues of annexation, county/town cooperation and the sharing of resources and liabilities has been placed squarely on the shoulders of the elected officials. In fact, an annexation court no longer has authority to alter annexation agreements developed under the new law; It may only accept or reject them. In a d d i t i o n to t h e s t a t e w i d e Implications of the agreement, annexation produced local benefits as well. By eliminating the threat of city transition to the county's revenue base, Loudoun can actively promote Leesburg without concern that future city transition will remove the tax base the county helped to create. Expansion of the county government within Its county seat Is now assured, and a coordinated economic development effort Is now possible. COMPUTERIZE YOUR ACCOUNTING FUNCTIONS W I T H " T H E ADMINISTRATOR" Streamline your accounting and billing functions with the finest and most widely accepted governmental computer software and hardware. "The Administrator" system was written exclusiveli; for municipalities and operates on the IBM PC/XT computers. This system includes Utility Billing, Payroll, Budgetary Accounting and Tax Billing. Please come by Booth #27 and see a demonstration of the number one computer system sold to municipalities in Virginia and North Carolina. SDS Specialized Data Systems Inc. 130 Wind Chime Court Raleigh, North Carolina 27609 (919) 848-0338 Cy4 Progressive^wtiJt 18^^ Century Setting Leesburg is the county seat and the largest town in Northern Virginia's Loudoun County. Located in the rolling piedmont area, Leesburg is within minutes of Dulles International Airport and commuting distance of metropolitan Washington, D.C. The town of Leesburg offers: • A supportive business climate • A Downtown National Register Historic District • A great quality of life • A general aviation airport To learn more, call or write: The Town of Leesburg P.O. Box 88 Leesburg, Virginia 22075 (703) 777-2420 or 471-7640 (Metro) o Q < O e ^oWn^ Leesburg inWirgihia CD DC > 19 �Environmental Quality - Suffolk A Landfill Agreement Incorporates Environmental Protection In Southeastern Tidewater, localities are faced with shortages of land suitable for disposal sites, and paying to transport solid waste to distant sites is costly. The city of Suffolk's landfill, in particular, w a s experiencing problems and had been under constant review. City officials realized that soon another site would have to be found or considerable funds would have to be spent to bring the current landfill into compliance. At the same time, a critical energy problem exists at the Norfolk Naval Shipyard in Portsmouth and the Navy is considering alternative solutions to replacing its aging energy production facility. > H O Q < CD > 20 City officials in Suffolk and the members of the Southeastern Public Service Authority of Virginia ( S P S A ) solved these problems in a way that not only provides for the localities' direct need of solid waste disposal, but also considers current and future environmental risks and serves a s an energy source for the Naval Shipyard's use. In 1973, the cities of Chesapeake, Franklin, Norfolk, Portsmouth, Suffolk and Virginia Beach and the counties of Southampton and Isle of Wight formed S P S A to seek solutions to the already recognized problems. Studies directed by the Southeastern Virginia Planning District Commission identified disposal and energy problems, and the authority was given the responsibility to implement solutions recommended by the commission. A site for a regional landfill consisting of 350 a c r e s w a s located in Suffolk where land w a s plentiful and inexpensive a s well a s easily accessible to the other localities and the shipyard in Portsmouth. Suffolk city officials already seeking a solution to their own landfill problems were receptive to the siting, and a comprehensive agreement w a s signed between S P S A and Suffolk for use and support of a solid waste disposal system. Under the agreement, the city of Suffolk will be able to use the landfill at no cost, with the other participating localities paying a tipping fee of so much per ton adjusted annually in relation to the Consumer Price Index. In addition to the landfill, a regional refuse derived fuel processing plant will be located outside the city and several one-acre transfer sites will also be e s tablished. Solid waste collected in the region will be dumped at a convenient "An innovative approacli to providing an economic answer to solid waste disposal while holding in high regard the environmental concerns involved in a landfill." t r a n s f e r s t a t i o n . P r o c e s s a b l e solid waste will be transported to the processing plant where it will be converted into combustible solid waste and then into fuel to be sold, or used for steam generation, at the financial benefit of S P S A . Non-processable solid waste will be either separated at the point of collection or at a transfer station or removed from waste at the processing plant and transferred to the landfill for disposal. B e c a u s e the landfill site chosen is located adjacent to the Great Dismal S w a m p , Suffolk had many concerns about possible ground and s u r f a c e water contamination, and the agreement not only delineates the operating procedures for the landfill, but also addresses the issue of environmental protection liability. Within the liability section of the agreement, a unique form of environmental protection is proposed. Environmental insurance is required during the operation of the landfill, and provision is made for establishment of an environmental protection trust fund which will not only offer additional protection during operation of the landfill but also for 30 years after operation ceases. T h e trust fund will be established upon startup of the landfill's operations. S P S A initially will contribute $50,000 to the trust fund and then $5,000 annually for a s long a s operation continues. A trustee for the fund has been selected who will invest the funds in securities issued or guaranteed by the United States government, with the stipulation that no more than 25 percent of assets be invested in securities having a maturity date of more than two years. All member localities except Suffolk will contribute to the trust fund. Even though the landfill agreement requires that S P S A maintain an environmental protection insurance policy in the amount of $1,500,000 during the oper- ation of the landfill, the trust fund will be a v a i l a b l e to s a t i s f y any c l a i m s not covered by the insurance during the term of the landfill. Whereas insurance policies are subject to certain limitations and restrictions, the fund represents a form of flexible and unrestricted protection. , The trust fund will also provide protection for 30 years following termination of the landfill's operations. At the end of this period, the trustee will distribute all assets of the trust fund to the participating jurisdictions in the s a m e proportion a s the locality's tipping fees are to the total of all tipping fees collected during operation of the landfill. This provides a financial incentive for all jurisdictions using the system as well a s additional disincentives for the need to use the fund. Through the cooperation and agreement of all parties involved, S P S A has devised a plan of action which solves regional problems of solid waste disposal in an energy efficient way, while at the same time providing protection for the environment for many y e a r s to come. 1^ �TheNewKiil Onllie Block w h e n it comes to financing your public works projects, U n i t e d Virginia Bank is more like an old friend. O u r Public Finance and B o n d Departments have been developing innovative financing for many years, helping communities grow and prosper. Whether it's Water Projects, Sewer Projects, or Revenue Anticipation, you can count on Public Finance Specialist Jack Stevenson to help meet your funding needs. W h e n important community projects are involved, it's nice to know you have a friend. If you'd like to set up a meeting or would like more information, call Jack at (804) 782-5586. United Virginia Bank �Public Safety - Wise Beating the Odds The problem of handling substance abuse has become a major task for many localities across the nation. The alarming increase of substance abuse by youth adds to the urgency of this problem. In 1980, when Ronald D. Dixon assumed the position of chief of police for the town of Wise, he recognized the threat of increased drug abuse by the youth of the community and squarely faced it. Dixon was aware of the pressures and realities of today's youth. He was also aware that these same young people are more often than not unequipped with the knowledge necessary to properly cope or to make rational choices concerning drug use. Statistics told Dixon than 50 percent of all school age children can be expected to experiment with drugs. The chief and his entire force took it upon themselves to beat those odds. This commitment resulted in the ini-, tiation of a two-fold comprehensive drug program in 1980. The program concentrates on educational awareness and on upgrading law enforcement strategies. Chief Dixon saw the need for a "straight talk" educational program designed for presentation to all age groups. In addition, close review of the exorbitant costs associated with law enforcement and rehabilitation efforts convinced him that greater attention should be focused on preventative measures such as an awareness campaign. The first task in designing the campaign was to define both desirable and realistic objectives. o Q < o o DC > 22 The following were set as the program's objectives; • Improving the level of trust and communication between the police department and town citizens. • Enlightening and educating people about the realities and consequences of drug use so that misconceptions are dispelled and individuals are enabled to make sound personal choices about drug use. • Changing attitudes and teaching new ways of thinking that result in respect for the body and mind and lead to avoidance of self-destructive, self-defeating behaviors. "A local Initiative clearly and energetically addressing a problem often left to national agencies." After setting the campaign objectives, the officers formed the basic precepts to provide the foundation for a good awareness program. A multidimensional program relying on various media to keep audience attention was desired, a personalized program with audience participation was deemed essential for internalization and retention of the message, and it was felt the program focus should be honest and straightforward. Sensationalized and moralistic presentations were ruled out as they were seen to discredit the speaker and prostitute the program. The speaker should never underestimate the audience which is often in a good position to critically evaluate the program based on personal, first-hand knowledge. Once properly prepared with a well researched information program, Dixon and his colleague Lt. Tony Bates set out to educate various societal groups. In speaking to elementary and junior high students, the officers rely on "show and tell" type techniques wherein drugs and paraphernalia actually confiscated are displayed for recognition purposes. The dangers of drug use are described in relatively simplistic terms, and an animated film is shown. Ample time is allotted for student discussion and involvement aftenwards. Printed materials consisting of cartoon booklets, posters and teacher's aids prepared specifically for instructive purposes are used. The officers spend a great deal of time with the youngsters in this age group as surveys reveal that drug experimentation and use begin at an increasingly younger age each year. In high school, college and youth group presentations, the officers rely on a mix of tempered appeal to both emotion and reason. Emphasis is placed on coping with the increasing pressures and tensions of society in a non-drug related manner. Because officers realize young people are both demanding and highly intelligent, presentations are based on rational objectivity and straight, hard talk. Newspaper and magazine articles, slide/tape presen- tations, films, discussions, printed reference materials and displays of drugs and paraphernalia are used to allow for a full sensory experience. In addition, case histories of youths caught abusing drugs and occasional testimonials by an ex-user are shared with the groups. Officers attempt to discredit the aura of adventure, fashionability and rebellion associated with drugs as well as the perception of drug use as a panacea. Drug use is emphasized as a weakness and a debilitating means of dependence in a youthful culture that is othenwise charactehstically committed to striving for independence. Public outreach programs designed to inform adult citizens and to heighten their concern about drug problems closely resemble presentations to youth-oriented groups. Because adults are generally the least informed about drugs, more attention is focused on identification of drugs and the physical and behavioral effects of their use. When speaking before parent-related groups, special emphasis is placed on recognizing the warning signs and symptoms of drug use and on the proper means for adults to deal with suspected or discovered abuses by their children. Occasionally, testimonials from an exuser are used to increase parental understanding of the various motivations for drug use. Of prime importance is stressing the need for open communication between parents and youths. The educational campaign has proven to be quite effective in terms of accomplishing the stated objectives. The success of the program rests on a collaborative effort among the various sectors of society including the police department, local government, schools and citizenry. Since 1980, Wise Police Department representatives have visited approximately 75 groups reaching more than 2,000 people. Wise has the only police department in a 42,836 person county to conduct such an extensive drug educational program. Numerous invitations have been received from groups within the locality, throughout the county and from neighboring counties. The programs have been warmly received, and the interest they have created is encouraging. The police department has received expressions of sincere gratitude from �parents who have contacted the department in an effort to seek individual counseling for children discovered to be experimenting with drugs. The department looks at this as most encouraging and as a step in the right direction toward dealing openly and constructively with drug problems. However, the officers consider the strongest indication of the program's success to be the letters of commitment from young children and adults to abstain from drug use. The Enforcement Program The basic objectives formed for upgrading the drug enforcement program were as follows: • Development of improved community relations stressing the need for public involvement in order to establish a citizen-backed informant network and support system. • Improvement of cooperation, coordination and communication between the department, state agencies and other local enforcement agencies in order to improve the quality of intelligence information. • Initiation of more aggressive, energetic drug and alcohol offender apprehension programs. • Training of officers in use of proper investigatory skills to develop better cases for prosecution. • Greater emphasis on curtailment of the supply of illegal substances by closer tracking of the sources of cultivation, production and distribution. As part of the awareness program, Chief Dixon and Lt. Bates stress the need for community involvement due to department budgetary and staffing limitations. Reliance on these longneglected and valuable resources has led to improved community relations, and Chief Dixon gratefully attributes many arrests to information contributed by citizens. In addition, instruction concerning effective investigation, apprehension and prosecution has led to a Come to more confident, motivated police force with an increased number of alcohol and drug related charges and an improved conviction rate. Dixon has worked to build an internal cohesion among the officers and regularly solicits their input about needed changes. Several marijuana crops have been confiscated and destroyed helping to crackdown on supply networks, and, lastly, a constructive, mutually beneficial relationship has been established with other police departments in the area and various state agencies are regularly consulted about developments. In developing and initiating the awareness and enforcement programs, the Wise Police Department has provided for a safer, healthier community as well as improved quality of life for the inhabitants of the town of Wise. Officers in the department take their oath "to protect and serve" very seriously, and while they realize there is still work to be done in eliminating substance abuse, the officers can hold their heads high and take pride in the fact that they are indeed "beating the odds!" Historic ABINGDON, VIRGINIA CHARTERED I 778 IN THE VIRGINIA HIGHLANDS One mile off L81—Exits 7-8-9 For a relaxing and enjoyable vacation • Sightseeing and Historical Touring • Boating • Fishing • Hunting HOME Golfing OF The Barter Theatre—The State Theatre of Virginia • May-Octoher Now celebrating its 50th Anniversary The Virginia Highlands Arts and Crafts Festival Annually July 28-August 12 �Public Safety - Blacksburg The Community Resource Officer Program o Q Z < z p o > 24 As governmental revenues dwindle or become static, local police departments will be required to reduce services, reduce personnel or both. The town of Blacksburg has made a conscious decision to do neither. Blacksburg has created a Community Resource Officer Program that is unique in many aspects and especially well suited for medium or small police departments with neither the personnel nor funds for an extensive venture into several specialty areas. A single police officer is assigned the job of community resource officer which combines into one position many specialty duties or duties thought to be an unattainable luxury. The community resource officer works in a public relations and crime prevention capacity. The officer gathers assistance from various members of the business, educational and citizen communities as well as from department members. His message is one of citizen law enforcement cooperation, and his aim is to totally involve citizens in their own deterrence of crime. The Blacksburg Police Department's Community Resource Officer Program has accomplished much in its first 18 months of existence. An Identi-child Program has been implemented and nearly 1,000 Blacksburg children fingerprinted. Several crime prevention programs have been initiated including merchant security seminars, bicycle registrations, home and apartment security surveys, operation identification (engraving personal property), and neighborhood and apartment watches. A public service jingle has been produced and aired on several local radio stations, the department has sponsored two community charity events and several bicycle safety clinics have been held. A recruitment brochure has been designed to advertise the advantages and uniqueness of the Blacksburg Police Department, and a Law Enforcement Explorer Post which introduces teenagers to the field of law enforcement has been established. The Identi-child Program was Implemented through the Community Resource Officer Program in October 1983. In just five months nearly 1,000 children in Blacksburg were fingerprinted free of charge. The program was "An extensive program benefiting the community and operated with limited funds and personnel." conducted with the assistance of local PTAs, the town recreation department, various local merchants and the police department's Explorer Post. Local merchants donated needed equipment for the program and volunteered many personnel to assist, and local media, newspapers and radio, advertised the program free of charge as a public service to the community. The wide exposure has been a public relations boost for the department. Merchant security seminars were organized and conducted by the community resource officer to make both merchants and employees aware of shoplifting techniques and deterrence strategies as well as how to spot and avoid receiving bad checks. Voluntary bicycle registration and safety programs have recorded more than 250 computerized entries in the department's files. The community resource officer has conducted home and apartment security surveys for interested citizens as well as provided security tips for residents who are going on vacation. Through operation identification, engravers were loaned to interested citizens to mark their property for later identification, and at least five neighborhood or apartment watch programs within the community have been organized by the community resource officer. These programs have not only served as crime prevention measures, but have also aided the police profile in the community. A major accomplishment of the Community Resource Officer Program has been the recording of the "We Care" jingle. The Arlington County Police Department provided the music track and the Virginia Tech Studio Singers donated their time and expertise in recording the catchy jingle which has become synonymous with the Blacksburg Police Department. The public service announcement helps the public become aware of services available to them. Eight police officers have been used to fill in the black space in the recording with announcements since the first jingle was recorded on Nov. 11, 1983. Five local radio stations have donated air time and play the jingle at regular intervals. The spots have enabled the community to get to know the police officers as well as promoted police morale. Through the coordination of the community resource officer, the department itself has become more involved in community affairs and has sponsored two recent charity events. On Christmas Day 1983, a police officer dressed in a Santa suit and riding in a police car visited indigent children with gifts. The gifts were made available through employee contributions from the department as well as through the cooperation of local merchants who sold the toys at cost. Also, during basketball season the Blacksburg Police Department played a charity basketball game against the Virginia Tech Police Department raising more than $400 for local charity. This was made possible through the cooperation of both police departments, Sigma Kappa Sorority at Virginia Tech, and the local board of education. Through the program the department has also recently developed a recruitment brochure designed to advertise the advantages of the Blacksburg Police Department. This brochure has been placed in local career counseling centers, at educational institutions and in local employment offices. It was developed in cooperation with the School of Business at Virginia Tech, and a marketing intern who was assigned to the police department for 10 weeks assisted in writing the text and in the design and layout of the brochure. Another major accomplishment of the Community Resource Officer Program during the past year, has been the establishment of a Law Enforcement Explorer Post. The post includes several active teenage uniform members who participate and assist in child fingerprinting, the ride-along program, traffic control, bicycle registration and special law enforcement seminars. The Explorer program has given young people a chance to look at law enforcement as a career as well as helped to provide many needed public services which could not have otherwise been accomplished. The Community Resource Program �has accomplished much for the town of Blacksburg as well as provided a morale boost for the department and increased the profile of its officers. It is a cost effective and personnel intensive program that has served as a good public relations conduit. Through its community involvement the police department has become more effective and better able to serve its community, and as the public becomes better informed about their police department, their cooperation and support increases dramatically. With limited resources, the department has made the community a partner in providing efficient and effective police services. TOWN DF WYTHEVILLE C O U N C I L - M A N A G E R FORM OF G O V E R N M E N T SINCE 1 9 2 4 .J4ul> ^ke Uir^inia of Soulkuje6t P. a. B O X 5 3 3 W/YTHEVILUE, VIRGINIA T E L E P H O N E Public Power Financing C O U N C I L M E M B E R S DR. E. C A R L TOWN S T A R K C. MAYOR T H O M A S A. J A M E S B R A L L E Y , R. H A Y D E N J R . T R E N T O N J R . A U S T I N , J R . G. MANAGER S U T H E R L A N D C R E W E , M A R Y J R . TREASURER M. TOWN H U D S O N , L. W A Y N E TOWN VICE-MAYOR . . . E xp e r ie n c e Innovation Commitment 24382 Z 2 B - 3 n i S H A R O N B O U R N E CLERK P. W A L L E R J R . Respect for Tradition First Boston THE FIRST B O S T O N CORPORATION Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 Racing Toward the Future > H O Q CITY OF MARTINSVILLE o < Z o DC > 25 �Public Safety - Newport News Protecting the Public from Hazardous Materials o Q Z < z § o o 26 The handling of hazardous materials has become an issue of concern worldwide. Three years ago, Newport News city officials recognized that hazardous materials were becoming an issue of critical concern for their locality also. Since that time, the city has created a hazardous materials response team (HazlVlat) that is not only highly skilled and cost effective, but that also has become a leader in the field of specialized emergency protection. As a port city, Newport News functions as a transportation hub. Radiating from the port are railroads and interstates over which car- and truck-loads of hazardous materials and wastes travel daily. In addition, Newport News Shipbuilding is the only company of its kind with capabilities to build nuclear aircraft carriers. Two nuclear carriers and five nuclear submarines are currently under construction. The city is also the home of the Army's transportation center, the Air Force Tactical Air Command and a nuclear-armed Naval Weapons Station. Surrounding Newport News are several key government sites including the National Aeronautics and Space Administration (NASA) and the designated location for a neutron accelerator laboratory. Thirty miles to the west of the city, within fallout range, is the Surry Nuclear Plant, and in neighboring Yorktown is a major refinery and a hazardous waste site occupying a place on the Environmental Protection Agency's (EPA) most dangerous list. In all, EPA identifies more than 80 locations of hazardous waste materials in the Newport News area. Daily traversing the area are three substances of major concern: nuclear, chemical and petroleum products. In 1981, the city's management grasped the challenge of creating an emergency protection system to respond to the extreme hazards permeating the community. The city proceeded despite a fiscally restrained economy that allowed no funding for specialized programs. A task force was formed to assess the special protection needs of the community and existing fire department resources. Within six months, the city had designed a specialized team drawn from existing fire department personnel and funded through the department's operating budget. Within another year. "An important project showing considerable innovation." the city's HazMat Team emerged with 5,400 hours of training and already instructing more than 30 Tidewater agencies in hazardous materials incident prevention. Conditions of fiscal restraint, of necessity, resulted in unique features being woven throughout the structuring of the HazMat Team and also added to the team's versatility. Fire department administration selected a core group for special training and later added 13 personnel to complete a 24-member team. The team located in a fire station central to the city covering the district in a normal firefighting/emergency function but also covering the entire city as the HazMat Team. The city successfully avoided more than $400,000 in annual personnel costs by using existing personnel rather than creating a separate team. Members of the team provide the city with an array of skills. All are crosstrained as certified firefighters and as emergency medical technicians, and all have expertise in electronics and/or communications. The team is augmented by two civilian advisors in the fields of health physics and marine chemistry, as well as two uniformed bomb technicians. It operates through the normal fire department chain of command, but also functions as a problem-solving task force designing the structure of the HazMat Team and monitoring its progress. A team coordinator serves as liaison between the team and fire department administration. In another cost-saving move, the HazMat Team uses vehicles assigned to their district for routine firef ighting and medical responses with specialized small equipment added for use during a hazardous materials response. The team's primary piece of equipment for hazardous materials response, however, is the HazMat vehicle. Custom designed to function with versatility, it serves as a heavy-rescue vehicle, a mobile communications center, a resource library and a medical response unit. The HazMat Team's training is centered around responses to incidents in- volving nuclear, chemical and petroleum substances and ranges from basic detection techniques to containment, disposal of debris and evacuation procedures. In addition, training is scheduled with industrial and other governmental groups whenever possible to cultivate working relationships, enhance the potential for joint responses and to avoid additional costs. As a result, $7,680 (56 percent) of the team's training expenses have been reimbursed or provided without charge since June 1982. The team participated in a dramatic training exercise in May 1983 in the Nevada desert. The five-day exercise simulated a nuclear-weaponed helicopter crash and provided an opportunity for a variety of local, state and federal agencies to determine effective integration of authority and response procedures under emergency conditions. A substantial additional benefit to the community has been the team's technical assistance and educational support to other agencies. Training by team members was initially provided on an as requested basis, but this soon developed into an ongoing demand. Most training is provided through the Tidewater Academy for Criminal Justice and the Tidewater Regional Fire Academy. Use of these avenues has enabled the team to reach more than 30 agencies throughout the state including law enforcement agencies, handlers and suppliers (such as the Virginia Port Authority) and various educational, medical and municipal groups. In October 1983, the Newport News Fire Department became part of a statewide committee to create a hazardous materials state-certified training program. The initial phase, called "First Responder to Hazardous Materials," was completed in January 1984 and was scheduled for implementation at the end of the fiscal year. As others continually seek the team's expertise, fire department administrators and city council members have found themselves drawn into an increasing leadership role in the field of hazardous materials. Council Member Mary Shenwood Holt and Fire Chief T. S. "Jack" Walls were invited to testify in July 1983 before a hearing of the National Transportation Safety Board. �Since then, city officials and fire administrators have been involved in a number of hearings and panel discussions on hazardous materials including those of the National Conference of State L e g i s l a t u r e s ' H a z a r d o u s Materials Workshop, the Hazardous Materials Advisory Council and the House Committee on Roads and Transportation. In less than three years, the city of Newport News has provided the community with a highly trained team capable of effective response to hazardous materials incidents. The program has a potential annual cost of $500,000, but actual annual costs have been keep at $47,527, less than one-tenth of potential costs. More important, the city has played a major role in educating other agencies and in shaping state level educational programs for use throughout Virginia. The city has developed its expertise to the point of critical interaction with state and federal agencies that shape the laws regulating the transportation of hazardous materials, agencies that are in a position to assist local governments throughout the country in developing effective responses to potential incidents. NEWPORT Virginia The city is committed to the continued development of successful partnerships among all levels of government and industry, recognizing the most effective response to the overall issue of hazardous materials is a partnership of shared responsibility. The Newport News HazMat Team is a reflection of city management leadership resulting in the city's rapid development as a leader in the field of specialized emergency protection as well as a force in the political arena to combat the occurrence of hazardous materials incidents. NEWS A n up and coming star in the Southeast providing municipal services in unique and innovative ways, in addition to a new and firm commitment for future growth and development o Q 725 CHURCH STREET 909 E. M a i n S t r e e t LYNCHBURG, VIRGINIA Richmond, Virginio 804-M6-3944 804-6431811 PUBLIC FINANCE SPECIALISTS ADVISORS IN TAX EXEMPT MUNICIPAL SECURITIES EDWARD I PtTTlGBEW JR PATRICIA A. COOPER I MCCARTHY DOWNS, III THOMAS W, ROBERTS JR SCOTT t STRINGFELLOW, INC. acqolr.d HORNER. BARKSDAIE > CO. July 2, 1984 < z CC > 27 �Human Development - Newport News Employee Assistance Saving a Valuable Resource > O Q < z o (5 > 28 Since implementing a totally performance oriented pay plan for city employees in 1980 wfiereby salary increases are granted only when an employee achieves and maintains a higher level of performance, the city of Newport News has recognized that many times an employee's personal or health problems affect performance or relationship to the job. In response to this, the city established an Employee Assistance Program which serves as a confidential diagnostic screening and referral service for employees whose lives are affected by a variety of "living" problems including alcoholism, drug abuse, emotional/mental health, family, financial, marital and life adjustment problems. The primary object of this program is to provide for the continued development of employees who have personal problems or illnesses by assisting them with resolving those problems before the condition renders them unemployable. The program further aims to relieve supervisors of the burden of attempting to delve into the personal problems of employees and to provide management with a constructive procedure for resolving unacceptable performance. The first step in establishing the program was to select a service provider that could offer confidential, professional and non-biased diagnostic screening and referral services at a reasonable cost. After meeting with several possible providers, the Hampton-Newport News Community Services Board was selected. The city and the Community Services Board worked closely together to develop an effective, detailed plan for the Newport News Employee Assistance Program. The first targeted exposure for the program was the training of supervisory personnel. The rationale for this was based on the premise that supervisors are the best source for early identification of employee problems. Often supervisors are aware of a problem but are uncertain of its source or of the course of action that should be taken. The supervisory training program was constructed to provide supervisors with the information and approach needed for them to serve as the link between the employee in need of assistance and the treatment and other intervention services available. In addition, it was crucial to the success of the program to ensure that supervisors gained and exhibited con- "A well planned and executed program benefiting both the employee and the employer." fidence in the program and that the program received appropriate support from them when presented to all other employees. To develop an effective supervisory training program addressing the specific needs and concerns of supervisors, a sun/ey of 42 randomly selected supervisors was conducted. The resulting fourhour training program was designed based on information gathered from the survey. The objectives of the training program were set as follows: • To review the psychological effects of drug and alcohol abuse Including their impact on alertness, attendance, productivity and safety. • To identify behavior indicators generally associated with alcoholism, drug abuse or other stress related problems. • To delineate management's role in motivating employees to seek assistance and ways to support employees in this process without supporting poor work performance. • To delineate the role of the Community Services Board in assisting employees to obtain help with their problems. With the training program in place more than 20 supervisory training sessions were conducted by the Community Services Board in November and December 1982 with more than 330 supervisors attending. Each supervisor in turn conducted orientation sessions for their subordinates, explaining the purpose of the program and particularly emphasizing the confidentiality of referrals. Also, many larger departments had staff meetings to encourage supen/isor/employee awareness and support of the program. In addition to gaining exposure for the program through training and staff meetings, brochures explaining the program were distributed to all current employees and an explanation of the program accompanied by a brochure was incorporated into the New Employee Orientation Program. Subsequently, periodic reminders were sent to all employees as inserts with their pay checks, and the program's coordinator made numerous on-site visits to job locations to further explain the program. To develop policies and procedures for the program, feedback from supervisors and top management was used. It was decided that three types of referrals would be available: self-referrals (by the employee), supervisory referrals (advised by the supervisor), and mandatory referrals (required in severe cases where the only alternative would be termination). Copies of the approved policies were distributed to each employee and incorporated into the city's Personnel-Administrative Manual which is provided to all top and middle management and is available to all employees. In addition, policies and procedures were reviewed and explained in various staff meetings, and use of the program was encouraged as a means of constructive, developmental action for employees. Initial feedback indicated that in the first year of operation, Jan. 1, 1983 through Dec. 31, 1983, the program was a great success. A total of 69 cases were opened by the employee assistance staff. These cases represented 84 city employees and their family members. Of the 69 cases opened, 62 were self-referrals, three were supervisory referrals and four were mandatory referrals. The fact that 90 percent of the referrals were self-referrals was very encouraging for Newport News officials. This indicated employee confidence in the program as well as a recognized need by employees for assistance and a willingness on their parts to develop into better, more productive individuals. The mandatory referrals were employees perilously close to being terminated. Documented evidence indicates that a minimum of two suicides were avoided and personal recovery resulted in employees again being productive on the job. In one case, an employee received a deserved promotion after receiving appropriate treatment. The services of the Community Services Board were offered on a trial basis at no cost for the first six months of program operation. Being pleased with the program and the impact it was having on the employees, the city extended a contract to the Community Sen/ices Board for the next full year of operation at a cost of $6.07 per employee. The cost is considered insignificant considering the results the city was realizing from a productivity �and employee development standpoint as well as from the impact the program was having on employee morale. Although specific dollar amounts have not been identified and in some cases could never be identified with a monetary value, considerable savings have been generated where the city is protecting its investment in human resource development and employees are now regularly on the job, have a better outlook on life, are fully productive and meeting established standards of performance. ALl-AMERIC* CITY CITY OF DANVILLE A N D ITS WATER, G A S AND ELECTRIC DEPARTMENTS DANVILLE'S MUNICIPALLY O W N E D UTILITIES HSMM TOTAL CONSULTING SERVICES Buildings Communications Energy Conservation Environmental Flood Control/ Storm Drainage Landscaping Rate Studies A R C H I T E C T S • Hazardous and Solid Waste Management ' Transportation ' Urban Development ' Utilities > Wastewater Treatment r 1 ' Water Treatment E N G I N E E R S P L A N N E R S P.O B O X 13446 ROANOKE, VIRGINIA 24034 (703) 3 4 3 - 6 9 7 1 O F F I C E S IN T H E T I D E W A T E R A N D NORTHERN VIRGINIA AREAS Best Wishes from your 1983 VML Host. �Community Development - Norfolk Revitalizing Norfolk's Neighborhoods o o o < CD CC > 30 The scenario of a decaying neighborhood is a familiar one. A good or even fashionable neighborhood begins to grow old. Residents move to the suburbs and are not replaced by others. Other old buildings are in need of repair. Abandoned or neglected buildings reflect on other properties making it unlikely that new buyers or tenants will move in. The money necessary to revitalize the neighborhood is not available from owners or banks, and the spiral of decay continues as more people move out and fewer repairs are made. This process and other pressures had caused the collapse of the traditionally "good" Park Place neighborhood in Norfolk. The residents of Colonial Place/ Riverview, which adjoins Park Place, were fearful that this urban blight would engulf their homes also. Several homeowners and the members of the civic league formally requested action from the city to help preserve their still sound neighborhood. After reviewing the problem, the city of Norfolk decided on an occupancy permit (OP) program to help restore confidence and vitality to the neighborhood. Norfolk's occupancy permit program is designed to rebuild the neighborhood through the efforts and funds of its residents. Any house or rental property which becomes vacant or is going to change hands must be inspected to ensure that it meets all city codes. If it passes inspection, the new owners or tenants can move into their home; if it does not pass, a temporary occupancy permit may be issued while repairs are in progress. If no repairs are done, no occupancy is allowed. Through the program owners are encouraged to upgrade their property or risk the loss of their investment. In addition, they can be assured that other owners will also maintain or upgrade their property. As more and more properties are improved, the pride and confidence in the neighborhood grow, and owners or potential owners are more willing to make improvements. Thus, the downward spiral is reversed. The basic nature of the OP program is one of mandatory compliance and enforcement instead of voluntary cooperation. This potentially may have posed problems. The real estate community could consider this a hindrance to their business. The minimum building code "An outstanding effort to restore deteriorating neighborhoods in a practical manner beneficial to the citizens and the city." was not always enough to restore a property and some codes have been evaded in the past. Inspectors might be expected to have a high burnout rate. To meet all potential problems successfully, the community had to be solidly behind the program, and sound planning and management were needed. To restore the decaying neighborhood it was felt that higher standards than posed in the minimum building code were needed. Using the state law for redevelopment projects in blighted areas as its authority, the city decided to set up a stronger code. Standards for the new code were drafted by a community coalition committee to insure community backing, and the results were adopted by city council. The stronger code includes compliance with city plumbing, mechanical, electrical, building, zoning, fire and environmental codes with higher standards than minimum in some areas. The ordinance was also designed to be unevadable. The Board of Realtors feared this new program would delay or impede sales and rentals, and city officials upon receiving the Realtor's complaints made a special effort to avoid delays yet achieve the purpose of revitalizing the community. The ordinance now has enjoyed Realtor support for the decade it has been in place. The next step in the process was to hire and train capable code inspectors who would have full knowledge of the applicable codes and the skill and tact to carryout this type of inspection. The city hired two building inspectors six months prior to initiation of the project so they could become fully acquainted with the codes and the program. Next was the effort to promote full citizen cooperation. Residents of the community would need to report changes in occupancy and help in handling complaints. The community coalition committee, which had initiated the process leading to the OP program and drafted the housing standards, volunteered to serve as a watchdog and liaison with the administrators of the program. Their participation helped defuse the early vocal opposition of some dissatisfied owners and has helped minimize complaints throughout the years. The final step prior to implementation was to inform everyone of the OP program. Lending institutions, the Board of Realtors and any citizen group having a vested interest were briefed, and letters were sent to each affected owner explaining the program. Thorough and sound preparation on the part of the city administrators in setting up the OP program led to its outstanding success. Within 12 months of the program's inception, 350 dwelling units were inspected, 270 were brought into full code compliance, 70 were in varying stages of rehabilitation and 10 had no violations. These rehabilitations included some major renovations which owners decided to make while the resi- "PROTECTED" MUNICIPAL S E L F I N S U R A N C E (TAILORED TO YOUR NEEDS) Y E A G E R and COMPANY, Inc. —Worker's Compensation —Liability —Group Health 115N. Pitt Street Alexandria, Va. 22313 (703) 548-1500 8100 Three Chopt Road Richmond, VA. 23288 (804) 285-8000 5116 Buckskin Lane Salem, Va. 24153 (703) 380-3000 �r dences were vacant and which went beyond the program requirements. Today, about 85 percent of the 1,841 dwelling units in Colonial Piace/Rlverview have been rehabilitated under the OP program through a private investment of some $11 million. Perhaps the most striking evidence of the amazing results is the rise in property value from a median value of $15,500 in 1970 to approximately $65,000 today. T h e s u c c e s s in C o l o n i a l P l a c e / Riverview led other neighborhoods to seek implementation of the OP program for themselves. Because of the high degree of civic cooperation necessary for success, the program is only made available to neighborhoods where a great deal of citizen support is evidenced. Beginning in 1978, three new neighborhoods were added to the program: Northern Park Place, Ghent and Lafayette/Winona. In Northern Park Place, 200 dwelling units were rehabilitated at a private cost of nearly $2 million which ameliorated some of the city's worst blighting influence. Ghent saw a private investment of some $4 million which led to rehabilitation of 42 percent of the 1,851 dwelling units in the neighborhood. In the final neighborhood added, Lafayette/ Winona, confidence has been restored in the community through a private investment of some $2 million to repair 277 properties. The occupancy permit program has proven to be a successful means of revitalizing a n d preserving Norfolk neighborhoods. The communities in which the OP program has been implemented have all seen a rise in confidence and pride in their neighborhood. In turn, these stronger more vital neighborhoods provide a sound basis for Norfolk's future progress. Norfolk salutes the Virginia Municipal League, Virginia's dedicated local government officials. ]Ne invite you to visit us now and to sample the art, culture and seafaring heritage that is so evident in our development. Hfe look forward to being the host of the 1986 V.M.L. Conference in our City. FOR SALE Pre-Owned elevated water storage tanks Turn-Key construction on your property. Completely renovated. Capacities available: 500,000 400,000 250,000 200,000 Gallons Gallons Gallons Gallons mANi:SHQTOI\l,ll\IC 150,000 Gallons 100,000 Gallons 75,000 Gallons Construction Division P.O. box 735 nnadison, nortli Carolina 27025 (919) 427-0289 o Q o o DC > 31 �Transportation - Blacksburg Working Together for Blacksburg's Transit >­ f0 0 z <( z � 0 f� z a: (!) > 32 The town of Blacksburg's new public transportation system, Blacksburg Transit (BT), is a functioning example of how local governments can successful­ ly design and operate programs in co­ operation with other levels of govern­ ment. Blacksburg, in cooperation with Virginia Polytechnic Institute and State University, has created a unique fixed route bus system which operates with­ out the use of local tax dollars in a time when other transit systems are facing cutbacks. BT has alleviated traffic con­ gestion and parking problems as well as opened avenues of communication be­ tween the university community and the townspeople. In February 1977, the Blacksburg Transit Study Committee with represen­ tatives from the town staff, Virginia Tech and the New River Valley Planning Dis­ trict Commission met to discuss transit options for the Blacksburg area. A tran­ sit technical study completed in January 1979 provided the basis for consider­ able debate and the ultimate implemen­ tation of a fixed route bus system. The system was conceived as a method of transporting students to and from apartment complexes and the campus. From the beginning a number of town council members and other citi­ zens seriously questioned the need for the transit system. They expressed concern about the benefit to the non­ university community and the use of local tax funds for what many con­ sidered a frill. Subsequently, council re­ jected the first grant award. At that time revenues would have been provided through individual fare payments. Soon a local citizen's group known as Blacksburg In The Eighties (BITE) joined forces with students to find a more acceptable transit funding for­ mula, and a mandatory student fee for transit was proposed. A second grant application was s u b m i t ted and accepted. The current system is virtually the same as that proposed in the technical study except that ridership is so large that the bus fleet has more than doubled. As BT celebrated its first year of operation in April 1984, its major prob­ lem was overcrowding. During peak hours the buses carry more than twice the seating capacity, and the use of articulated transit vehicles is under study. ''A creative project benefit­ ing the entire community." Late night and early morning services are also being considered as a means of providing a safe transportation option for those too intoxicated to drive. This proposal has received enthusiastic sup­ port from students, who as a major source of ridership are polled periodical­ ly. An additional route is also being con­ sidered to serve the community hospital and a major retirement center outside the town limits. It is hoped that this ser­ vice will promote a cooperative spirit between Blacksburg's young student population and its senior citizens. Currently, three fixed bus routes are in operation six days a week with service until 10 p.m., and 11 buses operate at peak hours. The routes serve major apartment housing locations and pass within four blocks of 85 percent of all town residents. The routes pass both major shopping centers and through the downtown area. The BT fleet consists of eight town-owned buses, six leased buses and two lift-equiped vans for handicap service. Blacksburg contracts with American Transit Corp. to provide an on-site tran­ sit manager and central office support in marketing, maintenance and opera­ tions. All other BT personnel are town employees. Most employees are students work­ ing part time. The student drivers take great pride in serving their peers and have proven to be a major public rela­ tions asset. By using only part-time drivers, the system minimizes person­ nel costs through lower fringe benefits and maximizes the number of students participating in the program. The key to the financial success of the system has been the contract between the town and Virginia Tech. Each aca­ demic quarter Tech pays Blacksburg the equivalent of $4 per student which the university collects through student fee payments. Students need only their valid student ID card to ride the bus. To fund the service, the town serves as a conduit for federal and state grants which cover 99 percent of the capital costs and approximately 36 percent of the annual operating costs. Since grants of this type are not available to univer­ sities, the town provides a means of acquiring a substantial revenue source. The town also manages the system, taking day-to-day responsibility for all phases of operations. Existing town personnel in general management, fi­ nance and vehicle maintenance assist in supporting the system. An 11-member Transit Advisory Committee reviews bus system policy and operating issues and advises the transit manager, town council and Vir­ ginia Tech. Six members are appointed by Virginia Tech and five by the town council. Students are active committee members. This is another effort to en­ sure community involvement and town­ university cooperation. Prior to implementing the system, the university was considering construction of additional parking lots. During the first month of operation the use of the prin­ cipal commuter lot dropped significantly and the need for parking lot expansion has decreased. The system has also relieved pressure on streets serving commuters. Therefore, future expendi­ tures by the university and the town for parking and street improvements have been curtailed. More importantly, the system is a functioning example of how university and town can work together to solve common problems. BT is a successful product of active citizen involvement and careful government planning and management. �Morning stretches over Hampton Roads. Miids Suffolk's rich and lakeaced land already stirring. All 'i.'JO square miles. In thriving industrial parks. I )looming farms, forests abuzz. And conference rooms ready Becaase across the country, xilhfinders are waking up to Suffolk. And Suffolk is rising according to plan. >t o Q o CD > 33 �Building A First Choice Community �Minority Participation: A Priority in Richmond's Development By Jeannemarie Markow Tremendous growth and redevelopment is occurring in the city of Richmond, and the city government is responding aggressively to insure that minorities are brought into the mainstream of this economic renaissance. The magnitude of economic development activity in Richmond is staggering, and it speaks to a new confidence investors have in the city and its leadership. Richmond has indeed come together. Blacks and whites, public and private sectors working in creative partnerships have created a favorable environment for investment. On April 23, 1984, an important episode in the history of Richmond took place. Ground w a s broken for the Sixth Street Marketplace, a $24 million glassenclosed shopping arcade to be constructed in the central retail core. T h e marketplace will bridge the north of Broad Street, an area that has suffered urban decline and an area with a high concentration of black businesses and residences, with the south of Broad Street, the city's traditional retail corridor. The bridge will provide more than a physical linkage with the various elements of downtown. It is symbolic of a new unity between blacks, whites, government and business. The Sixth Street Marketplace is being developed by urban planner J a m e s W. Rouse, responsible for a number of successful urban revitalization projects including Faneuil Hall in Boston, Harborplace in Baltimore and Waterside in Norfolk, VA. Richmond's effort to step-up the level of minority participation in the economics of the city and to give minorities a more than adequate chance of succeeding is unprecedented. On April 9, 1984, Richmond City Council approved a Minority Business and Tenant Opportunity Program that will recruit qualified minority entrepreneurs, train them, offer financial a s sistance and provide legal and technical s e r v i c e s and counseling before and after they go in business. Commitments from five Richmond banks, two universities and at least four law firms and six accounting firms will make all this pos- The glass promenade of the Sixth Street IVIarketplace will bridge the north and south sides of Broad Street. The marketplace, being developed by urban planner James Rouse, is a major part of Richmond's downtown redevelopment. (Sketch compliments of Richmond Renaissance.) sible. No other city has this type of program involving the extent of private participation a s the Richmond plan does. Private sector involvement is substantial and essential to the objective. Local banks have pledged $1.25 million a s a loan fund for businesses the developer would like a s tenants but which can't arrange financing. Four law firms have volunteered legal counseling. Business schools at Virginia Union University and at the University of Richmond will provide training in accounting, marketing, market and financial analysis, management, data processing and business law. This portion of the program will be financed with $150,000 in Community Development Block Grant money. The program Richmond has established is a model from which other communities can draw. Richmond has learned from prior experience that set asides and affirmative action plans are not enough. We must not only give minorities a chance to enter the economic mainstream, we must equip them with the technical, business and managerial competency to compete equally if they are to compete successfully. Richmond has taken the lead in recognizing this and in establishing an innovative plan of action and a commitment to make it work. About the Author Jeannemarie Markow was media information specialist In the city manager's office. She has resigned to go into private business. �^VG ©orTO DO ^oMETHiNft ABOUT THE RISIN6 COST OF MEMT PLANT..... ^ \T^S NOT TH5 AMOUNT Of S8WA66 THATfe CA06IN6 THE P?o6L6M^ IT^S ALL THE GROOND WATER THAT ^ A K e INTO 0£R 6EW6e PlPESj/ I/' 5\ OOR 6TON( ' ^ ^ v e OTTO FINP\J|STCA!?W6 O Q < o > 36 /// �THE STONE RANGER 16 OEDICATEP lb S0H/IN6 seweR PIPE pf?oBLg^As... 'SPlROtlTB FLEXIBLE PIPE PC€.SN>T LEAK ANP RE'ySTe? C0RR061ON F(3oK(\ PE<=)TROCTWE ELENVENT^- iF^toD \N<bTAU, SPWtoUTB R5UVETHVL6N6" ?\pe, VOU^LL SAVE NlONEV AT T H E -rREAT^AE^^T P L A N T itj V/e've tivEP ,^--1!^^ STOME A6E LC?N6>>S^^\^NC>(^<^H< .ePlROL\TE(f ' - ^ - - y ^ r X\*i "^E ANSWER: '^-^ - / 7i '//////////////J ' /'/A mm,. Gulf •SPIRAL eN6IN66RepS<^TeNl$ o Q z < o < Z o DC > 37 �T h e V M G S I A began offering workers' compensation insurance coverage on July I , 1980 w i t h 10 members. S i n c e that time it has grown to over 160 members w i t h $ 3 . 1 m i l l i o n in dividends returned to date. O u r exclusive organization is available only to political subdivisions i n the C o m m o n w e a l t h . T h i s year the program is allowing a 2 5 % up front reduction i n p r e m i u m — a n increase of 10% over last year. W e provide stable reinsurance, both specific and aggregate, to protect against catastrophic losses. For further information contact Margaret A . N i c h o l s , Administrator, V i r g i n i a M u n i c i p a l G r o u p S e l f Insurance Association, Post Office B o x 753, R i c h m o n d , V i r g i n i a 23206 ( 8 0 4 ) 6 4 9 - 8 4 7 1 . Consider the Virginia Municipal Group Self Insurance Association a state of the art alternative. Current membership includes: T o w n of Abingdon Albemarle County Board of Supervisors Albemarle County Service Authority Alexandria City School Board Town of AltaVista Amelia County Board of Supervisors Amelia County Public Schools Town of Appalachia Arlington County School Board Town of Ashland City of Bedford Touin of Berryville Town of Bluefield Botetourt County Board of Supervisors Town of Broadway Town of Buchanan Buckingham County Board of Supervisors Buckingham County School Board Town of Burkeville Campbell County Board of Supervisors Town of Cape Charles Caroline County School Board Town of Clarkesville Charlottesville-Albemarle County Airport Board Charlottesville-Albemarle County Joint Security Charlottesville Redevelopment and Housing Chesapeake School Board Clarke County Board of Supervisors Town of Cleveland Town of Colonial Beach City of Coi^ington Crater Detention Home Town of Crewe Cumberland County School Board Authority Cumberland Plateau Planning District Commission Town of Dayton Town of Dumfries Town of Edinburg City of Emporia Essex County Board of Supervisors Town of Exmore City of Fairfax City of Falls Church Toiun of Farmville ToiiJn of Fries City of Galax Gate City Sanitation Authority Town of Gate City Giles County Board of Supervisors Giles County School Board Goochland County Board of Supervisors Town of Gordonsville Grayson County Board of Supervisors Greensville County School Board Greensville County Water & Sewer Authority Greensville-Emporia Department of Social Services Town of Grottoes Halifax County Board of Supervisors Hampton Redevelopment & Housing Authority Highland County School Board City of Hopewell Town of Hurt Town of Irvington fames City County Board of Supervisors fames City Count;y Service Authority James City County Social Services James City County-Williamsburg City School Board Town of Kenbridge Town of Keysville Town of Kilmarnock King & Queen County Bo King & Queen County Sch King William County Bnar King William County Scho T o w n of LaCrosse Town of iMwrenceville Town of Leesburg Lord Fairfax Planning Dist Loudoun Count;y Fire & R Louisa County Town of Louisa T o w n of Lovettesville Town of Luray Manassas Park City Schoo City of Manassas Parii City of Martinsville Mathews County School B T o w n of McKenney Middle Peninsula Planning Middle Peninsula Regional Town of Middleburg Town of Mineral Montgomery County Board Montgomery County Schoo Town of Narrows Nelson County New Kent County Board q New Kent County Scaool I Newport News Redevelopm Norfolk Redevelopment & 1 Nortfiern Virginia Plar.ning Northern Virginia Transpor Northumberland County Northumberlarul Couvty Si City of Norton Nottoway County Board o Nottoway County School E Town of Pearisburg Peninsula Transportation L City of Portsmouth-CETA Portsmouth Redei^elofinent �r FIVE IS YOUR SATION COVERAGE? Board of Supervisors School Board 3oard of Supervisors khool Board District Commissiim & Rescue Association :hool . •A Board \ing District Commission inai Security Center ''oard of Supervisors chool Board ird of Supervisors ool Board lopment & Housing Authority : & Housing Authority ning District Commission isportation Commission ty Schools rd of Supervisors x)l Board an District Commission i T A Agency lent & Housing Authority Powhatan County School Board Prince Edward County School Board Prince George County Board of Supervisors Prince George County School Board Prince William County Park Authority Town of Pulaski Town of Purcellville Tovm of Qwintico City of Radford Rapidan Service Authority Rappahannock Rapidan Planning District Commission Rappahannock Social Services Department Town of Rich Creek Town of Ridgeway Town of Rocky Mount Rowanty Vocational Technical Center Town of Rural Retreat Russell County Board of Supervis(rrs Russell County C E T A Programs Shenandoah County Board of Supervisors Smyth County Board of Supervisors City of South Boston T o w n of South Hill Southeastern Virginia Planning District Commission Southwest Virginia Alcohol Safety Action Program Stafford County School Board Town of Stanley City of Stuart City of Suffolk Town of Tazewell Town of Timherville Town of iJrbanna Virginia Association of Counties Virginia Housing Development Authority Town of Vienna Town of Vinton Virginia Municipal League Warren County Board of Supervisors Town of Warrenton Town of Warsaw City of Waynesboro Town of Weber City T o w n of West Point West Point School Board Westmore/anii County Schools City of Winchester Town of Wytheville o Q Z < z Virginia Municipal Group Self Insurance Association o 39 �The President's Annual By Charles A . Robinson Jr. < o DC > It has been a privilege and a distinct honor to serve as your president during the past year. I have thoroughly enjoyed working with the Virginia Municipal League and with its membership throughout my 22 years as an elected official in Vienna. Virginia's system of local government enjoys a nationwide reputation for integrity and effectiveness. Most certainly, the work of the Virginia Municipal League has contributed very substantially to this proud achievement. With the improving economic climate, many Virginia localities are hopefully looking ahead toward restoration and upgrading of municipal services. I n this connection, it is heartening to read that a recent opinion poll sponsored by the Advisory Commission on Intergovernmental Relations discloses a public perception that local government delivers more services per tax dollar than either state or federal government. During the past year your league staff, consisting of 12 fulltime persons, has diligently worked to promote the interests of local government in the Virginia General Assembly and the U . S . Congress. The 1984 General Assembly enacted significant increases in secondary and elementary school aid and i n other i m portant state aid programs due in no small measure to the work of the league staff supported by the frequent personal appearances in Richmond of "back home" local government officials. The important J L A R C study. State Mandates on Local Government and Local Financial Resources, has emphasized the need for additional state funding increases and will be an important legislative "source book" for government during the next several years. The league has been on the "cutting edge" of improving public education in Virginia by its support of a one cent increase in �the sales tax, and w e hope that the foundation has now been laid to assure the future full funding of the state's share of the Standards of Quality cost. Our February 22 V M L Legislative Day afforded the 225 participants a first hand opportunity to play a leading role i n the successful outcome of perhaps the most important local government issue of the session — preserving the right of localities to negotiate telephone rates. Many other adverse bills which failed to pass also represent the successful efforts of the league. They i n cluded those on collective bargaining for public employees, restrichons on the use of local work forces, mandated teacher salary increases and amendments to annexation law. Some 600 bills and resolutions impacting local governments were identified by the league staff during the 1984 session. A number of issues before the U . S . Congress impacted Virginia localities this past year. The league helped us to achieve good results in Washington. Re-enactment of the federal general revenue sharing program was accomplished in late 1983. The V M L has also played a leadership role in continuing efforts to protect localities against antitrust liability. This legislation has now passed both the House and Senate in different forms, and w e are hoping for a favorable result from the joint conference committee. Since its inception four years ago, I have had the pleasure of serving as board chairman of the Virginia Municipal Group Self I n surance Association ( V M G S I A ) . O u r self-insured group workers' compensation program has achieved major cost savings and outstanding loss control services for participating localities. We have already returned about $3 million of premium refunds to our members. I n conjunction with Alexander & Alexander, the service company retained by V M G S I A , three procedural manuals on insurance matters were published this year for members of the program. Effective July 1 of this year, V M L and V M G S I A initiated a broad coverage group property and casualty insurance program for local governments i n Virginia. Throughout the year, our league staff has produced a number of publications to assist local government officials in performing their responsibilities. A comprehensive updated review of Virginia's conflict of interest laws has recently been published. The second edition of the H a n d book for Virginia Mayors and Councilmembers as well as the annual tax rate publication were issued in cooperation w i t h the staff at the Institute of Government at the University of Virginia. Also, a number of research reports related to specific issues have been produced by the league staff during the past year. The outstanding league periodicals — Virginia T o w n & City and League Letter — continue to provide a vital communications link for our membership. This year, as i n the past, our league staff has conducted n u merous meetings and training sessions covering a broad range of topics. The regional legislative meetings, n e w l y elected official seminars, town section meetings and risk control seminars have been well attended this year. A new series of elected official training sessions, called Cornerstone Seminars, has been developed jointly by the Institute of Government and the league. Negotiations continue w i t h several utilities to assure that V M L member localities pay fair rates for municipal electric and telephone service. During its 10-year history this vital service has produced major dollar savings to league members. I am also pleased to report that the V M L enjoys a very solid position as reflected in our financial statement that appears in this edition of Virginia T o w n & City. Under the guidance of your executive committee, the league is taking a hard look at its future. A building committee, under the chairmanship of Sam A d a m s , is examining the feasibility of the league acquiring a permanent headquarters building w h e n our present office lease expires i n June 1986. No decision has yet been made. Also, the executive committee has recently initiated a strategic planning process intended to evaluate and, if necessary, revise the league's structure and services to effectively serve your needs in the years ahead. I am most grateful to the league membership for its support during the past year and to the outstanding men and women w h o comprise the V M L Executive Committee. Their unselfish commitment to excellence and their deep understanding of local government have been major i n gredients in the success of league programs. A s we reflect on our 79th year of operation, the league has much to be proud of and is well prepared to serve the future needs of its members. �The Financial Statement Balance Sheet Year Ended June 30, 1984 (With Comparative Amounts for 1983) ASSETS Current Funds Unrestricted C a s h and temporary investments: Checking accounts Savings accounts and certificates Pooled master notes participation net of amounts due to related organizations Accounts receivable Advances to employees and others Interest receivable Prepaid expenses 1984 $ 4,695 205,594 1983 $ 1,156 202,615 37,700 41,514 14,190 2,105 13,666 12,700 3,734 4,042 $319,464 $224,247 $ 496 120,000 $ 41,146 $120,496 $109,511 Property and Equipment Fund Furniture and equipment Leasehold improvement Auto $ 48,489 3,179 9,490 $ 36,368 3,179 12,773 Accumulated depreciation $ 61,158 (15,547) $ 52,320 (15,772) $ 45,611 $ 36,548 TOTAL Current Funds Restricted C a s h and temporary investments: Checking accounts Pooled master notes participation Treasury note TOTAL TOTAL 68,365 LIABILITIES AND FUND BALANCES Current Funds Unrestricted Accounts payable Funds borrowed from pension plan Payroll taxes withheld from employees Dues and fees collected in advance Accrued compensated consolidated leave 1984 $ 10,283 8,655 980 5,187 19,806 Total Liabilities and Deferred Revenue o g O < z (ij £ 42 1983 — 3,823 1,239 7,689 13,607 $ 44,911 $ 26,358 $178,223 96,330 $107,446 90,443 $274,553 $197,889 TOTAL $319,464 $224,247 $120,496 $109,511 TOTAL $120,496 $109,511 $ $ F u n d balances: Designated for Building F u n d Undesignated, available for general activities Current Funds Restricted F u n d balance Property and Equipment Fund Installment loan payable, due June 1984 plus interest at 15.75% per annum, collateralized by auto F u n d balance $ TOTAL — 45,611 $ 45,611 3,446 33,102 $ 36,548 �r Statement of Revenue and Expenses and Changes in Fund Balances Year Ended June 30, 1984 Revenue: Membership dues Convention registration Convention exhibits Regional meeting Legislative Day Affiliate groups Interest Magazine League Letter Directories and reports sales Grants and special projects V M G S I A administration fee Support Miscellaneous Total Revenue Expenses: Employment compensation and benefits Convention Regional meetings "Travel Office supplies and postage Space and equipment rentals Leasehold and equipment repairs Dues and subscriptions National League of Cities dues Telephone Insurance Professional fees Legislative supplies Magazine publishing (except salaries) Conferences/workshops/seminars Executive committee Harold 1. Baumes Scholarship Retirement Consulting fees Depreciation Miscellaneous Total Expenses Excess of Revenue Over Expenses Other Changes in Fund Balance: Property and equipment acquisitions from Unrestricted Funds Payment on installment loan from Unrestricted Funds F u n d Balances at Beginning of Year F u n d Balances at E n d of Year Current Funds Unrestricted Restricted , $359,355 59,466 10,550 5,367 4,920 8,778 39,738 42,434 2,210 3,145 256 96,009 $ — Property and Equipment Fund Total All Funds $ — $359,355 59,466 10,550 5,367 4,920 8,778 50,613 42,434 2,210 3,145 256 96,009 46,864 811 10,875 438 46,864 373 $632,666 $ 58,112 $ — $690,778 $297,516 40,673 5,167 16,649 23,351 34,440 8,176 4,968 10,233 9,293 1,893 15,655 739 37,825 8,469 3,807 1,000 6,951 $ $ - $297,516 40,673 5,167 16,649 23,351 34,440 8,176 4,968 10,233 9,293 1,893 55,215 739 37,825 8,469 3,807 1,000 6,951 6,186 8,290 9,779 — 39,560 6,186 8,290 8,398 1,381 $535,203 $ 47,127 $ 8,290 $590,620 $ 97,463 $ 10,985 $ (8,290) $100,158 (17,353) 17,353 (3,446) 197,889 109,511 3,446 33,102 $120,496 $ 45,611 $274,553 Prepared by M c G L A D R E Y H E N D R I C K S O N & P U L L E N O Q < o DC > 43 �The V M L Executive Committee OFFICERS I. Charles A. Robinson J r . VML President Mayor, Vienna Lawrence A. Davies First Vice President Mayor, Fredericl<sburg Samuel W. Adams I Second Vice President Council Member, Emporia COMMITTEE M E M B E R S Robert T. Williams Third Vice President City Manager, Newport News Martha V. Pennino Fourth Vice President Board Vice Chair, Fairfax County J a c k D. Edwards Chair, City Section Board Member, J a m e s City County William R. Hartz Chair, Town Section Mayor, Waverly Raymond F. Ratcliffe Past President Mayor, Pulaski O Q < z o o Sidney M. Oman Chair, Urban Section Council Member, C h e s a p e a k e DC V M L w i s h e s to recognize Vincent J. Thomas, Norfolk; Jane L . Hough, Salem; Arlie C . Payne, Gordonsville; Jack P. Barnes, Portsmouth; Margie H . Mayes, Grottoes; and Francis T . West, Martinsville, w h o served partial terms on the 44 V M L executive committee during the year. �V M L ' s Insurance Program Expands, Completes Record Year The Virginia Municipal Group Self Insurance Association completed its fourth year of operation June 30, 1984. V M G S I A is a nonprofit, tax-exempt association designed to help local governments and their agencies control their workers' compensation costs. The association is open for membership to all political subdivisions of the commonwealth including cities, towns, counties, school boards and special districts. The program, which began July 1, 1980 w i t h 10 charter members, has now grown to more than 160 local government members. The 1983-84 fund year has been a record year for the program. A s of June 30, 1984, 38 members i n curred no losses, 72 had loss ratios below 25 percent, 22 had loss ratios between 25 percent and 50 percent, and 7 between 50 percent and 80 percent. This represents 91 percent of membership w h o will realize loss fund surpluses for the year. Eleven new members joined the group in 1983-84, and only five claims reserves have exceeded $25,000 to date. Several significant developments have taken place in the program since its beginning four years ago. Claims service is provided by Alexsis Risk Management Services Inc., a subsidiary of Alexander & Alexander of Virginia, which is highly professional and includes investigation, negotiation and settlement in cooperation with individual members. A full-time loss control consultant is available exclusively for members on a private and group basis, and regional loss control seminars for instruction of management and supervisory personnel are conducted perioclically during the year. I n addition, claims, audit and loss control manuals designed specifically for local government exposures are provided to all members of the association. A newsletter containing developments of the program, a cal- endar of events and articles of i n terest is distributed bimonthly to risk management, loss control and financial personnel of members. Alexsis regularly provides loss information reports that outline cost of claims, cost of claims adjustments and types and causes of injuries. Effective July 1 , 1984, limits on both the specific and aggregate reinsurance increased to statutory levels eliminating the necessity of possible assessment of the members in the event of a catastrophic loss to the fund. Additionally, the specific reinsurance stop loss has been reduced to $150,000 per loss from $175,000 per loss w h i c h limits the amount of any specific loss to the fund. A l l members were allowed a 15 percent rate deviation in 1983 which increased to 25 percent effective July 1 , 1984. Each member has the option of a quarterly payment plan allowing them to stagger payments according to local needs. Dividends distributed annually by the association have exceeded $3 million since 1980 and provided local governments, with the greatest savings factor of the program. Dividends are comprised of loss fund surplus and investment earnings. A l l investment earnings are returned annually to participating members. Members have the option of handling dividends in one of two methods — a check payable to the local government or reduction of subsequent year premium billing. Loss fund surplus and investment earnings returned by fund years is s h o w n below. FUND 1980 1981 1982 YEAR - 81 - 82 - 83 Total Formation of the Virginia M u nicipal Group Self Insurance A s sociation opened the w a y for political subdivisions in the commonwealth to join together and reduce the cost of workers' compensation coverage by aggressive claims handling, effective loss control, education of its members, stabilizing losses through reinsurance and return of dividends. V M G S I A is a competitive and service oriented program that responds to the risk management and loss control needs of Virginia local governments. In addition to the Virginia M u nicipal Group Self Insurance A s sociation, effective July 1, 1984, Virginia Municipal Underwriters Inc., a wholly owned corporation of the Virginia Municipal League, began a property casualty insurance program for political subdivisions. The program is available to Virginia towns, cities, counties, school districts and other local government agencies. The board of directors of Virginia Municipal Underwriters appointed the Members' Supervisory Board of the Virginia M u nicipal Group Self Insurance A s sociation as the advisory board for the property casualty program. The new insurance program is comprehensive in nature offering property, liability and umbrella coverages. Liability coverages available are comprehensive general liability, auto liability and physical damage, garage liability, public officials liability, law enforcement liability, personal i n - LOSS FUND SURPLUS $ 174,078 $1,256,410 $ 504,117 $1,934,605 continued next page O Q < INVESTMENT EARNINGS $ 117,139 $ 394,429 $ 595,883 $1,107,451 o DC 45 �continued from page 45 jury liability and errors and omissions coverage. Property coverages available are all risk property and D I C , revenue-tax receipts, comprehensive boilermachinery and comprehensive crime. Umbrella coverages available are the broad form umbrella and utilities umbrella. Primary coverage up to $1 million w i t h umbrella layers up to $20 million are available. A fully insured program, each political subdivision receives i n dividual insurance policies which have been specifically designed for municipal exposures. Coverages typically placed w i t h several carriers now consolidated with a single carrier minimize the risk of gaps in coverages. A l l policies are written on an occurrence basis, and claims service and loss control will be directly overseen by the board. For more information on the V M L insurance programs contact Margaret A . Nichols at (804) 649-8471. ' e stand behind our products at CPfifP, Our field service representatives are trained to help the contractor with any prot)lem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. Concrete Pipe & Products Company, Inc. P.O. Box, 1223, Richmond,VA 23209 (804)233-5471 Your V M L Staff o Q I > 46 R. Michael A m y x , Executive Director Clay L . Wirt, Deputy Director James D . Campbell, Director of Intergovernmental Affairs Ellen S. Posivach, Director of Research Margaret A . Nichols, Finance Director Christine A . Everson, Director of Communicahons Robert B. Feild, Staff Attorney Joni S. Terry, Office Coordinator Paulette G . Alexander, Bookkeeper Kathy L . Mclntyre, Secretary Robert E . Holmes, Clerk Mary A n n Cornell, Fublicahons Assistant H o w a r d W . Dobbins, General Counsel The V M L Offices are located at 1011 E . Main St. i n Suite 311 of the Ironfronts Building in Richmond. The league's mailing address is P . O . Box 753, Richmond, V A 23206. The office telephone number is (804) 649-8471. Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New York Plaza, New York, N.Y. 10004 �J L A R C Reports on Local Government By Suzette Denslow Most cities and many counties in Virginia have suffered from symptoms of fiscal stress during the past years, and financial conditions appear to be worsening. These were the conclusions of the study on local governments presented by the Joint Legislative Audit and Review Commission ( J L A R C ) during the 1984 General Assembly session. The major conclusion of the J L A R C report is that the levels and types of financial stress faced by local governments are sufficient to require action by the General Assembly. The worsening financial condition of localities as determined through measures of local revenue capacity, tax effort and income levels was a key element i n reaching this conclusion. Further, state funding did not always match the level of state control or the state's historical commitment in certain program areas. J L A R C identified the area of education funding as one in w h i c h the state's historical commitment has not been met, and in the welfare auxiliary grant area, state aid was judged to be inconsistent with the level of state control. Finally, flaws were apparent in the health department funding formula. Without revision of the formula, all localities but one will soon reach the 45 percent maximum local funding share. The one unexpected finding may have been in the area of state mandates. State mandates on local government appear to serve as a lightning rod of local discontent rather than as a major problem. Most frequently, local officials' dissatisfaction with mandates was linked to levels of state funding. The original report. State Mandates on Local Government and Local Financial Resources, provided broad coverage of the effects of state mandates on cities and counties, the adequacy of state aid to localities and local f i - nancial resources. The study results pointed to an increasingly stressful financial situation at the local level and the probable need for state action to address the problem. Several questions were prompted by the original study, and a follow up effort is now planned. The legislative subcommittee working with J L A R C requested that staff prepare an update of the indices w h i c h were used to measure local fiscal stress. The subcommittee, chaired by Sen. E d w a r d E . W i l ley, D-Richmond, also expressed interest i n receiving more specific details of the distributive effects of new state aid to localities. Further, the group recommended that J L A R C examine the costing mechanism of the educational Standards of Quality. The Standards of Quality were originated in 1971 to provide for state funding of so many educational personnel per 1,000 students. H o w ever, since first implemented in 1974 the General Assembly has never appropriated enough to actually provide complete funding. J L A R C has begun w o r k i n the education area, and studies w i l l continue into 1985 and 1986. Further work is planned also in the area of town-county relationships. House Joint Resolution 117, patroned by Delegate E m mett W . Haner Jr. during the 1984 session, proposed a study of towns and town-county relations. Although that resolution was tabled in committee, it was done so because J L A R C ' s continuing study effort would address several of the resolution's key issues. The second phase of the J L A R C report w i l l provide state legislators w i t h updates of relative fiscal stress in localities, extensions of the analysis of state aid to localities and proposed methods of distributing state aid to localities. This more focused look at financial condition w i l l attempt to address the main con- cern of local governments — state aid. Finally, the study of towns in Virginia will provide new examinations on this littlestudied, but often-raised topic. The Follow-Up Report This follow-up effort will provide J L A R C an opportunity to accomplish two objectives: to further develop and disseminate the report findings, and to improve use of the study. F i v e core study activities are planned: • A n update of indicators of local fiscal stress to determine any changes in local financial condition during 1982 and 1983. • A continued examination of trends in state aid to localities. • Analysis of new initiatives in state aid, along w i t h new methods of distribution which use measures of fiscal stress. • A detailed, descriptive look at about 15 of Virginia's 189 towns, through case study analysis. • Publication of the J L A R C data, indices and survey results for use by other state agencies, local governments and other states. Fiscal Stress Indices. The most useful measure of local fiscal condition is the fiscal stress index which compares the relative condition of Virginia's cities and counties. This composite index includes measures of local revenue capacity, change in revenue capacity, local tax effort, change in tax effort and resident income. The study found that most cities in Virginia were i n poor or below average fiscal positions. Hopewell, Norfolk and Buena Vista appeared to have the most serious problems, while Fairfax and Falls Church were judged to be the cities in the best shape. Questions have been raised about the effects of the recession on >O Q o o DC > 47 �o Q < z o < Z o gc > 48 the measures of local financial condition. J L A R C will update the fiscal indices using 1982 and 1983 data to determine any changes in these later years. State Aid Trends. The auditor of public accounts' A n n u a l Comparative Cost and Revenue Report of Local Governments provides estimates of total state aid to localities. This report was available in August for fiscal year 1983. The total state aid data, in conjunction w i t h similar information on federal funding and city and county funding w i l l provide an additional year's extension of the revenue trend analysis. Distribution of State Aid. H J R 12 requested J L A R C to identify " a d ditional revenue sources that could be u s e d to p r o v i d e p u b l i c services." The original report recommended the state take steps to address the fiscal stress suffered by some localities. One approach suggested by J L A R C was additional state aid to localities. A first step toward additional aid is to pinpoint n e w sources of r e v e n u e w h i c h could be targeted for distribution to localities. The second step required in recommending added state aid is to propose methods of distribution. The state currently uses 11 different formulas in its distribution of aid to localities. Most of these formulas attempt to measure a need for services or a need for revenues. A recommendation for increased aid to stressed localities could be accompanied by methods of distribution which measure levels of fiscal stress. Towns. There has been relatively little study of towns in Virginia. This is understandable for a n u m ber of reasons. T o w n s i n the aggregate contain only about 8 percent of the total population of the commonwealth, and unlike city and county governments, t o w n governments do not directly serve as "arms of the state government." C o n s e q u e n t l y , t o w n s generally have not been i n v o l v e d in such important service delivery areas as health, h u m a n services and elementary and secondary public education (with some notable exceptions). F i n a l l y , from a practical viewpoint, study is hindered by the limited amount of information available on towns. The study of towns and town- county relations w i l l use a threefold approach. The first step is a review of town histories from the state library, other articles and local and state documents i n order to gain background k n o w l edge. Second, particular attention will be given to data generated by the J L A R C survey of town officials, w h i c h is available for 85 towns. Finally, about 15 towns will be visited, and officials will be interviewed to provide a more involved understanding of the dynamics of town operations and relationships w i t h counties. The towns will be selected on the basis of a wide range of criteria, including population, region and socio-economic factors. Dr. Nelson Wikstrom, a political science professor at Virginia Commonwealth University, is working w i t h J L A R C staff this summer on the town study follow-up efforts. Publication of Data Pertaining to Local Governments. During the course of the original J L A R C study, significant amounts of quantitative and qualitative data were compiled on local governments. I n the area of towns, J L A R C has gathered a sizable amount of original data. Many requests from other state and local agencies to publish this data on cities, counties and towns have been received. There is a wealth of raw data on tax bases, tax rates, sources of funding and several socio-economic variables for the localities. Further, J L A R C staff calculated measures of revenue capacity, tax effort and fiscal stress. Much qualitative information was gathered from the survey of local governments w h i c h provides a compilation of information on all cities, most counties and many towns. This data would serve as a good reference for several layers of information on localities, including local opinions, budgetary actions and services provided. Cooperation The course of the J L A R C study was aided greatly by the cooperation and candor of local officials. A l l of the cities and most of the counties returned the lengthy survey sent out last summer, and many officials provided in-depth information about specific state mandates and financial aid. The Virginia Municipal League also provided much help. A s J L A R C embarks on the follow-up study effort, the commission and staff w i s h to express their appreciation for the cooperation they have enjoyed and look forward to continued support from Virginia's local governments. About the Author— Suzette Denslow is a senior legislative analyst for J L A R C . Prior to coming to J L A R C where she helped assess fiscal stress, she dealt with it first-hand as the budget analyst for the city of Charlottesville from 1980 to 1982. WHERE YOU WILL FIND • RECREATION • JOB OPPORTUNITY • EXCELLENT PLANT SITES • MODERN UTILITIES & SERVICES • HIGHWAY & RAIL TRANSPORTATION • GOOD SCHOOLS • REASONABLE TAXES " A U IN A LAND OF PLEASANT LIVING " THE TOWN OF ROCKY MOUNT, VA. �e City of Fredericksburg congratulates the ascending President of the Virginia Municipal League, Mayor Lawrence A. Davies. < o < z o DC > 49 �The Synergetic Environment of Downtown Richmond By Richard T. Reinhard One downtown organization in Richmond has been revamped and another formed, leading to an excitement that promises to energize the city's already steadily growing central core. The restructured Central Richmond A s s o c i a t i o n (CRA) and the newlycreated Richmond Renaissance have separate charters and purposes but are working together toward the betterment of downtown Richmond. Richmond is a good example of a city where two separate downtown organizations with roughly the same geographic scope can be more effective than one. Rather than competing, the two groups are cooperating with each other and a diverse group of other notfor-profit organizations with interests in a vital downtown; the Retail IVIerchants Association, Metropolitan Richmond Chamber of Commerce, Federated Arts Council, Metropolitan Economic Development Council, Historic Richmond Foundation, Richmond-on-the-James and the newly-formed Metro Richmond Convention and Visitors Bureau. With the business community willing to support CRA and Renaissance financially and programmatically, both organizations are responding to the city's demands with complementary services. The increased level of downtown association activity coincides with a dramatic increase in development activity in Richmond's central city. — Work began this spring on Sixth Street Marketplace, a project of James Rouse's Enterprise Development Co. and Richmond Renaissance. The project is scheduled for completion in the fall of 1985. o Q Z < — Workers have begun the first phase of James Center, a $325 million office and mixed-use complex facing the James River. This is a joint venture of CSX Resources and Faison Associates. — United Virginia Bank recently completed a 450,000-square-foot, 24-story headquarters building in downtown Richmond. Old City Hall, built in the 1890s, was saved from demolition by the city of Richmond and the Historic Richmond Foundation and has been z I > 50 — carefully rehabilitated by the Cranston Development Co. into private multi-tenant luxury office space. — Part of the 403-room Marriott Hotel and convention center to be linked to the Marketplace opens this month. — The 2,000-seat Virginia Center for the Performing Arts, transformed out of an abandoned Loew's Theater for $6 million, opened in 1983. — Redevelopment continues in Shockoe Slip, once a downtown warehouse district that now houses popular restaurants, shops and offices. — Main Street Station, an historic train station, and its train platform are being converted into an off-price shopping mall. — Renovation has begun on The Jefferson Hotel, an ornate structure first opened in 1895 and abandoned in the 1960s. — Most importantly, the Richmond city planning department is putting the final touches on a downtown plan. The plan will identify development and how these opportunities should be approached. Reconstructing CRA The Central Richmond Association, a privately-funded, not-for-profit corporation chartered in 1955, served for 28 years as the enthusiastic promoter of downtown Richmond. Under the energetic leadership of Henry Gonner, the association, composed of approximately 700 businesses, focused attention on downtown through lively events. A parade of elephants opened the Manchester Bridge across the James River; the governor opened a new hardware store by cutting through a chain with bolt cutters; charming "Miss Building Boom Belles" officiated at building dedications. The festivities helped convince people that downtown Richmond is an exciting, fun place and created a positive image for the area. With the impending retirement of G o n n e r in 1983, the a s s o c i a t i o n ' s 39-member board of directors began evaluating CRA's situation. A longrange planning committee chaired by Stephen Meyers, president of Virginia Parking Sen/ice, was formed to under- take the task. With the aid of a loaned executive, the committee decided CRA should be repositioned to become the overall marketer of downtown. As outlined in its charter, CRA "provides leadership for a better downtown by supplying information, conducting research, encouraging planning, promoting transportation and ensuring a high quality of life for those who work, shop, live or visit in the area." The plan identifies 13 standing policy committees (downtown marketing, downtown data, market research, housing, retail mix, flood wall, downtown n e i g h b o r h o o d c o o r d i n a t i o n , traffic, transit, parking, public safety, beautification and downtown festivals) and f o u r s t a n d i n g internal c o m m i t t e e s (membership, budget, personnel and nominating) to be set up, with separate goals and specific short-term objectives for each committee. In addition, ad hoc committees will be set up as the need arises. Examples of such ad hoc committees include those on street people, blue laws and a new logo for CRA. While the plan appears ambitious for CRA and its three-person staff, the association is depending on loaned executives, college interns and, of course, a strong volunteer effort from its members to help implement programs. Development Facilitator According to its 1982 charter, Richmond Renaissance is a "biracial, public/ private partnership created to facilitate negotiation and cooperation between the community and local government." Its board of directors include T. Justin Moore Jr., chief executive officer of Virginia Electric and Power Co., and Mayor Roy A. West as chairman and president respectively. On staff, J. Randall Evans, former Baltimore deputy director of housing and community development, serves as executive director, and local businessman Clarence Townes serves as deputy director. Renaissance has already substantially impacted the city's economic development and quality of life. The impact is in large part due to the association's 60-member board of directors, which includes chief corporate officers, black community leaders and high government officials such as Mayor West and City Manager Manuel Deese. �Downtown downtown Rictimond's employees historic and area Shoclfoe residents Slip, once a warehouse as well as tourists. Since inception, Renaissance and its six-person staff have concentrated on three top priority projects. Renaissance acted as the "catalyst" for the Sixth Street Marketplace, producing a feasibility study, engineering financial planning, negotiating letters of intent and committing private and public parties to participate. In addition to revitalizing the downtown retail district, the marketplace will link several important downtown landmarks: the 11,000-seat Richmond Coliseum, the planned Blues Armory Arts Center, the new Marriott Hotel and Project One office building, Thalhimers and Miller and Rhoads department stores and the Virginia Center for the Performing Arts. With its bridge across Broad Street, the project also will serve as an important symbolic link across what often has been described as the dividing line between the black and white communities in Richmond. Renaissance is also working on a district, now houses restaurants, general plan for the historic center of black-owned business and commerce, the Second Street business district. With the financial support of Renaissance, the Second Street Business District Committee has worked with a development team on a substantial development project for the area. In 1983, the organization set up a separate not-for-profit corporation to effect Small Business Administration 503 Loans throughout the city. Through the Richmond Renaissance Development Corp., loans are made to businesses to purchase land, buildings, machinery and equipment, as well as for building construction or expansion. CRA and Richmond Renaissance together have begun work on a project to revitalize Broad Street, Richmond's main retail thoroughfare, on either side of the Sixth Street Marketplace. The purpose of the project is twofold: to improve the appearance of the area and to organize an advertising and promotion- shops and nightspots popuiar among al coalition of its merchants. CRA will be able to trade on its longterm relationship with Broad Street's merchants and landowners to ensure their involvement, while Renaissance can call upon its solid relationship with the city, high-level business leaders and the black community to gain support for an effective organizational partnership that will get the job done, making Richmond a better place in which to work, shop and live. About tile Autlior Richard T. Reinhard is executive director of the Central Richmond Association. Edited, and reprinted with permission from "Center City Report," April 1984. Copyright 1984, international Downtown Executives Association, Washington, DC. All rights reserved. > H O Q < Z o < Z CD CC > 51 �GROUNDWATER CONSULTANTS GERAGHTY & M I L L E R , INC. 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HIGHWAY VA. 28 �PARSONS BRINCKERHOFF A CENTURY OF ENGINEERING EXCELLENCE O Q Z < o < Z ENGINEERS, PLANNERS, CONSTRUCTION MANAGERS SERVING VIRGINIA FOR ^l/CD ^Wmra O O YPAO^ V • ^^rM%^ 8200 Greensboro Drive l^cLean, VA 22102 703-442-7700 11 Koger Executive Center Norfoll<, VA 23502 804-466-1732 39 offices o worldwide DC > 53 �Protect your machine's performance. W h e n you purchase a Cat machine we give you some protection too. We call it CAT PLUS Service. It is the most comprehensive package of customer services in the industry — designed to provide Cat machine owners with the product support they need. Before you buy, we help you select the right machine and attachments for your job. Versatility, economy and appropriate application are all considered. 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Instead of paying higher costs for heakh benefits or reducing coverage for employees. more municipalities are calling Blue Cross and Blue Sliield of Virginia. We've implemented some of the most cost- your municipaUty, regardless of its size, Call your local office of Blue Cross and Blue Shield of Virginia. For the _ ^ ^ Cross.. health of your employees. y&W) ^lueShield* A n d your municipality. fcaT "'"^'"^ ' effective programs in the country. tvt A n d we can put these programs to work for o nl cl-» tJirxCwT* • • BltteCrOSS&BltteSmeld Q l VkgllUa Richmond (Headquarters)/Roanoke/Bristol/MartinsvUle/Danville/Lynchburg/Norfolk Newport News/Manassas/Petersburg/Staunton/Winchester/Charlottesville • •• We've preserved the best of the past . . . We're well prepared for the future • EDUCATION — an excellent system - local Community College • TRANSPORTATION — Airport, railroad, easy access to 1-66 and 1-95. • HOUSING — Excellent communities, single family, townhouse, apartments. • INDUSTRIAL — Varied prime site available, cooperative government. • WATER — Lake Manassas provides abundant high quality water supply. \ Take a look at what's happening in the City ofManaSSas, Va. �HE MAGUIRE GROUP Architects, Engineers, and Planners helping Virginia meet the challenge of the future. T O P P H O T O : Reston Regional Library, M I D D L E P H O T O : Norfolk Wave Screen, B O T T O M P H O T O : George Mason University. LBC&W, Inc. Two Skyline Place, 5203 Leesburg Pike, Falls Church, VA 22041 C E Maguire, Inc. Tidewater Regional Office, 207 Business Park Drive, Virginia Beach, VA 23462 Maguire Group Locations: Providence, R I ; Bloomfield, NJ; Boston, MA; Clearwater, F L ; Charlotte, NC; Dallas, T X ; Falls Church, VA; Florence, SC; Honolulu, HI; New Britain, CT; Pittsburgh, PA; Phoenix, AZ; Virginia Beach, VA; Waltham, MA. �Working Together Richmond's Public and Private Sectors Develop an Industrial Site By James McComas T o facilitate r e d e v e l o p m e n t of a blighted industrial site into a modern industrial park, the city of Richmond has entered a public/private partnership that probably is one-of-a-kind. T h e current buzz word that would describe it is "innovative." The Problem Four years ago the most centrally located potential industrial site in the Richmond metropolitan area w a s lying dormant. It had become an industrial slum, a blight on the area. The location had housed a once thriving meat packing industry which included livestock pens, slaughterhouses and meat packing plants and, at one time, employed 1,000 people. When this project w a s c o n c e i v e d , employment had dwindled to about 35. The site occupied by these facilities comprised approximately 20 acres. Although not large by industrial park standards, it possessed unusual importance due to its location and several other factors including the following: — close proximity to an 1-95 interchange; — visibility from 1-95; — frontage on two major streets, one of which has just been upgraded and widened; — public bus service on both streets; — frontage on the Seaboard Coastline Railroad with existing spur track in place; — all utilities in place; — level, well drained, stable land; — an uncongested area; — and, a low crime rate. Further, Richmond w a s experiencing a shortage of available, developable industrial land. This w a s especially true north of the J a m e s River where this site is situated. Richmond also w a s lacking new industrial parks while the surrounding counties, by contrast, had a variety of industhal parks. To be usable and marketable, the area needed to be recycled by demolishing the existing buildings and preparing the land for resale a s an industrial park. Three separate parcels existed, each under different ownership. None of the owners could be expected to bear the cost of demolition (estimated at $300,000) to prepare the land for an industrial park and to function a s the developer and make a reasonable profit on the sale of the land. T h e city, therefore, n e e d e d to be the c a t a l y s t to a c h i e v e the redevelopment of this property. The Solution The city's economic development office spearheaded the undertaking and contracted with a real estate and economic development consulting firm for an economic feasibility and implementation study of the project. T h e study concluded that the project w a s feasible from an economic and marketing standpoint. A s to implementation, an imaginative public/private partnership a r r a n g e m e n t w a s c o n ceived and probably would have been consummated but for the demise of federal funding which w a s key to that particular approach. T h e seed w a s planted, however, for the city and the principal land owner to enter some sort of cooperative arrangement. The key owner, who owned or had influence over all but 5.4 acres, acquired the 5.4 acre parcel. Next, a real estate partnership w a s established. It is managed by the key owner and includes the owner of the minor parcel, so that the entire site is now owned by this partnership. City Council approved an ordinance authorizing the city to enter an agreement with the partnership whereby the city would a w a r d a contract for the demolition of all buildings on the site. Community Development Block Grant dollars would fund the contract; justification would be removal of blight. T h e partnership, in return, w a s required to do the following: 1. Sell or lease the land only to labor intensive users for two years following the completion of demolition and subject to city approval. 2. Use its best efforts to sell or lease to labor intensive users after the two year period. 3. Incorporate into and make a part of any sale or transfer of land certain restrictions and covenants governing the use, character and condi- tions of development on the site. T h e s e covenants require, among other things, the establishment of an architectural approval committee which includes representation by the city, an independent architect and the property owners. T h e c o m m i t t e e will a d m i n i s t e r the covenants. 4. Actively market the property and spend at least $10,000 a year on a marketing program. A s sites are sold, the annual expenditure for marketing can be reduced proportionately. 5. Post a $50,000 performance bond. Results The city awarded the demolition contract for $197,000, which was considerably less than the estimated cost, and the work w a s completed and accepted in October 1983. The partnership has been perfecting development and marketing plans and has been conducting serious negotiations with three potential users. It is expected that there will be at least three buildings under construction in the industrial park by this fall. About the Author James McComas is assistant to the city manager for economic development in Richmond, VA. > H O Q CD DC > 57 �TOWN OF VINTON "Our first century an experience — our next century a challenge T o "Sd^^d^ OF OTid 0^^eaMi/rd SfUuxdum ". Geo. Washington l^DOMTTRlApow ME Building on our heritage, not over it. �Compliments of THE TOWN OF PEMBROKE COMPLIMENTS OF T O W N OF PULASKI Compliments of The Town of Round Hill > H O Q Z < < COMPLIMENTS OF SALEM z o DC > 59 �Richmond Promotes a Revolution in Tourism A young visitor rides the train at Richmond's > H O Q O H < o > 60 By Allan Williams The Y a n k e e s are invading Richmond! S o are the British, the French, Tarheels, some Turks and J a p a n e s e and a fair number of other folks. T h e Metropolitan Richmond area, which includes C h e s terfield, Hanover and Henrico counties and the city itself, is enjoying a revolution in its local tourism promotion. A major new coalition w a s formed in the latter part of 1983 by the Metro Chamber of Commerce and the four local city and county governments. Built on a decade of regional cooperation, the new coalition is a vital part of the new economic development strategy. T h e Metro Richmond Convention and Visitors Bureau, formerly a division of the Visitors Center, which houses an abundance of area promotional chamber, is now an independent operation which serves the entire area. The bureau is an independent partnership between government and business, working in concert with the Metropolitan Economic Development Council ( M E D C ) , the region's industrial and commercial development organization, to promote the tourism segment of economic development activities. T h e Convention and Visitors Bureau's job, in short, is to sell the Metro Richmond area. To use marketing terms, the Convention and Visitors Bureau is in the business of "product promotion" a s well as "product development." The product is fairly well developed in materials. many aspects, compared to other metropolitan a r e a s of comparable size. Local attractions are numerous and offer a wide diversity of activities to suit many different interests, age groups and demographic markets. T h e scope of attractions, from cultural and historical to sporting events and children's activities, provides both residents and visitors with plenty to do on weekends or one-day outings, a s well a s during longer stays. Kings Dominion theme park attracts well over two million visitors annually from virtually every segment of the population. Richmond is one of the few cities in the country that offer white �water rafting through Its downtown area via J a m e s River Experience Ltd. Once the capital of the Confederacy, the city boasts both its R i c h m o n d National Battlefield Park and the IVIuseum and "White H o u s e " of the C o n f e d e r a c y which houses the most extensive collection of Civil War artifacts In the country. Two of the South's finest museums, the Virginia IVIuseum of Fine Arts and the Science Museum of Virginia along with Its companion planetarium, "Univ e r s e , " are among Richmond's most popular attractions. Other m u s e u m s and historic house museums Include the Poe IVIuseum, Patrick Henry's home of Scotchtown, Wilton House, Agecroft Hall, Hanover Courthouse and Tavern, the Chesterfield Courthouse Museum, the Money Museum, the Spider Museum, John Marshall House, Maggie Walker House, and Meadow Farms Museum and Crump Park. In terms of cultural events, the city boasts its own professional repertory theatre, the Virginia Museum Theatre, and professional corps de ballet, the Richmond Ballet, a s well a s the outstanding Richmond Symphony and Virginia O p e r a C o m p a n y . T h e Virginia Center for the Performing Arts offers national touring company productions of Broadway shows and nationally known bands and orchestras. In addition, the R i c h m o n d a r e a h a s three dinner theatres and a number of Independent adult and children's theatre groups. In c l o s e proximity are five major J a m e s R i v e r plantations, Including Berkeley, Shirley, Sherwood Forest, Westover and T u c k a h o e . T h e R i c h mond area has an abundance of parks and historic landmark residential areas, as well a s Brandermill which captured national awards a s the best planned community in the country several years ago. Annual festivals in historic neighborhoods, June Jubilee in Shockoe Slip, the Watermelon Festival In Carytown and others in various shopping centers and neighborhoods draw many thousands of visitors and residents each year. Richmond-on-the-James Inc. offers walking tours and J a m e s River cruises throughout the tourist s e a s o n . Tour planning services and tourist Information are available at the Metro Richmond Visitors Center and through the state information center In Capitol Square. E a c h year the city hosts a major tennis tournament, youth soccer tournaments, championship wrestling matches and the Strawberry Hill R a c e s , a w e e k e n d of activities surrounding thoroughbred s t e e p l e c h a s e r a c i n g . R i c h m o n d Is a l s o the home of the B r a v e s , a farm team of the Atlanta Braves. T h e s e existing attractions are soon to be joined by the Air Museum of Virginia, the S i x t h S t r e e t M a r k e t p l a c e a n d 130,000 square feet of discount shopping at Main Street Station. More than 1,500 new hotel rooms will be completed during the next year, including the opening of the Richmond Marriott, the Jefferson Sheraton Hotel and more than five new Inns in suburban areas. T h e Marriott convention facilities will complement the existing coliseum, and further enhancements are underway at other facilities such a s the Hyatt House, Fanny's, the Downtowner, the Holidays Inns, the Commonwealth Park and the John Marshall. The major downtown change will be the construction of the Richmond Exhibition Center expected to be open in 1986. F e a t u r i n g more than 6 2 , 0 0 0 square feet of exhibit space, it will be part of the largest indoor entertainment and convention complex In the state. The Richmond revolution in tourism is built on a firm base of business, business, business. Long the mainstay of the state's commerce, the Metro Richmond area is a business a s well a s a political and cultural center. It Is the second leading locality for major corporate headquarters in the South. T h e metropolitan "melting pot" has managed to stir Into its heritage a healthy blend of manufacturing, education and government with culture, a developing night life, award-winning neighborhoods and a soon-to-be upgraded airport and stadium. The new emphasis on economic development and one of Its main components, tourism, has signalled a change in the metropolitan area's approach to tourism. T h e new approach, which w a s launched In the spring of 1984 by the new Convention and Visitors Bureau will be, first, to systematically research the tourist and convention market In order to identify the area's strongest attractions and Its strongest market segment. Once the research has been compiled, the marketing plan will be developed. The bureau has in hand market research studies such a s the Hunt Report and the McCassky study, two key studies on the area's tourism potential, data from the state Travel Office a s well as Independent research conducted this spring specifically for the metro area. It has also researched and analyzed data from other cities of comparable size and geographic and demographic make-up to determine the area's strengths and groups of people that p r e s e n t the strongest market potential. Even with budget increases from the Metro Chamber and the four contributing local governments, It Is vital that the bureau target marketing dollars carefully. Because the bureau is still funded significantly below many of Its competitors. It is In the process of developing marketing strategies to use Its advertising dollars most effectively. It will determine key target markets by geographic location and by demographic orientation and then use the most effective marketing tools to reach those markets, tools such a s media advertising, participation In trade market places, public relations, direct mall, promotions and brochures. By being selective, the Metro Richmond B u r e a u e x p e c t s to r e a c h a broader potential tourist market than ever before. By tailoring its messages to specific market segments, such a s the motor coach traveler, the individual tourist. Southerners, Northerners, the black traveler and senior citizens, the bureau can most effectively take advantage of the metro area's diversity, including attractions, accommodations, business resources and quality of life. In addition to conventional marketing, the Convention and Visitors Bureau helps to promote Its product by developing improved signage, staging events such a s the trivia treasure hunt, "Riches of Richmond," which brought national attention to the area, and by developing additional visitor information centers. Another major role the Convention and Visitors Bureau plays Is that of coordinator a m o n g all g r o u p s i n v o l v e d . Toward this end, the bureau has developed a three-month calendar which lists all events In the metro area. The bottom line for the Convention and Visitors Bureau is to increase the $3.5 million in local tax receipts from tourism, the 6,500 jobs and the $50 million in tourism-related payroll. Just maintaining this base is a challenge. Enlarging tourism/promotion programs to compete with those operating In cities s u c h a s Charlotte, Baltimore, Philadelphia and Knoxville, where programs are heavily funded by local lodging taxes, also poses a challenge to Metro Richmond. In short, Metro Richmond is now using more of Its resources In cooperative efforts by local governments, attractions and the hospitality Industry, combined with highly sophisticated marketing techniques to develop the Metro Richmond area a s a primary tourist destination and meeting place. Metropolitan Richmond offers the excitement of the old world and the new world. T h e Metropolitan Richmond Convention and Visitors Bureau plans to Impact the tourist market with all of these resources and use tourism a s a tool for economic, s o c i a l a n d c u l t u r a l prosperity and development. About the Author Allan Williams is general manager of the Metro Richmond Visitors and Convention Bureau. 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A n d save money by the bucketful. CaH (804) 358-0481. BAKER EQUIPMENT LEASING COMPANY A Division of J G B Industnes P O Box 25609 Rchmond, Virginia 23260 The most trusted name in collections Total Transportation Center • Fleet and individual leases tailored to your needs • Conserve vi/orking capital • Check our low rates • Rent by the day, week or month Specialists in insurance rentals FALS I roWWJIMOWnDLEASJUGSTSTtll > H O Q O o cc > 62 ichmond Leasing INCORPORATED 4505 W . B R O A D ST. 358-2473 358-9733 Compliments of The City of Bedford �A TODAY & TOMORROW YOF �Think Smart. Think Cash Flow. Think Leasing Maryland National Leasing Corporation, a wholly owned subsidiaty of Maryland National Corporation, is ready to finance your projects, including: • Equipment Road Emergency Data Processing When we go into a wastewater treatment plant. City Hall comes out J sS smelling like a rose. O Q < <: o Office Communications • Helicopters and Planes • Real Estate Buildings and Improvements Jails Hospitals For immediate information on Municipal Leases, Industrial Development Revenue Bonds and Tax-Motivated Leases for Private Companies, call collect, Mr. Sandy Jordan, 301-321-1100. UUl mapyland national leasing corporation 502 Washington Avenue • Baltimore, MD. 21204 Our job is to make your city's wastewater treatment plant work as it was designed to work. For plant start-up, for improved performance of existing facilities, for computerized plant management, for training — or for total contract operation — Envirotechi Operating Services is the Municipal Alternative. When it comes to working with City Hall on wastewater treatment, no one c a n match our 12 years of coast-tocoast experience. ENVIROTECH OPERATING SERVICES - The leader in management, operations, maintenance a n d services for municipal wastewater treatment plants, providing Innovative, cost-effective solutions to your wasteENVIROTECH water problems. ^ ^ ^ ^ ^ ^ ^ = cc > 64 OPERATING SERVICES REGIONAL OFFICES: Tampa, Florida (813) 875-7644 Newton, IVIassachusetts (617) 969-8400 Houston, Texas (713) 789-7204 Portland, Oregon (503) 257-0579 One Waters Park Drive San Mateo OA 94403 800-521-0547 415-349-9291 �Written in Stone Ciaric Komatsu Raygo Joy The reason most things aren't written in stone is because most things change. In the construction and mining industries it seems like everything can change except the deadlines you're supposed to meet. So where do you turn for the kind of dependable machinery backed by the kind of dependable service and support you need?Shelton-Witt. If there's one thing that will never change in this business, it's Shelton-Witt's dependable service and support. You can consider that as "written in stone". > H O Q Z < SHELTON-WITT EQUIPMENT CORPORATION Salem, VA 703/389-5435 • Bluefleld, VA 703/326-2624 Richmond. VA 804/798-8316 • Wise.VA 703/328-8027 O I- < z CD DC > 65 �Airport Expansion, New Stadium Underscore Regional Cooperation By Daniel W. Allen A new spirit of cooperation is being s e e n in the Richmond metropolitan area. T h e city of Richmond and Hanover, Henrico and Chesterfield counties are undertaking joint activities at a higher rate than ever before. Two of the most significant of these activities are expansion of Byrd Airport to accommodate second-level loading and the reconstruction of Parker Field, the area's triple-A baseball park. Regional cooperation and joint projects between the city and its surrounding counties h a v e existed for many years. For example, Richmond and the surrounding counties have mutual aid a g r e e m e n t s w h e r e i n the individual police agencies maintain close relationships with each other which involve vital exchanges of information. Cooperation on transit and carpool matching service delivery has existed for a number of years. T h e localities enjoy a mutual exchange arrangement among libraries, providing enormous benefits and cost savings to metro area residents. C o operative agreements in matters involving waste-water treatment and solid waste disposal are intact a s are numerous information-sharing projects. > H O Q o > 66 Byrd International Airport's proposed terminal expansion/modernization layout provides for a second level main passenger lounge designed to reduce lobby congestion during peak hours. The new design will increase the departure lobby's square footage by 209 percent. T h e current spirit of cooperative arrangements and joint undertakings is stronger now than ever before. One beginning point of this cooperation can be traced to the establishment of the Metropolitan Economic Development Council ( M E D C ) in December 1977. R i c h m o n d C i t y C o u n c i l a n d the boards of supervisors created M E D C to attract new industry to the area. T h e council serves a s one of several promotional arms of its member jurisdictions. M E D C ' s primary goal has been to help continue the economic viability of the entire region through commercial and industrial development. Economic realities have helped focus attention on steps necessary to keep all the localities strong, and the city council and boards of supervisors support the growth of the metro area to expand the tax bases of all the localities. A significant structural change in the proposed terminal expansion/modernization plan is the all-weather, enclosed passenger jetways. Each concourse can be expanded as traffic increases to accommodate a total of 22 gates. �The Airport Byrd Airport is obviously a metropolitan-wide facility representing a major gateway to all the surrounding areas. Economic growth, a s well a s community image, are affected by the impact of such a facility. In recent years, an improved airport terminal has become very important to the area, and the Capital Region Airport Commission developed a plan for adding approximately 57,000 square feet to the terminal a s well a s for increasing the use of much of the existing terminal. T h e expansion would permit second-level or "skywalk" loading directly into the aircrafts a s well a s add all-weather protection, two regional carrier gates and vastly improve baggage handling. T h e proposed project will cost approximately $20 million. Richmond and Henrico County formed the Capital Region Airport Commission in 1975 to promote growth to the facility and share in its costs. The commission has undertaken numerous improvements to the operational side of the airport and for the past few years has eliminated the need for operating subsidies. T h e commission and its consultants believe the airport expansion project is a viable revenue bond project, to be supported from facility revenues rather than public subsidy. A s a safety measure, however, the commission decided to a s k the local governments to make "moral commitments" to stand behind the bonds, which would help secure more f a v o r a b l e interest rates a n d placement of the bonds. The larger the number of jurisidictions involved, the stronger the "moral commitment." Chesterfield County's decision to join the commission last May means the airport will have even greater financial support. In addition, Hanover County has been invited to participate and is expected to make a decision by fall. Chesterfield County's decision came in 1983 at a time when Byrd Airport's traffic had increased 7 percent, 3 percent more than the national average Increase for that year. In addition, Byrd has seen two major carriers open operations and other carriers start new lowfare services to popular northern and southern destinations. The city had determined through annual inspections that the current facility w a s rapidly wearing out and would soon need to be replaced. T h e city manager approached city council and the C h a m ber of Commerce to encourage a joint project to raise money for a new stadium. In addition, city council appropriated $100,000 in July 1983 for studies and design and indicated it would support a portion of the cost of the new facility if the other jurisdictions, the business community, the Richmond Braves or any combination were also willing to contribute. Review of the concept of a multipurpose stadium concluded that sufficient community-wide support did exist for a fund raising campaign to be undertaken. An agreement in principle w a s made to have the localities provide half the cost of the approximately $8 million project with the private sector providing the other half. Representatives from Richmond and Henrico and Chesterfield counties joined with business leaders in March to announce the project agreement. Fund raising decisions and mechanics of the operating agreements were settled during the summer, and demolition is scheduled a s soon a s the last out is made in the 1984 baseball season. Construction will take place this winter with high hopes that it will be ready for the first pitch next April. Strong commitments from the local governments, the baseball team and the business community are indicative of the spirit of cooperation growing in the region. Reaching successful joint participation in these projects w a s not easy, however, a s a number of factors tended to work against cooperation. One member of Richmond City Council, Bill Leidinger, who was active in the process, said the effort was "often like a Keystone Cops comedy." He indicated in a civic group speech that "the hard part is behind us and that w a s getting the act together." He said it had been exciting and educational, but he also said it w a s frustrating at times. It took straight forward discussion between elected and appointed officials of the jurisdictions and representatives of the business community. The Richmond area will get the shortterm results of an improved airport and baseball park. More importantly, the ground work has been laid for future joint projects which will benefit the region a s an economically and socially viable area. About the Author Daniel W. Allen is assistant city manager for administration for the city of Richmond, VA. Arerft Forevei: As* b Ti -'.195i)suu(ifc»i.,r-.; r.<,\Vliili? these n • . • The n RichmimJ „• CO 4nd cai.hdpiii->'v>-. •^x-o.itfieyhaveto With' Let's Pitch Inlb Build A New Ballpark. This ad and other promotional materials designed by Finnegan & Agee Inc. are being used in the fund raising campaign for Richmond's future stadium. O Q The Stadium Replacement of the baseball stadium has involved not only the local governments in the region, but also a dedicated group from the business sector of the city. A community-wide campaign in the mid-1950s resulted in money being raised to construct the current ball field. This community-wide commitment has become the base for the new project. < z o cc > 67 �Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg Bluefield Bristol Buena Vista Chase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville Leesburg Luray Lynchburg Manassas Manassas Park Martinsville ORDINANCE CODIFICATION Looseieaf Supplement Service M UNICIPAL CODE CORPORATION P.O. 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But for most municipalities, collecting unpaid parking fines has been mucfi easier said than done. Typically, most city governments are faced with tremendous backlogs in their traffic court systems while the millions of dollars that are rightfully due them go largely uncollected. > H O Q Up until recently scofflaws and their negative effect on cash flow have been a sad fact of life for most cities. However, that was before DATACOM entered the picture. 5 o o DC > 68 DMACOM SYSTEMS CORPORATION 1501 Broadway, New York, NY 10036 Telephone 212-840-1177 �11/1 Ui/lfl challenging the future... ...with the heritage of the past. A complete community, rich in history and tradition, yet progressive in economic development. The close proximity to Washington, D . C . links us to the nation, and Loudoun County's Dulles Airport serves as a gateway to the world. Compliments of �Coton of Uienna IVe are proud of our - its people, and its its role history, in the of the Virginia community programs l\/lunicipal League. T h e Vienna Town Council Virginia Municipal Council members Seated, iMayor C h a r l e s A . Robinson, J r . , League P r e s i d e n t 1983-84. Vincent J . Olson, Standing, left to right. George E . L o v e l a c e , Rodger W. Seeman, E . R o s s B u c k l e y , Robert W. Robinson and Donald E . Upchurch. �VIRGINIA BUILDING O F F I C I A L S ASSOCIATION O r g a n i z e d in 1 9 2 9 A professional organization of building code administrators, zoning and housing officials and fire marshals 5 6 t h ANNUAL SCHOOL AND C O N F E R E N C E D E C E M B E R 2 - 5, 1 9 8 4 S H E R A T O N INN F R E D E R I C K S B U R G , VIRGINIA Highlights 1984 Uniform S t a t e w i d e Building Code P O S T O F F I C E B O X 753. RICHMOND, V A 2 3 2 0 6 • (804) 649-8471 �Professional Directory Southern Encpneermg P . O . Box 789 Bluefieid, Virginia (703) 3 2 6 - 3 9 3 1 Urban Planning Annexation Studies Landscape Architecture Development Planning Rates C H O D A T , R U B A C K & A S S O C I A T E S , INC. Ranning System T H E HATHAWAY HOUSE 103 C E N T R A L S T , F 0 BOX 749 W E L L E S L E Y , M A S S A C H U S E T T S 02181 T E L E P H O N E (61 7) 237-5815 Studies Feasibihry Studies Design PUBLIC UTILITY Eng.nee.s&Consu>,sn,s BARTHOLOMEW & ASSOCIATES, INC. PLANNING • LANDSCAPE A R C H I T E C T U R E • E N G I N E E R I N G COMMUNITY D E V E L O P M E N T CONSULTING 400 E a s t M a i n Street Richmond. Virginia 23219 P H O N E 804/649-8627 SCS Waste Systems ENGINEERS STFARNS CONRAD AND 'iCHWIDT Cfitisulling Erigmeers, Inr Naomi C . Zwarick Municipal Services Manager East Central Region BROWNING-FERRIS INDUSTRIES SOLID N O R T H E R N V A . (703) 5 6 0 - 8 8 6 6 1800 P a r k w a y Drive B A L T . (301) 7 9 6 - 8 8 5 0 Hanover, Maryland 2 1 0 7 6 T E L E X 87-487 Relaying Metenng S o u t h e r n E n g i n e e r i n g C o m p a n y of V i r g i n i a 1 8 0 0 P e a c h t r e e Street, N.W. Atlanta, Georgia 3 0 3 6 7 . 8 3 0 1 (404) 3 5 2 - 9 2 0 0 HARLAND WASTE - HAZARDOUS PUBLIC 1 1 2 6 0 R o g e r B a c o n Dtivc R e s t o n . Virginia 27090 © BALDWIN ®GREG@ Austin Drockenbfough and Associates Consulting Engineers CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING .INDuSIftlAltADLITlES ) PBOCESS DESIGN . HIGHWAYS • WATEB FRAGE SySTE^ E N G I N E E R S • SURVEYORS • P L A N N E R S • Traffic E n g i T U f r i n j i S i g n a l i z a t i o n • I n d i i s i n a l P a r k P l a n n i n g • SKirmwaier ManaHfnieni • H i g h w a y a n d Airport Design • Water a n d Wasi^waicT S y s i ' - m s • t i r a n i Application M a n a g c m e m WASTE WORKS (703) 4 / t GihO Gannett Fleming E N G I N E E R S AND P L A N N E R S NORFOLK P.O. Box 13048 Norfolk. VA 23506 (604) 461-0155 FAIRFAX Fairfax Professional Building Suite 7 3545 Chain Bridge Road Fairfax. VA 22030 (703) 385-0200 P.O. BOX 4800.4eOOW. HUNDRED RD • CHESTER.VA- B04 746-8746 MALOOL PIRNIE WATER WASTEWATER SOLID WASTES I 'INC. ENVIRONMENTAL SCIENTISTS • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes Three Chopt & Parham Roads. Richrrond 2 3 2 2 9 ' AND 301 H I D E N B L V D N E W P O R T N E W S VA 804/599-5511 HANSEN Hurt & Proffitt, Inc. MMMig^Hg^ A PROFESSIONAL ' Engineers • Planners • Surveyors CORPORATION ARCHITECTS * ENGINEERS + PLANNERS mcs ENGINEERS, 8, P L A N N E R S i; 71 '<f"ONT f&oL IJ'£S Water, Wastewater, Solid Wastes, Soils & Foundations L a n d Development Site Plans Residential, Commercial & Industrial Subdivisions, R o a d , Dams, Airports 1933 Fort Ave. L y n c h b u r g , V A 24501 (804)847-7796 PARSONS BRINCKERHOFF Since 1885 8200 Groensboro Drive McLean, VA 22102 703-442-7700 One Penn Plaza New York, NY 10119 212-613-5000 11 Koger Executive Center Norlolk, VA 23502 804-466-1732 37 olllces worldwide BODIE, T A Y L O R AND PUR YEAR, CONSULTING R. S T U A R T R O Y E R & A S S O C I A T E S . INf, INC. ENGINEERS 611 R e s e a r c h R o a d CONSULTIMG ENGINEERS P.O. B o x 2901 Richmond, Virginia 23235 804-794-6823 - —IJPSF ^^^2S2^ BUCK, S E I F E R T & J O S T , INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • industrial W a s t e T r e a t m e n t • Treatability S t u d i e s • 140 S y l v a n A v e n u e , P . O . B o x 1 2 1 8 Englewood Cliffs, N J , 07632 201-567-8990 • 4 0 5 S o P a r l i a m e n t Drive, S u i t e 101 Virginia B e a c h , Va. 23462 804-499^8508 CH2M KHILL Complete Engineering Services M u n i c i p a l a n d Industrial Waste Treati T i e n i , P o w e r Svstems, S t r u c t u r e s . Solid Wastes, Water R e s o u r c e s , W a t e r Supply a n d T r e a l m e n t , T r a n s p o r l a l i o n /bionetics /, ANALYTICAL LABORATORIES BOGUS WASTE ANALYSES 1941 R o l a n d C l a r k e P l a c e R e s t o n , Virginia 22091 703/620-5200 »*STE CHAHACTERIZATION L DISCHARGE SAMPLING ANALYSIS FIED BACTERIOLOGICAL ANALYSES �w RALPH WHITEHEAD & ASSOCIATES C o n s u l t i n g Engineers Consulting BRIDGES • HK3HWAYS • RAILROADS • RAIL » BUS TRANSrr • AIRPORTS BRANCH OFFICES 3300 ME Expressway, Atlanta, GA 30341 1314 Lincoln Street, Columbia, SC 29201 1531 N o r t h M a m S t r e e t Syracuse, NY (315) 451-4700 Blacksburg, Virginia 2406Q Nine regional offices serving tfie Northeast, South, Mid-Atlantic and Midwest. (703)552-5548 ENGINEERS > ARCHITECTS SURVEYORS Consulting Engineers Soils and Foundation Engineering Bethesda, M a r y l a n d E N G I N E E R S . INC. Finkbeiner, Pettis & Strout, Limited Water Supply and Pollution Control Solid and Hazardous Waste Management Environmental Impact Studies Water Resources Management Energy Studies • Laboratories Industrial a n d Municipal INCORPORATED (404)4520797 (803) 256-3590 Dames & Moore Avenue OLVER • BniENGGERE Engineers Environmental 1936 East Seventti Street P. O. Box 35624 Ctlarlotte, North Carolina 28236 704-372-1885 20814 (301) 652-2215 • • PLANNERS Greenhorne 2301 West Meadowvisw Road Greenst>oro, Norttl Carolina 27407 (919) 292-2271 Also Offices I n : Toledo, Akron & Cleveland, Otiio • SCIENTISTS PHOTOGRAMMETRISTS & O'Mara, Inc. 1 0 7 1 0 LEK HIOHWAY, SUITE 2 0 2 FAIRFAX. VIRGINIA Z 2 0 3 0 PHONE; (7031 365.9800 7 700 LEESBURG PIKE SUITE 302 FALLS CHURCH,VA. 22043 703/893-0711 BauliB Enainesrina Corioorstian consulCina WATER, WASTEWATER, SITE DEVELOPMENT, STRUCTURAL V Metcalf&Eddy enQineer DRAINAGE,FLOOD CONTROL STREETS , HIGHWAYS,BRIDGES DESIGN, MARINAS i _ Water Wastewater Resource Recovery Transportation WHITMAN, REQUARDT AND ASSOCIATES Qngincers 2315 SAINT PAUL STREET BALTIMORE. MARYLAND 21218 1 1 1 2 0 New Hampshire A v e . Suite 2 0 0 Silver Spring. M D 2 0 9 0 4 (301) 235-3450 / COMPLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES LAW ENFORCEMENT: JAMES M. MONTGOMERY, CONSOLTING ENGINEERS, INC. Organization/Management Studies Chief Selection/Promotional Assessments CIVIL AND ENVIRONMENTAL BENGTSON. DeBELL, ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS & PLANNERS Centreville.VA 703-631-9630 ENGINEERS ^'W^K. Leesburg. VA 703-777-1258 Silver Spring. MD 301-439-0055 703-860-2400 * * T E R AND WASTEWATER RBstan InUrnitlonil Cenler. Sjjte II3Q 1 1 000 Sunrise Vltlsr Drio. Raslan, VA 32091 ,rf>" F R E D K R I C K G. G R I F F I N , P.C. Consulling Engineers 3229 W a U T l i c k Koad, Lynchburg, V A 24.502 • • • • (804/237-20441 G U Y & DAVIS CONSULTING ENGINEERS WATER SUPPLY WASTEWATER TOXIC AND HAZARDOUS MATERIALS Cable T i l . v K K i n • T\l • Public Siitrly CDIHmunitalinns S>sUTn.s • Alarm Systems • Kk'ctrical IK-siHTi • Fi'd(T;il ('(immunitalions CommLssion .\pplication IVcparaliiin • Kxpcrt Ti-stimony and Wilni-s.s R i c h a r d W. K o b e t z & Associates, L t d . tslorth Mountain RnesTraining C>enter Route Two Box 342 Wflnchester, Virginia 22601 (703) 662-7288 HDR Henningson, D u r h a m S.Richardson Architecture Alexandria Engineering Norfolk, V A Planning and S y s t e m s Offices anid Other Nationwide Sciences Wiley & Wilson Architects Engineers Planners 2310 L a n g h o r n e Road P 0 Box 8 7 7 L y n c t i b u r g , Virginia 24505-0877 (804) 528-1901 c Public Administration Service Providing management assistance and consultant services to local, regional, and state governments since 1933 1497 Ctiain Bridge Road McLean, Virginia 22101 (703) 734-8970 dmq DAVID M. GRIFFITH AND ASSOCIATES, LTD. S p e c i a l i s t s in R e v e n u e E n t i a n c e m e n t . Cost A l l o c a t i o n Plans and C o m p u t e r S y s t e m s P.O. BOX 3 9 9 2 , Richmond, Virginia 23235 R a l e i g h , N C 919/876-8042 R i c h m o n d . V A 804;323-1184 o Q Z < z o IArchitects • Engineers • Planners CE Maguire, Inc. 5203 Leesburg Pike, Falls Church, VA 22041 (703) 998-0100 207 Business Park Dr., Virginia Beach, VA 23462 (804) 497-6304 THE MAGUIRE GROUP Regional offlcn: Provldenca. Rl: Alsxanilrls, LA: BustDn. MA: Clearwitsr. FL Charlutts. NC: Falla Church, VA: Florgnce, SC: Honolulu, HI: Minchsstsr, NH: New Britain, CT: Pittsburgh. PA: Phoenix. AZ: Spartanburg. SC: Virginia Beach, VA: WalDiam. MA. < z > 73 �JAMES M E R C E R & ASSOCIATES, INC. (404) 396-9060 Consultants to Management KlNANC:iAL A N D • EXECUTIVE SEARCH CONSULTANTS • PRODUCTIVITY IMPROVEMENT • SEMINARS / TRAINING • Advisor on Financial a n d Marketing Matters Relating to Issuance of Municipal Bonds • Position Classification a n d Pay Studies • Executive Search a n d Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED . O . B O X 45 • ORGANIZATION ANALYSIS • MANAGEMENT SYSTEMS MANAGEMENT V I R G I N I A B t A C H , V A . 23458 804 422-1711 P. O. B O X 8 8 8 6 5 6 A T L A N T A , G E O R G I A 30356 R . W . BECK A N D ASSOCIATES ENGINEERS AND CONSULTANTS : 40 Grove Street Wellesley, MA 02181 (617) 237^870 Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 1510 E. Colonial Drive Orlando, FL 32803 (305) 8964911 YARGER AND A S S O C I A T E S , INC. Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 600 Surveys Our 30th Year 2830 Mary Street Falls Church, Va. 22042 703/560-6900 CAMP DRESSER & McKEE 7630 Little River Turnpil<e, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental planners, >t o Q engineers, & management scientists, consultants Grab o < Z o DC > some attention with an ad in this space. Call 804-649-8471 for information. 74 CDM �THE PEOPLE OF LYNCHBURG r- 1^' ARE WORKING FOR AN EVEN BETTER COMMUNITY �At a 1907 band concert, Elsie Wilson thought she could sneak a cigarette behind the percussion section. She was soon drummed out of town. I o 3' You ve come a long way, baby. Philip Morris I n c . 1984 Warning; The Surgeon General Has Determined That Cigarette Smoking Is Dangerous to Your Health. I mg "tar," 0.6 mg nicotine av. per cigarette, FTC Report Mar.'84. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 9 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource September 1984 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198409 https://www.virginiaroom.org/digital/files/original/69/6468/198410.pdf 4bd6e1487a2608d363686ec476fe386c PDF Text Text Inside: — Fire Department Liability — California New Home Insurance Program — Arson and the Arsonist �When it comes to survival, there's safety in numbers. O O I i > The s a m e holds true for e c o n o m i c survival, w h e t h e r you're p r o t e c t i n g the assets of a city, county, t o w n , or local s c h o o l board. That's w h y the Virginia M u n i cipal League, t h r o u g h it's w h o l l y o w n e d C o r p o r a t i o n , Virginia M u n i c i p a l Underwriters, Inc. has developed a n e w c o m p r e h e n sive group insurance program. The program is designed exclusively for local g o v e r n m e n t s and their agencies w i t h i n the Commonwealth of Virginia. It offers a w i d e range of property, casualty, boiler and machinery coverages. Included a m o n g the casualty lines are: • Public Officials Liability Police Liability Comprehensive General Liability Broad Form Errors & Omissions Personal Injury Liability Garage Liability All casualty lines are consolidated w i t h one carrier (Best's A-l-15 rated), providing insurer stability and eliminating potential coverage gaps. W h a t ' s more, w i t h so many coverages available, the program can be tailored to your individual needs and exposures. Group purchasing p o w e r a l s o results in e c o n o m i e s of scale. So there's a bottom-line benefit as well. Of course, all the fish in the sea can't eliminate risk c o m p l e t e l y . But if you're in d a n g e r of b e i n g s w a l l o w e d up b e c a u s e of rising costs, i n a d e q u a t e c o v e r a g e or poor service, the V i r g i n i a M u n i cipal Property Casualty Ins u r a n c e P r o g r a m c a n help. For further information, please contact: Margaret A. Nichols Administrator, Virginia Municipal Property Casualty Insurance Program P.O. Box 753 Richmond, Virginia 23206 (804) 649-8471 �Virginia *City Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre Volume 19 October 1984 Number 10 VML President Lawrence A. Davies Officers Samuel W. Adams III Robert T . Williams Martha V. Pennine Noel C . Taylor 4 People 6 Fire Department Liability Executive Committee J . Willard Lineweaver J a c k D. Edwards Dolores P. Lescure Sidney M. Oman William R. Hartz M. Stewart Koethcke Charles A. Robinson Jr. By Daniel F. McNeil "With the increasing complexities faced by many fire administrators in the areas of fire suppression and prevention, the issue of liability has been compounded." 10 By William C. Hanna "During the past three years a new concept which links city public safety services with private sector homeowners insurance offerings has been developed and tested in California." Executive Director R. Michael Amyx On the Cover Members of the County of Henrico Division of Fire engage in fire suppression activities at a nighttime blaze. Fire services are changing. Read about the liability insurance your fire department needs, the new public/private venture in home insurance developed in California and some new w a y s of handling the age-old problem of arson, all in this issue of Virginia Town & City. California's New Cooperative Home Insurance Program 15 Arson and the Arsonist By Robert A. Williams II "Arson is here to stay, and the problem will continue to grow until we do something about it." 16 Professional Directory 17 Commentary: Voter Registration, Turnout in Virginia By Timothy G. O'Rourke VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It Is published monthly at 311 Ironfrents, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1984 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 O Q O I- < o �People Fields J o i n s V M L Staff o Q Z < z o < o > Mary Jo Fields joined the VML staff as staff associate in early October following the birth of her new baby and her resignation after eight years with the Institute of Government at the University of Virginia. Fields has a bachelor of arts in political science from Auburn University and a master's in public administration from the University of Alabama. She joined the staff at the Institute of Government in October 1976. As a research analyst her primary responsibilities have included serving as a staff associate for the Governor's Commission on Virginia's Future and serving as the institute's conference coordinator. She has also written newsletters and articles on public affairs topics, prepared or assisted in preparing institute reports, coauthored the Handbook for Virginia Mayors and Councilmembers and handled numerous research requests from both the public and private sectors. Prior to working at the institute, Fields worked as a research associate and research assistant for the Bureau of Public Administration at the University of Alabama from 1974 to 1976. In her new position at VML, Fields' responsibilities will be in the areas of research and writing as well as conference planning and execution. She will also have certain legislative responsibilities. Managers Appointed Jeffrey H. Minor has been appointed town manager of Leesburg. He replaces J o h n Niccolls who resigned in June after serving as the town's manager for 8V2 years. Minor has served in the town man- ager's office for the past eight years. For the last two years he served as deputy town manager. Prior to working in Leesburg, Minor was town manager in Indian Head, MD. He has also served as vice president of the Maryland City Managers Association. Minor holds a bachelor's degree in political science and a master's degree in public administration from West Virginia University. He is a member of VML's Public Safety Policy Committee and has also served as an instructor in political science and public administration at Prince Georges Community College in Maryland. Niccolls resigned the manager's position to enter private business in Leesburg. During his tenure, Leesburg completed two annexations and an $8.4 million water filtration plant project. Robert J. O'Neill is the new city manager of Hampton. He replaces T h o m a s I. Miller who retired. A native of Hampton, O'Neill was formerly a director of management consulting services for Coopers & Lybrand. From 1975 to 1979, prior to joining Coopers & Lybrand, he was an assistant city manager in Hampton, supervising the departments of budgeting, finance, personnel, data processing, assessment and other support service departments. O'Neill holds a bachelor's degree in political science from Old Dominion University and a master's degree in public administration from Syracuse University. City Founder D i e s Frank A. Dusch, one of the founders of the consolidated city of Virginia Beach and its first mayor, has died at Virginia Beach General Hospital. He was 86. "He was probably the perfect man to be the first mayor," one council member said. "I never met anyone who didn't like Frank Dusch." Known as a low-key politician with a knack for working behind the scenes to achieve political harmony, Dusch served on the Virginia Beach City Council from 1952, when the locality was still a small resort town, through 1972. As mayor of the original city, which covered a 49-block area along the oceanfront, Dusch took part in deliberations that led to the 1963 merger with Princess Anne County and the formation of the new Virginia Beach which encompasses 310 square miles. Moyer Retires C. M. Moyer Jr., city manager of Manassas for the past 11 years, retired effective Oct. 1. He will make his home in Staunton, VA, where he served as city engineer and assistant city manager and manager between 1954 and 1967. Moyer is a graduate of Virginia Military Institute and holds a civil engineering degree. He served in the Army Corps of Engineers dunng World War II and as county engineer in Alleghany County from 1949 to 1954. After serving as city manager of Staunton, he became assistant city manager of Suffolk in 1967 and city manager in 1971. In 1973 he became manager of Manassas. Under his management, Suffolk completed a merger with Nansemond County and Manassas made its transition from a town to a city. Moyer has been active in the International City Management Association and is a past president of the Virginia Section, ICMA. He has also served on the Virginia Municipal League's Effective Government Policy Committee. Supervisor Dies Homer W. Williams Jr., a supervisor of Prince George County for nine years, died July 2. Williams had served three terms as chairman of the Prince George Board of Supervisors and had also served as its vice chairman. Williams was a retired Navy pilot. He owned and operated a furniture business and mobile home park in Prince George. He is succeeded on the board of supervisors by his widow, Marion Williams, until a special election is held in November. Council Member Receives National Appointment President Ronald Reagan has named Vienna Council Member E. Ross Buckley chairman of the Occupational Safety and Health Review Commission (OSHRC). The review commission is an independent federal agency that rules on job safety and health disputes arising from inspections of the nation's work places conducted by the U.S. Department of �Pennino To Serve Airport Commission Martha V. Pennino, vice chair of the Fairfax County Board of Supervisors, will be among those representing the Metropolitan Washington Council of Governments on an advisory commission established by Transportation Secretary Elizabeth Dole. The commission will develop recommendations to transfer ownership and operation of National and Dulles airports. National and Dulles are the only two commercial airports in the nation owned and operated by the federal government. Secretary Dole has directed the commission to "develop a comprehensive proposal for the transfer of the Metropolitan Washington airports to an app r o p r i a t e s t a t e , local or interstate governmental body . . . either an existing entity or a new organization" and to "consider the concerns of the various Beach since June 1, 1982, has been active in ICMA for many years and has served on its Financial Management Committee. classes of users of the airports, the interests of the communities they serve, the national interest in air service to the capital and the need for coordinated operation of the air carrier airports serving the Metropolitan Washington area. Also serving on the commission is Gov. Charles S. Robb, and former Virginia Gov. Linwood Holton will serve as chairman of the commission. Labor's Occupational Safety and Health Administration (OSHA). Buckley served as OSHRC's general counsel from April 1982 until his appointment as a commission member. He previously served as an attorney with the U.S. Department of Justice. Send your "people news" to Virginia Town & City, P.O. Box 753, Richmond, VA 23206. Beach Manager Will Advise Treasury Studies Virginia Beach City Manager T h o m a s H. M u e h l e n b e c k has been appointed by the International City Management Association (ICMA) to serve on the Advisory Group for the Department of Treasury's Studies of FederalState-Local Fiscal Relations. The group will offer advice on the design of the department's fiscal studies, their findings and policy options. The studies were requested by Congress in 1983 and are expected to have far-reaching effects on local revenue sharing, grant determination and tax policy for the next few years. Muehlenbeck, manager of Virginia W r e ServingPuUic Service E i i ^ l ( n m ^ K ^ MoreCost-Efifective Health Benefits. Instead of paying higher costs for health benefits or reducing coverage for employees. more municipalities are calling Blue Cross and Blue Sliield of Virginia. We've implemented some of the most cost- your mumcipaHry, regardless of its size, Call your local office of Blue Cross and Blue Sliield of Virginia. For the _ Blue Cross healthofyour employees. BlueShieldA n d your municipality. effective programs in the country. ill A n d we can put these programs to work for o ul CL* IJ^ATIT* • iflaeU'oss&liluedmeldUtVirsiiiia Richmond (Headquarters)/RoanokcVBrisrol/Martinsi>ilkVDmu'ille/Lynchhiiro/Norf^^ Newport Neu's/Manassas/Petersburo/Staunton/Winchester/Charlottest'ille > O Q o < Z CD > �Fire Department Liabilitx; > o Q O CC > By Daniel F. McNeil With the increasing complexities faced by many fire administrators In the areas of fire suppression and prevention, the issue of liability has been compounded. It is common for a fire administrator to walk into a purchasing agent's or risk manager's office and ask, "What will happen if I am sued as a result of our activities?" A typical answer is, "Don't worry about it. We have insurance." In fact, the municipality probably does carry liability insurance, but what does it cover, whom does it cover, what limits are provided and what are the insurance company's obligations? These are just a few of the questions that should be addressed, and the time to seek the answers is before the municipality is notified that a claim has been made due to the actions or inactions of its fire department. What Is Liability Insurance? Simply put, liability insurance protects you from injury or damage done to others. This might mean physically hurting someone or damaging another's property. Although many forms of liabil- ity insurance exist, the three most common for municipal fire departments are automobile, general and professional liability. Automobile liability insurance, most familiar because many of us insure the family auto, protects an individual held legally liable to others as a result of the ownership, maintenance, operation or use of an auto which results in unexpected bodily injury or property damage. Unlike your family, a municipal fire department confronts several additional liability loss exposures. For example, a firefighter might be involved in an acci- �dent while responding to the scene of an emergency in his personal auto. What liability coverage, if any, would be available to the municipality or firefighter under the municipality's policy? To be covered under its automobile liability insurance, the municipality must carry non-owned automobile liability. To provide the firefighter with liability coverage, the employees or volunteers must be considered additional insureds under the non-owned automobile liability section of the policy. General liability insurance, on the other hand, is not as familiar to most of us as automobile insurance. This insurance affords liability protection for unexpected bodily injury or property damage arising from the premises and operations. This might mean a lawsuit resulting from a member of the public entering the premises and injuring himself or from a hose breaking free and striking a member of the public at a fire scene. These examples are understood easily and in most cases a municipality has purchased coverage to insure against such liability exposures. However, all general liability coverage is not the same. Many cities and towns have purchased coverage that limits liability insurance to their premises only, even though the greatest liability exposure for fire departments lies at the scene of an emergency. Also, a number of additional coverages may be added to a general liability policy. When discussed in insurance jargon, these may not appear necessary, however, when discussed in terms of the fire service, few public officials would dispute their importance. Completed operations liability, for example, provides liability coverage for bodily injury and property damage arising from operations performed for someone else after operations have been completed. In terms of the fire service, an example of what might be considered a completed operations claim is referred to as a "rekindle," re-ignition of a fire thought to be extinguished. Professional liability insurance, probably the least understood, protects an individual who possesses a special knowledge or skill that is necessary to perform a particularfunction. In the case of a paramedic or an emergency medical technician (EMT), professional liability insurance is referred to as medical malpractice. For a firefighter or fire officer, professional liability insurance often is called errors and omissions insurance. Unlike automobile and general liability insurance, professional liability insurance covers claims that are not necessarily sudden or accidental. In fact, the professional liability claim usually results from an intentional act in which the quality of service performed is In question. The fire ground commander who orders the venting of a fully involved structure or the paramedic who administers advanced life support on a heart attack victim easily may wind up in court. As a professional liability claim develops, the plaintiff typically alleges that the professional did not follow a recognized standard of conduct. Who Is Covered? After a liability claim is presented to an insurance company and the responsibility to cover the claim has been established, the insurance company then det e r m i n e s w h o m or what entity it is required to protect. When a municipality is named in a lawsuit, it is common practice that all persons and departments involved in the claim on behalf of the municipality be named individually. Consequently, it is important to establish prior to purchasing an insurance program whom the insurance company is obligated to defend and for whom it is obligated to pay claims. Obviously, the entity named as an insured will receive the benefit of the insurance contract. However, if the named insured is the city, what are the insurance company's obligations to the fire department and its members? The insurance company may add the fire company and its members as additional insureds and thus solve the problem. When including the fire department's members as additional insureds in general and professional liability policies, most insurance companies will refer to members as "employees." With a fully paid fire company this solution presents little problem. However, where does this leave the volunteer firefighter? Does the insurance company consider a volunteer an employee? Because a vast majority of fire departments use volunteers completely or to supplement their career personnel, the insurance company's position must be clarified prior to issuance of a policy. What Limits are Provided? Companies offer liability insurance at various limits which requires that you anticipate the amount you might be held legally liable for at some future date. Obviously, this task is a bit more difficult than the selection of a value under property insurance, where if replacement of a building costs $250,000 the maximum i n s u r a n c e r e q u i r e d is o b v i o u s l y $250,000. Various limits of liability insurance are available up to $1 million, and this amount may be supplemented by purchasing excess coverage at limits of $1 million, $2 million, $5 million or more. The following basic guidelines should be considered when determining how much insurance your fire department needs: • Are there any statutory limitations on your ultimate liability? • What are the property values in the areas protected by your fire department? • What are the current trends in court decisions? • How many calls does your fire department respond to annually? • Is your fire department providing emergency medical services? • Do you have any contractual obligations which might require a minimum amount of liability protection? • Is your fire department's building leased or used for any social functions? The a n s w e r s to these questions should be discussed with the municipality's legal counsel, risk manager or insurance agent to help develop an appropriate amount of liability insurance. In any event, it must be kept in mind that the amount selected still might not satisfy a judgment, and once the policy limit is reached the insurance company has met its obligations. What Are the Insurance Company's Obligations? Once an insurance company receives notice of a claim, the claims department determines whether or not the policy covers the claim. If so, the department will establish a course of action or "game plan." As part of the game plan, the insurance company's claims and legal departments attempt to ascertain whether or not the insured would or would not be held legally liable. At this point, the insurance company decides either to contest or attempts to settle the claim on behalf of the insured. Many insureds have questioned this procedure because of a misunderstanding of the insurance company's rights and obligations under the insurance policy. The insurance company must defend the insured and pay legal awards for injuries covered by the policy. However, the insurance company also has the right to settle a claim if it deems it expedient. With the exception of some professional liability cases, settlement does not require the insured's permission. As a result, the insurance company may move to settle a claim even though the municipality does not acknowledge an obligation to the injured party. Conversely, at times the municipality or public official feels morally obligated to pay an injured party even though the insurance company wishes to deny liability and contest the claim. The insurance company has its own as well as the continued next page O Q < § O H < O DC > �Liabi/ify from page seven municipality's interest in mind. Tlierefore, if ttie insurance company feels reasonably certain that the insured could be held legally liable, it will attempt to settle the claim a s economically a s possible. On the other hand, if the insurance company is uncertain about the municipality's liability, it is obligated to contest the claim and defend the municipality. A s previously mentioned, insurance contracts contain many insuring agreements and exclusions. Should a particular policy's insurance agreement or exclusion deny coverage for a loss, the insurance company would not only be relieved from paying any award, it also would not be required to defend the fire department. Therefore, it is imperative that the municipality carefully review all insuring agreements and exclusions in any liability policy. What Are the Insured's Obligations in the Event of a Liability Claim? Two words, "notify" and "cooperate," should come to mind immediately after a loss. In the event of a loss, the first and most important action an insured should take is to notify the insurance company at the earliest opportunity. E a c h insurance policy will specify who should be notified in writing. T h e insurance contract may indicate that notification to the insurance agent is the same a s notifying the company. This usually is the c a s e under general and automobile liability policies. P r o f e s sional liability policies generally will indicate that notice must be sent in writing directly to the insurance company. It is advisable to establish with the municipality's insurance agent to whom a loss should be reported and make a note for each insurance policy in the portfolio. Reporting a claim to the insurance company on a timely basis is usually not a problem once the appropriate administrative officer of the fire department or municipality is made aware of the need for the claim. T h e problem usually results when a member fails to report a claim to the appropriate administrative officer. It is imperative that one or two administrators be selected as the individuals to whom claims should be reported. In addition to reporting the claim in a prompt and thorough manner, the insurance company also requires the insured's full cooperation. This not only means attendance at hearings, depositions and thals, but it means the insured shall not jeopardize the insurance company's defense. Traffic accidents are the most common source of claims, and, at times, are handled poorly on the part of the fire Market Makers and company. When a traffic accident occurs between fire apparatus and a civilian vehicle, it is not uncommon for the officer to tell the civilian with the damaged vehicle to have it fixed and send the bill to the city or town hall. This creates a problem for the insurance company because not only has the fire officer made a voluntary payment without the consent of the insurance company, but it might be determined that the insurance company's defense has been jeopardized by the voluntary payment. In such an instance, the city official may be shocked to learn that the insurance company may refuse to pay for the claim for damages to the civilian's automobile and even may deny coverage on the basis that the fire department has jeopardized its defense. When purchasing an insurance program, it is advisable to establish reporting procedures not only between the municipality and agent, but within the municipality a s well. The selection of an insurance agent is one of the most important decisions a municipality must make regarding its insurance program. Careful consideration should be given to choosing an agent with experience in fire service. Often localities employ a consultant or full-time risk manager who is thoroughly versed in the exposures faced by fire departments and the insurance coverages necessary to provide proper protection. Many Virginia localities are required to use a bidding process for the selection of insurance coverages. A consultant, risk manager or agent should be able to prepare an appropriate set of specifications to submit to several insurance carriers for quotations. Without careful preparation you may find that the least expensive insurance you can buy today may some day become the most expensive. No one can provide your department with needed insurance coverage after a loss. Investment Bankers o Q < z o < Salomon Brothers Inc •z. o DC > Member of Major Securities and Commodities Exchanges One New York Plaza, New York, N.Y. 10004 About the Author Daniel F. McNeil is president of Volunteer Firemen's Insurance Services Inc., which writes insurance programs for fire companies in 45 states. McNeil has had numerous articles on insurance related topics published and has traveled widely as seminar speaker. �Food Lion can help you with TURKEY SHOOTS Food Lion is offerins holiday sift certificates to help with your turl<ey shoot, fund raisins project, or other holiday sift sivins. Gift certificates are available for turkeys, hams, fruit baskets or cash certificates s o o d for any products w e carry. Food Lion sells only top quality, competitively priced turkeys, hams and fruit. For further information contact: Food Lion Headquarters P. O. Box 1330 Salisbury, NC 28145-1330 (704) 633-8250. Call Collect. Janice Hyde, ext. 264 or Marie Robinson, ext. 382 FOOD LION Virginia Munidpal Group Insurance Association A program designed to control your Workers' Compensation Costs. $3.1 million in dividends returned For rndrc information contact: Margaret A . Nichols, Administrator Virginia Municipal Group Self Insurance Association P.O. Bo.x 753 Richmond, Virginia 23206 (804) 649-8471 �California's New Cooperative Home Insurance Program o Q Z < o o DC > 10 By William C. Hanna During the past three years a new concept which linl<s city public safety services with private sector homeowners insurance offerings has been developed and tested in California. The Cooperative Home Insurance Program, known as CHIP, is simple in concept but has required considerable effort on the part of cities and insurance underwriters in order to evolve into a workable structure. The localities provide a comprehensive in-home lossprevention oriented educational program at no cost, and the sponsoring insurance companies and local CHIP insurance agents offer high-quality, lowcost insurance by making effective use of the localities' home-visit reports to individually underwrite each applicant's home. Because of the nature of the risks thus presented and the individual underwriting made possible by the localities' services, CHIP loss ratios are expected to be below local averages such that the program will likely yield an underwriting profit. As a response to the effectiveness of such home safety and security p r o g r a m s , CHIP insurance carriers have agreed to return this unused premium to the sponsoring localities to help local public safety programs. While the insurance carriers will not guarantee local revenues, yields from 10 percent to 25 percent of gross premiums appear to be possible, based on retrospective studies. Owner-occupants of single-family homes, two- to four-family units, condominiums and mobile homes are eligible to apply for CHIP insurance provided they complete the locality's voluntary �h o m e safety and security analysis and m a k e t h e locality's r e p o r t s a v a i l a b l e to the C H I P underwriting agents. Program History C H I P is t h e e v o l u t i o n a r y p r o d u c t of n e a r l y 10 y e a r s of p l a n n i n g o n t h e part of a n u m b e r of city m a n a g e r s a n d fire offic i a l s to b r i n g i n s u r a n c e p r e m i u m s to b e a r o n t h e c o n t r o l of fire l o s s e s . O n l y in the past four years has the concept b e e n e x p a n d e d to i n c l u d e all t h e risks a n d c o v e r a g e s u s u a l l y a d d r e s s e d by h o m e o w n e r s insurance policies, not a b l y t h e f t a n d l i a b i l i t y c o v e r a g e s in a d d i t i o n to fire loss i n d e m n i f i c a t i o n . T h e m o d e r n d e v e l o p m e n t of B e n F r a n k l i n ' s i d e a of c o u p l i n g i n d e m n i f i c a t i o n a n d p r o t e c t i o n b e g a n in 1 9 7 8 w i t h a r e s e a r c h g r a n t a w a r d e d to t h e Institute F o r L o c a l Self G o v e r n m e n t in B e r k e l e y , CA. T h e grant w a s a w a r d e d by the U n i t e d S t a t e s Fire A d m i n i s t r a t i o n , a part of t h e F e d e r a l E m e r g e n c y M a n a g e m e n t A g e n c y , to s t u d y t h e f e a s i b i l i t y of cities b e c o m i n g i n v o l v e d in fire i n s u r a n c e in o r d e r to h e l p s u p p o r t t h e i r fire p r o t e c t i o n agencies. T h e resulting s t u d y i d e n t i f i e d a n u m b e r of a l t e r n a t i v e s i n c l u d i n g a p u b l i c / private sector cooperative relationship w h i c h c o u l d b e i m p l e m e n t e d w i t h o u t rec o u r s e to e n a b l i n g legislation or city qualification as an insurance carrier. This cooperative relationship concept e v o l v e d into C H I P t h r o u g h t h e efforts of a n a d h o c c o m m i t t e e of n e a r l y 5 0 city m a n a g e r s , p o l i c e a n d fire officials, city a t t o r n e y s , legal a d v i s o r s a n d i n s u r a n c e industry m a n a g e m e n t personnel. By early 1982 a prototype p r o g r a m called Municipal H o m e o w n e r s Insura n c e ( M H I ) w a s r e a d y f o r test, a n d t h e city of Mill V a l l e y , a n a f f l u e n t r e s i d e n t i a l s u b u r b of S a n F r a n c i s c o , a g r e e d t o s e r v e in t h a t c a p a c i t y . In F e b r u a r y of t h a t y e a r , M H I w a s o f f e r e d to t h e c i t y ' s homeowners. The Original Program Despite extensive planning and endless discussions, the M H I Test P r o g r a m c o n t a i n e d f l o w s w h i c h l i m i t e d its r e v e nue potential and aroused considerable o p p o s i t i o n f r o m s o m e of t h e i n d e p e n dent agents and their trade associations. Only o n e city entry plan w a s offered; a master insurance policy held b y t h e city o n b e h a l f of its eligible h o m e owners. M a x i m u m insurable h o m e valu e s w e r e limited to $ 1 5 0 , 0 0 0 a n d u n d e r writing guidelines w e r e quite stringent. In a d d i t i o n , d i s a s t e r c o v e r a g e s w e r e n o t a v a i l a b l e , a p a r t i c u l a r p r o b l e m in C a l i fornia. H o m e o w n e r s could buy their policies d i r e c t l y f r o m t h e i n s u r a n c e c a r r i e r o r t h r o u g h o n e o r a n o t h e r of t h e local insurance agents, and the agent's c o m m i s s i o n of 10 p e r c e n t w a s low by i n d u s try standards. T h e $ 1 5 0 , 0 0 0 c a p e x c l u d e d m o s t of Mill V a l l e y ' s h o m e s . T h e p r o v i s i o n for d i r e c t m a r k e t i n g by t h e c a r r i e r i n c e n s e d a g e n t s as did the low c o m m i s s i o n . N e v e r t h e l e s s , h o m e o w n e r i n t e r e s t in t h e p r o g r a m w a s h i g h a n d m o r e t h a n 17 p e r c e n t of t h o s e w h o r e c e i v e d t h e first mailing asked for the h o m e safety and security analysis. Thus, the carriers were both e n c o u r a g e d by the homeowner's response and concerned about the h o m e value problem and the agent's opposition. Early Opposition T h e a g e n t s , s u p p o r t e d b y at least o n e " h o u s e h o l d w o r d " p e r s o n a l lines c a r rier, m o u n t e d a n i m m e d i a t e c a m p a i g n to d i s c o u r a g e o t h e r cities f r o m a d o p t i n g M H I , b u t by t h i s t i m e t h e d e v e l o p e r s w e r e a l r e a d y in t h e p r o c e s s of m o d i f y i n g t h e p r o g r a m in light of b o t h t h e a g e n t ' s objections and the insurance limitations. The agent's fundamental complaints s e e m e d to c e n t e r o n t h e v e r y p e r s o n a l i s s u e s of low c o m m i s s i o n s , t h e " d i r e c t b u y " o p t i o n a n d t h e fact t h a t t h e y d i d not " o w n " t h e M H I b u s i n e s s a s is c u s t o m a r y in t h e i n d u s t r y . O n t h e o t h e r h a n d , t h e c o n c e r n s they e x p r e s s e d publicly a d d r e s s e d s u c h issues as g o v e r n m e n t int r u s i o n into t h e p r i v a t e s e c t o r , t h e cities' liability e x p o s u r e a n d t h e h i g h i n d u s t r y loss ratio a s e v i d e n c e t h a t t h e r e w o u l d be n o r e s i d u a l r e v e n u e s f o r t h e c i t i e s . O n t h e b a s i s of all of t h i s , M H I a c h i e v e d considerable national recognition with cities g e n e r a l l y f a v o r i n g t h e i d e a a n d t h e c o m m u n i t y of i n s u r a n c e a g e n t s g e n e r ally o p p o s i n g it. Lessons Learned H a v i n g no w i s h to s t r u g g l e with agents city-by-city across the nation and r e c o g n i z i n g t h e l e g i t i m a c y of s o m e of their concerns, the p r o g r a m carriers and s u p p o r t i n g city p e o p l e w o r k e d out a n u m b e r of m o d i f i c a t i o n s , i n c l u d i n g t h e n a m e c h a n g e to C H I P , to m a k e t h e p r o g r a m m o r e attractive both to h o m e o w n e r s a n d local i n s u r a n c e a g e n t s . T h e s e have been quite successful with h o m e o w n e r s ; moderately so with agents. C H I P i n s u r a n c e is n o w r a n k e d a m o n g the best c o v e r a g e s a n d lowest rates available, and a l t h o u g h a g e n t s as a g r o u p still c o m p l a i n , q u a l i f i e d a g e n c i e s a r e c o m i n g f o r w a r d to r e p r e s e n t C H I P in v i r t u a l l y e v e r y i n t e r e s t e d city. P r o g r a m improvements from the a g e n t ' s p o i n t of v i e w i n c l u d e a n i n c r e a s e in c o m m i s s i o n to ^2V^ p e r c e n t , " o w n e r s h i p " of t h e b u s i n e s s v e s t e d a f t e r t h r e e years and marketing and administration of C H I P e x c l u s i v e l y by a n i n d e p e n d e n t local i n s u r a n c e a g e n t w h o s e r e s p o n s i bilities i n c l u d e m a r k e t i n g , q u o t a t i o n s , policy i s s u a n c e a n d c l a i m s s e t t l e m e n t , all w i t h i n i n s u r a n c e c o m p a n y g u i d e lines. Also, C H I P n o w offers cities a s e c o n d option which requires only a conceptual e n d o r s e m e n t rather than the quasic o n t r a c t u a l r e l a t i o n s h i p of t h e m a s t e r p o l i c y . T h i s o p t i o n w a s i n t e n d e d to red u c e political p r e s s u r e o n e l e c t e d offic i a l s b u t t h u s f a r h a s n o t b e e n c h o s e n by a n y of t h e c i t i e s i m p l e m e n t i n g t h e p r o g r a m . It s e e m s t h a t c o u n c i l s r e c o g n i z e t h e a d v a n t a g e s of t h e m a s t e r p o l i c y a n d s u f f e r a n t i - C H I P l o b b y i n g to s o m e d e g r e e in a n y e v e n t . C H I P n o w also i n c l u d e s a n u m b e r of p o o l i n g a r r a n g e m e n t s d e s i g n e d to s a t isfy c a r r i e r s ' p r e m i u m r e s e r v e r e q u i r e m e n t s a s w e l l a s c u s h i o n large a n d u n e x p e c t e d l o s s e s in o r d e r to p r e s e r v e t h e cities' revenue potentials. T h e s e pools m a y be as large as a state or as small as a city, d e p e n d i n g o n t h e r e l a t i o n s h i p b e t w e e n p r e m i u m p r o d u c t i o n a n d loss e x p e r i e n c e . All cities in a g i v e n s t a t e a r e a s k e d to r e m a i n in t h e s t a t e p o o l for at least 2 4 m o n t h s s o t h a t a c t u a r i a l s t a t i s tics c a n be a c c u m u l a t e d a s r a p i d l y a s p o s s i b l e . B e y o n d that, a n y city or g r o u p of cities w h i c h c a n d e v e l o p t h e p r e m i u m reserve annually and w h i c h c a n project a p o s i t i v e unden/vriting profit m a y o p t o u t of t h e s t a t e p o o l . In a d d i t i o n , a n a p e r i o d i c " s u p e r f u n d " p o o l is c r e a t e d by a 1 p e r c e n t a s s e s s m e n t o n all c o l l e c t e d p r e m i u m s n a t i o n ally w h e n e v e r a n y p o o l is in a deficit p o s i t i o n at t h e e n d of t h e fiscal p e r i o d . T h e p u r p o s e of t h i s f u n d is to r e s t o r e p o o l s w h i c h h a v e h a d u n e x p e c t e d large l o s s e s to a " 0 " b a l a n c e e a c h y e a r . W h i l e t h e cities t h e m s e l v e s n e v e r a c c u m u l a t e a n y c l a i m s liability, large l o s s e s m i g h t t a k e s e v e r a l y e a r s to offset by s u b s e q u e n t p o o l u n d e n w r i t i n g profit e a r n i n g s . In e s s e n c e , t h e s u p e r f u n d m a k e s it p o s sible f o r all C H I P cities n a t i o n w i d e to c o m e to t h e r e s c u e of a n y city o r s t a t e s u f f e r i n g f r o m t h e b a d l u c k of c a t a strophic losses. In this c o n t e x t , t h e p r o g r a m a l s o p r o vides protection for the cities' revenue p o t e n t i a l t h r o u g h t w o l e v e l s of s t o p - l o s s r e i n s u r a n c e . T h e first of t h e s e limits t h e localities' p o o l e x p o s u r e f o r s i n g l e incid e n t s to $ 5 0 , 0 0 0 a n d t h e s e c o n d , f o r catastrophic losses, to a $500,000 a g g r e g a t e . A s a n e x a m p l e , t h e localities' p r e m i u m pool would be c h a r g e d with o n l y $ 5 0 , 0 0 0 in a c l a i m f o r t h e i n s u r e d fire loss of a $ 1 5 0 , 0 0 0 h o m e ; t h e b a l a n c e of t h e c l a i m w o u l d b e p a i d b y CHIP'S reinsurer. From the insured's viewpoint C H I P n o w o f f e r s a c o m p l e t e m e n u of c o v e r a g e s at r a t e s w h i c h , t h u s far, a p p e a r to be a m o n g the lowest available. Prese n t l y , h o m e s of up to $ 5 0 0 , 0 0 0 in v a l u e m a y be insured, a n d an extensive disc o u n t s c h e d u l e f o r installed s a f e t y a n d s e c u r i t y d e v i c e s is o f f e r e d a s a n i n c e n tive to i m p r o v e fire a n d b u r g l a r y d e t e c tion a n d potentially reduced losses. continued > t O Q < O DC > next page 11 �The City's Role C H I P ' S legal advisors in concert with a group of city attorneys have structured the program in such a manner a s to protect the localities' immunities from potential liability claims arising out of home safety and security analysis activities. Principal is the separation of the home analysis entirely from the insurance p r o c e s s . T h i s is accomplished through selection of the local C H I P agency exclusively by the insurance carrier and the reservation of the decision to insure or not to Insure that agency within the carrier's guidelines. The city cannot influence that decision and thus is not a party to the policy issuance process. Other than from general improvement of local safety and security and since the home visit program is offered to any citizen on request, the city cannot expect to benefit directly from any particular home analysis. The home analysis is offered exclusively a s a educational program designed to raise the level of awareness of homeowners to hazards in the home. City personnel do not purport to be experts in all aspects of codes which govern construction and occupancy in the city; code enforcement is not the intent. Clearly, however, there will be instances where homeowners will not agree to voluntarily correct a significant code violation, and the city will be obligated to enforce. Hold harmless and non-subrogation provisions contained in endorsements to the master policy also help to protect the locality in the event of a negligent inspection claim. In this context the locality's best protection lies in payment of the claim for an insured loss even where there may be questions concerning city performance. The city simply conducts the home analysis and leaves the insurance issues, if any, to be resolved between the homeowner and the insurance agent. C H I P also comprises a non-exclusive arrangement between C H I P carriers and the locality wherein the locality is free to enter into any number of such agreements with any number of insur- o Q Z < Q H < o cc > 12 ADIT A I V^Mrl I M L ance carriers. This provision effectively resolves any potential antitrust issues. The mechanism for transferring unused premiums to the localities is a policy endorsement, in some states a letter of intent to donate the premiums which sets forth the formula for computing the underwriting profit and the terms of payment. Where an endorsement is used, an assignment clause is attached to the homeowner's certificate of insurance which makes a gift of his earned dividend to the city. This provision resolves the lawful rebate issue and potentially provides a tax exemption to the homeowner. Where premiums are simply donated by the insurance carrier to the locality, no assignment provision is required since the policies themselves do not earn dividends. CHIP Rates C H I P insurance rates are set in recognition of the unique character of the homeowners who qualify themselves for the coverages and the fact that a known public safety service relationship exists between the city and the homeowner. Rates are established on a cityby-city basis where possible and by Insurance Services Offices (ISO) Territories where not. ISO is a national insurance rating organization. Initial rates are established by means of a comprehensive community profile for each locality derived from information supplied by interested cities on a C H I P questionnaire. T h e general risk level is thus established for the locality as a whole with adjustments to reflect recognition of the better-than-average risks represented. In any event, localities dominate the rating process even w h e r e a g e n c i e s in unincorporated areas, such a s fire districts, participate in the program. In a very real s e n s e C H I P rate-making recognizes the local effectiveness of cities and homeowners in uniquely and cooperatively controlling losses. Recent Experience and Program Status Since J u n e 1984, C H I P has been active in a number of California cities where experience is beginning to accumulate in the home safety and securB R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , V I R G I N I A 23323 804-485-4485 1009 D E L A W A R E S T . S A L E M , VA24153 703-389-6673 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 C O M P L E T E LINES O F EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY — Chemical Spreaders LINK BELT — Cranes - Excavators LAYTON MFG. CO. — Asphalt Pavers RICHMOND MFG. CO. — Horizontal Boring Machines MENZI-MUCK — Climbing Hoe MITRY — Hydraulic Cutter KOBELCO — Rubber Tired Loaders DYNAPAC — Vibratory Rollers - Compactors GIANT VAC — Leaf Collectors DAVEY — Air Compressors RO CORP. — Hydraulic Cranes PEABODY-BARNES — Pumps ity a n a l y s e s . T h e s e several hundred home visits appear to have been well accepted by homeowners, to the point where public safety personnel were frequently detained for discussion of safety and security issues beyond the 20 minutes or so required for the home analysis itself. Localities seemed pleased by this reception and by the potential for general improvement of their safety and security environment irrespective of the revenue potential. They also report negligible out-of-pocket expense for the home safety program due to employment of on-duty personnel for the purpose. The final C H I P marketing experiment w a s concluded in J u n e of this year wherein a city-sponsored public safety newsletter w a s mailed to all of the homeowners in four test cities. T h e newsletter features items of safety and security interest to homeowners and does not emphasize insurance other than to indicate where the homeowners c a n get additional information. This mechanism appears to work well and will be used extensively where cities will permit use of their logos. Carriers and agents support the entire cost of the newsletter. Since June approximately 80 California cities have returned their Community Profile Questionnaires and have begun the program implementation process. In Oregon, C H I P will be offered in September with eight of 28 interested cities intending to participate initially. In Washington approximately 40 cities have expressed interest a s a result of a C H I P seminar sponsored this spring by the Association of Washington Cities in conjunction with the state's International City Management Association. Similariy, the League of Minnesota Cities has sponsored a C H I P seminar and has collected profiles from more than 45 cities. An agency of the Pennsylvania state government sponsored a C H I P seminar for the several municipal managers' associations last May. Leaguesponsored seminars have also been conducted in Michigan, Idaho and South Carolina. Since each state has a unique set of insurance statutes and regulations it is necessary to review C H I P in light of these constraints before the program can be offered. Thus far only Oregon has required changes to the structure. About the Author William C. Hanna is a Stanford engineering graduate and iias worked as a consultant to the federal government in public safety for the past 30 years. His extensive experience in city government level public safety services lead to his involvement in the development of CHIP. He is presently executive vice president of CIMA Inc., a small company formed expressly for the purpose of developing the CHIP concept on a national scale. �Police Chiefs Elect Haskins The Virginia Association of Chiefs of Police elected Salem Police Chief Harry T. Haskins Jr. president of the association at the group's 59th Annual Conference which was held in Williamsburg Aug. 19-22. Chief Haskins has an extensive background in police services. He served more than 15 years with the Virginia State Police. He served as a trooper, investigator, sergeant and finally as first sergeant of the Fifth Division at Norfolk. Haskins also served as a special agent for the Jefferson and George Washington National forests in the U.S. Forest Service. In November 1975, Haskins was appointed chief of police In Salem. He holds a degree in criminal justice from Roanoke College and is a graduate of the 104th Session of the FBI National Academy. He was appointed by Gov. Dalton to the Criminal Justice Services Commission and appointed by Gov. Robb to its sequel, the Criminal Justice Services Board. He currently serves as chairman of the board's Committee on Training. Others elected to serve as 1984-85 officers of the association were Frank W. Johnstone, chief of police, Albemarle County; Maj. Cecil S. Johnson Jr., field supervisor. State Police Department; and William K. Stover, chief of police, Arlington County. Johnstone, Johnson and Stover will serve as first, second and third vice presidents respectively. Three members received special rec- ognition during the conference. They were Robert C. Poyner III, Michael Mack and Stephen Gunzenhauser. Officer Poyner of the Virginia Beach Police Department received an award for outstanding contribution to law enforcement. In his 11 years with the department he has been instrumental in publicizing and coordinating action for a c c i d e n t p r e v e n t i o n . He a l s o researched and initiated the Elementary School Crime Awareness Prevention and E d u c a t i o n P r o g r a m k n o w n as "ESCAPE" and designed and authored the ESCAPE workbook. Officer Michael Mack of the Fairfax County Police Department received an award for valor for pulling an accident victim to safety from a burning vehicle despite live electrical wires scattered across the area and suspended from severed poles. Also receiving an award for valor was Agent Stephen Gunzenhauser of the Arlington Police Department. Gunzenhauser is credited with saving a woman's life. While off duty, he sighted a woman floating face down in the C & O Canal in Washington. She was making slight m o t i o n s , and G u n z e n h a u s e r jumped into the water to save her. He dragged her body to the side of the canal but was unable to lift her out of the water due to the steep bank. He began mouthto-mouth resuscitation but got no response. Checking the victim, he found her sundress straps were tied around her neck. He loosened the straps and Fairfax Counfy Honors Harry T. Haskins Jr. again administered mouth-to-mouth resuscitation until the woman began to breathe. Outgoing President Col. Leslie T. Sheppard, chief of police of Henrico County, presided at the conference which was attended by more than 200 chiefs and their guests. Gov. Charles S. Robb as well as Supreme Court Justice Harry L. Carrico were among the conference guest speakers. The 60th VACP Annual Conference will be held Aug. 18-21 at the Crystal Gateway Marriott Hotel in Arlington County. Fir^ghters Five Fairfax County Fire and Rescue Department personnel have received Public Safety Valorous Service Awards for exceptional acts of outstanding courage, initiative and judgment. Capt. William W. Walter of Co. 3 1 , Firefighter David G. Morrison of Co. 12 and Firefighter Richard J. Yuras of Co. 21 were honored with bronze medals. EMS Firefighterll RoscoeG. Hager of Co. 18and Firefighter Michael R. Ortmann of Co. 29 received honorable mention awards. Firefighter Dave Morrison and Battalion Chief William Walter were honored for their voluntary rescue of an 11-year-old boy from the P o t o m a c River. The boy and his father had been canoeing in the river above Great Falls when they were swept over the spillway of the dam about a mile above the falls. The father was swept under, but the boy managed to pull himself up on some rocks about a quarter of a mile above the continued next page pfom Chief left to rigtitare Warren E. Isman, l\/lichael R. Ortmann, Richard David G. h/lorrison and J. Yuras, William Roscoe G. Hager. W. Walter, Fairfax County �Firefighters from page 13 falls. The river was swollen from recent rains and the current swift and treacherous. IVIorrison and Walter rescued the boy in a 14-foot aluminum boat with a 20 horsepower motor and lool<ed for the father without luck. They spent about 30 minutes on the treacherous river. Had their boat overturned they would almost certainly have been swept down the river toward the falls. Responding to an automobile accident on 1-66, Firefighter Yuras found a tractor-trailer on top of a car with two people inside the car still alive. After cribbing material was placed under one side of the tractor-trailer, Yuras crawled on his stomach into a small space between the trailer and the car. He calmed Public Power Financing . . . Experience Innovation Commitment... First Boston THE FIRST B O S T O N C O R P O R A T I O N Park Avenue Plaza New York, N.Y 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 >- and reassured the victims, monitored their vital signs and helped control bleeding from a head wound. He instructed the female passenger in placing an oxygen mask on her husband and herself and remained with them to reassure them even after the car shifted and it a p p e a r e d that he w o u l d be trapped as well. Yuras' dedication and disregard for his own safety were instrumental in saving the lives of the two trapped individuals. His actions far exceeded what is expected of a firefighter in the performance of his duties. Firefighter Ortmann responded to the scene of an outside gas leak which suddenly ignited creating afire ball approximately 20 feet by 20 feet in diameter and 30 feet high. Three people were caught in the fire ball, but one man was blown to the ground and rolled downhill. Ortmann ran to the man rescuing him and disregarding the danger to his own life in running toward the fire ball not knowing if there would be other explosions. His quick thinking and disregard for his own safety were important factors in minimizing the man's burns. Firefighter Hagar while responding to an automobile accident positioned himself inside a car severely damaged and wrapped around a telephone pole. The car's roof w a s c o l l a p s e d , the floor buckled and the driver's door badly d e n t e d . T h e driver, a w o m a n , w a s barely visible. Hagar remained next to the woman inside the car for approximately 45 minutes while she was extric a t e d . He p l a c e d t r a c t i o n on t h e woman's head and monitored her vital signs. Observing the effects of the extrication on her, Hagar was able to give suggestions as the roof was removed and the steering column and dashboard pulled up to remove her. Doctors who attended the woman said the patient's recovery from a predictably fatal accident was due to the care taken during the extrication. The annual Public Safety Valorous Service Awards are given by the Fairfax County Chamber of Commerce in cooperation with the Fairfax County Board of Supervisors and the police, fire and rescue, and sheriff's departments. FOR SALE o Pre-Owned elevated water storage tanks Turn-Key construction on your property. Completely renovated. Capacities available: < O > 14 500,000 400.000 250,000 200,000 Gallons Gallons Gallons Gallons FnANi:SHQJON,INC p.o. box 735 150,000 Gallons 100,000 Gallons 75,000 Gallons Construction Division madison, north Carolina 27025 (919) 427-0289 City Constructs Safety Complex The city of Alexandria has begun construction on its new Alexandria Public Safety Complex being built at 2000 Mill Rd. Its construction will culminate 4V2 years of planning and design for the $24 million facility that has used the resources of countless citizens, city staff, design and construction consultants and public safety professionals. The complex will contain administrative offices for all facets of the newly r e o r g a n i z e d d e p a r t m e n t of public safety, which now includes police, fire, sheriff and code enforcement, as well as a 375 bed multi-level correctional center. The city has contracted with the U.S. Marshal's Service to provide up to 100 beds for federal prisoners w h o are awaiting trial or ordered to appear before one of the local federal courts. This $2.6 million contract will be in effect for 12 years. The design of the complex includes sophisticated computer and electronic support that will provide information management, case and offender tracking, communications, operational chme analysis and internal security. Aspects of the most modern concepts of space utilization, inmate programs and supervision are included in the new building. County, City Win PTI Awards Arlington County and Virginia Beach have been presented with Technology Achievement Awards for their success in upgrading public services and cutting costs. Only 13 localities received the awards in the nationwide program sponsored by Public Technology Inc. (PTI). Arlington County was cited for its blanket financing contract. The county f i n a n c e s a l a r g e g r o u p of l e a s e purchase contracts under one master line of credit procured by soliciting bids. The low bidder offers favorable rates and the contracts are simplified and standardized. Virginia Beach won an award for its utilization of volunteer citizen coordinators in its department of public utilities. The department prepares community leaders to serve as neighborhood coordinators. These coordinators act as liaisons and maintain direct contact with the city. They answer questions about utility projects in their neighborhoods, thus reducing staff time spent responding to citizen queries. PTI is a non-profit organization that helps North American cities and counties benefit from new technologies and management systems. �Arson and the Arsonist By Robert A. miUams U "The crime of arson is rampant in our city. It is responsible for onefourth of our fire l o s s e s , involving $4 million worth of property. Despite the strenuous activities of our fire marshal in the detection and prosecution of n u m e r o u s i n c e n d i a r i e s , s u s p i cious fires among certain welldefined trades are on the increase. Fire-setting isn't c o n f i n e d to the criminal element alone, but is found in almost every grade of life from the tenant dweller on the east side to the wholesale merchant in the downtown business district." Does the preceding statement sound familiar? Haven't you read statements similar to this in reports that cross your desk? This particular statement is part of a report from the fire marshal's office to the mayor of New York in 1912. Unfortunately, it is just a s true today as it was 72 years ago. Arson Is here to stay, and the problem will continue to grow until we do something about it other than pay lip service to it and make a cursory effort in combatting it. Stop and look at your community, and answer a few basic questions. Who lives In your community? Does everybody work? Does everybody that wants a job have a job? Are the people In your community making money, or do they break even each month? Who in your community could benefit by an arson fire? Who in your community would suffer by an arson fire? Arson is usually a "money fire" which everyone in the community ultimately pays for. A closer look reveals seven basic motives for arson. • Fraud — a deception deliberately practiced in order to secure unfair or unlawful gain. Direct gain fraud fires are frequently associated with the collection of insurance money. Indirect gain fraud fires may or may not involve profit from insurance monies. • Pyromania — the uncontrollable Impulse to start fires. Males, females, grown-ups and children are equally represented In this category. • Arson used to conceal other crimes — In this category we s e e such things as destruction of books and records, burglars using arson to cover up forced entry, arson to conceal murder and the arson committed to conceal suicide. • Vanity — In this category we s e e two types of people: one who wants to profit by a fire, such a s a watchman who desires a raise In pay or a firefighter who wants extra pay or a pro- This woman did not l<now her home was to be burned. motion, and the hero, such a s a policeman who wants to be a hero by finding or extinguishing the fire and saving the building or even rescuing the people within. • Spite and revenge — the most deadly motives for arson, these incorporate uncontrolled emotions such a s hatred and jealousy. S e x and love relationships are prominent in this category. • Civil Disorders — destruction of government property for political purposes. • Curiosity — Children often have a natural curiosity about fire and are responsible for a number of arson fires. The primary burden of combatting arson is on the fire service with help from law enforcement agencies. With the limited and often diminished budget resources available to them, the fire service and criminal justice response has been characteristically reactive with the real work of investigation beginning after a suspicious fire has occurred. This reactive posture is not an unusual approach for either fire safety or crime control programs. Law enforcement officers have traditionally mounted this type of response to most crimes within their jurisdictions. However, just a s police have recently taken a more preventive approach to problems of community crime, so too must other public safety agencies cultivate a more preventive posture where arson is involved. ponents of arson prevention hope that a mix of pre-fire prevention and post-fire investigation will succeed in deterring more arson than if investigation, the reactive approach, were pursued alone. Arson early warning strategies approach deterrence from several innovative and unique perspectives. Mainly, arson prevention Is effected by trying to remove, or at least reduce, a s many of the incentives a s possible that arsonists may have for setting economically motivated fires. Officials or community leaders can help property owners mitigate their conditions of financial distress through housing and commercial rehabilitation assistance of various types. Another stance is to train a group of fire and police personnel in the basics of arson detection. This will give these people the needed tools to do what the law requires plus help to develop a comprehensive body of information that can be used to identify possible arson. This pool of data can be used to help predict the probable location of future arson and to aid subsequent research into reasons for assigning a relatively high-risk factor to such locations. An arson early warning information base can be put to several productive uses. Its principle value lies In helping to single out arson-prone buildings and, where the information permits, "problem" owners or occupants for some type of special attention. This attention may take the form of a single activity, such a s aggressive enforcement of fire safety codes, or may involve a multicomponent program to help mitigate factors responsible for a high-risk designation. Another step is public a w a r e n e s s . Public awareness and public involvement are vital factors in combatting arson. Citizens have been asked to anon- Crime prevention programs in general, and arson prevention efforts in particular, evolved by challenging a basic premise of crime control: that the way to deter people from committing crimes is by punishing offenders. P r e v e n t i v e strategies should supplement, not replace, the traditional activities of postfire investigation and prosecution. Pro- continued > O Q O H < O DC > page 18 15 �PiofessKHial Diiectory HSMM HAYES, SEAY.I MATTERN AND MATTERN Architects • Serving Engineers local • governments O F F I C E S IN Roanoke N. V i r g i n i a Tidewater P.O. B o x 1 3 4 4 6 R o a n o k e , V A 24034 (703) 343-6971 Southern Planners HARLAND BARTHOLOMEW & ASSOCIATES, INC. PLANNING • L A N D S C A P E A R C H I T E C T U R E • COMMUNITY DEVELOPMENT S o u t ) i e r n E n g i n e e r i n g C o m p a n y of V i r g i n i a 1 8 0 0 P e a c h t i e e Street, N.W. Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 ENGINEERING CONSULTING 400 E a s t M a i n Street Richmond. Virginia 23219 P H O N E 804/649-8627 S C S ENGINEERS Rates STEARNS CONBAO AND SCHMIDT Consull'fig Engineers lr»c C H O D A T . R U B A C K & A S S O C I A T E S , INC Planning THE HATHAWAY HOUSE 103 CENTRAL S T , P 0 BOX 749 W E L L E S L E Y . MASSACHUSETTS 02181 TELEPHONE (617)237-5815 System Studies Feasibility Studies Design PUBLIC UTILITY Relaying Metenng Engineers & Consullar}is ® Naomi C. Zwarick [Municipal Services f^anager East Central Region N O R T H E R N V A . (703) 5 6 0 - 8 8 6 6 1800 P a r k w a y Drive B A L T . (301) 7 9 6 - 8 8 5 0 Hanover, Maryland 2 1 0 7 6 T E L E X 87-487 BALDWIN ®GKEG@ PUBLIC W O R K S 1 1 2 6 0 Rogei B a c o n O'lv.' Reslon, Virginia 2 ? L i 9 t ' CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . INDUSTRIE, FADLIHES 4N0 PROCESS DESIGN • HIG"1rttA>S • WAIEB AND SEWEHAGE SYSTEMS • DRAINAGE • SuBVE'lNC jvmoNMENTAi STUDIES • SITE (''031 AH 6 ) b O I Gannett lleming Austin Dfockenbrough and Ajsociotes Cbnsulfing Engineets E N G I N E E R S • SURVEYORS • P L A N N E R S • Traffic Engineenng/Signalization • Industnal Park Planning • S t o r m w a t e r Management • Highway and A i r p o n Design • Water a n d W a s ' p w a i c r S y s i e r n s • G r a n t Application/Management SOLID W A S T E - HAZARDOUS W A S T E BROWNING-FERRIS INDUSTRIES I E N G I N E E R S AND P L A N N E R S NORFOLK P.O. Box 13048 Norfolk. VA 23506 (604) 461-0155 PLANNING AND FAIRFAX Professional Building Suite 7 3545 Chain Bridge Road Fairfax, VA 22030 (703) 385-0200 Fairfax PC. BOX4800-4800W HUNDRED RD - CHESTER.VA-804 74S-S746 WATER WASTEWATER SOLID WASTES PhtocMphta MALDOL PIRN» 'INC. I ENVIRONMENTAL SCIENTISTS AND ENGINEERS Since 1 3 1 ^ 301 HIDEN BLVD NEWPORT NEWS. VA 804/599-5511 Hurt & Proffitt. Inc. MMMi DESIGN GROUP A PROFESSIONAL Engineers • Planners • Surveyors C O R PO R A T t O N Water, Wastewater, Solid Wastes, Soils & Foundations L a n d Development Site Plans Residential, Commercial & Industrial Subdivisions, R o a d , Dams, Airports ARCHITECTS * ENGINEERS + PLANNERS WASTEWATER TREATMENT SYSTEMS • ENVIRONMENTAL STUDIES MUNICIPAL FACILITIES • WATERFRONT FACILITIES WATER & SEWER SYSTEMS • TRANSPORTATION Uwlolk. Vk-aina Washiriglon. D C 70006 ENGINEERS, PLANNERS • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes Three Chopt & Parham Roads. Ric hmond 23229 GREELEY HANSEN. & Ricdcnono. Virginia 1933 Fort Ave. Lynchburg, VA 24501 (804)847-7796 o Q PARSONS BRINCKERHOFF Since 1885 6200 Greensboro Drive McLean, VA 22102 703-442-7700 construction One Penn Ptaza New York, NY 10119 212-613-5000 37 offices worldwide BODIE, T A Y L O R AND PURYEAR, INC. R. S T U A R T R O V E R CONSULTING ENGINEERS *t A H S O C T A T K S . T N C . 611 Research R o a d CONSULTING ENGINEERS P.O. B o x 2901 < Richinond, Virginia 23235 z 804-794-6823 < z o > 16 Managers 11 Koger Executive Center Norfolk, VA 23502 804-466-1732 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies > 140 Sylvan Avenue. P.O. B o x 1218 E n g l e w o o d Clilts, N . J . 07632 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o P a r l i a m e n t Drive, S u i t e 101 Virginia Beactl, V a 23462 804-499^8508 CH2M KHILL economists scientists Complete Engineering Services M u n i c i p a l a n d i n d u s t r i a l Waste Treatm e n t . Power Systems, Structures. Solid Wastes, Water Resources. Water Supply a n d Treatment, Transportation / bionetics / , ANALYTICAL LABORATORIES • 1941 R o l a n d C l a r k e P l a c e R e s t o n , Virginia 22091 703/620-5200 • • HAZARDOUS WASTE ANALYS SOLIt) WASTE CHAHACTEniZAT INDUSTRIAL DISCHARGE SAMPLINI STATE CERTIFIED B A C T E R10 L OGIC A �w RALPH WHITEHEAD t A S S O C I A T E S Consulting Engineers BRIOOES • HKJHWAYS • flAILROAOS • RAIL t BUS TRANSrT • AIRPORTS BRANCH O F F I C E S 3300 NE Expressway, Atlanta, GA 30341 1314 Lincoln Street, Columbia, S C 29201 (404)452-0797 (803)256-3590 Dames & Moore Environmental L a b o r a t o r i e s E N G I N E E R S , INC. Industrial and Municipal OLVER Syracuse, NY (315) 451-4700 1531 North Main S t r e e t B l a c k s b u r g , Virginia 2 4 0 6 0 (703) 5 5 2 - 5 5 4 8 Nine regional offices sen/ing the Northeast, S o u t h , Mid-Atlantic and Midw/est. INCORPORATED ENGINEERS Finkbeiner, Pettis & Strout, Limited Water S u p p l y and P o l l u t i o n C o n t r o l S o l i d and Hazardous Waste Management Environmental Impact Studies Water R e s o u r c e s Management Energy S t u d i e s • BniENGGERE Consulting E n g i n e e r s 1936 East Seventh Street P. O. Box 35624 Charlotte, North Carolina 28235 704-372 t885 • PLANNERS • & O'Mara, F A I R F A X . VlROINIA 1 0 7 1 0 L E K HIOHWAY. S U 7101 Wisconsin Avenue • Bethesda, Maryland 20814 (301) 652-2215 2301 West Meadowview Road Greenstwro, North Carolina 27407 (919) 292 2271 SCIENTISTS > PHOTOGRAMMETRiSTS Greenhorne Consulting Engineers Soils and F o u n d a t i o n Engineering • ARCHITECTS SURVEYORS Inc. 22030 Also Offices In: Toledo, Akron & Cleveland, Ohio PHONC: 1703} 3eS-S600 7700 FALLS LEES8URG PIKE SUITE 302 CHURCH,VA. 22043 703/893-0711 f ^ f3tDUl(^ Enciinesnna •lir^^^ m.M*^ Metcalf&Eddy Coroaratian DRAINAGE,FLOOD CONTROL STREETS, HIOHWAYS.BRIDGES DESIGN, MARINAS WHITMAN, REQUARDTANO A S S O C I A T E S a •Wastewater • Resource Recovery • consultiria eriQineers WATER, WASTEWATER, SITE DEVELOPMENT, STRUCTURAL • Water Transportation gmeers 2 3 1 5 SAINT P A U L S T R E E T 111 2 0 New Hampshire Ave. Suite 2 0 0 Silver Spring, MD 2 0 9 0 4 BALTIMORE, MARYLAND 21218 (301) 235-3450 LAW ENFORCEMENT: COH^PLETE PUBLIC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES Organization/Management Studies BENGTSON, DeBELL, E L K I N & TITUS CONSULTING ENGINEERS. SURVEYORS & PLANNERS Centreville. VA 703-631-9630 Leesburg. VA 703-777-1258 Silver Spring. MD 301-439-0055 • Water, Wastewater, and Drainage Systems Chief Selection/Promotional Assessments Richard W. Kobetz & Associates, Ltd. North Mountain R n e s Training Center Route Two Box 342 Winchester, Virginia 22601 (703) 662-7288 • Multiple Engineering • Utility Management and Finance • Environmental Laboratories • Construction Management F R E D E R I C K G. G R I F F I N , P.C. • Operation and Maintenance Consulting Engineei^ JAMES M. MONTGOMERY 3229 Waterlick Koad, Lynchburg, VA 2 4 5 0 2 (804/237-2044) CONSULTING ENGINEERS, INC. Heston International Center, Suite 1130 11800 Sunrise Valley Drive, Reston. VA 22091 Cable Tilcvisiiin • TV Broadcast • Public Siifcfy Ciimmunications Systems • Alarm Systems • Electrical IX'sign • Federd Ciimmunicatidns Commission Application IVeparalion • t]xpert Testimony and Witness H D R Henningson, D u r h a m S Archiceccure Engineering OFFICES THROUGHOUT THE U.S. AND OVERSEAS GERAGHTYN & MILLER, INC. Patton, Harris, Rust & A s s o c . Wiley & Wilson Architects a pfotessional Engineers Planners 2310 Langhorne Road P 0 Box 877 TAMPA PALM B E A C H G A R D E N S DENVER Lynchburg, Virginia SANTURCE, PR 24505-0877 (804) 528-1901 Complete professional services tor municipalities and public agencies Main O f f i c a : 1 0 5 2 3 Mam Street. Fairlax. Virginia 2 2 0 3 0 , ( 7 0 3 ) 2 7 3 - 8 7 0 0 Valtay O l f i c « : 100 S o u t h Mam Street. B n d g e w a l e r . Virginia 2 2 8 1 2 ( 7 0 3 ) 8 2 8 - 2 6 1 f Florida—West © Public Administration Service Providing m a n a g e m e n t a s s i s t a n c e a n d consultant s e r v i c e s to local, regional, and state governments s i n c e 1933 1497 C h a i n Bridge R o a d M c L e a n , Virginia 22101 THE (703) 734-8970 MAGUIRE GROUP corporation Engineers , Surveyors . Planners 844 W E S T S T R E E T , A N N A P O U S , MD 21401 (301) 268-7730 S Y O S S E T , NY BATON R O U G E Richardson O f f i c e s in Norfolk i a o - a - 4 G 1 - G 3 5 T l Alexandria [ 7 0 3 - B S 3 - 3 * a O D ] and N a t i o n w i d e Virginia—Georgia—Maryland I Architects • Engineers • Planners C E Maguire, Inc. o 5203 Leetburg Pike, Falls C h u r c h , VA 22041 (703) 998-0100 Q 207 B u s i n e s s Park Dr., Virginia B e a c h , VA 23462 (804) 497-6304 Z < Regional offices: Providence. Rl; Alexandria. LA: Bolton. MA: Clearetater. FU Charlotte. NC: Falls Church. VA: Florence. SC: Honolulu. HI: Manchester. NH: New Britain. CT: Pittsburgh. PA: Phoenix. AZ: Spartanburg. SC: Virginia Beach. VA: Waltham, MA. GUY & DAVIS CONSULTING ENGINEERS WATER SUPPLY WASTEWATER T O X I C AND HAZARDOUS M A T E R I A L S (5 DC > 17 �Arson from page 15 ymously report s u s p i c i o u s activities seen before, during or after a fire. R e wards for information that lead to arrest and conviction go a s high a s $5,000 in some areas. Such programs have resulted in a large number of arrests and convictions. Of all the efforts to reduce arson losses, the organization of arson investigation units consisting of members of police and fire departments is perhaps the most significant. Merging representatives of the two services into one unit combines the best of both worlds — knowledge of fire behavior and characteristics on the part of fire department personnel and expertise in investigative techniques on the part of law enforcement personnel. The merger also eliminates or reduces misunderstandings between the two services. For whatever reasons, the number of incendiary/suspicious fires decreased from 160,000 in 1978 to 148,500 in 1979 and 146,000 in 1980. The number rose again in 1981 to 154,000. Signs seem to point to a leveling off, at least, of incendiary/suspicious fires in the United States. Despite this, the battle against arson must continue. Every group — fire services, law enforcement, the insurance industry, and private sector organizations — must keep unrelenting pressure on the arsonists. League Schedules Regional Meetings T h e s e meetings include cocktails and meals and offer a prime opportunity for VML members to talk with their delegates in a relaxed surrounding about legislative issues pertinent to the league membership. All VML members are encouraged to attend. Registrations are $20 except for the Melfa and Crewe meetings which are $15. To register, c o n t a c t t h e V M L o f f i c e at ( 8 0 4 ) 649-8471 or watch for the registration form in the VML L E A G U E L E T T E R . The VML Municipal League will soon begin its annual round of regional legislative meetings held in conjunction with the Virginia Association of Counties. T h e s e yearly meetings are held in various regions of the state to encourage the attendance of both VML members and Virginia's senators and delegates. The purpose of the meetings is to present V M L ' s legislative goals for the coming general assembly session. Meetings have been scheduled a s follows: The Rose Restaurant Melfa Route 13 OMNI International Hotel Norfolk Richmond Hyatt House Richmond Harrisonburg Belle Meade Restaurant Route 11 S , at 1-81 Weston's Restaurant Crewe Route 460 west of Crewe Ramada Inn Manassas 1-66 at Route 234 Martha Washington Inn Abingdon The Hotel Roanoke Roanoke Nov. 15, 12 noon Nov. 15, 5:30 p.m. Nov. 29, 5:30 p.m. Dec. 3, 5:30 p.m. Dec. 5, 5:30 p.m. Dec. 6, 6:30 p.m. Dec. 12, 5:30 p.m. Dec. 13, 5:30 p.m. About the Author Robert A. Williams II is assistant deputy director in the state Department of Fire Programs. He has 16 years of fire service experience and is a graduate of University of North Carolina with a fire service degree. F I N A N C I A L AND JAMES M E R C E R & ASSOCIATES, INC. Con.^nhants • EXECUTIVE SEARCH to (404) 396-9060 Muiiaitetticut • ORGANIZATION • MANAGEMENT SYSTEMS CONSULTANTS A T L A N T A , G E O R G I A 30356 P. O. BOX 888656 MUNICIPAL ADVISORS INCORPORATED ( 1 , B O X 4S H O Q \ I R C ; i N I , . \, \ HII4 422-171 1 234S8 IMPROVEMENT • SEMINARS / TRAINING MANAGEMENT • Advisor on Financial and IVTarketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • E x e c u t i v e S e a r c h and Selection • Management and Organization Studies • Utility and Public W o r k s Management Studies • Governmental Status Studies ANALYSIS • PRODUCTIVITY R . W . BECK AND ASSOCIATES ENGINEERS AND C O N S U L T A N T S Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 Grove Street Wellesley, M A 02181 (617) 237-^870 1510 E. Colonial Drive Orlando, FL 32803 (305) 896-4911 YARGER AND ASSOCIATES, INC. O h- < •z. o DC > Position Classificaiion and Pay Plans Mancifiemen! and Financial Studies Test Constriiciion—Fire and Police Siiidies Over 700 Surveys Our 31st Year 2830 M a r y S t r e e t F a l l s C h u r c h , V a . 22042 703/560-6900 CAMP D R E S S E R & M c K E E 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental engineers, planners, & management scientists, consultants CDM �Commentary By Timothy G. O'Rourke Voter Registration, Turnout in Virginia During the past 25 years voter turnout in Virginia generally has risen both in absolute terms and relative to the national average. In the 1960 presidential election when 64 percent of voting-age Americans cast ballots only 34.4 percent of Virginia's eligible electorate voted. In 1980, 52.6 percent of the American electorate voted for president while 47.6 percent of eligible Virginians voted. National turnout in presidential elections from 1960 to 1980 consistently declined from election to election, but voter turnout in Virginia rose from 1960 to 1968 when 52.6 percent of eligible Virginians voted, dipped in 1972 when 44.7 percent voted and rose in each presidential election thereafter. This same portrait of declining national turnout and increasing Virginia turnout applies to voting in off-year congressional elections. In the 1962 congressional elections 46.7 percent of eligible Americans turned out while 19.3 percent of eligible Virginians voted. In 1982, 38.1 percent of Americans voted versus 32.7 percent of Virginians. T h e modern high point for Virginia, however, was actually in 1970 when 33.7 percent of the electorate voted. Obviously, the voting habits and the composition of the American electorate have changed during the last quarter century. Extending voting rights to 18to 20-year-olds contributed significantly to the decline in voter turnout at the national level. Turnout among this group is the lowest of any age category. In 1980, 35.7 percent of those in the 18to 20-year-old category voted. In contrast 69.3 percent of those age 45 to 64 voted. Introducing the vote to 18-year-olds undoubtedly affected turnout in Virginia also and may have contributed to the drop in turnout from the 1968 to the 1972 election. However, a variety of other factors have enhanced turnout in Virginia. These include eliminating the poll tax in the mid-1960s, eliminating the literacy test (mandated by the Voting Rights Act of 1965) and the emergence of a viable two-party system. In addition, voting is closely tied to income and education, and it is possible that economic growth and substantial inmigratioh in recent decades have produced a more affluent, better-educated electorate that turns out in greater numbers. if voter turnout in Virginia relative to the country a s a whole is improving, the portrait of voter participation in Virginia is by no means entirely positive. In the 1980 presidential election only seven states had a lower voter turnout than Virginia. Interestingly, in that year Virginia ranked only third among states in terms of the percentage of registered voters who turned out. The state's low ranking in terms of turnout of eligible voters is accounted for by the fact that in 1980 Virginia ranked in the bottom five states in terms of the percentage of voting-age persons registered. The American Civil Liberties Union of Virginia charges that the state's registration provisions "are among the most restrictive in the nation." For the past year the Governor's Commission to Increase Voter Registration, chaired by Lt. Gov. Richard J . Davis, has been looking at the registration process in Virginia. The commission's final report is due Dec. 1, 1984. In a recently published study, "Voter Registration Practices in Virginia — the Crazy Quilt," the Virginia A C L U reports the results of a survey of all 136 local registrars and concludes that there is excessive variation among local registration practices and "no real incentive to encourage registration." Among the patterns that the A C L U finds troubling are that the "majority of registration offices in Virginia's counties and cities are open fewer than five days a week," that 97 percent of registrars do not have regularly scheduled hours after 5 p.m. and that 92 percent do not have regular hours on Saturday. The report is particularly critical of interlocal variation in the willingness of registrars to conduct satellite registration at places other than the regular office, to appoint deputy registrars and to accommodate requests from special groups interested in sponsoring registration efforts. The report goes on to suggest that variation in local practices cannot be readily explained by such factors a s population or region. Mandatory use of satellite registration and deputy registrars and shortening from 30 days to 14 days the period of time before an election during which registration is not permitted are called for by the report. It also endorses some form of mail registration and allowing state, local and national employees to register voters. This would permit, for instance, citizens registering to vote when they register their automobiles. Both reforms would require changes in Virginia's Constitution. The A C L U report provides a useful compendium of local registration practices across the state. It does not convincingly demonstrate, however, that the variation in local rules has an important impact on overall registration rates across localities. The report also understates the influence of military, student and other transient populations in depressing voter registration rates in a number of Virginia localities. Despite a great deal of recent research on voter turnout in the United States, the subject remains shrouded in mystery. A s is well-known, the United States trails most other western democracies in voter turnout for national elections. In turn, this country is almost unique in the degree of citizen initiative required to become registered. In view of this, it is surprising that the national registration rate underwent little change between 1974 and 1982 even though generally the states substantially liberalized registration procedures. The A C L U report, for instance, notes that Texas, Tennessee and West Virginia use mail registration. While all three states had a higher registration rate than Virginia in 1980, Texas had a lower turnout rate (44.9 percent) and Tennessee had only a slightly higher turnout (48.9 percent). West Virginia's turnout was 52.9 percent. A s already mentioned, Virginia's turnout was 47.6 percent. Thus, even substantial registration reforms such a s postcard registration might have little practical impact on election-day turnout in Virginia. While some might see this a s an argument that such reform is ineffective, others might suggest instead that there is little justification for opposing more permissive registration on the grounds that it would dramatically change the face of Virginia politics. > H O Q Z < z o h< o DC About the Author Timothy G. O'Rourke is a research associate and associate professor at the University of Virginia's Institute of Government. 19 �Consider the real low-bid. There's more to machine ownership than initial price which often times is not the real low bid. The best way to assure the lowest total ownership cost and easily budget this cost is to use Total Cost Bidding. Before you purchase, Total Cost Bidding shows you the total cost of machine ownership for a specified period of time. Nothing's left to chance or changing circumstances because Total Cost Bid includes: 1) the purchase price, 2) charges for periodic maintenance and anticipated repairs during the ownership period, and 3) a guaranteed minimum repurchase price. By adding #1 and #2 together, and subtracting #3, you get a true picture of equipment cost . . . the real low bid. We guarantee the figures in a Total Cost Bid. And insure the parts and service back up you need. You can also specify a downtime clause which provides you a leaner or credit for rental should a machine be down. The result is total, budgeted control of machine expenditures. And as others have found, lower overall costs, fewer headaches and greater public service capabilities. More than 1200 governmental agencies have adopted the common-sense method of Total Cost Bidding. Call us about this guaranteed approach to purchasing. Cat machines are the real low bid winner, all costs considered. Cat machines do more... so your budget can too! CARTER MACHINERY CO., INC. S a l e m • N o r t o n • O a k w o o d • W a r r e n t o n • F i s h e r s v i l l e • R i c h m o n d • C h e s a p e a k e . VA • B l u e f i e l d • L e w i s b u r g • Pineville, WV Caterpillar, Cat and ffl are trademarks of Caterpillar Tractor Co. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 10 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource October 1984 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198410 https://www.virginiaroom.org/digital/files/original/69/6469/198411.pdf 25f12ddfd9b333bfe39c735e85476615 PDF Text Text �When it comes to survival, there's safety in numbei3. The s a m e holds true for e c o n o m i c survival, w h e t h e r you're p r o t e c t i n g the assets of a city, county, t o w n , or local s c h o o l board. That's why the Virginia M u n i cipal League, t h r o u g h it's w h o l l y o w n e d C o r p o r a t i o n , Virginia M u n i c i p a l Underwriters, Inc. has developed a n e w c o m p r e h e n sive group insurance program. The program is designed exclusively for local g o v e r n m e n t s and t h e i r a g e n c i e s w i t h i n t h e Commonwealth of Virginia. It offers a w i d e range of property, casualty, boiler and machinery coverages. Included a m o n g the casualty lines are: • Public Officials Liability Police Liability Comprehensive General Liability Broad Form Errors & Omissions Personal Injury Liability Garage Liability All casualty lines are consolidated w i t h one carrier (Best's A-l-15 rated), providing insurer stability and eliminating potential coverage gaps. W h a t ' s more, w i t h so many coverages available, t h e program can be tailored to your individual needs and exposures. Group purchasing p o w e r a l s o results in e c o n o m i e s of scale. So there's a bottom-line benefit as well. Of course, all the fish in the sea can't eliminate risk c o m p l e t e l y . But if you're in d a n g e r of b e i n g s w a l l o w e d up b e c a u s e of rising costs, i n a d e q u a t e c o v e r a g e or poor service, the V i r g i n i a I M u n i cipai Property Casualty Ins u r a n c e P r o g r a m can help. For further information, please contact: Margaret A. Nichols Administrator, Virginia Municipal Property Casualty Insurance Program P.O. Box 753 Richmond, Virginia 23206 (804) 649-8471 i �f Vrginia Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation IVIanager Kathy Mclntyre *CHy Volume 19 November 1984 Number 11 VML President Lawrence A. Davies Officers Samuel W. Adams III Robert T. Williams Martha V. Pennino Noel C. Taylor 4 People 7 Meet the President New VML President Sees No Conflict in Roles as Minister, Mayor Executive Committee J . Willard Lineweaver Jack D. Edwards Dolores P. Lescure Sidney M. Oman William R. Hartz M. Stewart Koethcke Charles A. Robinson Jr. By Christy Everson 8 Gov. Robb Gives Views on Education . . . 8 Executive Director R. Michael Amyx On the Cover The 79th VML Annual Conference truly offered something for everyone. As shown on our cover, a reporter from WTVR Channel 6 interviews former VML President Charles A. Robinson Jr., a host of meetings were held with some geared toward towns and others toward cities and counties, and as with all conferences there was an abundance of delicious food. A full report on the conference appears in this issue of Virginia Town & City. VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfrents, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1984 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 The Conference in Review NLC President Conveys Enthusiasm for Local Government 8 Friddell Stresses Importance of Education 9 League Elects Officers for 1984-85 10 Eva Teig Speaks to Women in Local Government 10 Seven Localities Honored for Achievements 11 League Sets Legislative Program 14 17 Marketplace 19 Professional Directory 23 Legal Guidelines Public Protection from Fraudulent Solicitations By Howard W. Dobbins O Q o o DC > �The following Consulting Engineers Council of Virginia member firms sponsored the ad on the facing page. People Anderson & Associates, Inc. Blacksburg, Virginia Austin Brockenbrough & Associates Chester, Virginia Councils Change Harrisonburg Council Member James C. Cisney has resigned from his council seat because of his health. Cisney, 53, underwent coronary bypass surgery in 1980 and again recently. He has s e r v e d six y e a r s on the Harrisonburg council. D r . C h a r l e s L. S h a n k , a Harrisonburg dentist, was named to serve the nearly two years that remain of Cisney's term. In May, Dr. Shank finished fourth in a race for three council seats held by incumbents. In Staunton, Desmond C. Wray Jr. has been appointed by council to succeed Benham Black as that city's attorney. Black has resigned but will cont i n u e as s p e c i a l c o u n s e l for c o n solidation and annexation matters. Vienna Employee Receives Award J o h n W o o d e n , athletic recreation coordinator for the Vienna Parks and Recreation Department, has received the Outstanding Youth Sports Leader Award sponsored by the National Youth Sports Coaches Association and the National Recreation and Parks Association. He is one of 15 people in the country to receive the award. W o o d e n , an employee of Vienna since 1974, has worked for the past two years to guide and assist area youth sports organizations in establishing a training and certification program for coaches. H O Q o CD CC > Fairfax County Appoints di Zerega The Fairfax County Board of Supervisors has appointed J o h n W. di Zerega of Oakton director of the county's Department of Public Works. Di Zerega, who was director of the Department of Public Works' Office of Capital Facilities since 1976, is a civil engineering graduate of Catholic University, Washington, DC. From 1974 to 1976, he was assistant to the director of the Department of Public Works, and from 1973 to 1974 he was a team leader in the county's Office of Management and Budget. Prior to that he was deputy director of the Department of Public Works' Division of Solid Waste and held several engineering-related positions with Mobil Oil Corp. His starting salary is $70,109 annually. The CEGG Partnership Virginia Beach, Virginia CEK, Inc. Richmond, Virginia Clean Water Engineers, Inc. Fincastle, Virginia The DeYoung-Johnson Group, Inc. Williamsburg, Virginia Recent Deaths Guy & Davis, Consulting Engineers Burke, Virginia E l m e r M. Cox, 58, a former vice mayor of Vinton, has died of lung cancer. Cox served on Vinton Town Council from 1974 to 1978 and was vice mayor from 1976 to 1978. Cox was also Virginia's "Realtor of the Year" in 1976. Fielding L. Williams, former city of Richmond council member, has died at the age of 78. Williams was a senior partner in the Richmond law firm of Williams, Mullen and Christian and was elected president of the Richmond Bar Association in 1966. He also served on the board of the Historic Richmond Foundation and was chairman of the Greater Richmond Community Foundation from 1969 through 1978. He served on council from 1946 to 1948, and he was also a member of the Virginia Commission of the Visually Handicapped. Harris, Norman & Giles Richmond, Virginia Richlands Hires New Manager R. Coleman Brittle has been named town manager of Richlands. He previously served as town manager of Wakefield. Brittle holds a degree in economics from VPI & SU and is a member of the Virginia Municipal Clerks Association and the International Institute of Municipal Clerks. He serves on the executive committee of the Municipal Electric Power Association of Virginia, a VML affiliate organization. S e n d your " p e o p l e n e w s " to V i r g i n i a T o w n & City, P.O. Box 753, Richmond, VA 23206. Hayes, Seay, Mattern & Mattern Roanoke, Virginia Hoggard-Eure Associates Portsmouth, Virginia Mattern & Craig Consulting Engineers Roanoke, Virginia Roache, Mercer & Faison, Inc. Richmond, Virginia Rollins & Associates, P.C. Virginia Beach, Virginia R. Stuart Royer & Associates, Inc. Richmond, Virginia R. L. Sutherland, Jr., Geotechnical Engineer Abingdon, Virginia Mathew J. Thompson, III, Consulting Engineer, Inc. Newport News, Virginia Thompson & Litton, Inc. Wise, Virginia Vansant & Gusler, Inc. Norfolk, Virginia VVKR, Incorporated Alexandria, Virginia Richard L. Williams, Consulting Engineer, Inc. Roanoke, Virginia �E N G I N E E R I N G IS A N I N G E N I O U S INGREDIENT X Yet it represents less than one per cent of the life-cycle cost of the average project. ft '* • i A m e r i c a ' s m a t c h l e s s life-style rides on the ingenious talent of engineering. Only by the application of technology to problem solving c a n plants and buildings withstand the forces of n a ture, c a n energy be conserved, environment be protected, and m a n and his m a c h i n e s s p a n our rivers, m o u n t a i n s , and the plains. Engineering is the ingredient that binds the creativity of design with the power of perform a n c e . Yet it represents l e s s than 1 % of the total lifetime c o s t of constructing, maintaining and operating the average project. Fortunately there are available highly qualified engineering firms in every part of Virginia. F o r a list of those firms serving industry, government and related professions write to C o n s u l t i n g E n g i n e e r s C o u n c i l of Virginia. 611 Research Road Richmond, VA 23226 (Telephone 804-794-6822) o o z < z America's Consulting Engineers I o > �PARSONS BRINCKERHOFF A CENTURY OF ENGINEERING EXCELLENCE ENGINEERS, PLANNERS, CONSTRUCTION MANAGERS SERVING VIRGINIA FOR ^%\/CD ^^CT^ P C F C ^ n ^ 8200 Greensboro Drive l^cLean, VA 22102 703-442-7700 11 KogerExecutive Center Norfoll<, VA 23502 804-466-1732 39 offices worldwide �Meet the President New VML President Sees No Conflict in Roles as Minister, Mayor By Christy Everson Lawrence Davies, on the surface his life appears to have been a s smooth as his voice. He went from Houston to Washington, into the ministry and a church in Fredericksburg and into the mayor's office. But on closer listening, one hears careful deliberation in his voice and feels, "This man is determined. He perserveres." True, there has been a consistency in his life, just as there is a consistency in his voice. But with thought, one realizes that it has not been an easy waltz into his position. After all, he is black, and he is the first black mayor of Fredericksburg. Davies was born in Houston, T X , in a house where his grandparents lived and which his family still owns. His father was in the poultry business, but died when Davies w a s only 12. Graduating from high school at the early age of 14, Davies says he "held his own." He attended Prairie View College, a nearby agricultural and mechanical school, graduated with a degree in biology and went on to attend pre-med school at Howard University in Washington, D C . His transition to Washington w a s not too difficult. When first there, he lived with his godmother and her husband. Dr. Earl Harrison, a man who w a s to influence the rest of Davies' life. Dr. Harrison w a s a baptist minister, and even though Davies w a s Methodist and attending a Presbyterian school, it w a s his exposure to this man that drew him into the Baptist ministry. When he first began to think of going into the ministry, D a v i e s joined the Army. He wanted to give himself time to make sure, but s a y s he really had already made up his mind. In fact, he left the service two months early to go back to Howard University for his degree in divinity. He was 22 at the time, and s a y s today this is "definitely" what he w a s "born to do." It w a s through attending Dr. Harrison's church that he met his wife, Janice. They married while he was in the service. "I w a s making decisions about my life and my future, and I wanted her to be my partner in life. "Fortunately," he says, "she agreed to give it a try." After Howard, there w a s Wesley Theological Seminary at American University. He received his master's of sacred Lawrence Davies, with his wife Janice annual VML Conference banquet. by his side, receives theology and took the position of a s sistant pastor and director of religious education at Shiloh Baptist Church in Washington, D C . In 1962, he became pastor of the Old Site Shiloh Baptist Church in Fredericksburg, the mother church of the one in Washington. Soon he was asked to be president of the P T A . T h e schools were segregated at the time, and the blacks felt their school w a s getting shortchanged. They were inheriting the white school's disc a r d e d equipment while the white school got new equipment. Also, the schools' curriculums were different. T h e school board said it could not provide the blacks with the same curriculum being taught in the white schools because of the lower enrollment. T h e black community decided they needed direct representation on the school board and then later decided they wanted direct representation on city council also. In 1964, the first effort of a black to run for council failed, but in 1966, Lawrence Davies ran and won. It w a s a tough race, he says. He won the 13th seat on a congratuiations foilowing the 13-member council. It w a s the sixties; he w a s the first black on council. He served on council 10 years and then, in 1976, ran for mayor and won. He sees his 10 years on council as very productive. "We moved toward getting the needs and problems of the black community addressed in acceptable ways. We had blacks appointed to decision-making positions, achieved the opportunity to provide input into the decision-making process and made strides in getting our needs addressed." Davies s e e s his work on council a s an extension of his work a s a minister. He is serving the people of the community, improving the quality of life, and making the community a better place to live. As a minister, his time and interest is in the community; a s a council member, the same is true. His only conflict in the two positions is time. Asked how he handles that, Davies laughs and says, " T h e best I c a n . " Davies does not maintain scheduled office hours at either job. He gives his continued on page 22 O Q < Z o o DC > �The Conference in Review Opening Session Gov. Robb Gives Views on Education o Q < z o o gc > The 79th Annual VML Conference opened with a colorful flourish provided by the Marshall Walker High School Marching Band, the welcome of Richmond's Mayor Roy A. West and the address of Gov. Charles S. Robb. Robb spoke on an issue of foremost concern to VML, education in the commonwealth, indicating his familiarity with the league's legislative agenda. Although Robb is in favor of improving the state's educational system, he is in favor of doing so without a tax increase, a position at odds with the league's legislative goal of a 1 percent statewide increase in the sales tax in order to fund education. Robb did, however, indicate the possibility of earmarking the state's reserve fund as an "oral commitment" to funding education. "I believe that education is an economic necessity," said Robb. "We cannot afford to lose sight of the moral and economic necessities of maintaining a quality education in the United States and the commonwealth. We owe it to our young people of today to prepare them for the hazards of tomorrow's post-technological society." He noted the increased burden in recent years on local governments to maintain and manage public education and said that federal mandates and the r e c e s s i o n had m a d e the s i t u a t i o n worse, but he also noted the longs t a n d i n g c o m m i t m e n t of the c o m monwealth dating back to Thomas Jefferson to provide for the education of its citizens. "This commitment needs to be reaffirmed in a period of economic uncertainty and change," he said. Addressing the theme of the place of education in the economic development of the commonwealth, the governor said, "Our current task is not just to increase s p e n d i n g but to increase spending on those programs which are most essential and to do so if at all possible without resorting to a general tax increase. "Fiscal policy is the singularly most important variable in the state's competitiveness. Tax rates can be thought of as the price the state charges an individual or corporation to locate within its borders. "We cannot let it become a question of which comes first — education or economic development. Our job is to strengthen education and at the same time keep Virginia a low tax state." He cited some of the recent developments in education within the state and indicated that by 1966 Virginia should rank 26th nationally in average teacher salaries, an improvement from its 34th position in 1982. "The single most important change in our approach to public education," said Robb, "is the newly-strengthened high school diploma. "The new diploma will send a signal to educators and businessmen across the U.S. that the commonwealth is strongly committed to education of the widest possible mainstream of its students. The increased requirements in math and science will particularly aid in preparing our students for the workforce of the 1980s and 90s. "We need to raise our level of investment in education and at the same time raise our level of what we will accept from education. If we expect more and are willing to pay for it, education in the commonwealth will increase in excellence." Robb said that improvements in education including teacher salaries and additional state resources for localities will remain his highest priorities. He indicated that two appropriations he will propose to the 1985 General Assembly will be a second year salary adjustment for state employees and a continued revenue reserve as protection against economic uncertainty, but that "if the economy's strength continues we should earmark the reserve as an oral commitment to increase funding of the state formula for public education in the 1986-88 biennium." NLC President Enthusiasm for his work and a love of cities pervaded Mayor George Latimer's address to the luncheon crowd gathered at the John Marshall in Richmond on the final day of the VML Conference. Latimer, who is mayor of St. Paul, MN, and president of the National League of Cities, had spent his morning touring Richmond and walking through the Capitol grounds. He pointed out that the most striking, most prominent building in the area, even more so than the Capitol, appeared to be the old city hall. "It seems to me our founding fathers knew s o m e t h i n g about w h e r e city government ought to be in our team of f e d e r a l - s t a t e - l o c a l r e l a t i o n s , " he quipped. Latimer, who serves as the national spokesman on municipal policy for the leadership of the 15,000 member cities Conveys of NLC, gave a report on the national association's activities. He spoke specifically on the recent strides made in the areas of cable television and antitrust legislation and urged members to become interested in revenue bond legislation for the future. Latimer humorously brought home the seriousness and significance of the passage of antitrust legislation when he said he would probably have to "borrow a little from his relatives" if he was found personally liable for $28.5 million as each council member had been in the Grayslake antitrust case recently decided in Illinois. "We do make a difference," he said, pointing out that NLC has played a key role in cable TV negotiations for the past two years and that the Virginia Municipal League was one of the leaders in lobby- �The Conference in Review Friddell S t r e s s e s Importance of E d u c a t i o n Guy Friddell, columnist with the Virginian Pilot-Ledger Star known for his "love affair" with the commonwealth, commanded a hushed audience with his imagery as he led the group on a scenic and historic verbal tour of the state. Friddell spoke at the banquet on the final evening of the league's 79th annual conference. He voiced his views on education, speaking strongly in favor of increased funding for education. Excerpts of his speech follow. Virginia, Jefferson's country, where the idea [of public education] was born, stands in the bottom fifth of what we spend on educating our children. That's our future, right there. And it always comes last; it always comes behind highways. In the Depression, schools were closed but we had some of the finest roads in the country. Education always comes after roads in Virginia. We're behind. Roughly we are where we were back in the 1930s. We talk about education, but we don't exert ourselves. We can't survive in this time, our children can't, without an education. It's our greatest resource. There is no end to what you can do with the mind of a child, and there is no end to the tragedy of a child who is left uneducated .... Enthusiasm S o many don't finish school. They come out uneducated; they can't read, but they are Americans. It's a free enterprise; they want their piece of the pie. So many of them turn to crime. Go into any of the juvenile courts in our big cities; you'll find the victims, the culprits. In every instance that I've seen they are functional illiterates. We leave them at the mercy of this modern world. That's where our duty lies; that's where this nation's duty lies. My high school science teacher told me that the greatest boost in education in his lifetime came about because of the launching of Sputnik. For five years we could get all the money we needed to educate scientists. That was when we experienced a great lead in our education. It's those scientists today who are building our missiles. But where are the scientists of the future? 'Star Wars' cost a trillion dollars, but what are you going to spend on educating the scientists of tomorrow? ... The federal government ought to have a mass infusion of funds to the localities. They don't have to give it to specific programs. The federal government ought to give block grants to the localities and say, 'you spend it as you will to improve your schools.' That's the great need. That's for Local where the money should go. Not just to scientists, but to poets, philosophers, everybody. You can't lose putting money into education. There's our task. Friddell praised local government officials saying, "There is no harder job than being on a town council or board of supervisors." He encouraged more men and women who survive the local level to work in the General Assembly and "not forget those of us in the trenches." Government ing for passage of antitrust legislation. He urged those present to look at new and different ways of delivering services. "Our communities can become more self-reliant; we can learn how to do things better," he added. "The beauty of the variety of our cities is that we can create our own agenda. We can determine how to treat our own infrastructure. We can determine how to better recycle our own energy and resources . . . . There is so much we can do locally; that is really the excitement of local government." Latimer closed by quoting Athenian public policy: "We pledge that we will transmit the city that we love not only as good as, but greater than, more just and more beautiful than it has been transmitted to us." >O Q Z < o o > �The Conference in Review League Elects Officers for 1984-85 >­ Ic3 0 z <( z s: 0 I- � z ('.) a: > 10 VML members unanimously elected the slate of 1984-85 officers presented at the business session during the 79th Annual VML Conference, Sept. 30-Oct. 2, in Richmond. Lawrence A. Davies will serve as the league's 1984-85 president. Davies is mayor of Fredericksburg and was first elected to the VML executive committee in 1979. He has moved up through the offices and served as the league's first vice president last year. Davies is pastor of the Old Site Shiloh Baptist Church, and he and his wife, Janice, are the parents of three daughters, Lauren, Ka­ ren and Sharron. Samuel W. Adams Ill will serve as first vice president. Adams sits on coun­ cil in Emporia and was first elected to the VML executive committee in 1980. He served as fourth vice president last year but was appointed second vice presi­ dent following the May elections and subsequent changes in the executive committee. Adams is a native of Mor­ ristown, TN, but attended public school in Martinsville where he graduated from high school. He is a graduate of Randolph-Macon College and holds a degree in political science. Adams works as vice president and area man­ ager of Central Fidelity Bank. He and his wife, Barbara, have two young sons. VML's new second vice president is Robert T. Williams, city manager of Newport News. Williams was first elected to the executive committee in 1981 and was appointed third vice president in July 1984. Williams is former city manager of Portsmouth and previously worked as that city's as­ sistant city manager for finance and staff services, finance director/budget offi­ cer, assistant director of finance and auxiliary services and director of data processing. He is a graduate of the Uni­ versity of Virginia, and he and his wife, Ann, have one daughter, Cynthia, who is in the dental hygiene program at Old Dominion University. Martha V. Pennino moved up the league ladder from fourth vice president to third vice president. Pennino is vice chair and Centreville district supervisor on the Fairfax County Board of Super­ visors. She was elected to the executive committee as vice chair of the Urban Section in 1981 and assumed the chair­ manship in 1982. Pennino is also on the boards of the Virginia Association of Counties and the Metropolitan Wash­ ington Council of Governments. She serves nationally on the Environment and Energy Steering Committee of the National Association of Counties and on the Finance, Administration and Inter­ governmental Relations Policy Com­ mittee of the National League of Cities. She also serves as a commissioner of the Northern Virginia Planning District Commission. Pennino and her hus­ band, Walter, have four grown children. Noel C. Taylor was elected VML fourth vice president. Taylor is mayor of Roanoke and pastor of the High Street Baptist Church. He has an extensive background in both the ministry and as a public school teacher and principal. A native of Bedford County, Taylor was elected to Roanoke City Council in 1970 and became mayor in 1975. He and his wife, Barbara, have two daughters, Sa­ brina and Deseree. Elected to serve as at-large members of the executive committee were Jack D. Edwards, J. Willard Lineweaver and Dolores P. Lescure. Edwards has been a member of the James City County Board of Super­ visors for 10 years and served as chair­ man of the board for four of those years. He was elected chairman of the City Section in 1982 and as such has served on the executive committee for the past two years. He is a graduate of Macal­ ester College, Harvard Law School, and holds a doctorate from Vanderbilt Uni­ versity. He was dean of the faculty of arts and sciences at the College of Wil­ liam and Mary from 1974-1981 and 1983-84. He returned to the classroom to teach government in 1981 and has just recently been appointed chairman of the department. J. Willard Lineweaver is mayor of Warrenton, a position he has held since 1974. He has been active in VML having served on the nominations committee, the time and place committee, the public safety policy committee and the Joint Legislative Audit and Review Advisory Committee. He currently serves on the legislative committee. Lineweaver also served on the Governor's Advisory Council for 5 1/2 years under Govs. Godwin and Dalton. He has been mar­ ried 41 years and has three daughters and seven grandchildren. Dolores Lescure was elected in May to her second four-year term on Staun­ ton City Council. She is also a former mayor of Staunton. She served on the VML legislative committee in 1983 and 1984 and is a current member of the VML building committee. Last year she was appointed by Gov. Robb to the Local Government Advisory Council. She is a current member of the Finance, Administration and Intergovernmental Relations Policy Committee of NLC. Lescure is retired from a career in re­ porting, public relations and teaching. Serving on the executive committee by virtue of their election as section chairmen are William R. Hartz, town section chairman; Sidney M. Oman, urban section chairman; and M. Stew­ art Koetchke, city section chairman. Hartz is mayor of Waverly. He has served on the VML legislative com­ mittee since 1981 and on the effective government policy committee since 1980. Last year, he served on the Joint Legislative Audit and Review Advisory Committee and as town section vice chairman. He was appointed to the ex­ ecutive committee as town section chairman in July 1984. Oman serves on Chesapeake City Council and is a former two-term mayor. He served as vice chairman of the Ur­ ban Section last year and became chairman in July 1984 thus also joining the executive committee. Oman is senior vice president of Hollomon­ Brown & Snellings Funeral Homes. Koethcke (pronounced Kur'kee) has served as a council member in Clifton Forge for the past 10 years. He is vice chairman of the Fifth District Employ­ ment Consortium. He has served as vice chairman of the City Section for the past two years. He is a retired super­ visor for CSX and previously served on the VML transportation policy com­ mittee. He and his wife, Catherine, have a son and two granddaughters. Immediate Past President Charles A. Robinson Jr. will also serve on the executive committee. Eva Teig Speaks to Virginia's Commissioner of Labor and Industry Eva S. Teig addressed those attending the Women in Local Govern­ ment luncheon at the VML Conference. She encouraged women to help each other succeed and to look for new women to encourage to go into the field of government. Teig, who has served more than 14 years as a leader in both city and state government, gave the group several suggestions on ways to get ahead. She stressed such things as knowing your budget, networking, using good com- �The Conference in Review S e v e n Localities Honored for P r e s e n t a t i o n of the a n n u a l V M L Achievement Award was one highlight of the annual c o n f e r e n c e banquet. Seven localities were honored with the t r a d i t i o n a l p y r a m i d t r o p h i e s , with Blacksburg and Newport News each receiving two awards. Loudoun County and Leesburg won trophies for their joint entry in the category of Effective Government. Suffolk won the Environmental Quality Achievement Award. In the category of Public Safety, Newport News, Blacksburg and Wise all took home trophies. Newport News took home a second trophy in the c a t e g o r y of H u m a n D e v e l o p m e n t . Blacksburg also took home a second trophy for development of its public transit system, and Norfolk received an achievement award in the category of Community Development. Holding their achievement award trophies are (i to r) Suffolk Mayor Andrew Damiani, Loudoun County Board of Supervisors Vice Chairman Frank Raflo, Wise Mayor Glenn Craft, Norfolk Mayor Joseph A. Leafe, Leesburg Mayor Robert E. Sevila, Blacksburg Mayor Roger E. Hedgepeth, and Newport News Mayor Joseph C. Ritchie. Carder Wins J e a n e t t e C a r d e r of Culpeper h a s been s e l e c t e d to receive the 1984 Baumes Scholarship sponsored by the Virginia Municipal League. S h e is a 1983 graduate of the University of Virginia with a double major in government and history. S h e is currently in her first semester of graduate school at the university and expects to receive her master's degree in public administration in December 1985. Prior to entering graduate school, Carder worked for the American Public Transit Association. Currently, she is serving a s an intern for the city of Charlottesville in the public works depart- Scholarship ment where she is assisting in management and manpower studies, budgeting and other management related duties. "I have always found government interesting and wanted to work where I could s e e results, what's going on and how it affects the day to day lives of the general public," says Carder. T h e B a u m e s S c h o l a r s h i p in the amount of $1,000 is given annually by the Virginia Municipal League in honor of Harold I. Baumes who served as executive director of the league from 1941 to 1973. Cauder Michael talks with Executive Amyx. Director R. Women in Local Government munlcation skills and the importance of follow-up. Teig w a s born In Egypt and immigrated to the United States with her family when she w a s 13 years old. S h e holds a bachelor's degree in political science and a master's degree from the A m e r i c a n U n i v e r s i t y ' s S c h o o l of Government and Public Administration. S h e has worked for the city of Portsmouth in s e v e r a l key positions including a s director of economic analysis and information and a s director of management and legislative services. In 1 9 8 1 , Lt. Gov. Richard J . Davis appointed Teig as his executive assistant, and in October 1983 she w a s appointed by Gov. Robb a s Viriginia's new commissioner of labor and industry. Elizabeth K. Bowles, council member, Roanoke, presided over the luncheon meeting. Women in government positions who wish to be included on the Women in Local Government mailing list should submit their names and mailing addresses to Christy Everson, VML, P.O. Box 753, Richmond, VA 23206. O Q Z < z o < z o DC > 11 �The Conference in Review Attorney General Gerald Balilies friends at the opening reception. 12 (r) chatted with Attendees conducted spent most of their time in workshops and seminars such as this one by Huss Linden of the University of Virginia's Institute of Government. �The Conference in Review Lawrence Davies, VML's new president, spo/ce at ttie annual banquet. IA. . Outgoing VML President following the banquet. Charles A. Robinson Jr. talked with a guest VML Deputy Director Clay Wirt explains a change in the legislative program during the legislative committee meeting while Ellen Posivach of the league and committee chairman Robert G. Jones listen. > t O Q O I- < Z o Past Town Section chairmen were honored with certificates of appreciation during the Town Section meeting. Above (l-r), Robert Hall picked up a certificate for Arlie Payne of Gordonsville. Ronald Spiggle of Appomattox, Charles Robinson of Vienna, Carl Stark of Wytheville and Raymond Ratcliffe of Pulaski also received certificates of appreciation. Not pictured, but also honored with a certificate, is Anne Crockett Stark of Wytheville. Sam Adams, council member from Emporia and member of the VIVIL executive committee, reviews a brochure on the proposed conference site during the executive committee meeting. DC > 13 �The Conference in Review League Sets Legislative Program A major item of business traditionally taken care of at thie league's annual conference, other than the election of officers, is the finalization of the league's annual policy statement and legislative program. The league's policy statement is developed by the league's seven policy committees (community and economic development, education, effective government, environmental quality, human development, public safety, and transportation) and must be formally adopted by vote of the membership. This statement serves as a guide for the legislative committee In setting its goals and objectives and in planning Its program and priorities for the upcoming session of the General Assembly. The policy statement Is distributed to each league member locality as well as to the state's legislators as a written statement of the Virginia Municipal Legislative League's position on issues of importance to local government. In addition, it is used by the VML staff and by individual VML members as a guide in their lobbying efforts. The league's legislative program, developed In conjunction with the policy s t a t e m e n t , s e r v e s to set forth the league's position on specific legislative issues before the General Assembly. It also must be adopted by vote of the membership. As preparation, a preliminary copy of the policy statement and legislative program were mailed to the membership prior to the annual conference. The VML legislative committee, chaired by Robert G. Jones, council member, Virginia Beach, met Sunday, Sept. 30, the first day of the annual conference. Its task was to finalize the legislative program for presentation to Overview Top Priorify Items Supported by VML - Full Funding for the State's Share of Basic Aid and for State Mandated Programs in Primary and Secondary Education. VML supports an additional 1 percent statewide sales tax increase, returned to localities, to support the state's share of public education costs. It is currently estimated that an additional $550 million per biennium is necessary in order for the state to achieve full funding of its share of costs related to public education. - State Payments to Local Governments in Lieu of Taxes o n State Owned Property. - Continued Full Funding for A n n e x a t i o n Legislation (HB 599). - Increased Public Health F u n d i n g . The administration has predicated 1985-86 state budget line item funding on anticipated income from "user fee increase bills" which failed to pass the General Assembly during the 1984 session. Thus, funding for public health for the second year of the biennium has been reduced by $5.8 million. Unless the budget is amended in the 1985 session, local government stands to lose this amount for community services. - Rolling Stock Tax. VML supports the return of rolling stock tax collections to local government. A two year legislative study committee will be making recommendations on this issue to the 1985 General Assembly. Fiscal impact: approximately $5 million in aggregate state payments to local governments. - Highway F u n d i n g . VML supports the recommendations of the JLARC study. VML strongly supports redistribution of highway construction funds based on the one-third, one-third, one-third formula. - Rights of the Disabled. VML has spent a significant amount of time analyzing and receiving local Input on HB 817. The recently released redraft of this bill contains a number of modifications which reflect the input of VML. We are hopeful that this carryover bill will be in a posture which we can support by the beginning of the 1985 session. Top Priority Items Opposed by VML - Limitation o n State Expenditures. VML strongly opposes the passage of SJR 28 and SB 277, which tie the rate of growth in state appropriations to the statewide growth rate in personal income. - Local Ability to Negotiate Telephone Rates. VML is hopeful that carryover bill SB 239 will be amended to provide localities the authority to negotiate telephone rates with local telephone companies. Without this amendment, VML will continue to oppose SB 239 during the 1985 session. the membership for vote at the business session. A number of changes were made to the program in this last prep a r a t o r y m e e t i n g . Most s e r v e d as "housekeeping" measures, efforts to make the written language of the program more precise, however, a few significant changes were made. One major change was made regarding VML's stance on funding education, which remains VML's first priority. VML still supports full funding of the actual Standards of Quality costs as estimated by the Department of Education and adds support for "full funding of educational mandates as outlined in the Joint Legislative Audit and Review Commission's study of state mandates on local governments and local financial resources." VML's position, however, on the method of funding had been changed from "support of an additional 1 percent statewide sales tax to be returned to localities based on school-age population" to "support of an additional 1 percent statewide sales tax returned to localities for the support of education." The changed wording gives the General Assembly flexibility as to how to distribute the funds as opposed to limiting distribution to being "based on school-age population." A m o n g other state aid priorities, "maintaining reimbursements for social services" has been added. VML Director of Research Ellen Posivach explained that "the appropriations bill for 1985-86 includes a reduced level of funding for local welfare administrative costs, thus the legislative committee wished to place greater emphasis on maintaining the level of these funds." State mandates in the areas of education and social services also are pointed out as areas of serious fiscal concern to localities, and the General Assembly is "strongly" encouraged to address their local fiscal impact. In addition, in the area of education again, "VML strongly opposes state mandated salary increases for instructional personnel without commensurate state funding" and "any additional restrictions on local governing bodies in regard to local school board budgets." VML continues to urge the General Assembly to adopt legislation to distribute the rolling stock tax on railroads and freight car companies to localities, but again here a change has been made to allow the General Assembly flexibility in determining how to distribute funds and eliminating the restriction of "based �The Conference in Review on the number of miles of railroad lines within each locality." In the a r e a of limiting state e x penditures, VML adds, "we oppose the concept of limiting state expenditures a s contained in S J R 28 and S B 277, carryover legislation from the 1984 session. It is believed that the limitation on state expenditures would have a significant negative impact on state appropriations to local government, with the most significant local impact being realized in the area of state funding for primary and secondary education." Under the subject heading of state and locally owned health facilities, VIVIL adds support for "the concept contained in carryover legislation, HB 9 1 1 , from the 1984 General Assembly. We urge the General Assembly to address discrepancies in funding between state and locally owned health facilities and to appropriate the additional funds necessary in order to address the current discrepancy." In other new language, VML urges the General Assembly to study the fiscal impact of legislation allowing juvenile court judges to use short-term community based sentencing to regional or local juvenile detention homes. Currently, regional or local juvenile detention homes handle only pre-dispositioned juvenile offenders and the Department of Corrections has maintained that pre- and post-dispositioned juveniles should be segregated. If the General Assembly adopts short-term community based sentencing, localities will be required to segregate these two populations and either construct new facilities or form regional pacts designating s o m e homes for pre-dispositioned youths and others for postdispositioned youths. In the area of school board member appointments, the league "believes that all local governing bodies within the state should have the authority to directly appoint school board members and that the term of office for school board members should be at the pleasure of the local governing body." Also added: "VML strongly opposes any legislation which will permit the State Corporation Commission to regulate rates for utility services furnished to local governments." And finally, VML urges the General Assembly to correct the inequity in legislation r e g a r d i n g the V i r g i n i a S u p plemental Retirement System to allow employees to withdraw their share upon leaving employment. In addition to the adoption of the policy statement and the amended legislative program, two resolutions were adopted during the business session. O n e r eques t s that the G e n e r a l A s sembly consider the relationship between counties and towns when enacting legislation. Certain laws, especially in the a r e a s of taxation and finance, sometimes foster conflict between counties and towns, and the resolution asks the General Assembly to scrutinize bills for possible sources of these conflicts and to avoid enactment of such laws. The second resolution asks the General Assembly to provide appropriate relief to communities impacted by the recent change in railroad assessment methods used by the state T a x Department. Impacted communities were not conferred with nor informed regarding the change in assessment procedures prior to the change and have had insufficient time to adjust their local budgets for impending revenue losses. Editorial Reprinted from the Virginian-Pilot, Oct 6, 1984 Sales tax—again The incurably optimistic Virginia Municipal League has once again proposed an increase in the 4-cent state sales tax as a fresh source of funds for education. The idea is a good one, but, unfortunately, the V M L is whistling in the dark, just as it was last year when it proposed the same thing. The chances of getting the General Assembly and Gov. Charles S. Robb to increase the tax are small. Maybe not as small as the chances that a chemistry major will opt to become a teacher for $13,000 a year, but pretty small nevertheless. The additional penny proposed by the V M L would help raise these abysmal entry-level salaries for teachers. The revenue would also put more teachers in the schools to improve the pupil-pedagogue ratio a bit. Virginia's cities can't upgrade public education without a broader tax base. Most of them are financially strapped. This is particularly true after four years of a Reagan administration committed to a New Federalism, which has meant, despite claims about returning money to the government closest to the people, less money for local government. Real estate taxes — the traditional source of funds — are becoming an increasingly burdensome and controversial way to pay for education. The population is aging; property taxes are straining the pocketbooks of middle-class retirees on fixed incomes. A study by the Joint Legislative Audit and Review Commission has established that state funding has not kept up with the costs of local educational programs. When the V M L proposed an increase a year ago, it estimated that the extra levy would raise more than $500 million over the two year state budget period. This would have enabled the state to fully fund its share of the state Standards of Quality, which mandate the level of educational services. But the proposal went nowhere, even though conditions were more favorable during last winter's General Assembly — when the nation was swept with concern over the quality of public education — than they will be this winter. In the 1985 session of the legislature, conditions will be decidedly unfavorable. The entire General Assembly will be facing re-election a year from November, and legislators are not risk-takers, particularly with Governor Robb opposed to any tax increases. If the General Assembly is averse to bumping the sales tax up on a statewide basis or tinkering with the income tax, then it could give localities the option to add another penny to the sales tax on their own. The current 4 percent tax is actually 3 percent state and I percent local option already. Why not give the cities and counties the right to decide whether they want to boost their local option to two pennies on the dollar, with the extra revenue going to the schools? Most politicians run for cover when the conversation turns to taxes. Local city council members, however, have nowhere to run. They have to face the problems of teacher salaries and crowded classrooms directly. The V M L is providing leadership in this state on education financing because it can't quite shake loose of its belief that the state and local governments have a responsibility to ensure an adequate public education for youngsters. If only more state legislators felt the same way. �1 DATACOM Systems Corporation The Revenue Generation There may be millions of dollars of potential revenue just laying around in your city's gutters and trash cans. Millions of dollars in unpaid parking fines that get discarded, ignored and forgotten each year. If you could only get your hands on this money, it would make a very positive impact on your municipal treasury. Best of all, you could raise these funds without increasing taxes or cutting back vital services. But for most municipalities, collecting unpaid parking fines has been much easier said than done. Typically, most city governments are faced with tremendous backlogs in theirtrafficcourt systems whilethe millionsof dollars that are rightfully due them go largely uncollected. Up until recently scofflaws and their negative effect on cash flow have been a sad fact of life for most cities. However, that was before DATACOM entered the picture. D/AJACOM SYSTEMS CORPORATION Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg Bluefield Bristol Buena Vista Chase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville 1501 Broadway, New York, NY 10036 Telephone 212-840-1177 Leesburg Luray Lynchburg Manassas Manassas Park Martinsville ORDINANCE CODIFICATION Looseleaf Supplement Service M U N I C I P A L CODE CORPORATION P.O. Box 2235 TALLAHASSEE, FLORIDA 32316 Telephone 1-800-262-CODE Newport News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Radford Richmond Roanoke Rockingham County Salem Smithfield Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Waynesboro White Stone Williamsburg Winchester Wise County York County • Law Editorial Staff • Modern Computer Technology Serving over 1,700 municipalities and counties in 47 States, including Virginia �League Offers Study Once again the Virginia IVIunicipal League is offering its annual Wallerstein Scfiolarship in the amount of $5,000 for use toward a year of research and study at the University of Virginia's Institute of Government. Employees or officials of a Virginia municipality who are interested in spending a year at the institute are given preference for the scholarship and are encouraged to apply. Other individuals, preferably Virginia municipal employees or officials, seeking to undertake graduate work at the university in a field related to municipal government are also eligible for the scholarship. The purpose of the scholarship is to foster interest and research in Virginia municipal government. It is hoped, but not required, that the recipient will reenter Virginia municipal government service upon completion of his/her studies. Applicants must show promise of benefiting subtantially from a year at the Opportunity university, and a degree applicant must meet the graduate school's admission standards. Potential for public service in Virginia will be a key critehon of the selection committee. Applications for the scholarship must be received by the Institute of Government no later than March 1, 1985 and may be obtained by writing Dr. Timothy G. O'Rourke, Institute of Government, University of Virginia, 207 Minor Hall, Charlottesville, VA 22903. Applicants seeking a graduate degree who must also fulfill the requirements for admission to the graduate school should contact the Dean of the Graduate School of Arts and Sciences, 438 Cabell Hall, University of Virginia, Charlottesville, VA 22903. T h e a w a r d w i l l be m a d e for a 12-month period beginning anytime the recipient wishes between June 1, 1985 and September 1 , 1985 and may be continued for a second year depending 56TH ANNUAL SCHOOL & CONFERENCE VIRGINIA BUILDING OFFICIALS ASSOCIATION December 2-5, 1984 S H E R A T O N - F R E D E R I C K S B U R G INN & C O N F E R E N C E C E N T E R SUNDAY, DECEMBER 2 3:00 p.m.-5;00 p.m. 3:00 p.m. 6:00 p.m. Registration Board of Directors Meeting President's Reception on the recipient's need and his/her first year record. The Wallerstein Scholarship was e s tablished by a gift to the University of Virginia from Morton L. Wallerstein, the first executive secretary of the Virginia Municipal League, and his wife, Ruth. It is administered jointly by VML and the Institute of Government. Martetplaoe Parks & Recreation Director Raleigh, NC. (pop. 174,258) City seeks administrator with extensive mgnt. experience to plan, organize, direct activities of 230 employees in Parks & Rec. Dept. Strong exp. in administering comprehensive park and rec. program. Bachelor's degree in recreation, park & recreation admin, or related; prefer graduate c o u r s e work. Starting s a l a r y : $33,431-$38,701. Salary range: $33,431-$49,391. Send resume to Personnel Dept., City of Raleigh, P.O. Box 590, Raleigh, NC 27602. Deadline: 12/14/84. EOE M/F/H. MONDAY, DECEMBER 3 8:00 a.m. 8:30 a.m. 9:45 a.m. 10:00 a.m. 12:00 Noon 1:15 p.m. 3:00 p.m. 6:30 p.m. Registration Opening Session CONCURRENT SESSIONS Zoning Industrialized Housing & Commercial Development "Eyeball to Eyeball: How to Communicate, Motivate and Persuade" Guests' Fashion Show GROUP LUNCHEON EDUCATION SEMINARS Elevators - Installation Fire Protection and Plans Review Energy Conservation Reinforced Concrete - ACI-318 Social Hour Public Power Financing . . Experience Innovation Commitment... TUESDAY, DECEMBER 4 8:00 8:30 9:00 12:00 1:30 6:30 7:30 a.m. a.m. a.m. noon p.m. p.m. p.m. O Q Z < Registration 1984 Uniform Statewide Building Code Guests' Tour: "Where America Grew Up" Lunch (on your own) 1984 Uniform Statewide Building Code Social Hour Annual Banquet z First Boston THE FIRST BOSTON CORPORATION WEDNESDAY, DECEMBER 5 8:30 a.m. Business Session For further information and registration contact Joni Terry, Executive P.O. Box 753, Richmond, VA 23206, 804/649-8471. o Director, Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 > 17 �VML Schedules Regional Meetings Market Makers Legislative priorities will be the topic of discussion during upcoming VML/ VACo regional meetings. You are encouraged to attend any of the regional meetings. Regional meetings scheduled for December include the following: and Dec. 3, 5:30 p.m. Harrisonburg Belle Meade Rt. 11 South at 1-81 Investment Bankers Dec. 5, 5:30 p.m. Crewe Weston's Restaurant Rt. 460 West of Crewe Dec. 6, 6:30 p.m. Manassas Ramada Inn Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Yorl< Plaza, New York, N.Y. 10004 Dec. 12, 5:30 p.m. Abingdon Martha Washington Inn Dec. 13, 5:30 p.m. Roanoke The Hotel Roanoke Registration fees are $15 at the Crewe meeting and $20 at all others. The meetings will include a social period, a meal and policy presentations by VML and VACo. To register call the VML office at (804) 649-8471. In addition, VML has scheduled Feb. 7, 1985 for its annual Legislative Day activities. Alexandria Unit AMA Certified e staxid behind our products at CP&P. Our field service representatives are trained to help the contractor with any problem. They can repair damaged pipe, coordinate shipments, and do everything necessary to assure a successful installation. Concrete Pipe & Products Company, Inc. P.O. Box, 1223, Rlolimond,VA 2 3 2 0 9 (804)233-5471 On Oct. 12, Sheriff Michael E. Norris accepted the Alexandria Correctional Center's certificate of accreditation from the American Medical Association. The certificate recognizes the outstanding level of medical services provided by the correctional center. The accreditation is based on meeting the AMA standards for health services in jails, which address all aspects of constitutionally guaranteed health care delivery to inmates and reflect the level of adult medical care insisted upon by the courts. The Alexandria Correctional Center is the second local correctional center in Northern Virginia to become certified by the AMA and only one of a small number so certified throughout the United States. The accreditation realizes the second of two major goals established by Norris when he was elected in 1979: to insure humane and secure treatment of all prisoners and to improve the center's health care delivery system. Norris' first goal was reached in 1983 with certification of the correctional center by the Virginia Department of Corrections. �Piofessional Directory HSMM HAYES, SEAY, MATTERN AND MATTERN Architects • Serving Engineers local • Planners C O M M U N I T Y DEVELOPMENT Southern Engineenng C o m p a n y oi Virginia IN 1 8 0 0 P e a c h t r e e Street, N.W. Roanoke P.O. Box 13446 CONSULTING Richmond, Virginia 23219 P H O N E 804/649-8627 (404) 3 5 2 - 9 2 0 0 Tidewater 343-6971 400 E a s t M a i n Street Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 N. Virginia Roanoke, VA 24034 HARLAND BARTHOLOMEW & ASSOCIATES, INC. PLANNING • LANDSCAPE ARCHITECTURE • ENGINEERING governments OFFICES (703) Southern SCS ENGINEERS Rates Ranning System Studies Feasibility BROWNING-FERRIS INDUSTRIES Municipal Services SOLID Studies Design Relaying Metering ® STEARNS, CONHAD AND SCHMIDT Consulting Engineers. Inc C H O D A T , R U B A C K & A S S O C I A T E S , INC. THE HATHAWAY H O U S E 103 C E N T R A L S T , P 0 , BOX 749 W E L L E S L E Y , M A S S A C H U S E T T S 02181 T E L E P H O N E (61 7) 237-5815 PUBLIC UTILITY Er)gineers & Consuffanrs 1800 Parkway Drive BALDWIN ®GREG@ WASTE WORKS Gannett Fleming E N G I N E E R S AND P L A N N E R S CIVIL • MECHANICAL E L E C T R I C A L « PLANNING S U R V E Y I N G • INDUSTRIAL FACiLiriES AND PROCESS DESIGN • HIGHWAYS • WATER AND SEWERAGE SVSTEMS . DRAINAGE • SURVE-ING ENVIRONMENTAL STUDIES • SITE PLANNING AND FNGIMEERING RO. BO««Bn0-4B00 W, HUNDRED RD • CHESrEfl,>A-804/74B-B746 MAIXDL PIRNIE W A S T E W A T E R S O L I D HAZARDOUS Roger B a c o n Dnuc R e s t o n , Virginia 2209C' ( ? 0 3 ) 4 7 1 6 1 5 0 Austin Diockenbiough • Highway and Airport Design • Grant Application/Managemen W A T E R T E L E X 87-487 ond Associates ODnsulring Engineers ENGINEERS • SURVEYORS • PLANNERS • Traffic Engineering/Signalization • Industnal Park Planning - PUBLIC BALT. (301) 796-8850 Hanover, Maryland 21076 • Biormwatcr Management • Water and Was'-water Systpms WASTE NORTHERN VA. (703) 560-8866 NORFOLK RO. Box 13048 Norfolk, VA 23506 (604) 461-0155 FAIRFAX Fairfax Professional Building Suite 7 3545 Ctiain Bridge Road Fairfax. VA 22030 (703) 335-0200 'INC. W A S T E S I ENVIRONMENTAL ENGINEERS, SCIENTISTS & PLANNERS • • • Three Chopt & Parham Roads, Richmond 9 3 2 2 9 AND 301 HANSEN Water Treatment & Supply Wastewater Solid/Hazardous Wastes HIDEN BLVD N E W P O R T N E W S , VA 804/599-5511 Hurt & Proffitt, Inc. Engineers • Planners • Surveyors ARCHITECTS • ENGINEERS • PLANNERS W a t e r , W a s t e w a t e r , Solid W a s t e s , Soils & F o u n d a t i o n s 'ASTEWATER TREATMENT SYSTEMS • ENVIRONMENTAL STUDIES MUNICIPAL FACILITIES • WATERFRONT FACILITIES WATER & SEWER SYSTEMS • TRANSPORTATION PARSONS BRINCKERHOFF Since 1885 8200 Greensboro McLean, L a n d Development Site P l a n s Drive One Subdivisions, R o a d , D a m s , Airports New York, NY 10119 (804)847-7796 Center 804-456-1732 703-442-7700 Residential, Commercial & Industrial 1933 Fort A v e . Lynchburg, V A 24501 11 Koger Executive Nortollt, VA 23502 VA 22102 Penn Plaza 212-613-5000 37 otilces worldwide BoDiE, TAYLOR AND PURYEAR, INC. CONSULTING ENGINEERS R. S T U A R T R O Y E R & A S S O C I A T E S . INC. CONSULTING 611 Research Road ENGINEERS P.O. Box 2901 o Q < Richmond, Virginia 23235 804-794-6823 — , gyJPSy ^^J2S2^ ' BUCK, SEIFERT&JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 Sylvan Avenue, P.O. Box 1218 Englewood Cliffs, N . J . 07632 201-567-8990 • 405 S o . Parliament Drive, Suite 101 Virginia Beacti, Va 23462 804-499^8508 a^Hlll. o I- INC. < b i o n e t i c s ,/...„ ANALYTICAL z L A B O R A T O R I E S (D COMPLETE ENGINEERING SERVICES Municipal and Industrial Waste Treatment, Power S y s t e m s , Structures, Solid W a s t e s , Water • R e s o u r c e s , Water S u p p l y and Treatment, Transportation, H a z a r d o u s Waste Management 1941 R o l a n d C l a r k e P l a c e , R e s t o n , V A 22091 703/620-5200 • • HAZARDOUS WASTE A N A L Y S E S > SOLID WASTE CHARACTERIZATION INDUSTRIAL DISCHARGE SAMPLING/ANALYSIS STATE CERTIFIED BACTERIOLOGICAL ANALYSES ftRCH DRIVE HAMPTON, VIRGINIA (804) 86S-0880 19 �w RALPH WHITEHEAD t A S S O C I A T E S Consulting Engineers j 1936 East Seventh Street P. O. Box 35624 Charlotte, North Carolina 28235 704-372-1885 aniDOES • HIGHWAYS • flAILROADS • RAIL k BUS TRANSIT • AIRPORTS QBRIENGGERE Engineers Environmental Laboratories Industrial a n d Municipal ENGINEERS,INC. mmm Syracuse, NY (315) 451-47 1531 N o r t h M a i n S t r e e t OLVER B l a c k s b u r g . Virginia INCORPORATED BRANCH O F F I C E S 3300 ME Expressway, Atlanta, GA 30341 1314 Lincoln Street, Columbia, S C 29201 (703) 24060 Nine regional offices serving the Nortfieast, South, Mid-Atlantic and Midwest. 552-5548 (404)452-0797 (803) 256-3590 ENGINEERS Dames & Moore Flnkbeiner, Pettis & Strout, Limited Water Supply and Pollution Control Solid and Hazardous Waste Management Environmental Impact Studies Water Resources Management Energy Studies Soils and Foundation Engineering 7101 Wisconsin Avenue Consulting I • ARCHITECTS SURVEYORS • PLANNERS Greenhorne Consulting E n g i n e e r s 1 0 7 1 0 L E K HIGHWAY. S U I T E 2 0 2 • Bethesda. Maryland 20814 (301)652-2215 2301 West Meadowview Road Greensboro, North Carolina 27407 (919) 292-2271 • SCIENTISTS • PHOTOGHAMMETRISTS 6 O'Mara, Inc. FAIRFAX. VIROINIA 2 2 0 Also onices In: Toledo, Akron & Cleveland, Ohio PHONEt {7031 3 8 5 9 8 0 0 FALLS / 7700 LEESBURG PIKE SUITE 302 CHURCH,VA. 22043 703/893-0711 ^ cortsultina e n Q i n e e r s Q o u / e EncjiriGennci WATER, WASTEWATER, DRAINAGE SITE DEVELOPMENT, STRUCTURAL CoroorstiCDn .FLOOD CONTROL STREETS , HIGHWAYS,BRIDGES DESIGN , MARINAS • Water •Wastewater MetcalfSEddy • " " " " " " ^ • Transportation m.M9^^ a. WHITMAN, REQUARDT AND ASSOCIATES mcers 2315 S A I N T P A U L S T R E E T 1 1 1 2 0 New Hampshire Ave. Suite 2 0 0 Silver Spring, MD 2 0 9 0 4 BALTIMORE, MARYLAND 21218 (301) 235-3450 \ LAW ENFORCEMENT: COMPLETE PUBLIC WORKS ENGINEERING, SURVEYING AND PLANNING SERVICES Organization/Management Studies Chief Selection/Promotional Assessments BENGTSON. DeBELL, ELKIN & TITUS Water, Wastewater, and Drainage Systems Richard W. K o b e t z & Associates, Ltd. North Mountain R n e s Training Center Route Two Box 342 Winctiester, Virginia 22601 (703) 662-7288 CONSULTING ENGINEERS. SURVEYORS & PLANNERS Centreville, VA 703-631-9630 Silver Spring. MD 301-439-0055 Leesburg. VA 703-777-1258 Multiple Engineering Utility Management and Finance Environmental Laboratories Construction Management F R E D E R I C K G. G R I F F I N , P.C. Consuliing Engineei^ :!229 WaterUck Koad, Lynchburg, V A 24502 (804/237-2044) Operation and Maintenance JAMES M. MONTGOMERY CONSULTING ENGINEERS, INC. Reston Internalional Center, Suite 1130 11800 Sunrise Valley Drive. Reston, VA 22091 Cable Ti-li-visKin • TV RriiadcMst • Public .Saff ly Ciimmunicatiiins Systvni,s • Alarm SysU-ms • Ek-t-trical D f s i ^ • Ki'dcnil rummunii-ations Comnksion .Applica(i(Hi Pripjiraliun • T.xpiTt Tcslimony and Wilni-s-s OFFICES THROUGHOUT THE U.S. AND OVERSEAS GERAGHTY & M I L L E R , INC. Wiley & Wilson Architecls 844 WEST STREET. ANNAPOUS, MD 21401 (301) 266-7730 S Y O S S E T , NY BATON R O U G E PALM B E A C H G A R D E N S DENVER o Q < I < z (3 DC > 20 Planners 2310 L a n g h o r n e Road P 0 Box 877 TAMPA L y n c h b u r g , Virginia 24505-0877 (804) 528-1901 SANTURCE, PR Public Administration Service Providing management assistance and consultant services to local, regional, and state governments since 1933 1497 Ctiain Bridge Road iVIcLean, Virginia 22101 Engineers (703) 734-8970 © THE MAGUIRE GROUP GUY & DAVIS CONSULTING ENGINEERS WATER SUPPLY WASTEWATER TOXIC AND HAZARDOUS MATERIALS HDR Henningson, Architecture Engineering Planning Systems A D u r h a m S Richardson Offices in Norfolk [804-461-6351) Aiexsridna [703-683-3400] and Nationwide Patton, Harris, Rust & Assoc. a prolessional corporation Engineers . Surveyors Planners Complete professional services (or municipalities and public agef>c.es Virginia Offices: 10523 Main Street, Fairlax, Virginia 22030 (703) 273-8700 100 South Main Street, Bridgewater, Virginia 22812 (703) 828-2616 109 West King Street, Leesburg, Virginia 22075 (703) 777-3616 Architects • Engineers • Planners C E Maguire, Inc. 5203 Leesburg Pike, Fall« C h u r c h , VA 22041 (703) 998-0100 207 B u i l n e s t Park Dr., Virginia B e a c h , VA 23462 (804) 497-6304 Raglonal ofllcet: Providence. Rl: Alexandrli, LA: Boston. MA: Clearwater. Fl; Charlotte. NC: Falls Church. VA: Florence. SC: Honolulu. HI: Manchester. NH: New Britain. CT: PIttaburgh. PA: Phoenix. AZ: Spartanburg. SC: Virginia Baach. VA: Waltham. MA. �Davies from page seven attention to whatever is most important at that point in time. This has apparently been quite successful for him a s he has been able to accomplish a great deal in the community in addition to serving a s mayor and pastor. He is a member and former president of the Fredericksburg Area Ministerial Association, a member and former president of the Fredericksburg Baptist Ministers Conference, a member of the board of directors and former president of the Virginia Mental Health Association, a member of the board of directors and former president of the Rappahannock Association for Retarded Citizens, founder of the Fredericksburg Area Sickle Cell Association, president of the Rappahannock Citizens Corp., member and director of the National C o n f e r e n c e of B l a c k Mayors, member of the National L e a g u e of Cities' Small Cities Advisory Council, member of the Governor's Commission on Block Grants, member of the board of directors of the National Kidney Foundation of Virginia, co-chairman with his wife of the T a s k Force on Minorities and Cancer in Virginia . . . and the list goes on. His accomplishments: In terms of service to the black community, he s e e s it as involving the black community in the decision-making process by making certain they are well represented and a part of the mainstream. In terms of the total community, he s a y s it has to do with the fact of trying times in terms of the economy. During the recent recession, a mall w a s built outside the city drawing away stores and resulting in a financial shortfall for the city. Cutbacks in federal and state funds added to the problem. T h e city, under his leadership, has intensely pursued economic development and tourism. Tourism, he says, is now in fact the city's number one industry. In addition, the city a n n e x e d 4 . 5 square miles of Spottsylvania County in January 1984 and some new commercial development is now taking place. Economic development and that the city continues to be able to provide services are major achievements. In fact, "the city is in a positive posture at this point." S o along the way Davies has faced hardships: racism, a threatening economy, and in his personal life, a daughter, now 2 7 , who suffered complications from sickle cell anemia at the young age of 8. But Davies' advice to newly-elected officials is to "appreciate the opportunity to serve and reap the benefits of office for the community." Does he like being mayor? "Sometimes," he replies and laughs again. "When you find positive results, you are pleased. But sometimes your efforts are misunderstood, and sometimes they do not solidify in the w a y you hoped. Then," he says, "you don't feel like continuing. But if you give your best efforts and you work with the best efforts of those around you, you can make a positive contribution." His goals for the league: "For the year ahead our concerns have been dictated by the decisions of the executive committee and the league. W e will develop our strategic planning program which will outline our long- and short-term goals and determine the changes, if any, that need to be made. In our dealings with the General Assembly, we have a s our first priority the matter of education and our attempt to get the General Assembly to fund its full share." C o n s i s t e n c y . Determination. Persistence. And after this coming year? "I will continue to s e r v e on the executive committee as immediate past president and try to support all the l e a g u e ' s efforts." Consistency. Determination. Persistence. And in four years? "Anything could happen." he laughs. Add a subtle sense of humor. JAMES M E R C E R & ASSOCIATES, INC. Consultants • EXECUTIVE SEARCH KINANC;iAL AND • Advisor on Financial a n d Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification a n d P a y Studies • Executive S e a r c h a n d Selection • Management and Organization Studies • Utility and Public W o r k s Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED P . O . B O X 45 V I R G I N I A B E A C H , V A , 23458 804/422-1711 Management . ORGANIZATION ANALYSIS • MANAGEMENT SYSTEMS • PRODUCTIVITY IMPROVEMENT • SEMINARS / TRAINING MANAGKMliNT (IJNSULTANTS ; to (404) 396-9060 A T L A N T A , G E O R G I A 30356 P. O. B O X 888656 R . W . BECK AND ASSOCIATES ENGINEERS A N D C O N S U L T A N T S Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations YARGER 40 Grove Street Wellesley, M A 02181 (617) 2 3 7 4 8 7 0 1510 E. Colonial D r i v e Orlando, FL 32803 (305) 8 9 6 4 9 1 1 Over 700 Surveys Our 31st Year 2830 Mary Street Falls Church, Va. 22042 703/560-6900 Q z: < AND ASSOCIATES, INC. Position Classificalion and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies o z S CAMP D R E S S E R & M c K E E 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental planners, engineers, & management scientists, consultants CDM CD DC > 21 �Membership to Locate Cornerstone Seminars The Virginia Municipal League has scheduled five "Cornerstone Seminars," short educational sessions established to help elected officials improve their effectiveness in carrying out their legislative and policy-making duties. These unique seminars are planned on scheduled dates, but the seminar sites will be left to the preference of the VML membership. Each seminar is designed to be highly interactive and may include case studies, small group discussions, panel sessions and problem-solving exercises. The instructors will be university faculty, and guest speakers will include senior elected and appointed officials with considerable experience as well as staff from VML, the University of Virginia's Institute of Government and other local government organizations. Following is the 1985 schedule: JANUARY 18 "Controlling the Budget" How to formulate budgets and deal with budget politics: a short course in fiscal responsibility. MARCH 22 "Do I Really Have to Fight with the Staff?" Managing your relations with the staff and manager or administrator: evaluation, grievances, getting needed information, etc. MAY 17 "The Mess They'll Make When You're Gone" The uses of strategic planning to shape the community's future. JUNE 21 "From Chaos to Order: Getting Individuals to Work Together" Managing conflict and agreement, running meetings effectively, dealing with different personalities and styles. If there is sufficient demand for one of these seminars in your area, contact Jim Campbell in the VML Office at (804) 649-8471. Statement of Ownership Management and Circulation 1. Date of Filing: October, 1984 2. Title of Publication: VIRGINIA TOWN & CITY 3. Frequency of Publication: Monthly. 4. Location of known office of publication: 1011 East Main Street. 5. Location of headquarters of general business office of publishers: 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. 6. Editor: Christine A. Everson, 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. 7. Publisher: Virginia Municipal League, 311 Ironfronts, 1011 East Main Street, Richmond, Virginia 23219. 8. Owner: Virginia Municipal League 9. Average No. of copies each issue during preceding 12 months: Total No. copies printed: 5,045 Mail subscriptions: 3,718 Paid circulation: 3,727 Free distribution: 669 Total distribution: 4,396 Office use, etc.: 649 Total 5,045 10. Single issue nearest to filing date: Total No. copies printed: 5,000 Mail subscriptions: 3,599 Counter sales: 100 Paid circulation: 3,699 Free distribution: 660 Total distribution: 4,359 Office, use, etc.: 641 Total: 5,000 I certify that the statements made by me are correct and complete. Christine A. Everson, Editor Virginia Municipal Group lelf Insurance Association A program designed to control your Workers' Compensation Costs. $3*1 million in dividends returned For more information contact; Margaret A . Nichols, Administrator Virginia Municipal Group Self Insurance As.sociation P.O. Box 753 Richmond, Virginia 23206 �Legal Guidelines By Howard W. Dobbins, VML General Counsel Public Protection from Fraudulent Solicitations Contributions for the support of charitable organizations have become a part of the fabric of this country and a weel< seldom passes that each of us is not solicited for a contribution either through the mail, by telephone or in person. Although solicitation is essential for the support of worthy charities, instances occur fairly often where the "charitable solicitation" is a vehicle principally or solely for the benefit of the solicitors. In an effort to protect the public from fraudulent solicitation and the acts of unscrupulous solicitors, state and local legislative bodies have enacted statutes and ordinances with varying provisions. Virginia h a s regulated solicitation of contributions s i n c e 1 9 7 4 , requiring charitable organizations which solicit or obtain contributions solicited from the public to register with the state commissioner of agriculture and consumer services. T h e Virginia statute is concerned primarily with disclosure and designed to inhibit false representation by the solicitors. (Virginia Code §57-48, ef seq.) Other legislative bodies h a v e attempted to provide greater protection than mere registration and disclosure. One municipality in Illinois adopted an ordinance prohibiting the solicitation of contributions by a charitable organization that did not use at least 75 percent of its proceeds for "charitable purposes." This ordinance w a s held invalid by the United States Supreme Court in Village of Schaumburg v. Citizens For Better Environment, 4 4 4 U . S . 620 (1980) a s overboard and in violation of the First and Fourteenth amendments of the U.S. Constitution. More recently, in Maryland v. Joseph H. Munson Co. Inc., 52 LW 4875 (June 26, 1984), the United States Supreme Court considered the validity of a 1982 Maryland statute which prohibited charitable organizations from paying or agreeing to pay fundraising expenses of more than 25 percent of the total gross income derived from the fundraising activity. T h i s statute differed from the Schaumburg ordinance in that the secretary of state was authorized to issue rules which would permit payment of more than 25 percent of the gross income to fundraisers in instances where the limitation would prevent the organi- zation from raising contributions. J o s e p h H. Munson C o . , a professional fundraiser with charitable customers in Maryland, brought suit for declaratory and injunctive relief to prevent enforcement of the statute. Munson regularly charged in e x c e s s of 25 percent of the gross raised and contended in its complaint that the statute unconstitutionally infringed on its right to free speech and assembly under the First and Fourteenth amendments. After the c a s e worked its way through the Maryland court system, Maryland's Court of Appeals rejected the state's contention that Munson lacked the standing to sue and concluded that the Supreme Court's decision in Schaumburg required it to hold the statute unconstitutional. T h e United States Supreme Court granted certiorari and in a five to four opinion affirmed the Maryland Court. The majority opinion by Justice Blackmun reinstated the conclusions reached in Schaumburg: that charitable solicitations are so intertwined with speech that they are entitled to the protection of the First Amendment; that although a locality has a legitimate interest in protecting the public from fraud, crime and undue annoyance, those interests could be served by measures less intrusive than a direct prohibition on solicitation; and that there is no necessary connection between fraud and high solicitation and administrative costs. The question before the court in Munson not answered in Schaumburg was whether constitutional deficiencies in a percentage limitation on funds expended in solicitation are remedied by the possibility of an administrative waiver of the limitation for a charitable to demonstrate financial necessity a s provided in the Maryland law. Although the certiorari had been denied in National Foundation v. Fort Worth, 415 F. 2d 41 (C.A. 5 1969), 396 U.S. 1040 (1970), wherein the circuit court upheld an ordinance which permitted a charity to demonstrate that its solicitation costs though high nevertheless were reasonable, the majority concluded in Munson that the Maryland waiver provision did not save the statute because the exemption was available only for financial necessity and not to organizations whose high costs were due to information dissemination, discussion and advocacy of public issues. The majority in Munson rejected Maryland's arguments that Munson lacked standing because the statute regulated charities and not fundraisers and that b e c a u s e of the waiver provision the statute w a s not "substantially overboard," that is, despite some impermissible application the statute covered a core of easily identifiable and constitutionally prescribable conduct. The court reasoned that the statute was flawed not simply because it included within its sweep some impermissible applications but because in all of its applications "it operated on the fundamentally mistaken premise that high solicitation c o s t s are an a c c u r a t e m e a s u r e of fraud." T h e dissenting opinion of J u s t i c e Rehnquist joined by Chief Justice Burger and Justices Powell and O'Connor strongly disagreed with the majority and expressed the view that Munson was a fundraiser not a charitable organization primarily affected by the statute, therefore it lacked standing to challenge the statute's validity; that the Schaumburg ordinance was primarily directed at controlling the nature and internal working of organizations seeking to solicit and w a s substantially different from the Maryland law which w a s primarily directed at controlling the external economic relationship between charities and fundraising; and that there were o t h e r s p e c i f i c d i f f e r e n c e s in the Schaumburg ordinance and the Maryland legislation, the latter being more carefully designed to accommodate protected e x p r e s s i o n by organizations sponsoring receptions, picnics and other s o c i a l e v e n t s , permitting deduction of overhead costs from the 25 percent limitation for pro rata allocation of expenses attributable to fundraising and those attributable to advocacy. Notwithstanding the strong dissent of the conservative members of the court, it a p p e a r s that the Virginia statute affords essentially all the protection now constitutionally permissible against solicitations which never reach charitable objects. O Q o < o > 23 �DOMINION B^NK Dominion Bank's government specialists have more than the usual expertise. In service to local governments, Jim Kern, A l Mottesheard and Jim Thompson combine over 50 years of experience. Plus years of practical understanding. For instance, A l used to be Chief Deputy Treasurer of Virginia. And who could better appreciate your problems than someone who's had them? For any type of assistance with Public Finance, Investments or Governmental Services, call the Dominion team. They're backed by the multi-billion dollar resources of one of Virginia's premier statewide banking organizations. Let us show you how accommodating a good bank can be. Member F D I C � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 11 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource November 1984 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198411 https://www.virginiaroom.org/digital/files/original/69/6470/198412.pdf 90e05b2c4363ae15d8bff81055fc5867 PDF Text Text �when it (Dines to survival there's safety in numlm o Q Z < o cc > The s a m e holds true for e c o n o m i c survival, whether you're p r o t e c t i n g t h e assets of a city, county, t o w n , or local s c h o o l board. That's w h y t h e Virginia M u n i cipal League, t h r o u g h it's w h o l l y o w n e d C o r p o r a t i o n , Virginia M u n i c i p a l Underwriters, Inc. has developed a n e w c o m p r e h e n sive group insurance program. The progrann is designed exclusively for local g o v e r n m e n t s and t h e i r a g e n c i e s w i t h i n t h e Commonwealth of Virginia. It offers a w i d e range of property, casualty, boiler and nnachinery coverages. Included a m o n g t h e casualty lines are: • Public Officials Liability Police Liability • C o m p r e h e n s i v e General Liability • Broad Form Errors & Omissions • Personal Injury Liability • Garage Liability All casualty lines are consolidated w i t h one carrier (Best's A-l-15 rated), providing insurer stability and eliminating potential coverage gaps. W h a t ' s more, w i t h so many coverages available, the program can be tailored to your individual needs and exposures. Group purchasing p o w e r also results in e c o n o m i e s of scale. So there's a b o t t o m - l i n e benefit as well. Of course, all the fish in t h e s e a can't eliminate risk c o m p l e t e l y . But if you're in d a n g e r of b e i n g s w a l l o w e d u p b e c a u s e of rising costs, i n a d e q u a t e c o v e r a g e or poor service, t h e V i r g i n i a M u n i cipal Property Casualty Ins u r a n c e P r o g r a m c a n help. For further information, please contact: Margaret A. Nichols Administrator, Virginia Municipal Property Casualty Insurance Program P.O. Box 753 Richmond, Virginia 23206 (804) 649-8471 �Virginia Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre *City Volume 19 December 1984 Number 12 VML President L a w r e n c e A. D a v i e s 4 People S a m u e l W . A d a m s III R o b e r t T. W i l l i a m s M a r t h a V. P e n n i n e N o e l C. T a y l o r 5 Tips on Lobbying Officers By Delegate Franklin P. Hall Executive Committee J. Willard Lineweaver J a c k D. E d w a r d s D o l o r e s P. L e s c u r e S i d n e y M. O m a n W i l l i a m R. H a r t z M, Stewart Koethcke C h a r l e s A. R o b i n s o n J r . D e l e g a t e Hall lists s o m e d o ' s a n d d o n ' t s f o r l o b b y i n g at t h e General Assembly. 7 For y o u r c o n v e n i e n c e , t h e V i r g i n i a M u n i c i p a l L e a g u e p r e s e n t s this list of c o m p a n i e s o f f e r i n g p r o d u c t s a n d s e r v i c e s to V i r g i n i a local g o v e r n m e n t s . T h i s g u i d e w a s c r e a t e d for y o u r c o n t i n u e d u s e t h r o u g h o u t t h e y e a r a n d is m e a n t to be r e m o v e d f r o m t h e magazine. Executive Director R. M i c h a e l A m y x 9 On the Cover Alexandria City Manager and sometimes cartoonist Douglas Harmon gives us some humorous insights into the recently signed cable legislation. On page 14, author Nicholas P. Milter gives more serious insights into the legislation. Product & Services Guide Tlie Future: What Virginians Think By Daniel M. Johnson and J. Sherwood Williams In a r e c e n t p u b l i c o p i n i o n poll, V i r g i n i a n s r e v e a l e d their perc e p t i o n s of t h e c o m m o n w e a l t h ' s f u t u r e . H e r e , a u t h o r s J o h n s o n a n d W i l l i a m s f o c u s o n their f i n d i n g s r e l a t e d to public e d u c a t i o n a n d t h e role of s t a t e g o v e r n m e n t . 14 The Cable Compromise By Nicholas P. Miller Miller tells w h a t t h e C a b l e C o m m u n i c a t i o n s P o l i c y A c t of 1 9 8 4 m e a n s to V i r g i n i a local g o v e r n m e n t s . VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1984 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 15 Highlights of the Cable Bill 19 Commentary: Education and Economic Development By Carol Amato and Ralph Hambrick " W h a t w e d o n o w to i m p r o v e e d u c a t i o n at all levels will p a y d i v i d e n d s in t h e e c o n o m i c p r o s p e r i t y w e c a n e x p e c t to e n j o y in t h e f u t u r e . " > H O Q < < 20 Professional Directory o 22 Index > cc �People Roanoke Mayor Receives Award Roanoke Mayor and VML Fourth Vice President Noel C. Taylor recently received the American Spirit Award, a national award presented by the U.S. Air Force. Only four others in the entire nation have received this award. The U.S. Air Force southeastern district commander presented the award to Taylor in a recent city council meeting. The award nomination states that Dr. Taylor's life "exemplifies the character of a true American patriot . . . . It is not the fact that Noel C. Taylor is a minister or mayor of Roanoke that makes him what he Is or what he represents. He uses these positions as two extra arms to further help the people of Roanoke and Virginia." Bedford Appoints Finance Director The city of Bedford has appointed B a r r y W. T h o m p s o n director of f i nance, replacing C. D. Klotz Jr. who resigned for health reasons. Thompson was selected from a field of more than 20 applicants. He was formerly a senior systems representative specializing in municipal accounts with Burroughs Corp. He holds a degree in business administration and management from Lamar University in Beaumont, TX. He is marhed and the father of a son. Norfollc Manager Makes Appointments Norfolk City Manager Julian F. Hirst has advanced the division of data processing to departmental status and appointed Philip W. Cronk, former data processing manager, director of the new department. Cronk's responsibility is to provide cost effective centralized and distributed data processing support to city departments and other organizations. The department has 47 employees and a $2,344,307 budget. Cronk has headed the division of data processing since January 1983, and he served as fiscal systems manager for the city's finance department from 1974 to 1982. Before joining the city, Cronk ANNOUNCEMENT JAMES MERCER & ASSOCIATES, INC. is pleased to announce that it has merged its operations with WOLFE & ASSOCIATES, INC., management consultants. Mr. Mercer will continue to offer consulting services in organization/operations analysis, management systems, productivity improvement, seminars/training and executive search for both public and private organizations, with no geographic boundaries. Look for our ads and CONTACT: o Q Z < z o CD CC > JAMES L. MERCER REGIONAL VICE PRESIDENT WOLFE & ASSOCIATES, INC. P.O. BOX 888656 ATLANTA, GEORGIA 30356 (404) 396-9060 held several positions as an officer in the U.S. Navy. He studied at the Navy Supply Corps School in Athens, GA, earned a bachelor of science degree in engineering from the U.S. Naval Academy in Annapolis, and obtained a master of science degree in management-data processing from the U.S. Naval Post Graduate School in Monterey, CA. He holds the Certified Data Processor award from the Institute for Certification of Computer Professionals and has served as an instructor at the University of Virginia, Hampton Roads Education Extension Center and as a consultant for the University of Virginia. In another move. Hirst appointed James A. Waller Jr. purchasing agent for the city of Norfolk. Waller has 11 years experience as the city's assistant p u r c h a s i n g a g e n t . In a d d i t i o n , he worked for Newport News Shipbuilding and Dry Dock Co. from 1967 to 1971 in several capacities including contract administrator, senior planner and industrial engineer. Waller holds a bachelor of science in industrial engineering from North Carolina State University and a master of business administration from the College of William and Mary. He is a Certified Public Purchasing Officer of the National Institute of Governmental Purchasing. Alexandria Fills Treasurer's Post The city of Alexandria announced the appointment of Raymond Kurlander as its new treasurer. Kurlander was the top accounting and auditing executive at the Civil Aeronautics Board (CAB) for 27 years. While at CAB he served as director of the Bureau of Accounts and Statistics, director of the Bureau of Accounts and Audits, comptroller, and acting managing director. Kurlander was also designated as the Airline Industry's Chief Accountant and Auditor. He received the CAB Meritorious Service Award, the highest award given to its employees, and he received the Association of Government Accountants' Outstanding Achievement Award for leadership in financial management. Kurlander was recognized also by the American Institute of Certified Public Accountants for his assistance and support in the preparation of the institute's recent publication. Industry Audit Guide for Audits of Airlines. �General Assembly Preview Tips on Lobbi;mg By Delegate Franklin P. Hall In dealing with the legislature there are a number of cardinal rules of which one should be ever mindful. The first step for anyone planning to work with the General Assembly is to examine the body of people with whom one hopes to work. The Virginia General Assembly consists of 140 different individuals, each of whom has a different experience, perspective, style, approach and comprehension of the problems to be confronted. To stop at this however, would be to miss the mark and oversimplify the problem. A second consideration to be scrutinized is the legislator's objective. What is he trying to accomplish? In addition, how does he perceive his job? In my mind there is absolutely no question that every legislator without exception will do his best for his district and for the people of the commonwealth. The difficulty lies in selecting what is best in the many situations delegates and senators face. In all too many instances, legislators know what they want to do but fail to comprehend the full ramifications of a particular piece of legislation. They fail to understand the import of a bill beyond its stated purpose and the c o n s e quences beyond the bill's intent. This kind of concern is what conscientious legislators worry about. It is at this point that legislators need the help of what is known as the professional lobbyist. Webster defines a lobbyist simply as a person who influences legislation. He further suggests that this influence is perhaps based on something other than the merits of a particular proposal. Black's Law Dictionary takes a more legalistic approach and basically states that a lobbyist is one who attempts to influence or persuade members of a legislative body. Both are simplistic statements and do not deal with the substantive attributes of the lobbyist. I would like to submit to you my own definition of a good lobbyist and submit that every good lobbyist should provide the following functions: — research and technical assistance — education — persuasion First, in the area of research and technical assistance any good lobbyist has a wealth of information regarding the proposals which interest him. This may include the cost of a particular proposal, the number of other states that have considered and/or implemented such legislation, the implementation experience of those states, the effect of such a proposal on the public and the citizen reception to the bill. Also, the lobbyist can provide an abundance of information regarding the technical terminology involved in legislation. He or she can uncomplicate complex verbiage, bringing it down into an everyday language that is more readily understood by members of the public at large. A second and equally important function of the good lobbyist is providing education for the members of the General Assembly. In other words, what does a particular piece of legislation really do? Why is it needed? What particular ills will it cure? Who will benefit by it? How will they benefit by it? A good lobbyist will be able to advise members of the General Assembly about the present state of the law and explain how the proposal will change the law. The third function of the lobbyist, and the one most often viewed by the public, is that of persuasion. In order to persuade, the lobbyist must illustrate the obvious need for his proposal by way of examples and support of key people from a legislator's home district. Note that the emphasis here is on "key" people, not necessarily on numbers of people. In addition, a good lobbyist will garner support from the district and from those in the industry that is affected by his proposal. He will show the legislator how support for his particular bill will benefit the people back home. Furthermore, the lobbyist will illustrate through various letters and calls that the people back home not only need and want this legislation, but also that the legislation will bring benefit to the m e m b e r ' s district. Research and technical assistance, education of the membership and persuasion are examples of important lobbying functions, but they are by no means all inclusive. Rather, they are suggestions of the kinds of things that good lobbyists do as they carry out responsibilities to clients and members of ttie legislature. Tangible results may begin to appear as the lobbyist carries out his responsibilities. The following check list of do's and don'ts can be helpful in obtaining these results. The list is in no order of priority but suggests some of the important things every person attempting to > H O Q < o DC > �influence the legislature should consider. Do . . . — tell it like it is, be sincere and don't pull punches. — give the member the bad news along with the good news. — tell the member about the arguments against the proposal a s well as those arguments in favor of it. — complete your homework early. In other words, take time to educate the member on a one-on-one basis before he goes to Richmond. Don't wait until the session starts to gather support for your proposal. — respond if asked. Advise the member of who the opposition is, not only in terms of other members, but also which special interest groups are opposed to the proposal. — determine what committee will most likely handle the legislation in question. — find out who the key members on that committee are. Determine the appropriate subcommittee and identify those persons subcommittee members listen to, whose judgment they trust and the persons they frequently consult for advice. — have the people back home get in touch with key members of the committee and advise the members of their support for the proposal. — make sure if there is going to be a public hearing that the right witnesses appear on your behalf. B e fore you can determine the right witnesses, decide what is needed for the hearing. Is the hearing designed to educate the committee on the technical aspects of your proposal? Is it merely to gain support on the committee for the legislation? Is it to counter arguments that may have been made against your proposal? — select your chief patron carefully. Preferably he or she should be someone on the committee who o Q CAPITAL will hear the bill and who will work well with its other members. — work closely with the chief patron not only in marshalling support for the proposal, but also in steering it through the legislative progress. Now that we have discussed what we should do, let's turn to a list of "don'ts." Once again, we are not looking at any particular order, but rather we are considering some of the things that should be avoided. Don't. . . — wait until the session starts to begin work on your proposal. — assume that members have read the material you have mailed them. Even though you may have sent a great deal of information, it is safe to assume that most members haven't had time to fully read and comprehend all the material forwarded to them. — assume that a given member will be either for you or against you. T a k e the time to talk with the legislators individually and ask for support. Seek their guidance and hear their views on the issue. — wait until the bill is before the committee to let the members know the arguments for and against your proposal. Each member should be familiar with the pro and con arguments and should be in a position to ask intelligent questions when the bill comes up for committee discussion. — rely on one member to get the support of another. If he or she agrees to do so, great. Consider it icing on the cake, but do not rely upon a legislator to do your work for you. A good lobbyist will organize support himself. — assume that any one approach will work on all members of the General Assembly. It would be foolhardy to think that all members will respond to a good letter, a good summary or even to a good oneon-one approach. It is important that you use all the tools at your command including correspondence, one-on-one visits, teleB R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , V I R G I N I A 23323 804-485-4485 1009 D E L A W A R E S T . S A L E M , VA 24153 703-389-6673 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 C O M P L E T E LINES O F EQUIPMENT FOR MUNICIPAL G O V E R N M E N T S < o > HIGHWAY — Chemical Spreaders LINK BELT — Cranes - Excavators LAYTON MFG. CO. — Asphalt Pavers RICHMOND MFG. CO. — Horizontal Boring Machines MENZI-MUCK — Climbing Hoe MITRY — Hydraulic Cutter KOBELCO — Rubber Tired Loaders DYNAPAC — Vibratory Rollers - Compactors GIANT VAC — Leaf Collectors DAVEY — Air Compressors RO CORP. — Hydraulic Cranes PEABODY-BARNES — Pumps phone calls from people back at home, calls from experts in the area who can answer questions and briefings on the details of any technical aspects involved. — underestimate the value of a good individually written letter from a constituent back home. Encourage constituents to explain why they feel the legislation is positive and why they are seeking the support of their representative. — assume that because a bill was reported out of committee by a good vote that your worries are over. There is many a slip between the cup and the lip and so it is with legislation. Once the committee has reported a bill, you should contact key members on the committee who if needed will be prepared to speak in support of the issue on the floor. A s you can see, the list of do's and don'ts can go on and on. This list is in no w a y c o m p r e h e n s i v e , rather it is intended as a starting point for you in considering what should and should not be done in handling a piece of legislation. Let no one suggest that lobbying is not an important function of the legislative process. To the contrary, in a state such a s ours where we have a part-time citizens' legislature without sufficient staff or time to delve into the nuances of all the pieces of legislation, it is most important that legislators be able to call upon lobbyists for facts, research and help in understanding the ins and outs of a particular proposal. Legislators need help in terms of education and/or understanding. More important, legislators need reliable resources on whom they can depend. Legislators need lobbyists with candor, sincerity and a straightforward answer. The greatest asset a lobbyist has is his or her credibility. Legislators need to know they can call upon a given lobbyist with a question and be confident that he or she will tell it like it is, whether for or against his client. Even though you may do all the things suggested here, even though you may take all the precautionary steps, dot all the i's and cross all the t's, sometimes you will lose. Sometimes you will lose because the timing is wrong. Sometimes you will lose because public opinion is running against you. If you have performed your job well, however, you can be assured you have served your employer, the legislature, the individual delegates and senators and the people of Virginia. A s the session closes, your success rate should reflect the integrity with which you have labored. About the Author Delegate Hall is a senior partner in the Richmond law firm of Hall and Hall and has been a member of the House of Delegates since 1976. •J, �Product & Services Guide Aerial Lift Devices Power Equipment Co. Contact: Louis C. Johnson 4512 Wilkinson Blvd. P.O. Box 669245 Charlotte, NC 28266 (704) 399-0461 Appraisals Cole-Layer-Trumble Co. Contact: Sherwood S. Vermilya 53 Connecticut Blvd. East Hartford, CT 06108 (203) 528-5100 Architects, Engineers & Planners ASPS Contact: Stephen Kadar P.O. Box 13124 Richmond, VA 23225-0124 (804) 276-4234 Bengston, DeBell, Elkins & Titus Contact: Paul E. Bengston 13924 Braddock Rd. Centreville, VA 22020 (703) 631-9630 Bodie, Taylor & Puryear Inc. Contact: R. O. Puryear Jr. 611 Research Rd. P.O. Box 2901 Richmond, VA 23235 Burns & McDonnell Contact: Dave G. Ruf Jr., P.E. P.O. Box 173 Kansas City, MO 64141 (816) 333-4375 Camp Dresser & McKee 7630 Little River Turnpike, Suite 500 Annandale, VA 22003 (703) 642-5500 C E Maguire Inc. 207 Business Park Drive Virginia Beach, VA 23462 Finkbeiner, Pettis & Strout Ltd. Contact: J . C. Outlaw 2301 W. Meadowview Rd. Greensboro, NC 27407 (919) 292-2271 Greenhorne & O'Mara Inc. 9001 Edmonston Rd. Greenbelt, MD 20770 (301) 982-2800 Hayes, Seay, Mattern and Mattern Contact: Joseph D. Cronin P.O. Box 13446 Roanoke, VA 24034 (703) 343-6971 Henningson, Durham & Richardson Inc. Contact: Bob Sciacchitano, P.E. 6 Koger Executive Center, Suite 203 Norfolk, VA 23502 (804) 461-6351 Mattern & Craig Contact: Sam H. McGhee III Suite 401, 707 South Jefferson St. Roanoke, VA 24011 (703) 345-9342 Parsons Brinckerhoff Quade & Douglas Inc. Contact: Bill Allen 8200 Greensboro Dr. McLean, VA 22102 (703) 442-7700 R. Stuart Royer & Associates Inc. Contact: Roger O. Hart, P.E. 2500 Waco St. Richmond, VA 23229 (804) 282-7657 S C S Engineers Contact: Tom Conrad 11260 Roger Bacon Dr. Reston, VA 22090 (703) 471-6150 Ralph Whitehead & Associates Contact: Max Holland P.O. Box 35624 Charlotte, NC 28235 (704) 372-1885 Communications Consulting Frederick G. Griffin, P.C. Contact: Frederick G. Griffin, P.E. 3229 Waterlick Rd. Lynchburg, VA 24502 Communications Equipment Bell Atlanticom Systems Inc. Contact: Ken Holder 2701 Emerywood Parkway, Suite 104 Richmond, VA 23229 (804) 285-3500 (800) 533-6679 Jon/Beau Inc. Contact: Jacquelyn M. Belliveau P.O. Box 335 Weymouth, MA 02188 (617) 335-0372 Computers & Software Automation Counselors Inc. Contact: Sue Benitez P.O. Box 511 Frederick, MD 21701 (301) 663-3700 Data Management Design Inc. Contact: Jeanine M. Kelly 11741 Bowman Green Dr. Reston, VA 22090 (703) 435-1600 Kustom Electronics Inc. Contact: Joe S. Kilanoski Jr. 8320 Nieman Rd. Lenexa, KS 66214 (913) 492-1400 Tecnomics Contact; Pamela Blalock 100 Ardmore St. Blacksburg, VA 24060 1-800-552-1821 Data Processing-Utilities Network Computing Corp. 5301 77 Center Dr. Charlotte, NC 28210 (800) 438-5139 Electric Transmission Services Black & Veatch Contact: J . T. (Ted) Orrell P.O. Box 728, n o w . Walker St. Asheboro, NC 27204 (919)672-3600 Emblems, Bullions, Caps etc. Commercial Emblem Co. 4010 Volta Ave. Brentwood, MD 20722 (301) 799-7300 Environmental Engineers Greeley and Hansen Contact: Warren W. Sadler Suite 200 Three Chopt & Parham Roads Richmond, VA 23229 (804) 285-9009 Malcolm Pirnie Inc. W. Douglas Ensor, P.E. 301 Hiden Blvd. Newport News, VA 23606 (804) 599-5511 Olver, Incorporated Contact: Bob Roberts 1531 North Main Street Blacksburg, VA 24060 (703) 552-5548 Facility Management Planning S C S Engineers Tom Conrad 11260 Roger Bacon Dr. Reston, VA 22090 (703)471-6150 Financial Services Alex. Brown & Sons, Inc. Kevin G. Ouinn 135 E. Baltimore St. Baltimore, MD 21202 (301) 727-1700 Creative Financial Management Inc. J . W. Burton P.O. Box 4271 Lynchburg, VA 24502 (804) 237-5929 Scott & Stringfellow Inc. Edward T. Pettigrew Jr. 725 Church St. Lynchburg, VA 24505 (800) 572-2217 United Virginia Bank John C. (Jack) Stevenson Jr. 919 E. Main St. Richmond, VA 23219 (804) 782-5586 Fire Apparatus/Equipment American Fire Equipment Inc. Contact: Clifton M. Wilder 13720 Dabney Rd. Woodbridge, VA 22191 (800) 572-4007 O Q 2 < I < Z o > �Commonwealth Fire Equipment Contact: James R. L. Darr Jr. P.O. Box 3406 Winchester, VA 22601 (703) 662-1045 Sutphen Corporation Contact: Daniel J. Sutphen 7000 Columbus-Maryville Rd. Amiin, OH 43002 (614) 889-1005 Furniture, Clothing, Services Virginia Correctional Enterprises P.O. Box 27423 Richmond, VA 23261 (804) 786-5790 Hazardous Materials Clean Up Emergency Special Services Inc. 12911 Old Stage Rd. P.O. Box 998 Chester, VA 23831 (804) 748-9694 Emergency Special Services Inc. 121 Freight Lane P.O. Box 61735 Virginia Beach, VA 23462 (804) 473-0933 Hazardous Materials Containment & Clean Up Supplies Adair Distributing Co. 12911 Old Stage Rd. P.O. Box 998 Chester, VA 23831 (804) 784-2651 Adair Distributing Co. 121 Freight Lane P.O. Box 61735 Virginia Beach, VA 23462 (804) 473-0924 Insurance Alexander & Alexander of VA Inc. Contact: Lee Robinson P.O. Box 1177 Richmond, VA 23209 Virginia Municipal Group Self Insurance Assoc. (workers' compensation) Contact: Margaret A. Nichols P.O. Box 753 Richmond, VA 23206 (804) 649-8471 Virginia Supplemental Retirement System (retirement & group insurance) P.O. Box 3-X Richmond, VA 23207 (804) 786-3831 o < Z o > 8 Yeager and Co. Inc. (workers' compensation, liability, group health) Contact: David C. Landin, CPCU P.O. Box K-11 Richmond, VA 23288 (804) 285-8000 (800) 552-2007 Management Consulting Community Systems and Services Inc. Contact: Carol A. Whitcomb 8300 Greensboro Dr. McLean, VA 22102 (703) 448-0606 Management Information Systems Cole-Layer-Trumble Co. Contact: Sherwood S. Vermilya 53 Connecticut Blvd. East Hartford, CT 06108 (203)528-5100 Ordinance Codification General Code Publishers Corp. Contact: Mr. Lyie A. Kitt 72 HInchey Rd. Rochester, NY 14624 (716) 328-1810 Parking Equipment Duncan Industries, Division of QONAAR Corp. Contact: Clifton Jensen 40 East Bergen Place Red Bank, NJ 07701 (201) 747-2231 Physical Fitness/Occupational Health institute of Human Performance Contact: Paul O. Davis, Ph.D. 7676 New Hampshire Ave. Langley Park, MD 20783 Playground Equipment Alperstein Brothers Inc. Contact: Perry K. Plalne 2000 Riverside Dr., Suite 11-S Richmond, VA 23225 (804) 232-5400 Precast Concrete Smith-Midland Corp. Contact: John Dallain or Diane Haworth Midland, Va (703) 439-3266 Refuse Collection Browning-Ferris Industries Contact: Bonnie Wilson 1800 Parkway Dr. Hanover, MD 21076 (301) 796-8850 Safety Equipment Major Safety Service Contact: Fred Amos 4500 Patent Rd. Norfolk, VA 23502 (804) 855-2088 Sewer/Pipeline Reconstruction Insituform East Inc. Contact: Henry H. Hulse 3421 Pennsy Dr. Landover, MD 20785 (301) 386-4100 Solid & Hazardous Waste Management Black & Veatch Contact: Richard V. Sorkin 7315 Wisconsin Ave., Suite 850N Bethesda, MD 20814 (301) 986-8980 SCS Engineers Contact: Tom Conrad 11260 Roger Bacon Dr. Reston, VA 22090 (703) 471-6150 Surveys & Research Survey Research Laboratory Virginia Commonwealth University Contact: Dr. J. S. Williams 312 N. Shafer St. Richmond, Va 23284 (804) 257-1026 Uniforms HUB Uniform Co. of Virginia Inc. Contact: Preston D. Grier 2200 Magnolia St. Richmond, VA 23223 (804) 788-4662 Kay Uniforms Contact: Terry Mathis Roanoke-Salem Plaza 4142-36 Melrose Ave. Roanoke, VA 24017 (703) 366-2413 Utility Equipment Baker Equipment Engineering Co. Contact: James A. Gouldin Jr. P.O. Box 25609 Richmond, VA 23260 (804) 358-0481 Vehicles, Equipment & Buildings-Lease/Purchase John Deere Company Contact: Phil L. Stephany 2001 Deere Dr. Conyers, GA 30208 (404) 922-7040 Market Assessment T/A An-E-Body Fabricators Contact: Pete J. Chambers P.O. Box 373 Oakton, Va 22124 (703) 352-4114 Municipal Leasing Corp. Contact: Patrick J. Norton Jr. 150 Wind Chime Ct. Raleigh, NC 27609 (919) 847-7405 Richmond Leasing Inc. Contact: Brent Owens (804) 358-2473 (804) 358-9733 Water & Wastewater Operations Envlrotech Operating Services Contact: Robert Hallenbeck 5445 Mariner St. Tampa, FL 33609 (813) 875-7644 �The Future What Virginians Think B y Daniel M. Johnson and J . Sherwood Williams In human affairs the logical future, determined by past and present conditions, is less important than the willed future, which is largely brought about by deliberate choices. Rene Dubos Americans are displaying an unprecedented interest in the future a s documented by the growth in books and articles devoted to future views. Perhaps this is due to the way we allow certain dates to symbolize the future, such a s 1984 and the year 2000. As we experie n c e and approach these symbolic years, we somehow feel "closer" to the future, and this feeling of closeness gives rise to greater interest. This interest in the future is frequently used by different sectors of society to help them achieve various objectives. T h o s e in the world of business and commerce capitalize on our curiosity about the future to market their goods and services. Likewise, those in the public sector — lawmakers, county supervisors, council members and administrators — employ this interest in the future to advance ideas, priorities and programs. For more than a decade, states and major cities across the country have formalized these interests by establishing f o r u m s , c o m m i t t e e s and c o m missions to think seriously about the future and to formulate questions, identify issues, gather data and make project i o n s in o r d e r to f o s t e r i n f o r m e d decision-making or, more importantly, to advance a particular "model" of the future. The Survey Research Laboratory at Virginia Commonwealth University carried out a statewide sun/ey in November 1983 to assist the commonwealth in taking a systematic look at its future. The survey obtained a "representative" response from citizens across the state to questions about the future in an effort to gain a better understanding of its citizens' perceptions and priorities for the future. Images of Virginia The people of Virginia describe the commonwealth a s a desirable place to live. T h e great majority, in fact, described it a s a "very desirable" state in which to live. However, most people expect life in Virginia to change in the next 20 years. Only one in eight expect life in Virginia to remain pretty much a s is while nearly one of three foresee life being "very different" 20 years from now. Most, however, anticipate only moderate change in the next 20 years. What kind of changes do people expect and will these changes make their personal lives better, worse or leave them unchanged? T h e majority of people surveyed are optimistic about the future and anticipate their lives will be better 20 years from now. Only about one-fourth foresee their lives getting worse. In some regions, however, pessimism is more prevalent. For example, in Northern Virginia about one in five of those responding s e e their lives changing for the worse, and only about half feel their lives will be better in the future. It's interesting to note that those surveyed generally tended to be slightly less optimistic in their predictions for others than they were for themselves. While 63 percent said they think their personal lives will be better 20 years from now, only 50 percent said they think the lives of most Virginians will be better. The survey also sought to measure the degree to which people feel involved, the extent to which they feel their opinions count. They were asked, "How much influence do you feel people like yourself have in determining the future of Virginia?" More than 85 percent reported they feel their views count in some way, one in four said they feel they have " a lot" of Influence In determining the future of Virginia, and only 15 percent felt they have no influence at all. An overwhelming majority (89 percent) felt they are able to influence the future of their own communities. The feeling of ability to control one's own life and future is essential in a free society, and it is important to take stock of t h e s e feelings. More than threefourths of those interviewed feel they exert a lot of influence over their own personal future. Interestingly, even though registering more pessimism about the future, a larger proportion of people living In Northern Virginia feel they exert " a lot" of influence over their own future. A s could be expected, older people feel l e s s control over their future than younger people, and the same Is true of persons with less education and income. Perceptions of Education In 1983, the nation's attention was redirected to the nature and needs of education. Education has also been a topic of concern in Virginia, and one major objective of the survey was to find how Virginians view their public schools. A s an indicator of the public's overall assessment of public education in their communities, respondents were asked to rate their schools a s excellent, good, fair or poor. T h e results: more than two-thirds (67.9 percent) rated their schools as good or excellent, while one In three (32.1 percent) thought their schools were fair or poor. Some significant variations occurred in our view of schools from region-toregion throughout the state. Northern Virginians were more than twice a s likely to rate their schools excellent, while almost half the residents of communities in eastern and southwest Virginia say their schools are fair or poor. T h e s e perceptions carry over into comparisons people make between their c o m m u n i t i e s ' s c h o o l s and s c h o o l s elsewhere. For example, a large majority of Northern Virginia residents feel their schools are better than schools t O Q O I- < Z (D > �o Q Z < z I elsewhere, while only a small minority of residents in Southwest Virginia feel their schools are superior. It is also significant that higher ratings were given to public schools from people in the age group most likely to have children in school. Likewise, those with higher incomes and more education were more positive about their schools. Perhaps more important is the fact that the vast majority of those surveyed (72 percent) want and expect changes in public education. More than threefourths expect some or a lot of change in Virginia public education over the next 20 years, but Northern Virginians indicated they expect less change than their counterparts downstate. The greatest appeals for significant changes in public e d u c a t i o n c a m e f r o m e a s t e r n and northwest Virginia. More than 44 percent of the respondents in these two regions said that public education should change a lot. What kind of changes do Virginians want in future education? What goals should be set for public education in Virginia? The survey findings suggest Virginians strongly support establishment of high and far-reaching goals for public education. As one of several indicators show, nine out ten agree that "Virginia should be a national leader in the field of education," and these expectations are even slightly stronger in eastern and Southwest Virginia. One of the most important c o m ponents of education is, of course, the quality of instruction. Here again, the results of the survey were quite clear; nine out of ten respondents statewide supported the idea that "Virginians should pay higher salaries to attract and keep better qualified teachers." Nowhere was this view more strongly expressed than in the eastern region of the state where more than 98.3 percent supported higher salaries for teachers as a way of attracting and keeping the best qualified instructors. This sentiment is echoed by eight out of ten surveyed who said that Virginia should improve the education offered by our grade schools and high schools even if it means higher taxes. Again, the proportion expressing this view was highest in the eastern region of the state where nine out of ten took this position. Statewide, nearly three-fourths agreed that Virginia should improve the quality of education offered by our colleges and universities, even if it means raising taxes. > Priorities for Government 10 Another major objective of the study was to seek a clearer picture of the public's view of the role of and priorities for state government in Virginia. More specifically, the survey sought to determine relative degrees of importance Virginians attached to sixteen future policy objectives and/or service areas. Overall, the survey found little support for the idea that state government should reduce services and programs in order to lower stale taxes. To the contrary, the survey suggests there exists strong public support for an active role of state government in the provision of such services as insuring clean air and water, equal opportunities for all citizens regardless of race and sex and planning for the future. Likewise, a strong majority of Virginians participating in the study, while recognizing that state government cannot do everything, said high importance should be placed on making health care affordable to all people, working to keep agriculture strong, training people so they can get jobs and helping the poor. A slightly lower percentage, but still a majority, said state government should also place high importance on bringing new industry to Virginia. Maintaining and improving state highways, regularly asking people about their views on state issues and problems, helping cities become better places to work and live and making sure all citizens have access to good, affordable housing were also viewed by the majority as issues of high importance for state governments. Approximately one-half of those participating in the survey said government should also place high importance on developing the state's coal and timber r e s o u r c e s and helping small businesses. Problems in the Commonwealth A third objective of the study was to find out what Virginians think will be the most important problems we will face in the commonwealth 20 years from now. The most frequently-cited problem area was the job market and economy. More than one-third responding to this question expressed concern about future job shortages, making enough to live on, automation and computers replacing people in the labor market. Some in this group also expressed fear of a possible future e c o n o m i c depression. It appeared that a large number of those expressing concern about the job market and economy were articulating a feeling of falling by the wayside of an active economy rather than a fear that the total economy would fail. If this impression is correct, it is a potentially significant dimension affecting future public support for advancing technology. The second most frequently-cited problem people think we will face 20 years from now is overpopulation and growth management. One of six respondents expressed concern about population growth in Virginia and/or government's lack of resolve or ability to control the more negative aspects of such growth. The third most frequently cited problem centers on education. While a few of the dimensions of this have been discussed, it is clear that from the personal observations and/or experiences of citizens combined with local, state and national publicity on the problems of education, the public now views this as a problem area which will in all likelihood continue into the next century. Other problem areas frequently cited were in the area of transportation, i.e. congestion, inadequate highways and highway maintenance. Environmental pollution was also one of the more frequently cited problems and included concerns over acid rain, air pollution, ground water contamination, pollution of our rivers and the Chesapeake Bay as well as problems associated with disposing of nuclear waste. In N o r t h e r n V i r g i n i a , c o n c e r n centered largely on population growth and related problems of transportation and congestion. Downstate residents were concerned with a broader range of problems. They mentioned environmental problems such as ground water contamination, pollution of the Chesapeake Bay and nuclear waste disposal more than Northern Virginians. Perceptions of the Future What do Virginians think will happen in the future? Will the future bhng increased disorganization, or will the institutions that have served the needs and interests of Virginians in the past continue to meet the increasingly complex problems of the future? What about Virginia's environment during the next 20 years? Do Virginians think it is likely to deteriorate, or will we be able to manage development of a cleaner, healthier environment? What about the lives of average men and women? Do people think "things" will be worse or better in the future? Is there a commitment to the future, or do people think one has to live pretty much for today and let tomorrow take care of itself? Can we control our future, or is it beyond our control? How will our basic institutions such as the f a m i l y and c h u r c h r e s p o n d to the changes in values and lifestyles that are likely to be part of the future? Do we think these institutions will weaken as some have predicted, or are they likely to persist, perhaps even grow stronger in the future? And what about the econ- �omy? Are the expressed fears about the future stronger than the faith Virginians have in the economy and the promise of a higher standard of living? And how does state government fit into the image people have of the future? The responses suggest a very definite orientation toward the future. Yet, such orientations it must be remembered are subject to change, even radical change, in the face of significant economic, political and geopolitical events. In the absence of such events, it is clear that for the present Virginians reflect a strong sense of optimism that life with all its problems and changes will be better in the future. Perceptions of our environment and future ecology reflect this optimism. More than two-thirds said Virginia will have a cleaner, healthier environment 20 years from now. However, younger adults were less likely to support this view than their older cohorts, and the more highly educated and upper income groups were less optimistic than those with limited education and lower inc o m e s . Regional differences again show up in perceptions of the future of the environment. Residents in Northern Virginia are not as optimistic about having a cleaner, healthier environment as those living in Southwest and eastern Virginia. Most Virginians disagree with the view that the life of the average man and woman is getting worse. Closer inspection reveals the harsh realities and prospects of those on the low end of the socioeconomic continuum. A clear majority of those with less than a high school diploma and those earning less than $10,000 per year say life is getting worse, not better. Blacks and other minorities are more likely to share this pessimistic outlook. While it is clear that most Virginians express a faith that life is getting better for the average person, pockets of despair — some large and some small — can be found in every region, age cohort, income and educational level and ethnic group. W h e r e o n e is on the o p t i m i s m pessimism continuum affects and is reflected in one's future orientation. There are many dimensions to the future orientation concept, and the survey sought to obtain at least some indicators of this orientation. Respondents were asked to agree or disagree with the following statements: "nowadays, a person has to live pretty much for today and let tomorrow take care of itself," and "our futures for the most part are beyond our control." A narrow majority disagreed with the view that one has to live pretty much for today and let tomorrow take care of itself. It is statistically and socially significant that two-thirds of those with four years of high school or less share this present orientation as did most blacks and other minority respondents. Most Virginians did not accept the view that our futures for the most part are beyond our control. However, a sizable minority statewide did agree with this rather extreme view, and a substantial majority of t h o s e with i n c o m e s of $10,000 or less expressed a feeling of powerlessness over their futures. Similarly, such feelings are strong among those with limited education, blacks, other minorities and the elderly. Some of society's basic institutions, i.e. the family and church, are likely to grow stronger in the next 20 years according to the view of more than six out of ten Virginians. Significant differences of opinion exist among social groups and demographic categories on this prognosis, however. Over half of those with college degrees and with incomes of $50,000 do not feel family ties will be stronger in the future. Young people tend to be slightly less optimistic for the future of the family than their elders. Blacks and other minohties, however, are more optimistic that family ties will be stronger in the future. Although most Virginians foresee a stronger reliance on churches and religions in the years ahead, there is a significant, positive relationship between age and optimism for the future of religion. More than nine out of ten of those 65 years and over foresee a stronger reliance on churches and religion in the future, while only half their cohorts 20 years old and younger foresee this reliance. Those with the lowest incomes are strongest in their prognosis for future reliance on churches and religion. Notwithstanding the expressed fears described above, most believe that Virginians will have a higher standard of living in the next 20 years. This view is generally pervasive among social and demographic categories with two exceptions, i.e. age and region of residence. Young people, 29 years and under, are less optimistic that there will be a higher standard of living in the future, and residents of Southwest and Northern Virginia are more optimistic about a higher standard of living in the future than residents elsewhere in the state, particularly those living in Central Virginia. Finally, how do Virginians foresee state government in relation to the future? Most Virginians want government officials to be concerned with the future while they are addressing the problems of the present. More than three-fourths of those surveyed rejected the proposition that government officials should spend their time working on today's problems and leave the future for others to worry about, and nearly three-fourths of those surveyed say government in Virginia should place a high importance on planning for the future. What about the quality of government? Will Virginians have better state government in the future? A strong majority believe the answer to this question is yes. Again, those with high incomes and high educational attainments are less optimistic about this than those lower on the socioeconomic scale. Conclusions The survey has helped to document certain general public perceptions in two important areas: education and state government. With respect to education, the public is strongly supportive of establishing high and far reaching goals for public education at all levels. Equally important, the public seems willing to press for improved public education even if it means paying higher taxes. The survey findings also reveal strong public support for an active, if not aggressive, role for state government in many of the traditional service areas and in particular in the comparatively new areas of environmental protection, equal opportunity and long-term planning for the future. This article is based on data presented in an 80-page report compiled by the Survey Research Laboratory (SRL) for the Governor's Commission on Virginia's Future. The 519 adults contacted by random digit dialing responded to 12-minute telephone interviev\/s. A sample of this size permits surveyors to be 95 percent confident that the percentages reported in the study are at least within plus or minus 4.5 percent of the population percentage. A complete copy of the report can be purchased from the Survey Research Laboratory, VCU, 312 N. Shafer St., Richmond, VA 23284-0001 for $6. About the Authors Daniel M. Johnson is professor of sociology at Virginia Commonwealth University, chairman of the executive committee of the Survey Research Laboratory and former chairman of the department of sociology. J. Sherwood Williams is director of the Survey Research Laboratory and associate professor of sociology at Virginia Commonwealth University. SRL provides public opinion and survey research services to local, state and federal agencies and other groups working in the public interest O Q Z < z I < z o > 11 ��VIRGINIA TOWN AND CITY �r The Cable Compromise ^ ^ ^ ^ ^ ^ By Nicholas P. Miller > O Q O H < O DC > There's some good news and some bad news about cable television regulation. The good news is that after years of negotiating, Congress finally passed legislation. The bad news is that the legislation is not all good news. The new law, the Cable Communications Policy Act of 1984, will impact on all of Virginia's 303 communities with cable television service and will have special impact on those with existing franchises which expire after June 1987. Municipal officers who oversee cable operations will have to become very smart very fast to make sure they know their rights and responsibilities in light of the new law. The bill ratifies the jurisdiction of local governments to regulate cable, a great victory considering that the legislation originally contemplated by Congress would have emasculated local jurisdiction. The bill also imposes strict limits on certain regulatory activity. The intent of the bill was to establish ground rules for regulating cable systems. The new law does that. Both local governments and the cable industry favored regulatory guidelines, but what regulation would require from either side was an issue that took more than four years to resolve. In the final moments of the 98th Congress, a bill was passed with the approval of industry representatives and local government representatives. The bill's history points to one of its problems: to overcome objections by one side or the other the legislators sometimes settled on language that was deliberately vague. The first problem for local governments is to sort through the ambiguity. Some things we know for sure. The law will preempt local government's right to regulate rates charged by cable operators within two years, limit franchise fees to a maximum of 5 percent, limit localities in the requirements they can impose in new requests for proposals (RFPs), set up specific procedures for granting or denying renewal requests and establish guidelines for contract modifications. Rate Regulations 14 Beginning in December 1986, unless the Federal Communications C o m - mission (FCC) intercedes and reverses this provision of the bill, localities will no longer be able to regulate rates. It is unlikely the FCC will re-establish this rate regulation authority. Historically, FCC decisions have favored industry more often than local government. Currently, the commission shows a deregulation bias, and predictably the industry will lobby to a fare-thee-well to see rate regulations fall. Most localities do not actively regulate rates, but the authority to do so has served as leverage to assure compliance with cable franchise agreements. Localities will now have to develop creative alternative ways to enforce compliance. Franchise Fees Provisions in the bill to establish franchise fees may prove helpful in the long run. The complicated, cumbersome procedures to raise fees to 5 percent from 3 percent are no longer necessary. However, many c o m m u n i t i e s have been successful in the past in obtaining a combination of fees and concessions which taken together provided revenues in excess of 5 percent. Most of these methods have been invalidated by the new legislation in favor of a strict 5 percent cap. Exceptions are few, and to complicate matters the definition of "franchise fee" is not precisely spelled out. Localities benefitting in the past from revenues which may have been in excess of 5 percent will have to review the legislation carefully to determine whether or not they can reconstruct these revenues and how they can do so under the provisions of the law. RFP Restrictions In the past, local governments could identify specific community needs and call for specific programming to meet these needs. The new law prohibits specific programming requirements. This will have a limited impact on existing franchises. For example, a franchise holder may be able to drop Nickelodeon but will have to maintain children's programming agreed to. In new franchises, where the law prohibits localities from requiring services such as children's programming, local governments will have to be very creative and very careful to assure that community needs are met. IVIodifying Franchise Contracts Some cable operators have sought contract modifications frequently — almost before the ink drys on the agreement. The new law creates a procedure cable operators must use in seeking modification of existing contracts and accompanying appeal procedures. The impact of this is unclear. Some franchise holders may claim that this legislation entitles them to modify contracts while it does not. The law does allow contract modification based on the contention that the "mix, quality and level" of services will not be diminished by the changes proposed. This will prevent wholesale reductions in cable service and quality. On the other hand, local governments will no longer be able to respond to requests for modification simply by stating "a contract is a contract." They will have to sit down and talk with operators who seek to change agreements. If they follow the procedures outlined in the bill, they will be on solid ground to resist changes. Franchise Renewal The new cable legislation also creates a procedure for considering franchise renewal requests and provides a p p e a l r i g h t s to c a b l e o p e r a t o r s . Through antitrust legislation. Congress has exempted public officials from damage award liability in antitrust suits. This reduces the likelihood of such suits against officials denying cable renewals. The amount of difficulty, time and cost in denying renewals will depend on a clear understanding of and a precise adherence to the renewal procedures set forth in the legislation. If followed exactly, communities will stand on firm ground when denying renewal requests. In short, the new law passed by Congress is complicated. In some areas it is maddeningly vague; in others, absolutely precise. Changes in franchise fees and rate regulation could impact municipal revenues, and limitations in RFP specifications and contract modifications could affect quality of service. �Municipal officers responsible for cable operations have been regulating and negotiating under frequently uncertain guidelines. This legislation offers a new set of rules, which if followed carefully will simplify cable negotiations and improve cable service. About the Author Nicholas P. Miller is a partner in the Washington, DC, law firm of Preston, Thorgrimson, Ellis & Holman and is active in the practice of communications la\N. He has served as a special counsel to the National League of Cities for cable television and as counsel to Cities and Counties for Cable. Highlights of The Cable Bill from Nation's Cities Weekly Rate Regulation Section 623(c) grandfathers the regulation of rates for basic service, defined a s any tier or multiple tier which includes local broadcast signals, and related charges for installation and the rental of a converter under franchises granted prior to the bill's effective date (Dec. 28, 1984) or renewed after the bill's effective date for the two-year period following the effective date. Under section 623(e), the operator has the right to increase basic service rates which are subject to regulation by 5 percent per year without the approval of the franchising authority unless basic service rates are frozen under a franchise granted prior to the effective date of the bill. If the franchise provides for automatic annual increases in e x c e s s of 5 percent, those franchise provisions would apply in lieu of, but not in addition to, the 5 percent automatic increase. Section 623 is silent a s to whether rate freezes or guarantees for cable service and other communications service may be established and enforced in the franchise. It is possible, therefore, that the ability of cities to establish and enforce rate freezes in franchises may not be affected by the legislation. Services, Facilities and Equipment Section 624(c) authorizes a franchising authority to enforce any provision of a franchise in effect on the effective date of the bill with respect to services, facilities and equipment including requirements which are not related to the establishment and operation of the cable system, for the life of the franchise. Service, facility and equipment requirements of an existing franchise are explicitly subject to section 625 which establishes a process for modifying such franchise requirements. For new franchises including franchise renewals granted after the bill's effective date, the franchising authority is entitled to establish minimum facility and equipment requirements in the R e quest for Proposals ( R F P ) and to enforce any facility or equipment requirement included in a franchise. Also for new franchises, a franchising a u t h o r i t y m a y not e s t a b l i s h r e quirements in the R F P for video programming or other information-related services. A franchising authority may enforce s e r v i c e requirements by including in the f r a n c h i s e broad categories of video programming and other service requirements. For example, the franchise may require such categories of video programming a s children's programming, programming in a foreign language, programming of interest to a minority group, news and public affairs programming or sports programming. Modifications in Service, Facility and Equipment Requirements Section 625 establishes a process for modification of the service requirements of new or existing franchises through negotiations with the franchising authority. However, the franchising authority may deny a proposed modification in the franchise's service requirements unless the mix, level and quality of services originally required by the franchise would be maintained under the proposed changes. T h e franchising authority is required to take final action on the operator's request for modification within four months of the request unless extended by mutual agreement. Under section 625(e), no service requirement which related to public, educational or governmental access may be modified in any way. Franchise F e e s Under section 622(b), a franchising authority may establish a franchise fee of up to 5 percent of the gross revenues derived from the operation of a cable system. Specifically exempt from the franchise fee cap are taxes of general applicability, including utility taxes imposed on cable operators. Under section 622(b), the franchise fee is to be calculated on the basis of the operator's annual gross revenues. T h e franchise fee payments may be prepaid or deferred by agreement between the operator and the franchising authority. This provision should ensure that franchise requirements for a minimum annual franchise fee payment are enforceable as long as the total franchise fee payments over the life of the franchise do not exceed 5 percent. Renewal Section 626 establishes a renewal process which may be activated at the option of the city or the operator. T h e provision, however, does not establish a presumption of renewal. A renewal application could be granted or denied under section 626(h) without utilizing the bill's renewal procedures and standards in any c a s e in which the renewal procedures are not activated by either the franchising authority or the cable operator. Grandfathering Section 637 grandfathers the provisions of existing franchises for the life of the franchise except for those provisions which are in direct conflict with particular provisions of the bill (e.g. rate regulations, renewal, privacy). Public, Educational and Governmental ( P E G ) A c c e s s Section 637 authorizes franchising authorities to enforce P E G access requirements, including monetary payments for support of P E G use, in any franchise granted prior to the bill's effective date. Under section 611(b), a franchising authority may establish minimum recontinued on page 17 �P L U S 3 and minus trouble 11 PLUS 3 is the name for a special support program offered only by your Caterpillar Dealer. In writing, it gives your agency and your budget special protection by guaranteeing to keep your machines running. PLUS 3 protection is free when you purchase any of 27 machines commonly used in governmental applications. And it can further justify the initial investment you make in Cat quality. Under the PLUS 3 program you'll receive within 48 hours any needed repair parts necessary to keep your machine running — or we pay for the parts ourselves. PLUS 3 also guarantees repairs will be completed within 48 hours — or we provide a loaner or credit for a rental. PLUS 3 guarantees your power train components, too. A 3-year/ 5,000 hour warranty specifies that we repair, free of charge, any power train with defects due to workmanship or materials. Find out more about the PLUS 3 program by calling us. It will shield youragency from excessive repair time and unexpected expense. And, only your Cat Dealer puts these PLUS 3 promises in writing. Call us for the details. Cat machines do more... so your budget c a n too! CARTER MACHINERY CO., INC. Salem • Norton • Oakwood • Warrenton • Fishersville • Richmond • Chesapeake, VA • Bluefieid • Lewisburg • Pineville, WV Caterpillar. Cat and CB are trademarks of Caterpillar Tractor Co. �Cable (from page 15) quirements for the set aside of channel capacity for PEG use on the subscriber networl< and for educational and governmental use on the institutional network in the RFP. Section 611 (d) requires that the franchising authority establish rules and procedures for the use of PEG access channels by the operator when those channels are not being used for PEG uses and for the cessation of operator use of PEG channels. Buy Back For a franchise granted after the bill's effective date or a franchise which does not include buy back provisions, the franchising authority or other purchaser is required to pay fair market value for the system as a going concern (e.g. the value of the system's assets and good will) but with no value to be attributed to the value of the franchise when the system is purchased after a denial of renewal (sec. 626(a) (1)). Consumer Protection Sections 632(a) and 632(b) authorize franchising authorities to establish and enforce customer service requirements, construction schedules and other construction-related requirements in the franchise. Leased Access Section 612 establishes federal leased access requirements for the provision of video programming that apply to systems with 36 or more channels. Under section 612(b), a cable operator is required to set aside a specific percentage of the activated channels on the subscriber network for use by providers of video programming in accordance with the following standards: (1) no channels on systems with fewer than 36 channels (unless channels are already required under provisions of a franchise in effect on the date of enactment of the bill); (2) 10 percent of channels, not including those set aside under the FCC's must carry rules, on systems with 36 to 54 channels; (3) 15 percent of channels, not including those set aside under the must carry rules, on systems with 55 to 100 channels; and (4) 15 percent of channels on systems with more than 100 channels. Section 612(c)(1) authorizes the cable operator to establish the price charged to video programmers for the use of leased access channel capacity "at least sufficient to assure that such use will not adversely affect the operation, financial condition, or market development of the cable system." Public Power Financing . . Experience Innovation Commitment First Boston THE FIRST B O S T O N CORPORATION Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward R Meyers, Vice President (212)909-2878 LAW AND ORDINANCE CODIFICATION SERVICES Research - Revision - Publication Loose-leaf Supplement Service O Q Z < ;RAL ISHERS o o 72 H I N C H E Y R O A D ROCHESTER, NEW YORK 14624 DC > 716/328-1810 17 �Wejre ServingPublic ServiceEtii^loyeesWith Moi^Cost-Enective Health Braeiks. 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Box 753 R i c h m o n d , V i r g i n i a 23206 ( 8 0 4 ) 649-8471 �GNnmentary By Carol Amato and Ralph Hambrick Education and Economic Development Education at all levels has been examined critically and visibly in the past several years and months. A variety of commissions and task forces have issued reports, many stating an urgent need for educational reform. Such reports have included "A Nation at Risk: T h e Imperative For Educational R e form," "High School: A Report on S e c ondary Education in A m e r i c a , " " I n volvement in Learning: Recycling the Potential of American Higher E d u c a tion" and "Corporate and Campus C o operation: An Action Agenda." Each report points to the need for educational reform, and to varying degrees each volume draws the conclusion that what we do now to improve education at all levels will pay dividends in the economic prosperity we can expect to enjoy in the future. A persistent sub-theme of many of these reports and in books like "Global S t a k e s " and " T h e Missing Connection Between Business and the Universities" is the need for a more meaningful relationship between business and higher education. Colleges and universities must not only provide quality education and research, they must provide education and research relevant to the economic needs of the locality, state and nation. Many business people consider education to be essential to any state or local economic development strategy for at least three reasons. First, employers considering new locations or expansion of an existing operation often cite the availability of educational opportunity a s a factor which influences their decision. Faced with employees' demands for good school s y s t e m s for their children and continuing education for themselves, many b u s i n e s s e s a s s e s s education in the same way they evaluate other factors in a move or expansion decision. Second, employers must have a c c e s s to a skilled workforce. While many businesses expect to provide specialized training, with very few exceptions business and industry look to educational institutions to produce workers who can read, write and compute and who are capable of functioning in rapidly changing work environments. Third, employers often look to research universities to conduct basic res e a r c h which c a n be applied in an industrial/business setting. Further, many employers view higher education as a source of technical assistance and consultation. In preparing for a conference on the relationship between economic growth, higher education and public policy, we recently had the opportunity to meet with a variety of leaders from Virginia business and industry to discuss their expectations and concerns. While business executives in Virginia generally gave higher education good marks,they did identify a number of issues which should be addressed to improve the contributions higher education makes to economic growth. Following are some of the issues which were mentioned. S o m e thought Virginia should increase the quality of its educational offerings in several areas important to business and industry: basic education (reading, math, science, writing and oral communication at secondary and undergraduate levels) and undergraduate and graduate education in accounting, b u s i n e s s a d m i n i s t r a t i o n , computer science, various technologies and law. Some private sector leaders indicated that they recruited out-of-state rather than from Virginia schools because they found out-of-state students in these disciplines better prepared than their Virginia counterparts. Some business leaders think there has been a proliferation of higher education programs in Virginia and that there may be considerable duplication of effort across the state. They suggested that enrollment declines expected over the next five to ten years may provide the opportunity to consolidate programs and to focus resources on quality. Some concern w a s expressed that Virginia colleges and universities devote inordinate attention to remedial instruction. In some technical areas, demand is not sufficient to justify each state developing degree programs. S e v e r a l business leaders suggested that Virginia develop interstate compacts to address the need to train Virginians in these fields. One major employer recommended that engineering degree programs be returned to a five-year curriculum with two years of study in the liberal arts a s required of all students. Considerable interest w a s expressed in emphasizing liberal arts a s well a s technical education. S e v e r a l b u s i n e s s l e a d e r s recommended that Virginia survey the quality of its college and university libraries and ensure they are adequate to support both high-quality t e a c h i n g and research. Business leaders observed that a s a general rule Virginia's colleges and universities are geared to serving preemployment students between the ages of 18 and 22. Funding formulas, course offerings and schedules should be updated to reflect the educational needs of older students. Additionally, college programs should emphasize lifelong career enhancement with coherent programs provided for adults who want to update s k i l l s or p r e p a r e for new c a r e e r s . Courses and programs should be available at night and on weekends. A high quality MBA program should be made available to adult students across the commonwealth. Several small business chiefs noted that they need assistance in tapping college and university consultation and technical assistance. An effort should be made to "package" information about higher education resources available at state and local levels so companies considering a Virginia location could be made aware of available resources. State and local government clearly have a specific interest in the business/ higher education connection and in the extent to which higher education is res p o n s i v e to economic development needs. They should take greater advantage of higher education resources in managing economic development. This resource can be maximized by helping in the effort to raise the quality of elementary and secondary education and by assuring that the remedial role of higher education is minimized. State policy is clearly a critical factor in shaping what higher public education can do. Funding formulas and many other matters provide the framework within which higher education functions. About the Authors Carol Amato is acting director of Virginia Commonwealth University's Center for Public Affairs, and Ralph Hambrick is an associate professor of public administration at VCU. �PiofessKHial Directory HSMM HAYES, SEAY, I MATTERN AND MATTERN Architects • Serving Engineers local OFFICES IN Roanoke N. V i r g i n i a Tidewater C H O D A T . R U 8 A C K & A S S O C I A T E S , INC THE HATHAWAY HOUSE 103 CENTRAL S T , P 0 BOX 749 WELLESLEY, MASSACHUSETTS 02181 TELEPHONE (617) 237-5815 Ranning System Studies Feasibility Studies Design Relaying Metering © PUBLIC UTILITY Engtneeis& Consu'ianis BALDWIN ®GREG© E N G I N E E R S • SURVEYORS • P L A N N E R S • 'Iraffic f-^nginccrin^ Sl^'nalizali • Sliirmwater Manajjcnifnl • WiiiiT and Wast^'vi-ili^r Sysii>ni; Sorfolk • Richmond* • Industrial I'ark Planiiinj! • Highway and Airpon Di-sijin • Grant Application ManagemnU Washington. A C Chicago • Philadelphia WATER N e w York • Phoenix WASTEWATER Richmond • Indianapolis SOLID WASTES 804 285-9009 " "^"'"P" - Camp S p r i n g s . M D Ttiree Ctiopt & Parham Roads, Rictimond 23229 AND HANSEN ENGINEERS Since 1914 MMMig^ A PROFESSIONAL CORPORAriON ARCHITECTS + ENGINEERS + PLANNERS WASTEWATER TREATMENT SYSTEMS • ENVIRONMENTAL STUDIES MUNICIPAL FACILITIES • WATERFRONT FACILITIES WATERS SEWER SYSTEMS • TRANSPORTATION Water Systems Wastewater Systems Storm Drainage Southern EngmeGTing Planners governments P O B o x 13446 R o a n o k e , V A 24034 (703) 3 4 3 - 6 9 7 1 Rates • S o u t h e r n E n g i n e e r i n g C o m p a n y of V i r g i n i a 1 8 0 0 P e a c h t r e e Street, N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 352-9200 HARLAND BARTHOLOMEW & ASSOCIATES, INC. PLANNING • LANDSCAPE ARCHITECTURE • ENGINEERING C O M M U N I T Y DEVELOPMENT CONSULTING 4 0 0 F.asi M a i n S t r e e t Richmond, Virginia 23219 P H O N E 804 h49-8b27 SCS ENGINEERS C3 SItAHNS, CONRAO AND SCHMIDT Consulting Engineers. Inc BROWNING-FERRIS INDUSTRIES f^unicipal Services SOLID N O R T H E R N VA. (703) 560-8866 1800 Parkway Drive BALT. (301) 796-8850 Hanover, MarylaniJ 21076 T E L E X 87-487 WASTE - HAZARDOUS PUBLIC WASTE WORKS 260 Rogirf B^i.or' Dnv- Rfsf Gannett Fleming Austin Drockenbrough ond Associates Con5ulrir>9 Engineers ENGINEERS AND PLANNERS NORFOLK FAIRFAX CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING • INOUSTRtAL FACILiriES AND PROCESS DtSIGN . HIGHWAYS . WAItH AND SEUVEBAGE SVSTEMS • DRAINAGE - SURVEYING ENVIRONMENTAL STUDIES • f P.O. Box 13048 Norfolk, VA 23506 (604) 461-0155 Fairfax Professional Building Suite 7 3545 Chain Bndge Road Fairfax. VA 22030 (7031 385-0200 PC 8OX4800-4800W HUNDRED RD • CHESTER.WBCM 748-8746 uDoyvi ENVIRONMENTAL ENGINEERS, SCIENTISTS & PLANNERS IRNIET. • Water Treatment A Supply • Wastewater • Solid/Hazardous Wastes 301 HIDEN BLVD NEWPORT NEWS, VA 604 599-5511 Hurt & Proffitt, Inc. Engineers • P la n n e rs • Surveyors W a l c r . Wastewater, Solid Wastes, Soils & Foundation.s Land Development Site Plans Residential, Commercial & Indnstrial Subdivisions, Road, Dams. A i r p o r t s 1933 F o r t A v e . L y n c h b u r g , VA 24501 ( 8 0 4 ) 8 4 7 - 7 7 9 6 izzr: PARSONS BRINCKERHOFF 8200 Greensboro McLean. Drive VA 22102 Conslructl< 11 Koger Norlolk. 703-442-7700 Executive VA Center 23502 S01-466-1732 One Penn New Yorli, NY 10119 Plaza 212-613-5000 37 offices worldwide BoDiE, T A Y L O R A N D Solid Waste Highways Planning PUR YEAR, INC. CONSULTING E N G I N E E R S 611 R e s e a r c h R o a d P.O. B o x 2901 R. STUART ROYER & ASSOCIATES, INC. 2500 Waco Street • Richmond, Virginia 23229 804-282-7657 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • Sewage • Industrial Waste Treatment • Treatability Studies • 140 S y l v a n A v e n u e , P.O. B o x 1 2 1 8 E n g l e w o o d C l i f f s , N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t D r i v e , S u i t e 101 V i r g i n i a B e a c h . Va 2 3 4 6 2 8 0 4 - 4 9 9 - 8 5 0 8 Richmond, Virginia 23235 804-794-6823 CHMHliL. INC. / bionetics / , „ ANALYTICAL LABORATORIES C O M P L E T E ENGINEERING SERVICES Municipal and Industrial Waste Treatment, Power Systems, Structures. Solid Wastes, Water Resources, Water Supply and Treatment, Transportation, Hazardous Waste Management 1941 R o l a n d C l a r k e P l a c e , R e s t o n . V A 22091 • HAZARDOUS WASTE ANALYSES SOLID WASTE CHARACTERIZATION NDUSTBIAL DISCHARGE SAMPLING/AN 703/620-5200 (B04) 8 6 5 - 0 8 8 0 �w RALPH WHITEHEAD i Consulting Engineers ASSOCIATES 1936 East Seventti Street P, O. Box 3S624 Charlotte. North Carolina 28235 704-372-1885 BRIDGES . HIQHWAYS • RAILROADS • RAIL A BUS TRANSIT • AIRPORTS BRANCH OFFICES 330O NE Expressway, Atlanta. GA 30341 1314 Lincoln Street. Columbia, S C 29201 m Consulting • BniENGGERE Engineers Environmental Laboratories Industrial a n d Municipal E N G I N E E R S , INC. 1531 N o r t h M a m S t r e e t S y r a c u s e , NY (315) 4 5 1 - 4 7 0 0 QU^^p B l a c k s b u r g , Virginia INCORPORATED (703)552-5548 24060 Nine regional otfices serving the Noiltieast, Soutti, Mid-Atlantic (404) 452-0797 (803) 266-3590 Dames & Moore and Midwest. ENGINEERS Finkbeiner, Pettis & Strout, Limited Water S u p p l y and Pollution C o n t r o l S o l i d and Hazardous Waste Management E n v i r o n m e n t a l I m p a c t Studies Water Resources Management Energy Studies • ARCHITECTS - SURVEYORS Consulting Engineers Soils and F o u n d a t i o n Engineering • Greanhorne - Bethesda, Maryland 20814 (301) 652-2215 2301 West Meadowview Road Greensboro. North Carolina 27407 (919) 292-2271 - SCIENTISTS & O'Mara, 1 0 7 1 0 L E K HIOHWAY. S U I T E 2 0 2 7 1 0 1 Wisconsin Avenue PLANNERS PHOTOGRAMMETR13TS • Inc. F A l R r A X . VlRQINIA 2 2 0 3 0 Also Offices In: Toledo. Akron & Cleveland, Ohio [E! (703> 385-9800 i3 7 700 LEESBURC PIKE SUITE 302 FALLS CHURCH,VA. 22045 703/893-0711 f Qou'e ^ CorfDoraCion EncjirnBennc} ^ ^ f J M •Water WHITMAN, REQUARDT AND ASSOCIATES •Wastewater IVIetcalf&Eddy • Resource Recovery • Transportation a. consultinQ e n a i n e e r s WATER, WASTEWATER, SITE DEVELOPMENT. STRUCTURAL DRAIN ACE,FLOOD CONTROL STREETS , HIGHWAYS.BRIDGES DESIGN , MARINAS incers 2315 S A I N T P A U L 1 1 1 2 0 New Hampshire Ave Suite 2 0 0 Silver Spring, tvID 2 0 9 0 4 STREET BALTIMORE, MARYLAND (301) COMP1.ETE P U B U C W O R K S ENGINEERING. SURVEYING AND PLANNING S E R V I C E S 21218 235-3450 LAW ENFORCEMENT: Organization/Management Studies Chief Selection/Promotional A s s e s s m e n t s BENGTSON, DeBELL, ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS, PLANNERS & LANDSCAPE ARCHITECTS Cenneville. VA 703-631-9630 Leesburg VA 703-777-12.58 Woodbridge, VA 703-670-6400 Silver Spring, MD 301-681-8515 • Water, Wastewater, and Drainage Systems R i c h a r d W. Kobetz & Associates, Ltd. North N4ountain R n e s Training Center Route Two Box 342 ;° Winchester. Virginia 22601 '* (703) 662-7288 • Multiple Engineering • Utility Management and Finance • Environmental Laboratories • Construction Management F R E D E R I C K (;. ( i R I F F I N , P . C . HDR • Operation and Maintenance Consulting Engineers :t229 WaU'rlick Koad, Lynchburg, V A 24502 JAMES M. MONTGOMERY (804/237-20441 CONSULTING ENGINEERS, INC. Cable ' I V l o i s i o n • T V Bn.;idf;Lsl • I'liblic municalion.-- Svstfms • .\!arm Siift-ty Com11S00 SunriM Vairey Driv«, Reston, VA 22091 Sy-stcm.s • K l i T i r i r a l Ot'siKn • l"(dt'r;il ( u m m u n i c a l i o n s ('timmlsMiin Applica- OFFrCES THROUGHOUT THE U.S. AND OVERSEAS Henningson, D u r h a m /\ri ; h i t e c t u r e Engineering P'lanning ^yfiV.ems S Richardson O f f i c e s in N o r f o l k (a0.d-4G1-6351] A l e x a n d r i a [703-6B3-3400) and NaCionwide lion Prcparaliiin • Kxp<Tt Tc^linnm> and \Vitnfs.s 4W GERAGmY (Sf M I L L E R , INC. Groiifuhyciler 844 Consiiluinis West Street A n n a p o l i s . MD 2 1 4 0 1 (301) 268-7730 BATON ROUGE Wiley & Wilson DENVER Arcn.tects Engineers HACKENSACK, NJ 2310 L a n g h o r n e R o a a S Y O S S E T . NY PO PALM BEACH GARDENS Lynchburg Virginia 877 o Public Administration Service to local, regional, and state governments s i n c e 1 9 3 3 THE C h a i n Bridge R o a d M c L e a n , Virginia 2 2 1 0 1 Box 24505-0877 (804) 528-1901 Providing management a s s i s t a n c e and consultant s e r v i c e s 1497 Planners (703) 734-8970 GUY MAGUIRE. GROUP i & DAVIS CONSULTING ENGINEERS WATER SUPPLY WASTEWATER T O X I C AND HAZARDOUS M A T E R I A L S A Patton, H a r r i s , Rust & A s s o c . a prclessional corpofalion Engineers . Surveyors . Planners Compieie proiessional services ior municipaiities and public agencies Virginia Offices: 1 0 5 2 3 Mam Street, F a i r f a x , Virginia 2 2 0 3 0 ( 7 0 3 ) 2 7 3 - 8 7 0 0 100 Soutti fylain Street, Bridgewater, Virginia 2 2 8 1 2 ( 7 0 3 ) 828-2616 109 W e s t King Street, L e e s b u r g , Virginia 2 2 0 7 5 ( 7 0 3 ) 7 7 7 - 3 6 1 6 Architects • Engineers • Planners C E Maguire, Inc. 5203 Leesburg Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 B u s i n e s s Park Dr.. Virginia B e a c h , VA 23462 (804) 497-6304 Regional offices Proviilence. Rl: Boston. MA: Clean«aler. FL: Ft. Cliarlolte, NC: Dallas. TX: Falls Ctiurcti. VA: FlDren[:e. SC: Honolulu. HI: Bloomtield. NJ: New Britain, CT: Piltsburgh, PA: PhoEni<. AZ: Spartanburg. SC Virginia Beach, VA: Waltham, MA. �INDEX TO VOLUME 19, JANUARY-DECEMBER, 1984 COMMUNITY DEVELOPMENT Working Together: Richmond's Public and Private Sectors Develop an Industrial Site Sept., pg. 57 Richmond Promotes a Revolution in Tourism Sept., pg. 60 Education and Economic Development D e c , pg. 19 The Housing and Urban-Rural Recovery Act Mar., pg. 6 Benefits Roll In from the CDBG Program Apr., pg. 6 Cathedrals of Democracy: The Courthouse Dilemma Aug., pg. 6 The Rural Virginia Development Foundation Aug., pg. 10 Planning for Downtown Richmond Sept., pg. 12 An Innovative Approach to Annexation Sept., pg. 18 Revitalizing Norfolk's Neighborhoods . Sept., pg. 30 IVIinority Participation: A Priority in Richmond's Development Sept., pg. 35 The Synergetic Environment of Downtown Richmond Sept., pg. 50 Working Together: Richmond's Public and Private Sectors Develop an Industrial Site Sept., pg. 50 Airport Expansion, New Stadium Underscore Regional Cooperation.. Sept., pg. 66 ENVIRONMENTAL The Chesapeake Bay A Landfill Agreement Incorporates Environmental Protection May, pg. 5 Sept., pg. 20 FINANCES Meaningful Spending Through Stated Objectives Mar., pg. 4 Crisis or Creative Opportunity Mar., pg. 5 Funding Constitutional Officers June, pg. 4 Infrastructure in Virginia June, pg. 9 Financing the Nation's Infrastructure. .June, pg. 20 Productivity Analysis July, pg. 10 JLARC Reports on Local Government Sept., pg. 47 Fire Department Liability Oct., pg. 6 California's New Cooperative Home Insurance Program Oct., pg. 10 ECONOMIC DEVELOPMENT Are You Ready? Virginia's Community Certification Program Jan., pg. 15 You Ought To Be In Pictures July, pg. 6 Tourism: An Expanding Role for Localities Aug., pg. 15 W O L F E & A S S O C I A T E S , INC. Management . EXECUTIVE SEARCH . FINANCIAL AND, MANAGEMENT ] CONSULTANTS I • Advisor on Financial and Marketing Matters Relating to Issuance of Municipai Bonds • Position Classification a n d Pay Studies • Executive Search a n d Selection • Management and Organization Studies • Utility and Public Works M a n a g e m e n t Studies • Governmental Status Studies MUNICIPAL A D V I S O R S INCORPORATED P.O. BOX 45 V I R G I N I A B E A C H , V A . 23458 804/422-1711 PRODUCTIVITY I M P R O V E M E N T MANAGEMENT SYSTEMS . Consultants . SEMINARS / TRAINING ORGANIZATION A N A L Y S I S C O N T A C T : J A M E S L. M E R C E R R E G I O N A L VICE P R E S I D E N T P.O. B O X 8 8 8 6 5 6 ATLANTA, G E O R G I A 3 0 3 5 6 (404) 3 9 6 - 9 0 6 0 R . W . BECK A N D ASSOCIATES ENGINEERS A N D C O N S U L T A N T S Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations YARGER 40 Grove Street Wellesley, M A 02181 (617)2374870 1510 E. Colonial Drive O r l a n d o , FL 32803 (305) 8964911 AND ASSOCIATES, INC. Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 700 Surveys Our 31st Year 2830 Mary Street FaUs Church, Va. 22042 703/560-6900 CAMP DRESSER & McKEE 7630 Little River Turnpil<e, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental planners, engineers, & management scientists, consultants CDM �LEGAL Handgun Ordinances Jan., pg. 20 Exceptions to Constitutional Restrictions In Letting Some Public Contracts Apr., pg. 21 Public Protection from Fraudulent Solicitation Nov., pg. 23 LEGISLATION VML's 1984 Legislative Goals The Financial Plight of Education Highlights of the 1984 Session Senate Joint Resolution No. 19 The Chesapeake Bay Carryover Legislation: Its Uses and a Review JLARC Reports on Local Government League Sets Legislative Program The Cable Compromise Highlights of the Cable Bill Jan., pg. 6 Feb., pg. 8 Apr., pg. 9 Apr., pg. 11 May, pg. 5 June, pg. 7 Sept., pg. 47 Nov., pg. 14 Dec, pg. 14 Dec, pg. 15 LOCAL NEWS Diersing to Head Virginia Building Officials Jan. New Manager Directs Richmond HUD Office Mar. Virginia Celebrates 350 years of County Government Apr., Reagan Prescribes Success Formula for Nation's Cities Apr. Innovation Group Elects Officers Apr., Police Chiefs Elect Raskins Oct., Fairfax County Honors Firefighters .. Oct., pg- 8 pg- 5 pgpgpgpg- 15 20 13 13 The Assessment Center Feb., pg. 6 Quality of Work Life Feb., pg. 15 Meaningful Spending Through Stated Objectives Mar., pg. 4 Crisis or Creative Opportunity Mar., pg. 5 Productivity Analysis July, pg. 10 An Innovative Approach to Annexation Sept., pg. 18 Fire Department Liability Oct., pg. 6 MISCELLANEOUS Jan., pg. 9 Jan., pg. 12 Jan., pg. 22 Sept., pg. 11 Dec, pg. 9 Dec. pg. 7 Dec, pg. 22 PERSONNEL Quality of Work Life Productivity Analysis Employee Assistance: Saving A Valuable Resource PUBLIC S E R V I C E S Reading, PA — Where Community TV Really Works Apr., pg. 17 Politicians, Professionals and Crime Control May, pg. 2 Municipal Parks & Recreation Today . May, pg. 10 Infrastructure in Virginia June, pg. 9 Financing the Nation's Infrastructure.. June, pg. 20 Beating the Odds Sept., pg. 22 The Community Resource Officer Program Sept., pg. 24 Protecting the Public from Hazardous Materials Sept., pg. 26 Working Together for Blacksburg's Transit Sept., pg. 32 California's New Cooperative Home Insurance Program Oct., pg. 10 Arson and the Arsonist Oct., pg. 15 Voter Registration, Turnout in Virginia Oct., pg. 19 pg- 19 MANAGEMENT 1984 Legislative Directory Parking, Transportation, Hotel Rates & More Editorial; The Challenge of "1984" . . . The Riches of Richmond The Future: What Virginians Think . . . Product & Services Guide Index How One Retired Manager Continued to Use His Skills — in Venezuela July, pg. 16 Tips on Lobbying Dec, pg. 5 Feb., pg. 15 July, pg. 19 Sept., pg. 28 PROFESSIONAL DEVELOPMENT Working Effectively With Legislators .. Jan., pg. 7 The Legislative Process Jan., pg. 8 TRANSPORTATION Working Together for Blacksburg's Transit Sept., pg. 32 VML ACTIVITIES VML's 1984 Legislative Goals Jan., pg. 13 VML Holds Press Conference Feb., pg. 14 VML Day Draws Local Officials Apr., pg. 15 VML Policy Committees May, pg. 8 VML Holds Cornerstone Seminar . . . . May, pg. 19 Judges Select VML Award Winners .. June, pg. 10 VMGSIA Completes Fourth Year June, pg. 19 League Will Offer New Insurance Program June, pg. 27 Imhoff Receives Wallerstein Scholarship June, pg. 30 VML Presents Its 79th Annual Conference July, pg. 12 VML Presents Its 79th Annual Conference Aug., pg. 8 VML Achievement Awards Sept., pg. 17 The President's Annual Report Sept., pg. 40 The Financial Statement Sept., pg. 42 The VML Executive Committee Sept., pg. 44 VML's Insurance Program Expands, Completes Record Year Sept., pg. 45 League Schedules Regional Meetings OcL, pg. 18 Meet the President Nov., pg. 7 The Conference in Review Nov., pg. 8 Gov. Robb Gives Views on Education Nov., pg. 8 NLC President Conveys Enthusiasm for Local Government Nov., pg. 8 Friddell Stresses Importance of Education Nov., pg. 9 League Elects Officers for 1984-85 .. Nov., pg. 10 Eva Teig Speaks to Women in Local Government Nov., pg. 10 Seven Localities Honored for Achievements Nov., pg. 11 League Sets Legislative Program — Nov., pg. 14 O Q < O > 23 �Come to where the flavor is. I � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 19, Number 12 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource December 1984 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198412 https://www.virginiaroom.org/digital/files/original/69/6471/198501.pdf a4c7c9cccc13d01ec25892967dd76712 PDF Text Text Volume 20 January 1985 Number 1 Vfrginia »1own Toward a New Dominion Recommendations for L o c a l Government i n the Y e a r 2 0 0 0 �f f Commentary By Bruce Ransom Urban Revitalization and City Residents Private-sector involvement is essential for the revival of economically and socially troubled cities. Indeed, many people view private investment as the key to a community's economic and social well-being, helping as it does to cure distressed cities' problems with unemployment, slowly growing or declining tax bases, losses in consumer spending and the erosion of the middleincome homeowning population. Many of our public policies are based on this i d e a , and w e c a n s e e the success of much that has been done. Yet strategies for economic development do not s p r e a d b e n e f i t s proportionately to all segments of the population. In many cities, ill-skilled, jobless a n d p o v e r t y - s t r i c k e n r e s i d e n t s are either neglected or expected to gain only indirectly from development. Direct assistance is aimed toward revitalizing the central business district and promoting "gentrification" in nearby neighborhoods, while little or no commitment is made to revitalization strategies that will create real opportunities for poor and lower-income city residents to become economically self-sufficient. o Q < z o gc > Urban officials in Virginia are like their counterparts across the nation in the problems they face and the s u c c e s s e s they experience. Outsiders may s e e the magnitude of problems in Richmond, Norfolk and Portsmouth a s somewhat l e s s s e v e r e than those in Newark, Youngstown or Detroit. T o the leaders who are trying to cope, however, the pattern of problems and solutions are strikingly similar. T h e same economic and social forces are at work. Reduced federal assistance going to cities, coupled with inadequate state funds, leads city officials increasingly to seek private investments to build and diversify their economies. Redevelopment projects in downtown areas, along existing waterw a y s , in abandoned industrial warehouse areas and in adjacent blocks and neighborhoods become the major pillars in urban economic development strategies. Given national economic recovery, the ability of city leaders to attract significant private-sector participation has become the issue. Formally organized public-private partnerships have become the "in" way to get this participation. Urban officials, private-sector leaders, representatives of the not-for-profit sector (many hospitals and universities, for example) and leaders of some community-based organizations (such a s the United Way and the Urban League) have cooperated in urban revival partnerships. Invariably, "successful revival" is centered around a city's unique saleable characteristics — transportation and distribution centers, commercial and office centers, cultural and academic complexes, medical and health centers and tourist and entertainment centers. Both large and small cities have concrete demonstrations of the success of public and private leadership in using quasi-public organizations to spearhead urban redevelopment. T h e waterfront project in Norfolk, the Sixth Street Festival Marketplace in Richmond and new office buildings, hotels, convention centers, condominiums, malls and histoncal restorations in other cities prove that federal funds (even though in reduced amounts) and focused local policies for land acquisition, zoning and services have been able to work. Paradoxically, these signs of prosperity exist in the midst of continual urban physical decay and poverty. Lowand moderate-income city residents, many of them black and Hispanic, often are displaced from property that looks good to investors and pushed elsewhere in the city or out into the first troubled ring of suburban communities. The sight of spectacularly successful downtown redevelopment projects surrounded by decay and poverty starkly emphasizes the attention given to one problem and the neglect of the other. Low- and moderate-income city residents continue to find job opportunities scarce, while wages for jobs that do exist are insufficient to enable escape from the midst of the working poor. If those living in decay and poverty are to become full participants in their city's r e v i v a l , human resource and neighborhood economic development programs will need the same attention and innovation that the economic facelifting in business areas has received. A specific strategy for economic selfsufficiency among low- and moderateincome residents is required to integrate human resources and neighborhood development with downtown-focused economic revival. If inclusive urban revitalization is to occur, a city's political leadership will have to accept the goal of broadly distributed economic gains. T h e exclusive e c o n o m i c d e v e l o p m e n t that h a s s e e m e d so s u c c e s s f u l needs to be linked to programs in education, vocational training, job creation, housing and business opportunities for city residents. T h e s e public-private partnerships may be difficult, but they are vital. Leadership aimed toward the e c onomic self-sufficiency of a wide spectrum of city residents is consistent with enhancing the local economic and tax base. Such a development strategy will create a more viable business climate than one confined to downtown business districts and adjacent areas. Promoting incentives and opportunities for current city residents to advance economically is just a s important to the economic interests of a city a s annexing middle-income suburban residents or attracting a new urban gentry to revitalized downtown areas. Creative and innovative political leadership can help to achieve Inclusive urban revitalization by comprehensively advancing the economic interests of a city and all of its residents. About the Author Bruce Ransom is serving as a visiting scholar at the Institute of Government, University of Virginia. He holds a doctorate from the University of Virginia and is on leave from his position with the department of political science at Rutgers University. �Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy McIntyre Volume 20 VML President Lawrence A. Davies Officers 2 Samuel W. Adams Ill Robert T. Williams Martha V. Pennino Noel C. Taylor 5 Commentary Urban Revitalization and City Residents Toward A New Dominion By Robert M. de Voursney "Significant improvements will not be possible without new structures of local governments and new models of inter­ governmental cooperation." R. Michael Amyx VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is pub­ lished monthly at 311 lronfronts, 1011 East Main Street, P.O. Box 753, Rich­ mond, Virginia 23206. All contents, copyright 1985 by the Virginia Mu­ nicipal League. Any reproduction or use of contents must have prior ap­ proval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Rich­ mond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 Number 1 "In many cities, ill-skilled, jobless and poverty stricken residents are either neglected or expected to gain only indirectly from devel­ opment." Executive Director On the Cover Man has always gazed at the stars and wondered about his past, his future and his place in the universe. In Novem­ ber 1982, The Commission on Virginia's Future set about examining the future of the commonwealth, defining a vision and making recommendations to achieve that vision. You can read about some of these recommendations in the story beginning on page five of this issue of Virginia Town & City. (Cover slide of Saturn provided by the Science Mu­ seum of Virginia and the Voyager I.) January 1985 By Bruce Ransom Executive Committee J. Willard Lineweaver Jack D. Edwards Dolores P. Lescure Sidney M. Oman William R. Hartz M. Stewart Koethcke Charles A. Robinson Jr. City 11 VML's Top Legislative Priorities By Ellen S. Posivach Posivach discusses the issues behind funding education and limiting state appropriations. 12 Finding Your Way Through the Session By Christy Everson Some helpful hints about the Virginia legislature with members of Senate and House committees listed on pages 15 and 16. 17 Gov. Robb Discusses State Revenues By Ellen S. Posivach A discussion of the governor's plans for state revenues. >­ f() 19 People 0 z <( � 0 f<( z CJ 0: > 3 �>t o Q < o I- < z CD DC > 4 DOMINION &1NK Dominion Bank's government specialists have more than the usual expertise. In service to local governments, Jim Kern, A l Mottesheard and Jim Thompson combine over 50 years of experience. Plus years of practical understanding. For instance, A l used to be Chief Deputy Treasurer of Virginia. And who could better appreciate your problems than someone who's had them? For any type of assistance with Public Finance, Investments or Governmental Services, call the Dominion team. They're backed by the multi-billion dollar resources of one of Virginia's premier statewide banking organizations. Let us show you how accommodating a good bank can be. Member F D I C �Toward a New Dominion By Robert M. de Voursney "Careful thought about the shape of Virginia's future is critical to the welfare of our people. . . . One of our major difficulties is inadequate attention to long-range thinking . . . . The price all of us pay for this singleminded attention to the present is the near certainty that the future will take us by surprise and perpetuate the ad hoc short-term manner in which we live our lives, manage our affairs, and govern our society." Gov. Charles S. Robb What kind of local government will we want in Virginia in the year 2 0 0 0 ? What are the trends and conditions that will have a major impact on the future of Virginia's local governments? Without any change in current policies or trends, where will the commonwealth's local governments be in two decades? What actions should Virginians take to prepare for the future of its local governments? T h e s e are just some of the questions a d d r e s s e d by the G o v e r n o r ' s C o m mission on Virginia's Future, which made public its report early in December. During the two years of its inqi;iry, the 37-member commission considered forecasts concerning Virginia's population and economy. It heard from experts in many fields and received testimony from many organizations, including the Virginia Municipal League. With the information it received, the commission assembled a projection of life in Virginia at the beginning of the 21st century. The Virginia of the year 2000 will have a population of 6.6 million, double its headcount at midcentury. With almost three out of four people of its much larger population classified a s urban, the state will not be the same a s in 1950 when more than half of its people lived in rural areas. Much of the state's population will be concentrated in a largely unbroken metropolitan crescent that will extend from the Washington suburbs through R i c h m o n d to the Hampton Roads and Virginia Beach. This region will absorb a s many new people a s the 1980 population of the Richmond metropolitan area. Five other growing metropolitan areas — Bristol, Danville, Roanoke, Lynchburg and Charlottesville — will be home to an additional 170,000 people. Within t h e s e metropolitan a r e a s , growth will be uneven. With a few notable exceptions such a s Virginia Beach and Chesapeake, Virginia's cities and older suburbs are not growing. Some have lost population and will continue to do so. Between 1970 and 1980, taken together the populations of the state's central cities fell almost 7 percent. At the s a m e time, suburban counties have grown rapidly, e s p e c i a l l y in n e w e r communities outside older suburbs and in outlying a r e a s . Our population is spreading out over metropolitan areas instead of concentrating in our cities and close-in suburbs. Like the people, businesses are increasingly locating in the suburbs. In s o m e metropolitan a r e a s , multiple commercial, governmental and cultural centers are emerging, a departure from the downtown-centered metropolis of the past. In this arrangement the old downtown becomes one of several centers within the metropolitan area rather than the dominant hub. T h e s e new patterns are observable in the new, suburban way of life, where suburbanites live, work and spend their leisure time in the suburbs, seldom traveling to the older downtown city. One sign of this c h a n g e is the s h a r p rise in c r o s s suburban commuting, a development our road and highway systems have been poorly equipped to accommodate. With these shifts in population, the residents of Virginia's cities are becoming disproportionately older, poorer, female and members of racial minorities. T h e widely heralded back to the city movement is highly visible in areas like Richmond's F a n District, but measured against the total population of the state's large cities, gentrification is of limited significance. In addition, it is not without negative effects a s it displaces residents and boosts demands for services. Growing metropolitanization will affect Virginia's rural areas. Some rural areas will grow and prosper, especially those on the fringes of expanding metropolitan regions, but most of the commonwealth's rural areas will s e e little growth or a slow decline. Many rural communities will have difficulty keeping their young people, attracting new jobs and residents, and providing satisfactory public sen/ices. A s parts of Virginia become an almost unbroken megalopolis, communities in these areas will be confronted on an accelerating scale with problems arising from rapid growth and urban sprawl— choked transportation, disorderly land use, insufficient open s p a c e and, in some places, water shortages. Problems will Increasingly cut across current jurisdictions. A s more and more citizens live in metropolitan a r e a s , "the relevance of local boundaries to either the origin or resolution of public problems is questionable," according to the report. T r a n s p o r t a t i o n , recreation, water supply, waste disposal and environmencontinued, next page > H O Q Z < O O > �HIGHLIGHTS OF THE REPORT Virginia's governor should be e l e c t e d to a s i x - y e a r t e r m (without the right to s u c c e e d h i m s e l f ) b e c a u s e the present four-year term d o e s not a l l o w e n o u g h time for longr a n g e policy m a k i n g a n d inhibits eff e c t i v e budget m a n a g e m e n t . E d u c a t i o n s h o u l d b e t h e h i g h e s t priority of the C o m m o n w e a l t h . V i r g i n i a should i n c r e a s e spending on e d u c a tion to a l e v e l m a t c h i n g its f i s c a l c a p a c i t y a n d p a y nationally c o m p e t itive t e a c h e r s ' s a l a r i e s . S c h o o l divis i o n s s h o u l d s e e to it that e a c h s t u d e n t is f u n c t i o n a l l y literate b e f o r e completing elementary school. E x p a n d i n g n e e d s in the a r e a s of adult a n d p r e s c h o o l e d u c a t i o n s h o u l d be recognized, and schools should m a k e full u s e of n e w e d u c a t i o n a l t e c h n o l o g i e s . T h e g o v e r n a n c e of public e d u c a t i o n at all l e v e l s in Virginia should be re-examined and reorganized. State government should prepare for m a j o r c h a n g e s in the f i n a n c i n g and regulation of health care brought a b o u t by t h e n e w r e l i a n c e o n competition to control c o s t s . T h e s t a t e m a y h a v e to find w a y s to p a y for m e d i c a l e d u c a t i o n , m e d i c a l res e a r c h a n d indigent c a r e . It will h a v e to m a k e difficult e t h i c a l d e c i s i o n s a b o u t w h o s h o u l d get w h a t k i n d s of medical care, w h e n c a r e should be withheld a n d w h o should pay. T h e s t a t e s h o u l d f o r m u l a t e a n d put into effect a c o m p r e h e n s i v e e c o n o m i c d e v e l o p m e n t s t r a t e g y that c o o r d i n a t e s the s t a t e ' s e c o n o m i c development policies and programs u n d e r t h e l e a d e r s h i p of a s e p a r a t e s e c r e t a r y of e c o n o m i c d e v e l o p m e n t . T h e s t r a t e g y s h o u l d nurture t h e c r e a t i o n of n e w b u s i n e s s e s a n d t h e g r o w t h of s m a l l f i r m s , two m a i n s o u r c e s of n e w j o b s , a n d s h o u l d s e e k to attract c o m p a n i e s in all g r o w i n g s e c t o r s of the e c o n o m y . Virginia n e e d s a s e p a r a t e s e c r e t a r y of n a t u r a l r e s o u r c e s w h o w o u l d o v e r s e e a n e w a g e n c y for d e a l i n g with land u s e a n d a n e w w a s t e m a n agement authority. An administrative p r o c e s s for h a n d l i n g interjurisdictional t r a n s f e r s of water should be established. V i r g i n i a will b e c a l l e d u p o n to i n v e s t m o r e to m e e t n e e d s for building a n d maintaining highways, bridges, m a s s transit s y s t e m s a n d w a t e r a n d s e w a g e treatment plants. T h e s e expenditures must be understood a s i n v e s t m e n t s in the future, a n d t h e prudent u s e of debt f i n a n c i n g to p a y for t h e m o v e r their u s e f u l l i v e s m a y be required. tal protection a r e all a r e a s that will cut a c r o s s existing jurisdictions. Preserv a t i o n of local s o v e r e i g n t y will i n c r e a s ingly conflict with t h e efficient, e f f e c t i v e d e l i v e r y of public s e r v i c e s . At t h e s a m e t i m e , t h e s e r i o u s difficulti e s f a c i n g V i r g i n i a ' s c i t i e s will g r o w . P o p u l a t i o n s that a r e poor a n d e l d e r l y will n e e d s p e c i a l h e a l t h , h o u s i n g , w e l fare and education programs. Aging s t r e e t s , s e w e r s a n d w a t e r s y s t e m s will be e x p e n s i v e to m a i n t a i n a n d r e p l a c e . C o n c e n t r a t i o n s of p e o p l e a n d b u s i n e s s e s i m p o s e d e m a n d s for s a n i t a t i o n , police a n d fire s e r v i c e s . D e c l i n i n g b u s i n e s s districts, i n a d e q u a t e h o u s i n g a n d d e c a y i n g n e i g h b o r h o o d s c a l l for u r b a n renewal and community development. A s b u s i n e s s e s a n d middle i n c o m e c i t i z e n s m o v e to the s u b u r b s , c i t i e s will b e left with rising s e r v i c e c o s t s a n d d e clining t a x b a s e s . M a n y V i r g i n i a c i t i e s a r e f e e l i n g f i s c a l s t r e s s , a n d that s t r e s s is not likely to s l a c k e n . V i r g i n i a ' s local governments h a v e become a patchwork of " h a v e s " a n d " h a v e n o t s , " a n d t h e quality of h o u s i n g , e d u c a t i o n , t r a n s p o r tation a n d other s e r v i c e s v a r i e s greatly from locality to locality. M o r e a n d m o r e t h e s e disparities involve whole a r e a s rather t h a n individual j u r i s d i c t i o n s . A c c o r d i n g to t h e c o m m i s s i o n , o n e d a n g e r o u s result of t h e s e c h a n g e s is a l r e a d y a p p a r e n t — metropolitan a r e a s in w h i c h l o c a l j u r i s d i c t i o n s a r e s e g r e g a t e d by income and race. U n l e s s p r e s e n t p r a c t i c e s c h a n g e , the disparities between cities and s u b u r b s that a r e e v i d e n t t o d a y will w i d e n . W h i l e n e w e r s u b u r b s confront p r o b l e m s s t e m m i n g f r o m rapid g r o w t h , c i t i e s will n e e d h e l p to r e m a i n vital h u b s , to p r o v i d e a d e q u a t e s e r v i c e s to their r e s i d e n t s a n d to a c c o m m o d a t e c o m m u t e r s a n d o t h e r s u b u r b a n i t e s w h o u s e their r e s o u r c e s . T h e y will require a s s i s t a n c e to r e v i t a l i z e b u s i n e s s d i s t r i c t s a n d to r e h a b i l i t a t e blighted n e i g h b o r h o o d s . G i v e n their s t r e s s e d financial conditions, cities c a n n o t do the job by t h e m s e l v e s . Recommendations In a d d r e s s i n g w h a t n e e d s to be d o n e to p r e p a r e f o r t h e f u t u r e , t h e c o m m i s s i o n noted that " m a n y local g o v e r n m e n t s o p e r a t e efficiently." It a l s o o b s e r v e d , " t h e y a r e part of a l a r g e r s y s t e m that is ill-equipped to c o p e with e c o n o m ic, d e m o g r a p h i c a n d s o c i a l c h a n g e . " " S i g n i f i c a n t i m p r o v e m e n t s will not be p o s s i b l e , " t h e report s a i d , "without n e w s t r u c t u r e s of l o c a l g o v e r n m e n t s a n d n e w m o d e l s of i n t e r g o v e r n m e n t a l c o operation." Sustaining Virginia's prosp e r i t y will r e q u i r e e f f e c t i v e g o v e r n m e n t a l units s h a r i n g in a n e q u i t a b l e d i s tribution of r e s o u r c e s . G i v e n the m a g n i t u d e of t h e p r o b l e m s it f o r e s a w , t h e c o m m i s s i o n r e c o m m e n d e d that t h e G e n e r a l A s s e m b l y " i n i tiate a t h o r o u g h r e v i e w of l o c a l g o v e r n - m e n t b o u n d a r i e s . " S o m e b o u n d a r i e s , it s a i d , a r e a n a c h r o n i s m s r e s u l t i n g in w a s t e a n d duplication. T h e c o m m i s s i o n c a l l e d for " a bold r e a l i g n m e n t of local g o v e r n m e n t b o u n d a r i e s or r e s p o n s i b i l i t i e s . . . w h i c h will m e a n c o n solidating m a n y rural c o u n t i e s a n d e l iminating the i n d e p e n d e n t city c o n c e p t . " A n n e x a t i o n , o n e of t h e p r i n c i p a l t r a ditional m e a n s of a d j u s t i n g b o u n d a r i e s , is no l o n g e r r e l e v a n t in m a n y of t h e s t a t e ' s population c e n t e r s . T o d e a l with the i n c r e a s i n g l y regional c h a r a c t e r of m a n y p r o b l e m s , the c o m m i s s i o n r e c o m m e n d e d that s t a t e officials " b e c o m e more aggressive leaders in promoting regional s o l u t i o n s to r e gional p r o b l e m s . " M a n y localities h a v e d e v i s e d c r e a t i v e m e a n s to d e a l with p r o b l e m s that affect m o r e t h a n o n e jurisdiction. P l a n n i n g districts a r e o n e p o s s i b l e m e c h a n i s m for delivering s e r v i c e s regionally. A l s o , g r e a t e r l e a d e r s h i p at the s t a t e l e v e l c o u l d h a s t e n g r e a t e r u s e of c o o p e r a t i v e e f f o r t s a m o n g l o c a l g o v e r n m e n t s in V i r g i n i a . A s localities f a c e u n p r e c e d e n t e d s t r e s s , "the logic of regional cooperation, even regional g o v e r n m e n t , long a n a n a t h e m a to m a n y V i r g i n i a n s , m a y b e c o m e irrefutable." T h e c o m m i s s i o n w a s a w a r e that its recommendations would be sensitive politically. B u t it s a i d , " T h e b i t t e r n e s s of p a s t s t r u g g l e s o v e r a n n e x a t i o n m u s t not be permitted to inhibit t h e building of a b e t t e r f u t u r e . " It n o t e d that " c o u n t y b o u n d a r i e s w e r e d r a w n long a g o s o no citizen would be more than a d a y ' s h o r s e b a c k ride f r o m t h e county s e a t . V i r g i n i a n s c a n n o t e x p e c t a s y s t e m of local g o v e r n m e n t d e s i g n e d to m e e t t h e n e e d s of a n 18th c e n t u r y s o c i e t y to s a t i s f y the r e q u i r e m e n t s of a 2 1 s t c e n tury c o m m o n w e a l t h . . . ." It is h a r d to i m a g i n e a n y o n e today, starting from s c r a t c h , c r e a t i n g a s y s t e m of 9 5 c o u n t i e s , 4 1 cities a n d 1 8 9 t o w n s . T h e c o m m i s s i o n r e c o g n i z e d that " c o n s o l i d a t i o n will not o c c u r on a l a r g e s c a l e s o o n , " but s a i d that " t h e c o u r s e of e v e n t s w i l l c o m p e l it e v e n t u a l l y . It m a k e s s e n s e to p r e p a r e n o w for w h a t is i n e v i t a b l e . . . . W h e n the public perc e i v e s the c o s t s a v i n g s that t h e c o n solidation of s o m e c o u n t i e s a n d c i t i e s will p r o d u c e , t h o s e c o n s o l i d a t i o n s will take place." In d e s c r i b i n g the g e n e r a l thrust of t h e c o m m i s s i o n ' s work, C h a i r m a n William B . S p o n g J r . s a i d , " W e h a d to condition o u r s e l v e s a g a i n s t s h o r t - r a n g e thinking or the limits of w h a t c o u l d b e a c h i e v e d at t h e n e x t s e s s i o n of t h e G e n e r a l A s s e m b l y . T h i s p e r s p e c t i v e f r e e d u s to c o n c e n t r a t e o n w h a t is f u n d a m e n t a l . " T h e c o m m i s s i o n s o o n s a w that " V i r g i n i a c o u l d c h a n g e in w a y s n o n e of u s w o u l d w a n t , " but the g r o u p ' s product is not a " d o o m s d a y r e p o r t . " T h e c o m mission v i e w e d Virginia a s , " b l e s s e d continued, page 8 �The Commission on Virginia's Future The Commission on Virginia's Future was created in November 1982 by Gov. Cliarles S . Robb. Chaired by former U.S. Sen. William B. Spong Jr., dean of the taw school at William and Mary, the 37-member bipartisan panel was asked to identify and analyze problems that wilt affect Virginia during the next 20 years. Among the political leaders, educators and business leaders serving on the commission were former Govs. Albertis S. Harrison Jr. and Linwood iHolton, former House Speaker John Warren Cooke, retired Chief Justice Lawrence W. I'Anson, Justice John Charles Thomas, former U.S. Secretary of Defense and Energy James Schlesinger and former Norfolk and Western Railroad Chairman John P. Fishwick. Also serving as ex-officio members were Lt. Gov. Richard J . Davis, Attorney General Gerald L. Baliles and the leaders of both houses of the : ^: General Assembly. Represented in the membership of the commission is over 300 years of public service. The commission members began their work by obtaining expert advice on the forces that will shape Virginia's future. After careful consideration, the commission was organized into five task forces: economic development, education, environment and natural resources, human resources, and government and planning.; The reports of these task forces were reviewed thorough^ by the members of the full '<i©mmission before they prepared their final report. In its two year effort, the commission or its task forces met monthly, traveling to many parts of the commonwealth. The members reviewed previous studies and reports. They iwere briefed by senior state and local government officials, business leaders, faculty members from the state's colleges and universities and other experts. They solicited comments from citizens and the organizations that represent them. Through a statewide survey, they heard from a cross section of Virginia's adult citizens who gave their views about Virginia's future. : Copies of the commission's reports are available from the Institute of Government, P.O. Box 7884, Charlottesville, VA 22906. Commission Members William B; Spong, Jr., Chairman; Dean, Marshall-Wythe School of Law, College of William and Mary: former United States Senator, Williamsburg A. L. Philpott, Speaker, Hunter.B..Andrews, Lois Rochester, Educator: State Financing of Education League of Women Voters of Virginia, Charlottesville Mark S. Anschutz, Majority Leader, Senate Rector, Christ Church. Gerald L. Bailies, Attorney of Virginia, Hampton Alexandria General of Virginia, Richmond FitzGerald Bemiss, President, Fit/Gerald and Company: President. Virginia Historical Society, Richmond; Former Member, Senate of Virgina / i ; , Vincent F. Callahan/Jr., gates, McLean Minority Leader, Virginia House of Dele- John Warren Cool<e, Speaker, Virginia House of (1968-79); Member, Virginia House of Delegates Mathews Richard J. Davis, Lieutenant John D. Epps, Attorney. Delegates (1942-79), Governor of Virginia, McGuire, Portsmouth Woods and Battle, Richmond John P. Fishwick, Former Chairman and Chief Executive Norfolk and Western Railroad, Roanoke Lawrence F. Forman, Rabbi, Ohef Shalom Temple; Past President, Tidewater Board of Rabbis, Norfolk Guy Friddell, Author and Columnist, Virginian-Pilot, Albertis S. Harrison, Jr., Justice-Retired, Supreme :gmia;:Former Governor of Virginia, Lawrenceville Officer, Immediate Norfolk Court of Vir- Linwood Holton, Vice President and General Courtsel. Council of Ufe Insurance, Former Governor of Virginia. American McLean Virginia House of Delegates, James Schlesinger, Senior Advisor, Center for Strategic and International Studies, Georgetown University; Former United States Secretary of Defense; Former United States Secretary of Energy, Arlington Charlotte Scott, Professor of Business Administration and Commerce, University of Virginia; Senior Fellow, Tayloe Murphy Institute, Charlottesville Eleanor Shannon, Former Member, Sweetbriar College Board of Trustees; Member, Southwestern College Board of Trustees, Charlottesville (resigned. December 1983) Lawrence N. Smith, President, Essex Financial Group Inc.: Former President, bastern Region, United Virginia Bank, Norfolk James L Sundquist, Senior Fellow, Brookings Governmental Studios. Arlington Robert Huntley, President. Best Products Co., Inc.; Former President, Washington and Lee University; Former Member, State Board of Education, Richmond John Charles Thomas, Justice, Partner, Hunton and Williams; Mswrance Virginia, Dr. Thomas P. Wallace, Vice President Dominion University, Norfolk Joan Jones, Former Member, cator. Lynchburg Supreme Court ut Virginia House of Delegates; Edu- W. L. Lemmon, Owner-President, Lemmon Investment Coriporation; Former Member, Virginia House of Delegates. Marion Dr. Virginia Lester, Thomas W. Moss, gates; Norfolk President, Mary Baldwin Jr., Majority Leader, College. Staunton Virginia House of Dele- Chair, Dr. Alvin J. Schexnider. Associate Dean. School of Community and Public Affairs. Virginia Commonwealth University; President, Virginia Chapter, American Society for Publia Administration, Richmond Julian Tarrant, Planning Chief Jasrico-Rctircd. of Toy D. Savage, Past President, Virginia Bar Association; Former Member, Virginia House of Delegates; Past Chairman, Hampton Roads Area Coinmitlcc, Norlolk William B. Hopkins, Former Chairman, Commission ol Intergovernmental Management; Former Member, Senate of Virginia, Roanoke W. f Anson, Portsmouth Bassett Jessie Rattley, Member, Newport City Council; Past President the National League of Cities. Newport News Consultant, Institution, > Richmond Dr. Julian H. Taylor, Treasurer, Reynolds Metals Company, Rich- mond Supreme Court of Virginia; Riehmond William A. Truban, Minority Leader, Senate Edward E. Willey, President Richmond of Virginia, for Academic Pro Tempore, Senate Former Woodstock Affairs, Old of Virginia, Dr. John D. Wilson. President, Washington and Lee University; Former Provost, Virginia Polytechnic Institute and State University, Lexington H O Q z < o < Z o gc > �r continued from page 6 among the American states," and believes that an improved quality of life is within our reach "if we exercise enlightened anticipation." The commission also made recommendations in the following areas pertaining to local governments: Government and Planning — State officials should be more aggressive in promoting regional solutions to regional problems and intergovernmental cooperation. State aid to localities should be reviewed to find ways to reward regional cooperation and to encourage consolidations, perhaps by providing incentives for cooperation in aid formulas. — The state should play a greater role in helping to solve the problems of its central cities. Central cities need greater financial aid and other forms of assistance. State financial aid, according to the commission's Government and Planning Task Force, could be increased by fully funding state mandates. The state could pick up a greater share of the costs of education or welfare or include a "fiscal stress index" in formulas for distributing state aid to localities. Housing and Livable Communities > o o z < z o CD > - Housing needs to become a greater concern of state government. The state should encourage private investment in housing and participate in financing certain kinds of housing through support for the programs of the Virginia Housing Development Authority and use of state pension funds. - The state should provide direct housing assistance (accompanied by needed supportive social services) for some groups, such as the poor and handicapped; it should encourage construction of housing designed for the elderly. - Regulations affecting housing should be adjusted when appropriate in light of new technology and changing housing demand. - Virginia's state and local governments should enforce open housing laws vigorously. Economic Development The state should have an economic strategy which would include more leadership and direct technical assistance for local economic development activities. There should be more effective coordination between local and state economic development efforts. Education Education should be the highest priority of the commonwealth. Virginia should aim at a ranking among the top ten states in the quality of education it offers. Spending on education should be increased to a level matching the state's fiscal capacity, and teachers' salaries should be raised to nationally competitive levels. Disparities in educational quality in Virginia should be reduced. The governance of public education at all levels should be re-examined and reshaped. Natural Resources Planning district commissions should be given a key role in developing and administering the commonwealth's land use policy. The General Assembly should review local government zoning authority. Current laws, as enacted and interpreted, may not give adequate authority to local jurisdictions attempting to cope with growth. About the Author Robert M. de Voursney is an associate professor at tfie University of Virginia's Institute of Government. For ttie past fwo years, he has served as staff director for the Governor's Commission on Virginia's Future. Vii^nia's Consulting Engineers The following Consulting Engineers Council of Virginia member firms sponsored the ad on the facing page. Anderson & Associates, Inc. Blacksburg, Virginia Austin Brocl<enbrougli & Associates Chester, Virginia The CEGG Partnersliip Virginia Beach, Virginia CEK, Inc. Richmond, Virginia Clean Water Engineers, Inc. Fincastle, Virginia The DeYoung-Johnson Group, Inc. Williamsburg, Virginia Guy & Davis, Consulting Engineers Burke, Virginia Harris, Norman & Giles Richmond, Virginia Hayes, Seay, Mattern & Mattern Roanoke, Virginia Hoggard-Eure Associates Portsmouth, Virginia Mattern & Craig Consulting Engineers Roanoke, Virginia Roache, Mercer & Faison, Inc. Richmond, Virginia Rollins & Associates, P.C. Virginia Beach, Virginia R. Stuart Royer & Associates, Inc. Richmond, Virginia R. L. Sutherland, Jr., Geotechnical Engineer Abingdon, Virginia Mathew J . Thompson, III, Consulting Engineer, Inc. Newport News, Virginia Thompson & Litton, Inc. Wise, Virginia Vansant & Gusler, Inc. Norfolk, Virginia VVKR, Incorporated Alexandria, Virginia Richard L. Williams Consulting Engineer, Inc. Roanoke, Virginia McKinney and Walker Ashland, Virginia �AVAILABLE WHEN NEEDED TO STRETCH TAX DOLLARS. The services of America's consulting engineers to federal, state and local governments can save you tax dollars. Instead of maintaining large, permanent in-house engineering staffs, responsible public officials can call on specialized tax-paying engineering firms.To solve the unusual problem. To augment in-house capabilities.To level peak loads and still meet emergencies.To draw upon broad experience from similar projects. If you have an engineering problem, remember America's consulting engineers are available when needed. For a list of firms in your areci, write: Consulting Engineers Council of Virginia 61 1 Research Road Richmond, VA 2 3 2 3 6 (Telephone 8 0 4 - 7 9 4 - 6 8 2 2 ) Virginia's Consulting Engineers �Building Officials Elect Officers Edward Williams, a building official from Virginia Beach, has been elected president of the Virginia Building Officials Association (VBOA), an affiliate organization of the Virginia Municipal League. His election took place at the 1984 Annual School and Conference held Dec. 2 - 5 in Fredericksburg. Approximately 180 attended the conference which was presided over by Clarence Diersing, the outgoing president and director of code compliance for Newport News. Others elected to serve in 1984-85 were Emory Rodgers, inspections chief for Arlington County, who was elected first vice president; James Nininger, building official, Salem, elected second vice president; and Arnold Vincent, building official, Greensville County, elected sargeant-at-arms. Delegates and guests were welcomed at the opening session by Fredericksburg Mayor and VML President Lawrence A. Davies. BOCA International President Magnus Mitchell installed the association's new officers for 1985, and BOCA Executive Director Clarence Bechtel attended the meeting. Conference topics included zoning, industrialized housing and commercial development, communication and motivation, elevator installation, fire protection and plan review, energy conservation, reinforced concrete and the 1985 Uniform Statewide Building Code. Conference guests were treated to a fashion show hosted by Leggetts Department Store and a tour of historic Fredericksburg. The next Annual School and Conference will be held at the OMNI International in Norfolk Dec. 1-4, 1985. For conference or membership information contact Joni Terry, executive director, P.O. Box 753, Richmond, VA 23206; (804) 649-8471. Fredericksburg Publishes New Brochure "Get a Real Taste of American History" urges a new promotional brochure recently released by Fredericksburg to attract visitors to the city's authentic historic attractions. The four-color brochure illustrates the "real taste" theme with bold photographs and text describing the city's historic attractions, shops, dining and special events. Larger than the city's previous pro- motional brochure, the new publication places more emphasis on the city's role in the Civil War when the city changed hands seven times. The strong connection to George Washington, who grew up in Fredericksburg, receives major attention, and the proximity to other tourist destinations, such as Washington and Colonial Williamsburg, is stressed. The brochure folds out to a poster-sized collage of Fredericksburg sights. T h e b r o c h u r e is the major p r o motional device used by the department of tourism to attract visitors and group tours to the city, respond to requests for Information and In its travel writers program. The department is the city's agency responsible for attracting more than 450,000 tourists to the area and serving more than 120,000 travelers at its visitor center annually. About 500,000 brochures will be printed for distribution at the Fredericksburg Visitor Center, travel offices throughout the state and nation, and In response to advertising inquiries. For copies of the brochure, contact the Fredericksburg Visitor Center, 706 Caroline St., Fredericksburg, VA 22401; (703) 373-1776. Virginia Municipal Group Self Insurance Association A program designed to control your Workers' Compensation Costs. > O Q $3.1 million in dividends returned For more information contact: O H < CD > 10 Margaret A . N i c h o l s , Administrator V i r g i n i a M u n i c i p a l Group Self Insurance Association P . O . Box 753 R i c h m o n d , V i r g i n i a 23206 (804) 649-8471 �VMVs Top Legislative Priorities By Ellen S. Posivach FUNDING EDUCATION For the second year the Virginia IVIunicipal League's top legislative priority is full funding of the state's share of the actual costs of primary and secondary education. T h e V M L position reads, "VML's first priority is funding for education including full funding of the actual costs of the Standards of Quality as estimated by the Virginia Department of Education and full funding of educational mandates a s outlined in the Joint Legislative Audit and R e v i e w C o m mission's study, State Mandates on Local Governments and Local Financial Resources. In order to accomplish this, VML supports an additional 1 percent statewide sales tax to be returned to localities to fund education." While there is a wide discrepancy between estimates provided by the state and estimates provided by organizations, such a s VML, on the amount of additional funds necessary for the state to fully meet its financial obligations to public education, there is no disagreement on the fact that the state is not meeting this financial responsibility. According to November 1984 Department of Education estimates, the state would need an additional $635 million during the 1986-88 biennium in order to meet its responsibility just for Basic Aid Payments. This figure does not include additional state funding for categorical programs in which the state underfunds mandated requirements. Because of the opposition VML and other organizations have received from legislators on specific issues related to increased funding for education, VML would like to review some of these concerns along with our responses to these concerns. Update On Jan. 9,1985 in his "State of tlie State Address," Gov. Cliarles S. Robb proposed full funding for the first time of the state's share of the educational Standards of Quality in the 1986-88 biennial budget. This would of course require approval by the 1986 General Assembly. In addition, the governor proposed an additional $53 million for funding the Standards of Quality this year, raising the funding level by just more than $100 per pupil or to $1,877 per pupil from $1,776 per pupil. Concern: Perhaps the most frequent comment we hear privately (and occasionally publicly) from legislators is that a re-election year is not the time to push for a tax increase. With all 140 House and S e n a t e seats up for re-election along with the offices of governor, lieutenant governor and attorney general, no tax increase measure will be passed during the 1985 session. Comment: We appreciate the candor of these comments by legislators, but feel the issue needs a closer look. Many legislators have pointed to the national results of an election campaign run on a tax increase platform and have paralleled the results with what they fear might occur in Virginia. It is our belief that this comparison cannot be made. F i r s t , V i r g i n i a is not the f e d e r a l government. Virginia has a balanced budget; the federal government owes about $1 trillion. Also, in Virginia a tax i n c r e a s e proposal is not a partisan issue. For the past two sessions of the General Assembly, members of both parties have introduced tax increase proposals to fund education. At the national level, a tax increase measure w a s offered by only one party. According to a recent study by the Advisory Commission on Intergovernmental Relations ( A C I R ) , a commission composed of congressional representatives, the federal government now ranks last in spending credibility in public opinion polls. Local governments now rank first with state governments ranking s e c o n d . It is our belief that local governments received this ranking because they are closest to the people and more accurately reflect the needs of the people. Local initiatives for increased state funding of public education have, in the South alone, resulted in state sales tax increases in Tennessee, South Carolina, A r k a n s a s and T e x a s during the past year. In each instance, meaningful education reform programs have been tied to the sales tax increase. A recent study conducted by Virginia Commonwealth University for the Governor's Commission on Virginia's Future found that eight out of every ten Virginia citiz e n s surveyed in the statewide poll agreed that the state "should improve education offered by grade schools and high schools even if it means raising taxes." Virginia elected officials should not equate circumstances in Virginia with circumstances at the national level, particularly when there is significant, valid statistical and historical proof to the contrary. Virginia is currently ranked a s the 39th lowest state in combined state and local taxes a s a percentage of personal income. We are clearly a low-tax state and can certainly afford to properly fund the education of our children. Concern: Why is a tax increase needed when there is $158.9 million in state funds to carry forward to 1985-86? Comment: While it is true that additional funds e x i s t , pressing state needs also exist. New needs exist in corrections and in mental health. There is no funding in the 1985-86 budget for state employee salary increases, increases which the governor projects will amount to about 8 percent. Each 1 percent increase in state salaries will require $10 million in state funds. In addition, the governor has stated a need to set aside $50 million in a "rainy day fund." Finally, there is at least a $10 million cut in the current budget for 1985-86 funding to local governments for public health and social service programs. A top priority for VML is to have these funds restored during the 1985 session to at least current levels. With all of these damands, there will be very little left for education. Concern: Won't higher taxes hurt Virginia's chances for industrial and high technology development? C o m m e n t : National s u r v e y s h a v e shown that tax rates rank far behind other factors such a s "quality of life" in the consideration of those responsible for industrial and high technology development and relocation efforts. It continued, next page O Q O H < DC > 11 �should be noted that the quality of public education is a significant component in the "quality of life" factor and therefore receives more consideration than the rate of taxation by those responsible for relocating development efforts. The percentage of high school graduates in the work force is also a traditional measure used by business and industry to evaluate a state's educational system. Virginia ranks 36th in percentage of population age 25 and over that has completed high school, according to a 1983 survey. In addition, despite salary increases during the past three years, Virginia ranks 31st in the nation according to the 1983-84 average classroom teacher salary survey. These are not promising statistics and do not demonstrate a significant level of state dedication to public education to present to developers seeking to relocate. The Governor's Commission on Virginia's Future states in its final report that Virginia should seek to be a national leader in public education by becoming ranked within the top ten states nationally in the quality of education it offers. The commission also specifically recommended increased spending on education and increased teacher salaries. C o n c e r n : Why recommend a sales tax increase rather than use of another taxing source? > O a < z < z CD DC > 12 Comment: VML's primary position is in support of increased funding of education. A sales tax increase is only a suggested method for achieving this goal. Currently the state income tax and the state sales tax are the only two viable sources of state taxation which could generate the levels of revenue necessary to fully fund the state's share of the actual cost of education. The state income tax was originally eliminated from consideration because of a decrease in collections in relation to estimated projections for personal income. With the state income tax s t r u c t u r e tied so closely to the federal income tax structure, now would not seem to be the time to revise the state's structure as the federal structure is under the close scrutiny of the president and Congress. An increase in the state sales tax appears to be a viable option for obtaining the necessary state funds for public education. Recent opinion polls have found a sales tax increase less objectionable than other tax increases. A 1 percent increase to the current 4 percent state sales tax would produce an estimated $639.4 million in additional revenue during the next two fiscal years. This would fund even the highest estimates of the state's share of the actual cost of Basic Aid and would make a significant contribution toward efforts to fund state mandated requirements for categorical programs. STATE APPROPRIATIONS VML's second legislative priority for 1985 is defeat of SJR 28. SJR 28 is a state appropriation limitation measure which ties the rate of growth in state appropriations to the estimated rate of growth of the state economy. Under this measure the rate of growth in the state economy would be determined solely by the average rate of growth in Virginia personal income. SJR 28 was introduced during the 1983 session where it passed both the Senate and House. Because SJR 28 requires a constitutional amendment, it is necessary for the measure to pass two sessions of the General Assembly before being brought before the voters of the commonwealth on the November ballot. When SJR 28 was brought before the 1984 session of the General Assembly, the measure received strong opposition from Senate leaders. Despite this, SJR 28 passed the Senate and was referred to the House Privileges and Elections Committee. By a narrow margin the House Privileges and Elections Committee voted to carryover SJR 28 until the 1985 session. Many legislators believed that the vote to carry SJR 28 over to the 1985 session had in effect killed the resolution. An attorney general's opinion following the 1984 session ruled to the contrary, however, and indicated that a carryover bill passed by the 1985 session would meet the requirements set forth for a constitutional amendment. On Dec. 10, 1984, the House Privileges and Elections Committee met to review carryover bills. Since the patron of SJR 28 was not present at the meeting, the committee did not vote on a recommended action for the 1985 session. The committee did, however, hear testimony on SJR 28. During the meeting VML President Lawrence A. Davies presented the following testimony. VML, which strongly supports fiscal responsibility in all levels of government, has after careful consideration taken a position to oppose SJR 28 for the following reasons: - SJR 28 caps the growth in state appropriations based on the average rate of growth in personal income. The growth in personal income when taken alone is not a valid economic indicator. - SJR 28 assumes that in economic periods of recession state needs will be less and in economic periods of growth state needs will be great. Historically, this has not been the case. - SJR 28 assumes that citizens of the commonwealth are satisfied with the current levels of state services. Again, historically this has not been true or there would have been no need for legislators, representing the citizens of the commonwealth, to revise the biennial state budget during each and every session of the General Assembly. - SJR 28 assumes that no significant new state needs will be identified by members of the legislature, elected to represent the will of the people. Again, this has not been the case. New needs are identified and do need to be addressed. In this upcoming session alone, we believe legislators will identify new funding needs for corrections, mental health and education programs. - SJR 28 assumes that federal funding will continue at current levels. While the state did benefit from the last round of federal funding cuts to localities through reduced state matching funds under the state block grant approach taken in 1981-82, current federal studies threaten not only local federal funding but state federal funding as well. - Finally and perhaps most important, SJR 28 assumes that there is a need to limit state appropriations through a constitutional measure. In this commonwealth, with the oldest continuous standing legislative body in the nation, fiscal responsibility has been a hallmark. Virginia has a long and proud history of fiscal responsibility and a long and proud history of maintaining a balanced budget, a tradition which is now a constitutional requirement. This commonwealth has been a leader in state legislation and not an emulator of legislation in other states, particularly legislation passed by other �states which has proven to be unsatisfactory to citizens within these states. Restrictive tax and spending limitation measures appeared on state baliots in l\/lichigan, California, Nevada and Oregon. All were defeated. In Michigan, two out of every three voters said "no" to Proposition C, which would have cut state revenues by nearly $1.3 billion. California voters also rejected Proposition 36, a proposal to tighten limits on state finances, and approved Proposition 26, a $450 million bond issue to fund school construction and repair. Oregon voters, who rejected efforts to roll back taxes and limit future tax increases three times, defeated attempt number four, which was called "Measure 2." For Virginia, SJR 28 is conceptually unrealistic and procedurally unnecessary. We ask you to oppose this measure. VML along with a number of other organizations has formed a coalition to oppose S J R 28. In addition to producing brochures, buttons and bumper stickers for the purpose of opposing S J R 28, coalition members have targeted House Privileges and Elections Committee members in letter writing and telephone campaigns. Other coalition organizations speaking in opposition to S J R 28 during the Dec. 10 meeting included the following: the American Association of University Professors, Virginia Conference; American Federation of Teachers of Virginia; League of Women Voters of Virginia; Virginia A F L - C I O ; Virginia Association of Elementary School Principals; Virginia Association of School Administrators; Virginia Congress of Parents and T e a c h e r s ; Virginia C o u n c i l of School Administrators; Virginia Education Association; and the Virginia School Boards Association. Reynolds Metals Co. also spoke in opposition to S J R 28. While the fate of S J R 28 may have been decided by the time this issue of Virginia Town & City is released, it is important for Virginia local officials to be familiar with state spending limitation measures a s we will probably see more of these proposals in the years ahead. Should S J R 28 be alive and well at this reading, it is even more important that local officials be familiar with this issue as it will take a strongly unified effort to defeat this measure on the floor of the House, or if need be, to target a citizen effort to defeat S J R 28 at the polls in November. About the Author Ellen S. Posivach is the Virginia Municipal League's director of research. She is responsible for covering legislative items related to budget and finance. LAW AND ORDINANCE CODIFICATION SERVICES Research - Revision - Publication Loose-leaf Supplement Service H O Q RAL ISHERS o I- < o 72 H I N C H E Y R O A D ROCHESTER, NEW YORK 14624 DC > 716/328-1810 13 �Finding Your Way Through the S e s s i o n By Christy Everson o Q I I > 14 Since 1985 is an odd-numbered year, the Virginia General Assembly as prescribed by the Constitution of Virginia will convene for what is known as a "short session." This is normally 30 days, but General Assembly leaders have already decided to extend the session 16 days. The law-making body will be consumed with work on the 244 bills and resolutions carried over from its 1984 session, as well as with work on new legislation and appropriations amendments for fiscal year 1985-86. The session, the assembly's 168th, is expected to adjourn Feb. 23. The General Assembly will reconvene on the sixth Wednesday following adjournment to consider bills returned by the governor with recommendations for a m e n d m e n t and appropriations measures returned with his objections. No other bills are considered during this "veto session," which lasts three days unless the majority of both houses vote for an extension, which may not be more than an additional seven days. The chambers of the House and Senate are located on the second floor of the Capitol as are both the House and Senate clerks' offices. Senators and delegates have offices in the General Assembly Building, which Is across Capitol Street next to Old City Hall. The clerks of both houses serve as Important sources of information and their offices should be contacted before planning a trip to Richmond to make certain there have been no changes in committee meeting times or places. J. T. Shropshire serves as clerk of the Senate, and he or his staff can be reached at (804) 786-2366. Joseph H. Holleman Jr. serves as clerk of the House. He and his staff c a n be r e a c h e d at (804) 786-7681. Senate and House committee meetings are generally held on a specific day or days of the week and at specific times, except for a few House committees which meet at the call of the chairman (see the charts opposite). Subcommittees meet at no regular times and are called at the pleasure of the chairman. Most Senate committee meetings are held in the General Assembly Building while House committee meetings are held in both the Capitol and the General Assembly Building. To locate committee meeting rooms, remember lettered rooms are in the General Assembly Building and numbered rooms are in the Capitol. The Appropriations Room is on the ninth floor of the General Assembly Building. Also, on each floor of the General Assembly Building are a number of conference rooms where House and Senate subcommittees often meet. Most committee meetings and all public hearings and Senate and House sessions are open to the public, however, committees may sometimes hold executive sessions. Committees and subcommittees meet in the mornings prior to or in the afternoons following the House and Senate sessions. The Senate a n d H o u s e c o n v e n e M o n d a y through Thursday at noon and at 11 a.m. on Fridays. Evening and weekend sessions can be called if necessary. Information centers are located in the center hall on the ground floor of the Capitol (804-786-6530) and in the first floor lobby of the General Assembly Building (804-786-7281). A number of computer printout reports are available at the information centers. They include a final disposition report which gives House and Senate bills in numerical order, a summary of each bill, its chief patron and co-patrons and its daily status; a daily updated cumulative index which gives House and Senate bills, resolutions and documents introduced in each session listed alphabetically by subject matter and numerically by code section; a weekly patron report which lists House and Senate bills in alphabetical order according to patron name and includes a summary and weekly status report; and a "batch" report which lists alphabetically House and Senate members showing bills they have patroned and co-patroned, numerically lists titles of the Code of Virginia and bills affected, alphabetically lists committees and bills referred to them, and numerically lists bills and final status. Bill status which Is updated continually is available by bill number, and committee and subcommittee meetings are available and updated as information is obtained. A House Mini Journal and a Senate Minute Book give daily summaries of each house's session. Computer terminals are housed in each information center and contain updated information on the status of bills. Actual copies of bills, resolutions and documents are available from the Bill Room in the basement of the G e n e r a l A s s e m b l y Building (804-786-6984). Lists of the mailing addresses and telephone numbers of General Assembly members are available in the information centers. If you wish to discuss a particular piece of legislation with your senator or delegate it is recommended that you make an appointment in advance. You should know your subject and be able to state your reasons for support or opposition to the legislation. Even if you and your legislator do not agree, leave on a friendly note and write to thank your legislator for meeting with you. In writing to your legislator regarding issues, be direct, concise, logical and factual. State specifically and clearly the action you are urging and give the reasons for your position. To write the governor, write to The Honorable Charles S. Robb, Governor of Virginia, The State Capitol, Richmond, VA 23219, and address him as Dear Governor Robb. To write a legislator, address your envelope The Honorable . . . , The Senate of Virginia or The House of Delegates, General Assembly Building, Richmond, VA 23219, and address him or her Dear Senator or Dear Mr./Mrs./Ms. for delegates. During the session the league publishes its Legislative Bulletin which reports on legislation of interest to local governments. If you are not receiving the Legislative Bulletin and wish to subscribe, subscriptions are available from VML at $50 for members and $75 for non-members. In addition, league staff cover the activities of the General Assembly. Ellen Posivach and Mary Jo Fields cover finance and appropriations matters, education issues, social services and human resources. Rob Feild covers legislation dealing with general laws affecting local government such as public procurement and freedom of information. Jim Campbell covers the activities of the House Counties, Cities and Towns Committee and issues dealing with local government policy and administration such as land use and personnel issues. VML's Legal Counsel Howard Dobbins covers the activities of the Senate Local Government Committee. Deputy Director Clay Wirt serves as VML legislative coordinator, staffing the legislative committee, working with local government legislative liaisons and generally coordinating VML's legislative activities. He also handles special issues that arise during the session. Exe c u t i v e D i r e c t o r R. Michael Amyx serves as the chief spokesperson for VML before the General Assembly and is charged with overall responsibility for legislative issues. VML staff can be reached by calling the VML Office at (804) 649-8471. The office is located at 1011 E. Main St. on the third floor of the Ironfronts Building, if you wish to visit any of the VML staff to discuss a particular piece of legislation, please call for an appointment as staff are often at the General Assembly during the session. �HOUSE COMMITTEES Agriculture — T h u r s d a y s , '/2 h o u r a t t e r a d j o u r n m e n t , R o o m McClannan, Chairman Quillen McDiarmid Councill Green Jones Van Yahres Appropriations — Appropriations Keating Finney Robinson, J.W. DeBoer Guest Crouch Beard IVIonday t h r o u g h F r i d a y , o n e h o u r after C h e s a p e a l t e & Its T r i b u t a r i e s — adjournment. O'Brien, W.R. Moncure Medico Benedetti Gordy Plum Jennings Copeland Maxwell Saunders Guest Crouch O'Brien, W.R. Parrish Agee Andrews Hanger Stosch Corporations, Insurance & Banking — T u e s d a y s & T h u r s d a y s , 10 a . m . . Moss, Chairman Marks Bagley, R.M. Parker Heilig McClanan Wilson Smith Keating Terry Forehand Plum Woodrum Munford Counties, Cities & T o w n s — Fridays, 9 a.m.. R o o m Manning, Chairman Marshall Cranwell Hall Keating Lambert Jones Courts of Justice — D Marks, Chairman Morrison Glasscock Moss Slayton McGlothlin Cranwell Education — Hawkins Watkins Morgan Brown Cody Tata T u e s d a y s & T h u r s d a y s , Vz h o u r a f t e r m e n t , a n d F r i d a y s , 10 a.m., R o o m Tuesdays & Fridays, 9 a.m.. R o o m McDiarmid, Chairman Diamonstein O'Brien, J.W, Councill Lambert Terry Forehand Van Yahres Munford Van Landingham Finney Dobyns Cooper Dicks Quillen, Chairman Smith Green Jennings Murphy Plum, Chairman Glasscock Moss adjourn- Dicks Robinson, W.P. Ackerman Miller, C. Moncure Rollins Miller, Y.B. Dillard Beard Orebaugh Jester Gordy Privileges & Elections — Anderson, Chairman Marks Quillen Pickett Dickinson Ball Morrison McGlothlin, Chairman Manning Dickinson Ball Marshall Thomas Hall Rules — O'Brien, W.R. Parrish Jester Allen Cody chairman Cunningham W e d n e s d a y s , 10 a.m.. R o o m Marshall Creekmore Heilig Wilson Parker StieHen Van Landingham C Wilkins Andrews Hawkins Calvert Brown M e e t s o n cal I of Dicks Stafford Agee C Callahan Miller, C. Stafford Dillard Watkins Putney T u e s d a y s & T h u r s d a y s , 9:30 a.m., R o o m 1 Robinson, W.P. Bagley, F.C. StieHen Dobyns O'Brien, J.W. Grayson Moore M e e t s o n call of c h a i r m a n . S p e a k e r ' s Philpott, Chairman Marks Moss Bagley, R.M. D W e d n e s d a y s , 8:30 a.m., R o o m Van Landingham Copeland Robinson, J.W. Dobyns Ealey Roads & Internal Navigation — 4 Crouch Medico Moncure Hargrove Hargrove Calvert Cody Tata Bagley, F.C. Van Yahres Miller, Y.B. Giesen Dillard Nominations & Confirmations — C Axselle Almand Terry Cohen Woodrum Murphy Jennings Murphy Lacy Ealey Grayson Saunders Bloxom Wilkins Mining & Mineral Resources — and chairman Meets o n call of c h a i r m a n . R o o m 1 Cranwell, Chairman Thomas Keating Almand Lambert T u e s d a y s , Vz h o u r a f t e r a d j o u r n m e n t , Van Yahres Copeland Cooper Grayson Moore Miller, C. Giesen Meets o n call of M o n d a y s , 10:30 a.m.. R o o m Creekmore, Chairman Glasscock Wilson Stambaugh Anderson Watts Munford Militia & Police — Lacy Ealey Cohen Callahan Morgan Hargrove Crouch Brown Jester Allen Benedetti Orebaugh O'Brien, J.W., Chairman McClanan Stambaugh McDiarmid Labor & Commerce — D T u e s d a y s & T h u r s d a y s , 9:30 a.m., Cohen Ackerman DeBoer Maxwell Miller, Y.B. Stafford Wilkins Interstate Cooperation — 4 Wilkins Medico Benedetti Allen Gordy Cunningham C Glasscock, Chairman Marshall Pickett Slayton Stambaugh Brickley Lambert Hargrove Rollins Hanger Stosch Tata C o n s e r v a t i o n & N a t u r a l R e s o u r c e s - - W e d n e s d a y , 10 a . m . . R o o m Thomas, Chairman Councill Smith Terry Brickley Jones Forehand C Health, Welfare & Institutions — D Almand Cooper Maxwell Miller, C. Harris M o n d a y , 1 0 a . m . , a n d W e d n e s d a y s , Vi h o u r a f t e r Diamonstein, Chairman Ackerman McGlothlin Robinson, W.P. McClanan Finney Axselle DeBoer Wilson Moore Almand Stafford Woodrum Bloxom Room adjournment, Guest Beard O'Brien, W.R. Parrish Hanger Stosch Stieffen O'Brien, J.W. Watts Lacy Robinson, J.W. Jones Saunders Morrison, Chairman Anderson Cranwell Parker Creekmore Stambaugh Brickley adjournment, Room Meets o n call of c h a i r m a n . R o o m 1 Meets o n call of c h a i r m a n , R o o m Parker, Chairman Creekmore Bagley, F.C. Woodrum Axselle M o n d a y s & W e d n e s d a y s , 1 h o u r after D General Laws — Green Heilig Callahan Giesen Harris Putney Maxwell Pickett Copeland Bloxom Morgan Stieffen, Chairman Murphy Watts Forehand Cooper Room Room Room Bagley, R.M., Chairman Diamonstein Manning Smith McDiarmid Hall Ball Thomas Dickinson Bagley, F.C. Pickett Quillen Slayton Councill Claims — Finance — D Bloxom Hawkins Watkins Orebaugh Cunningham Putney Anderson Manning McGlothlin Morrison Guest Harris Rollins Andrews Calvert Agee Room Callahan Giesen o Q 2 < Z I o DC > 15 �SENATE COMMITTEES (All committees meet in the General Assembly Building unless otherwise MONDAY THURSDAY Agriculture, Conservation & Natural Resources — Senate Room A, 9 a.m. Anderson, Chairman Fears DuVal Waddell Bird Cross Marye Nolen Holiand, R.J. Jones notified.) Holland, C.A. Truban Mitcheli Chichester Russeil, R.E. Education and Health — Senate Room B, 9 a.m. Walker, Chairman Andrews Wiiley Buchanan Gray Holland, E.M. Schewel Nolen Saslaw Michie Bird Joannou Canada Chichester Russell, J.W. Transportation — Senate Room B, 2 p.m. Commerce & Labor — Senate Room B, 2 p.m. Fears, Chairman Wiiley Parl<erson Babalas DuVal Gray Holland, E.M. Schewel Colgan Goode Nolen Scott Jones Saslaw Holland, R.J. Waddell, Chairman Wilder Fears Gray Holland, E.M. Goode Emick Bird Saslaw Parker Marye Scott Houck MacFarlane Miller Finance — 10th Floor Conference Room, 4 p.m. TUESDAY Finance — Senate Room B, 9 a.m. Wiiley, Chairman Andrews Walker Anderson Parkerson Babalas DuVal Buchanan Emick Colgan Cross Fears Gartlan Gray Truban Local Government — Senate Room B, 2 p.m. Babalas, Chairman Parkerson Waddell Goode Marye Colgan Holland, R.J. Houck MacFarlane Mitchell Canada Barker Miller Russell, R.E. Russell, J.W. Privileges & Elections — Senate Room A, 4 p.m. Wilder, Chairman Andrews Anderson Gartlan Buchanan Cross DuVal Schewel Parker Walker Wiiley Holland, C.A. Truban Mitchell Miller Wiiley, Chairman Andrews Walker Anderson Parkerson Babalas DuVal Buchanan Emick Colgan Cross Fears Gartlan Gray Truban FRIDAY Rehabilitation and Social Services — Senate Room B, 8:30 a.m. Gartlan, Chairman Wilder Waddell Emick Nolen Parker Saslaw Michie Scott Joannou Holland, C. A. Canada Chichester Barker Miller Finance — 10th Floor Conference Room Upon adjournment at call of the chairman. Wiiley, Chairman Andrews Walker Anderson Parkerson Babalas DuVal Buchanan Emick Colgan Cross Fears Gartlan Gray Truban Rules — Senate Room A WEDNESDAY Immediately upon adjournment and upon call of chairman Finance — Senate Room B, 8:30 a.m. Wiiley, Chairman Andrews Walker Anderson Parkerson Babalas DuVal Buchanan Emick Colgan Cross Fears Gartlan Gray Truban General Laws — Senate Room B, 2 p.m. o Q Buchanan, Chairman Walker Marye Colgan Schewel Holland, R.J. Scott Jones Parker Houck MacFarlane Truban Barker Russell, R.E. Russell, J.W. Courts of Justice — Senate Room A, 2 p.m. Parkerson, Chairman Andrews Anderson Holland, E.M. Babalas > 16 Gartlan Emick Bird Cross Goode Michie Wilder Joannou Canada Mitchell Andrews, Chairman Wiiley Parkerson Babalas Wilder Walker Buchanan Fears Anderson Marye Emick Gartlan DuVal Waddell Truban �Gov. Robb D i s c u s s e s State Revenues By Ellen In the traditional December revenue statement before the three General A s sembly money committees, Gov. Charles S . Robb announced that "the presents under the state's fiscal tree this year will not be a s numerous or a s large a s many had hoped or perhaps envisioned." B a s e d on Robb's revenue review, $179.9 million in additional spending could occur during the 1985 session of the General Assembly. The breakdown of this total includes: $81.2 million in unexpended funds carried fonward from the 1982-84 biennium, $4.7 million in unappropriated balances from the current fiscal year, $36 million currently set aside in a contingency or "rainy day" fund, and $58 million from revised revenue estimates for 1984-86, with $54.5 million projected to be collected in 1984- 85 and $3.5 million projected for 1985- 86. While the $179.9 million marks a significant increase over earlier projections. Gov. Robb announced specific plans for all but $28.9 million. It is a s sumed that these remaining funds will be used to address economic development, especially the ports in Hampton Roads, and funding concerns within the Department of Corrections. T h e s e top priority items, addressed by the governor in his r e m a r k s , were not a c companied by appropriation figures. Expenditures addressed by the governor in his speech, and expected to be contained in his proposed budget, include approximately $80 million in salary increases for state employees during 1985-86, representing about an 8 percent pay increase; an additional $14 million to bring the current $36 million contingency or "rainy day" fund up to a balance of $50 million; $19.8 million In increased sales tax revenue resulting from revised revenue estimates, to be returned to localities for public schools; and $1.2 million in increased Alcoholic B e v e r a g e Control profits to be distributed to localities. According to Robb's comments, he intends to address increased state funding for primary and secondary education by earmarking the contingency or "rainy day" fund a s a "contingent commitment toward full funding of the Standards of Quality in 1986-88 [the next biennium]." The remainder of Robb's address concerned future uncertainty in federal and state revenues. Federal programs identified by the governor a s targets for reductions or extinction under what has been referred to a s "Mr. Stockman's kill list" included the following federal aid programs to state and local governments: Revenue Sharing, the Economic Development Administration, Community Development Block Grants, Community Services Block Grants, Urban Development Action Grants, Urban Mass Transportation Aid, federal library grants, and federal water and sewer grants. In addition, the governor identified $20 million in additional state general funds which will be necessary on July 1, 1986 to support Virginia's portion of the Medicaid Program a s a result of the Federal Deficit Reduction Act and a doubling of the workload for the state Department of Social Services resulting from federal legislation requiring increased child support enforcement. Also identified by Robb a s a future federal uncertainty were potential tax policy and structure changes, which because of Virginia's tax conformity with the federal system would result in a change to state tax revenues. While the governor's statement on this issue implied a negative impact, state tax experts predict a windfall in state revenues should the recently publicized federal tax plan be approved. T h e windfall would be tied to changes in the corporate tax system. On the state side of the revenue picture, the governor noted a significant decline in the gross receipts tax paid by public utilities a s a result of the AT&T divestiture. T h i s change to the telecommunications industry will result in a $2 million reduction in collections in fiscal 1985 a s compared to the previous fiscal year, or $39 million less than the commonwealth had previously projected. In addition, the recodification of Title 58, the State T a x Code, during the 1984 session of the General Assembly had a negative effect on state revenue collections. Combined projected i n c r e a s e s in state general fund and non-general fund revenue sources will bring the total to $16.3 billion for the 1984-86 biennium. The biennium budget passed during the 1984 session appropriates $15.9 billion. The Robb revenue address does not paint an optimistic picture for local governments during tfie upcoming s e s sion. It appears that the governor does not intend to restore to local social service and public health programs the $10 S. Posivach million-plus cut from the 1985-86 state budget during the 1984 session. Nor does it appear that there will be substantive increases in state funding for the educational Standards of Quality. However, it should be kept in mind that while the governor proposes a budget to the General Assembly, the General A s sembly has the authority to alter the governor's proposal a s well as to alter existing tax laws and pass additional tax measures. Local governments should continue to voice strong concern to members of the General Assembly regarding state funding for localities. About the Author Ellen S. Posivach is VML's director of Research and follows state budget and financial measures for the league. Public Power Financing . . Experience Innovation Commitment t O Q First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 o I- < O gc > 17 �Luray Annexes Two Square Miles The town of Luray has been granted annexation of approximately 1,245 acres outside the corporate limits by the Page County Circuit Court. The court followed the August 1983 recommendation of the Virginia Commission on Local Government. The annexation includes subdivisions of Forest Hills, Fairview, Eastgate, Brookside, Springview, Hilldale and West Lu in addition to two undeveloped tracts near the town's northern border. Most of the areas were already benefitting from town water, sewer and trash removal services but at about twice the rate town customers were paying. The commission noted that annexation "would have minimal impact on Page County" and "rebound to the economic benefit of the citizens." The annexation increases the town to about 3,020 acres, adding about 2 square miles. The town's population will increase to approximately 4,400, according to Town Manager Donald A. Smith. Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Yorl< Plaza, New Yorl<, N.Y. 10004 O Q 5 o o > 18 Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg Bluefield Bristol Buena Vista Chase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville Leesburg Luray Lynchburg Manassas Manassas Park Martinsville ORDINANCE CODIFICATION Looseleaf Supplement Service U N I C I P A L C O D E CORPORATION P.O. Box 2235 T A L L A H A S S E E , FLORIDA 32316 Telephone 1-800-262-CODE New/port News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Radford Richmond Roanoke Rockingham County Salem Smithfield Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Waynesboro White Stone Williamsburg Winchester Wise County York County • Law Editorial Staff • JVlodern Computer Teclinology Serving over 1,700 municipalities and counties in 47 States, including Virginia �People Chesapeake Hires New Manager William Scalf, 37, is the new city manager of Chesapeake. He replaces John Maxwell who resigned in July to pursue other interests. Scalf previously served as the chief administration officer in IVIacon, GA, a city with a population of about 120,000. He has also served in administrative positions in Pigeon Forge and Kingston, T N , and he is the author of the citizen's pamphlet, "How to Fight City Hall - and Win." He took over his new position in D e c e m b e r at an a n n u a l s a l a r y of $66,000. J a m e s Rein served a s acting city manager in the interim. Virginia B e a c h Reorganizes The administration of Virginia Beach w a s organized into four new a r e a s under four managers effective J a n . 1 in the city's continuing reorganization process. A s deputy city manager for development, Aubrey V. Watts Jr. will coordinate the administration of the departments of public works, public utilities, planning, permits and inspections, economic development, fire, police and the office of emergency services. Watts formerly served as director of public utilities for the city. He holds a bachelor's degree in business administration from Virginia Polytechnical Institute and a certificate in public administration from the University of Virginia. Watts will also act a s city manager in the absence of the city manager. Giles G. Dodd is the new assistant city manager for administration. Since 1975, Dodd has served a s the city's assistant city manager for finance and research. Dodd will coordinate the administration of the departments of finance, personnel, data processing and general s e r v i c e s and the offices of occupational health, emergency medical services, marine science museum and volunteer s e r v i c e s . He holds a bachelor's degree in business administration from the College of William and Mary and has completed study in management by objectives at the University of Richmond. Hector A. Rivera is the new assistant city manager for human services. He c o m e s to Virginia B e a c h from C o n necticut where he has held the position of deputy commissioner of the department of human resources since 1979. As assistant city manager for human services, Rivera will coordinate the administration of the departments of parks and recreation, libraries, agriculture, housing and community development, mental health/mental retardation/substance abuse, social services, juvenile court services, public health and the Pendleton Child Service Center. Rivera holds a master's degree in sociology from the New School for Social R e search in New York and a bachelor's in sociology from the City College of New York of the City University. Edgar Dean Block is the new a s sistant city manager for analysis and evaluation. He has held the position of deputy city manager/administrative services for the city of Tallahassee, F L , since 1980. He holds a master's degree in administration from George Washington University, Washington, D C , and a bachelor's degree in history from California State University. He has also done post-master's work in business and economics. Block will coordinate the administrative functions of research and policy analysis, budgeting, strategic planning, program evaluation and automated office systems. Tursan served a s vice president of data processing for the Credit Card Corp. of A l e x a n d r i a w h e r e he managed the American Express Card Registry Service in Canada. A s manager of financial systems for Datatel Inc. of A l e x a n d r i a , T u r s a n handled the automated banking requirements for more than 40 banks in Virginia and the District of Columbia. Prior to that, he w a s employed by Florida Software Services in Orlando where he w a s responsible for all consumer lending systems the company installed. At the University of Virginia, Tursan was in charge of systems planning and also taught courses in data processing, systems and programming. He and his wife, Kay, live with their children in Springfield. Hall-Sizemore Assumes VACo Leadership Standish Receives Recognition Myles E. Standish, assistant manager of management services, city of Suffolk, has been selected for inclusion in the 1984 edition of "Outstanding Young Men of America." The Outstanding Young Men of America program recognizes the achievements and abilities of men between the ages of 21 and 36. T h e s e men are honored for their outstanding civic and professional contribution to their communities, their states and their nation. Alexandria Appoints Tursan David P. Tursan has been appointed data processing director in Alexandria. He began working in November and brings to the city more than 15 years of experience in large and complex data processing systems. For the past four and a half years. Dec. 15. He succeeded George Long who had held the position for 20 years. Hall-Sizemore w a s chosen to represent the county association from a group of 147 applicants, and his app o i n t m e n t c o i n c i d e s with the a s continued, next page z O bb > 19 �sociation's relocation from Charlottesville to R i c h m o n d . T h e county a s sociation's new offices will be located in the Old City Hall Building in Richmond at 10th and Broad streets. A resident of Henrico County, HallSizemore previously doubled a s the legislative liaison for S p o t s y l v a n i a County and a real estate agent for J a m e s R i v e r R e a l t o r s . He holds a bachelor's degree in government from the College of William and Mary and a master's degree in political science from Duke University. Regarding his new position, HallSizemore said, "I think my main goal is to bring the urban counties and the rural counties together so they can s e e that even though there are differences in style and outlook, they all have very compatible problems and similar problems." gram, known a s E L F (eliminate legal f i l e s ) , to e n c o u r a g e a d o p t i o n of 8 1/2 X 11 paper. T h e program has been adopted in 29 states and also by the federal government. City Planner Receives Award City Planner Jervis C . Hairston has received the 1984 Fredericksburg Area Building Association award for outstanding achievement and assistance to builders for orderly and proper development within the city of Fredericksburg. T h e award w a s presented at the association's annual banquet in December. Hairston is a native of Mar- tinsville and holds a degree in planning. He has worked as a city planner in Fredericksburg since 1980. Prince George Elects Parker Henry D. Parker Jr. was elected to the Prince George County Board of Supervisors during a special election in November. Parker replaced Marion B. Williams, who served a s an interim member of the board following the death of her husband, H. W. Williams Jr. Parker has served a fou r-year term a s a member of the board and his recent election is for the three remaining years of Williams' term. Parker owns and operates a retail grocery business in the county. Elander Leaves Roanoke Gary C . Elander, Roanoke's chief of billings and collections, has resigned to become city manager of Franklin, OH. Franklin h a s a population of about 11,000 and is located 15 miles south of Dayton in the Dayton-Cincinnati corridor. Elander is a former city manager of Clifton Forge and also previously served as an administrative assistant in Lexington. He has worked for Roanoke five years. Bedford Appoints New Attorney Bedford City Council has appointed William W. Berry IV city attorney. He replaces Roy B. Thorpe Jr. who resigned to become county attorney for Montgomery County. Berry is a graduate of Davidson College and the University of Virginia School of Law. He served a s assistant city attorney for the city of Virginia Beach from 1972 to 1974, and has been in private practice in Bedford since 1975. Berry is married and the father of a daughter. Association Honors Harman T h e Association of R e c o r d s Managers and Administrators (ARMA) presented the city of Alexandria and City Manager Douglas Harman a special award at its 29th annual conference. The award recognizes the city of Alexandria for being the first city in the United States to adopt 8 1/2 x 11 paper a s its standard. A R M A is conducting a national pro- VML Executive Director R. Miciiael Amyx (left) and League President Lawrence A. Davies, mayor of Fredericksburg, were among approximately 50 Virginia local government officials that attended the National League of Cities Annual Congress of Cities in Indianapolis in November. �ProfessKNial Directory HSMM HAYES, SEAY,1 Architects • Engineers Serving local • HARLAND BARTHOLOMEW & ASSOCIATES, INC. Southern Engmccrmg MATTERN AND MATTERN Planners governments PLANNING • L A N D S C A P E A R C H I T E C T U R E • E N G I N E E R I N G COMMUNITY D E V E L O P M E N T CONSULTING S o u t h e r n E n g i n e e r i n g C o m p a n y of V i r g i n i a O F F I C E S P.O. (703) 1800 Roanoke B o x 13446 Roanol<e, IN N. V A 24034 Atlanta Virginia 400 E a s t M a i n Street P e a c l i t r e e Street, N W (404) Georaia Richmond, Virginia 23219 30367-8301 P H O N E 804/649-8627 3S2-9200 Tidewater 343-6971 S C S ENGINEERS Rates STEARNS CONRAD AND SCHMIDT Consulting Engineers Inc C H O D A T , R U B A C K & A S S O C I A T E S . 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MMMIB^RIIS^ PROFESSIONAL Engineers • P l a n n e r s • Surveyors CORPORATION ARCHT IECTS * ENGN IEERS + PLANNERS UcLeert, L a n d Development Site Plans 703-442-7700 Residential, Commercial & Industrial Water S y s t e m s Solid Waste Wastewater S y s t e m s Highways Storm Drainage Planning R. STUART ROVER & ASSOCIATES, INC. Lynchburg, VA 2 4 5 0 1 (804)847-7796 One construction Managers 1885 8200 Greensboro Soils & Foundations Subdivisions, R o a d , D a m s . Airports 1 9 3 3 Fort Ave. Engineers PARSONS BRINCKERHOFF Since Water, Wastewater, Solid Wastes, WASTEWATER TREATMENT SYSTEMS • ENVIRONMENTAL STUDIES MUNICIPAL FACILITIES • WATERFRONT FACILITIES WATER & SEWER SYSTEMS • TRANSPORTATION Drive VA 22102 11 Koger Executive Center Norfolk, VA 23502 804-466-1732 Penn Plaze New York, NY 10119 212-613-5000 37 offices worldwide BODiE, TAYLOR AND PURYEAR, INC. 0^ CONSULTING ENGINEERS 611 po^ Richmond, 804-282-7657 2901 < Virginia 23235 i 804-794-6823 BUCK, S E I F E R T 4 JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability • 140Sylvan Avenue. Englewood P.O. B o x 1218 C l i f f s . N.J. 0 7 6 3 2 • 4 0 5S o .Parliament Beach. Drive. V a 23462 Studies 201 •567-8990 Suite 101 804-499^8508 CKMHIIL. INC. '7 b i o n e t i c s /..„,.„.. 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D.C: W A S T E W A T E R W A S T E S R e s t o n , Virgjma 2?09<- i ^ 0 3 i 4 7 i 6 1 5 0 Gannett Fleming ond Associates Consulting Engineers CIVIL • M E C H A N I C A L E L E C T R I C A L • PLANNING S U R V E Y I N G .twusTRiiLfAciLtiiEs E N G I N E E R S • SURVEYORS • PLANNERS WASTE WORKS 87-487 Austin Drockenbrough N,-,'' HAZARDOUS 796-8850 T E L E X 1 1 2 6 0 Roger B a c o n Dfivc BALDWIN ®GREG@ - PUBLIC 560-8866 • • HAZARDOUS WASTE ANALYSES SOLID WASTE CHARACTERIZATION INDUSTRIAL DISCHARGE SAMPLING/ANALYSIS STATE CERTIFIED BACTERIOLOGICAL ANALYSES 703/620-5200 IE HAMPTON. vmaiHiA (804) sss-oaso 21 J �w RALPH WHITEHEAD t ASSOCIATES Consulting Engineers Consulting BRIDGES • HIGHWAYS • RAILROADS • RAIL & 6 U S T R A N S n • AIRPORTS BRANCH O F F I C E S 3300 NE E x p r e s s w a y , A t l a n t a , G A 30341 1314 Lincoln Street, Columbia, S C 29201 • Bethesda, Maryland Laboratories E N G I N E E R S , INC. Municipal Syracuse, NY (315) 451-4700 1531 N o r t t i M a i n S t r e e t Blacksburg, Virginia 2 4 0 6 0 (703)552-5548 Nine regional offices serving the Nortfieast, South, Mid-Atlantic and Midw/est. E N G I N E E R S Finkbeiner, Pettis & Strout, Limited Water Supply and Pollution Control Solid and Hazardous Waste Management Environmental Impact Studies Water Resources Management Energy Studies Soils and Foundation Engineering (301) INCORPORATED (404) 452-0797 (803) 256-3590 Dames & Moore 7101 Wisconsin Avenue Industrial and OLVER • BniENGGERE Engineers Environmental 1936 E a s t Seventh Street P. O. Box 35624 Ctiarlotte, Nortti C a r o l i n a 28236 704-372-1886 • Consulting Engineers 20814 West Meadowview Road Greensboro, North Carolina 652-2215 (919) • • P L A N N E R S • L E I HlOHWAV, S U I T E 2 0 2 & (D'lAara, 7 70Q LEES8UR6 SUITE CHURCH,VA. 705/893- Q o u ' G BncjiriGGnna Corooration consultino mJER, SITE WASTEmJER, 27407 Toledo, Akron & Cleveland. 292-2271 Ohio STRUCTURAL STREETS DESIGN , , CONTROL •Water W w ^ ^ ^ •Wastewater Metcalf&Eddy • Resource Recovery • HIGHWAYS.BRIDGES MARINAS (7031 385-9800 WHITMAN, REQUARDT AND ASSOCIATES m,M*^ eriQineers DRAINAGE,FLOOD DEVELOPMENT, PIKE 302 22043 0711 Inc. F A I R F A X . VIROINIA 2 2 0 3 0 Also Offices In: PHONE: FALLS S C I E N T I S T S P H O T O G R A M M E T R I S T S GreenUorne 10710 2301 A R C H I T E C T S S U R V E Y O R S Transportation 2315 1 1 1 2 0 N e w Hampshire A v e . Suite 2 0 0 Silver Spring. MD 2 0 9 0 4 SAINT P A U L S T R E E T B A L T I M O R E , M A R Y L A N D 21218 (301) 235-3450 \ COMPLETE PUBUC WORKS ENGINEERING, SURVEYING AND PLANNING S E R V I C E S LAW ENFORCEMENT: Organization/Management Studies BENGTSON, DeBELL, ELKIN & TITUS CONSULTING ENGINEERS, SURVEYORS, PIANNERS & LANDSCAPE ARCHITECTS Centreville. VA 703-631.9630 Woodbridge. VA 703-670-6400 Leesburg. VA 703-777-1258 Silrar Spring. MD 301-681-8515 Chief Seiection/Promotional Assessments Water. Wastewater, and Drainage Systems Richard W. Kobetz & Associates, Ltd. North Mountain R n e s T r a i n i n g Center Route Two Box 342 Winctiester, Virginia 22601 (703) 662-7288 iWuItipIe Engineering Utility Management and Finance Environmental Laboratories F R E D E R I C K G. GRIFFIN, P.C. Construction Management HDR Operation and iMaintenance Consulting Engineers :i229 WaltTlick Koad, Lynchburg, V A 24502 Henningson, JAMES M. MONTGOMERY (804.'2:)7-2()44l CONSULTING ENGINEERS, INC. Calilc Sii/ctj Ci.m- Reslon International Center, Suite 1130 Systems • E l c c l r i c a l iiaOO Sunrise Valley Drive. Reslon, VA 22091 Tcii'visiiin • I V D r o a d c a s l • P u b l i c municaiions .Systems • . \ l a r m Dt^ifin • K r d f r ; i ] C o m m u n i c a i i o n s Cummission \pplica- D u r h a m S. Richaridson O f f i c e s in Norfolk 1 8 0 4 - ^ 6 1 - 6 3 5 1 1 Alexandria [ 7 a 3 - 6 B 3 - 3 4 0 a ) a n d NaCionwide OFFICES THROUGHOUT THE U.S. AND OVERSEAS iiiiii I'n-pjiration • K.\iHTt Testimony and Wiirtsss iyOERAGHTY (S? MILLER, INC. ' Groiindwiilc'r Cimsullants Q z: < Wiley & Wilson DENVER Archtects Engneers 844 West Street S Y O S S E T , NY PALM BEACH GARDENS 2310 L a n g h o r n e R o a d P.O Lynctiburg, Virginia Public Administration Service to local, regional, and state governments since 1933 DC > 22 o THE 1497 Chain Bridge Road o Box 877 24505-0877 (804) 528-1901 Providing inanagement assistance and consultant services McLean. Virginia 22101 Panners HACKENSACK. NJ Annapolis, MD 21401 (301) 268-7730 o BATON ROUGE (703) 734-8970 GUY MAGUIRE. GROUP & DAVIS CONSULTING ENGINEERS WATER SUPPLY WASTEWATER TOXIC AND HAZARDOUS MATERIALS A Virginia Patton, Harris, Rust & A s s o c . a prolessional corpofalion Engineers . Surveyors . Planners Complete pfofessional s e r v i c e s for municipalities and public agencies Offices: 10523 r^ain StrGGt, Fairfax, Virginia 22030 (703) 273-8700 100 Soutti Main Street, Bridgewater. Virginia 22812 (703) 828-2616 109 West King Street. Leesburg Virginia 22075 (703) 777-3616 Architects • Engineers • Planners C E Maguire, Inc. 5203 Leesburg Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 B u s i n e s s Park Dr., Virginia B a a c h , VA 23462 (804) 497-6304 Regional offices Providence. Rl: Boston, M/t: Clearaaler. FL: Fl. Cliarlotle, NC: Dallas, TX: Falls Cliorch, VA: Florence, SC: Honololo, HI: Bloomtieid, NJ: New Britalo, CT: Pittsburgh, PA: Plioenii, AZ: Spartanburg, SC Virginia Beach. VA: \«faltham. MA. �Swedish Delegation Tours Fairfax County Cooperatives T h e Fairfax County Department of Housing and Community Development (HCD) liosted a reception and tour in late October of its recently developed housing cooperatives for six visiting members of the Swedish Parliament, representatives of S w e d e n ' s National Association of Tenant's Savings and Buildings Societies ( H S B ) , the Swedish Cooperative Institute and the Swedish National Board of Housing. The Fairfax County Redevelopment and Housing Authority ( R H A ) , staffed by H C D , is recognized nationally for its innovation in the development and financing of low and moderate income housing. R H A has been in the forefront of developing c o o p e r a t i v e l y - o w n e d projects sponsoring four cooperatives with a total of 477 units. It is one of a few housing authorities in the country working to establish public housing cooperatives. Through cooperative homeownership families work together to own and control their housing complex with one mortgage covering the entire development. By assuming more control of their living environment, housing cooperative members may contribute to lowering operating and administrative costs of their developments. Non-profit cooperative or mutual savings and building societies have been a mainstay of homeownership housing production in most Western European nations since World War II. In several countries, including the Scandinavian c o u n t r i e s , t h e s e building s o c i e t i e s have comprised between 25 percent and 50 percent of annual housing production in the post war period. Sweden's H S B is one of the oldest and largest of these societies. It w a s established in 1924 and comprises 30 percent of the nation's multifamily housing production. With other mutuals of Sweden, cooperatives currently comprise 44 percent of S w e d e n ' s multifamily housing production. W O L F E S A S S O C I A T E S , INC. Management . EXECUTIVE SEARCH . MANAGEMENT SYSTEMS . ORGANIZATION ANALYSIS Consultants PRODUCTrVITY IMPROVEMENT . SEMINARS / TRAINING CONTACT: J A M E S L. M E R C E R REGIONAL VICE PRESIDENT P.O. B O X 8 8 8 6 5 6 A T L A N T A , G E O R G I A 3 0 3 5 6 (404) 3 9 6 9 0 6 0 VML CALENDAR VML L E G I S L A T I V E DAY, Feb. 7,1985, Marriott Hotel, Richmond VML E X E C U T I V E C O M M I T T E E MEETING, Feb, 7 , 1 9 8 5 , Marriott Hotel, Richmond VML E X E C U T I V E C O M M I T T E E M E E T I N G , April 1 2 - 1 3 , 1 9 8 5 , Williamsburg VIRGINIA SECTION, INTERNATIONAL CITY MANAGEMENT A S S O C I A T I O N , May 1-4, 1985, Hyatt Richmond VIRGINIA BUILDING O F F I C I A L S A S SOCIATION - MID-YEAR MEETING, May 2 6 - 2 7 , 1985, Ramada Inn, Charlottesville MUNICIPAL E L E C T R I C POWER A S SOCIATION O F VIRGINIA, June 5 - 8 , 1985, Cavalier Hotel, Virginia Beach VML E X E C U T I V E C O M M I T T E E MEETING, July 12-13, 1985, Wintergreen S T A T E F I R E C H I E F S ASSOCIATION O F VIRGINIA, July 1 7 - 2 0 , 1985, Lynchburg Hilton VIRGINIA ASSOCIATION O F C H I E F S O F P O L I C E , Aug. 1 8 - 2 1 , 1985, Crystal City Gateway Marriott, Arlington VML E X E C U T I V E C O M M I T T E E MEETING, Sept. 22, 1985, Hotel R o a noke VIRGINIA MUNICIPAL L E A G U E 80TH ANNUAL C O N F E R E N C E , Sept. 2 2 - 2 4 , 1985, Hotel Roanoke VIRGINIA BUILDING O F F I C I A L S A S SOCIATION, Dec. 1-4, 1985, OMNI International Hotel VIRGINIA MUNICIPAL L E A G U E 81 S T ANNUAL C O N F E R E N C E , Sept. 2 1 - 2 3 , 1986, OMNI International Hotel, Norfolk VIRGINIA MUNICIPAL L E A G U E 82ND ANNUAL C O N F E R E N C E , Sept. 2 7 - 3 0 , 1987, R a d i s s o n Mark P l a z a , Alexandria R . W . BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 G r o v e Street Wellesley, M A 02181 (617) 2 3 7 ^ 8 7 0 1510 E. Colonial D r i v e Orlando, FL 32803 (305) 8 9 6 4 9 1 1 o FINANCIAL AND MANAGEMENT CONSULTANTS ; CAMP D R E S S E R & M c K E E • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental engineers, planners, & management scientists, consultants CDM MUNICIPAL ADVISORS INCORPORATED O . B O X 4S V I R C I . N I A B b A C H , \. 23458 «II4 422-1711 Q < o I- < o cc > 23 �PARSONS BRINCKERHOFF A CENTURY OF ENGINEERING EXCELLENCE ENGINEERS, PLANNERS, CONSTRUCTION MANAGERS SERVING VIRGINIA FOR nXifPD YPAO^ r t ^ n « 8200 Greensboro Drive McLean, VA 22102 703-442-7700 11 Koger Executive Center Norfoll<, VA 23502 804-466-1732 42 offict ;01153856011538560£ � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 20, Number 1 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource January 1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198501 https://www.virginiaroom.org/digital/files/original/69/6472/198502.pdf a69e48108a748a2eb62b733cff886456 PDF Text Text �ST. MARY'S HOSPITAL A Bon Secours Health Care Facility Richmond, Virginia ST. MARY'S OCCUPATIONAL HEALTH SERVICE INSURANCE CARRIER COST CONTAINMENT ST. M A R Y ' S OSHA COMPLIANCE PRODUCTIVITY MORALE CLIENT C O M P A N Y LET US JOIN YOUR TEAM WORKERS' COMPENSATION MEDICAL MANAGEMENT PRE-EMPLOYMENT - PRE-PLACEMENT M E D I C A L E X A M S O C C U P A T I O N A L MEDICINE SERVICES W O R K S I T E EMERGENCY T R A I N I N G EMPLOYEE H E A L T H P R O M O T I O N SERVICES C O N S U L T A T I O N - A S S I S T A N C E SERVICES O Q i ST. MARY'S OCCUPATIONAL HEALTH SERVICES i FOR I N F O R M A T I O N C A L L ^ (804) 2 8 1 - 8 5 2 3 z CC > �Virginia Editor Christine A. Everson Editorial Assistant Joni Terry &City Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre Volume 20 VML President Lawrence A. Davies Officers Samuel W. Adams III Robert T. Williams Martha V. Pennino Noel C. Taylor Executive Committee J . Willard Lineweaver Jack D. Edwards Dolores P. Lescure Sidney M. Oman William R, Hartz M. Stewart Koethcke Charles A. Robinson Jr. Executive Director R. Michael Amyx On the Cover The Chesterfield Industrial Development Authority recently issued a $1 million revenue bond enabling G. D. Package Machinery Inc., which sells and services high-speed packaging equipment to the tobacco industry, to build an important customer training area and to expand employee facilities. In the future, all development authorities will have to look closely at their bond issues due to the new limited bond allocations. You can read about the new allocations on page nine of this issue of Virginia Town & City. (Cover photo by Mark Mitchell.) VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfrents, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1985 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 February Number 2 1985 Using Computers in the General Assembly By Elizabeth Gawron Arlington County's computerized allowed timely input on legislative officials as well as the Arlington Assembly. communication system has issues and pleased county delegation at the General Call for Entries . . . VML's 1985 Achievement Award Program 9 New Rules for IDBs By J a m e s D. Campbell For the first time Virginia's local governments face annual limits on Industrial Development Bonds. Campbell explains Gov. Robb's allocation system. 12 The Season of Budgets By Julian F. Hirst As you brace to face the season of budgeting, you pause to consider the budget's underlying 18 19 Hirst asks that purposes. People Legal Guidelines Sovereign Immunity: Alive in Virginia By Howard W. Dobbins > t O Q o I< o > �ServingPiiblic Service Etiq>loyees]X^ M(HeG)st-EDkctive Health Benefits. Instead of paying liigher costs for health benefits or reducing coverage for employees, more municipalities are calling Blue Cross and Blue Sliield of Virginia. We've implemented some of the most cost- effective programs in the country. A n d we can put these programs to work for your municipality, regardless of its size, Call your local office of Blue Cross and Blue Sliield of Virginia. For die _ BlueCross« healthofyour employees. IjEw BlueShield, A n d your municipality. lir T»I c l • tjir\£\-n BlueQoSS&BlueSmela Ql Vllgima Richmond (HeaiiijHartcrsj/RoanokcVDristol/Maninsinlle/Dant'illcVLynchbtiro/Norjolk Neiii>oil NaiL^/Manassas/Petcrsburi^/Staimhm/Winchester/Clhirlottesi'ille LAW AND ORDINANCE CODIFICATION SERVICES Research - Revision - Publication Loose-leaf Supplement Service N HAL ISHERS 72 HINCHEY ROAD ROCHESTER, NEW YORK 14624 716/328-1810 • • �Using Computers in the General Assembly By Elizabeth "It's Thursday afternoon, and I still can't get these d machines to work!" T h o s e were my words during the opening days of the Virginia General Assembly in Richmond, and probably similar sentiments could be heard coming from the offices of other legislative liaisons using computers for the first time. The use of computers to assist with l e g i s l a t i v e support is a fairly new phenomenon in Virginia, but once mastered it becomes invaluable. Arlington County has equipped its a s sistant to the county manager, who works in Richmond full time during the General Assembly a s the the county's legislative liaison, with the most modern communication devices available. T h e purpose of the equipment is to facilitate fast and accurate communications between the liaison's Richmond office and the county. To be an effective legislative liaison at the General Assembly it is important to have information about specific bills at the right time and in the right place. Arlington initiated its computerized communication system for its legislative liaison during the 1984 session and expanded it for the 1985 session. Since Arlington already had equipment in the county office, start-up cost the county less than $1,000, but other localities could provide their liaisons with a basic computerized communication system for about $5,000. Arlington's system currently consists of the following elements: - a portable personal computer in Richmond, - a mainframe receiving system in the county, - connection with a national computer communication networl<, P T I N E T , and - the General Assembly Bill Service at both ends. Actually, two separate systems operate to relay from remote locations two primary types of information: (1) the impact of specific bills on the county is relayed between the legislative liaison and specific county departments, and (2) critical messages are sent between the legislative liaison, the county manager's office and the elected county b o a r d . (Arlington C o u n t y o p e r a t e s under the county manager plan, and its elected governing body is called the county board.) Gawron The first system is composed of a s t a n d - a l o n e p e r s o n a l c o m p u t e r in Richmond and the mainframe receiving system in the county manager's office. The liaison in Richmond receives and reviews the printed bills every day and notes which ones may have an impact on the county. That information is then typed into the computer and transmitted electronically to a personal computer station in the manager's office in Arlington. One person in the county manager's office has been designated to receive the information. This person makes copies of the printed bills, which are sent to the county manager's office by the state's Bill S e r v i c e , and distributes them to the appropriate department for comment. Each department has a designated legislative contact, and departments are given two days to respond to the bills they receive. Comments from the departments are then given to the a s sistant in the manager's office, transmitted electronically back to Richmond and received on the liaison's computer. These comments are then shared with state senators and delegates or are used to prepare testimony before committees and subcommittees. The second system consists of communication between the Richmond liaison and the county manager, the manager's staff or county board members. This system is designed to cut down on the time and energy lost by not being able to get through important m e s sages. It is often very difficult to get the person you need to talk to by telephone on the first, second or even third try. Also, during the General Assembly the liaison is not sitting in an office but is more likely to be in a committee or other type of meeting. In addition, the county manager or elected officials may be in the meetings or even out of town. The computer messaging system allows a person to receive or send important and detailed messages without having to speak directly to the other person and without going through a third party. This system u s e s the stand-alone personal computer but adds a direct electronic network called P T I N E T and the necessary communication software. The liaison checks the network three - continued next page O Q O o cc > �from page five - Public Power Financing .. Experience Innovation Commitment First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, NY 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward R Meyers, Vice President (212)909-2878 times a day to s e e if messages have been sent or received. The county manager, who carries his personal computer with him when he goes out of town, also checks his computer several times a day for messages. As an example of how efficiently and quickly the system works, during the 1984 session of the General Assembly the chairman of the county board was particularly interested in a meeting that was held in Richmond and w a s able to have information in hand within two hours of the meeting. T h e liaison entered a report on the meeting in the P T I N E T immediately after attending the meeting and sent it to the county manager. T h e manager had the report in hand to give the chairman of the county board in time for their meeting two hours later. All this without the need for direct personal communication. During the 1985 session, a "short" session, actions on bills started quickly and maintained a feverish pace. T h e one county board member who acts as the primary contact for board input on legislative matters w a s added to P T I N E T so the liaison could communicate directly through! the electronic network with the board member. At one point during the session, it was critical to get a message to the county board so they could call members of a committee about to vote on one of the county's top priority issues. T h e board legislative contact was out of town, but it was still possible to get her the message and have it received in time without a direct personal contact. Both systems have proven very effective for the county. The Arlington delegation at the General Assembly has been pleased with the support it has received from the liaison and the county departments during the General Assembly. When working with a legislative body, particularty the Virginia General A s sembly which holds such brief sessions, information, quick and accurate, is the most important commodity in town. About the Author Elizabetti Gawron is assistant to tfie county manager in Arlington County and has just completed her second year as the state legislative liaison for the county. Before coming to Arlington County Gav/ron worked for seven years with the National Association of Counties in Washington, DC, where she was project director for management training and development and served as a lobbyist on county government issues. Virginia Municipal Group Self Insurance Association A program designed to control your Workers' Compensation Costs. > t o $3.1 million in dividends returned Q O < O CC For more information contact: Margaret A . N i c h o l s , Administrator Virginia Municipal Group Self Insurance Association P . O . B o x 753 R i c h m o n d , V i r g i n i a 23206 (804) 649-8471 �. . . . . . . . achievement (a cliev' mailt) [OFr. achever, to fliusli; -n. 1. the act of achieving; the performance of an action 2. a thing achieved, esp. hy skill, work, courage, etc.; a successful accomplishment 3. a great or heroic deed; a feat; something accomplished hy valor or boldness award (a word') - vt. 1. to give as a result of judging; to grant or declare as merited or due; to bestow for performance or quality; to assign as the result of caxeful consideration, as to competitors i n any contest -21. 1. a judgement, or decision 2. something awarded, a prize call for entries . . . . The 1985 Virginia Municipal League Achievement Awards Program �Biclunond. The Virginia Municipal League announced, today the opening of its 1985 AcMevement Awards Competition and aU VML local governments are urged to enter. Has your locality successfully completed a program or project this year? Then you could he a winner i n the 1985 VML Achievement Awards Competition. I t doesn't matter if you represent a small town or a large city or county. There are categories for each, and it's quality the judges w i l l he looking for. Twelve awards w i l l he offered, so start working on your entry now. What has your locality accomplished this year? Why not tell us about it? Puirpose. . . . The goal of the annual VML Achievement Awards Program is to recognize and encourage innovation and excellence i n local government i n Virginia. The program provides the opportunity for VML member governments and their officials and employees to receive deserved recognition by their peers and various publics for superior and innovative efforts i n the profession of local government. I n addition, the program provides a means of sharing the best public service ideas i n Virginia, a forum whereby all those i n local government can learn. And, we hope by sharing our winning entries w i t h the public that we are building an image of Virginia's local governments, their officials and their employees as being competent and caring. o Q Z < •z. <: o H < Z CD DC > Basic qualifications. . . . A locality must be a member of the Virginia Municipal League to enter the competition. Entries must describe programs or projects brought to conclusion or showing significant results between January 1, 1984 and A p r i l 30, 1985. Each entry must have a cover page bearing the project or program title, the category of entry, the locality's name and the signature of the chief elected official. A l l entries must be typed double spaced and should not exceed eight pages. Black and white photos, art, news clippings, tables or charts, etc. may be attached as an appendix. Three complete copies of each entry must be submitted. Presentation Ai though the presentation of your entry w i l l not be the most Important consideration of the judges, it w i l l count. Therefore, your entry should have a neat appearance and should be clearly written. We suggest an introduction to include background information such as the need for your project or program, the origination of your project or program, a statement of your objectives or goals and other pertinent information. The major portion of the entry should clearly explain how your project was carried out or how your program operates, and the conclusion should clearly explain the results and/or any potential future impact. How your project was financed and staffed should also be included. Categories. . . . Twelve awards are available, one for towns and one for cities and counties i n each of the six areas that parallel VML's policy committees. Localities may enter i n all six categories but only once i n each category. The categories are as follows: Commimity Development. . . . Any program to improve the physical or economic vitality of the community, such as business development, construction projects, housing projects, urban renewal, downtown revLtalization or neighborhood development. Effective Government. . . . Any program to Improve the operation of government, such as management programs, employee programs or financial programs. Environmental Quality. . . . Any program to improve the environment such as beautlfication programs, planning and land use programs, sanitation programs, water or energy programs, preservation programs. Human Development. . . . A n y program to aid the community's citizens, such as educational programs, social service programs, employment programs, and recreational programs. Public Safety. . . . Any program to improve security i n the community, such as court programs, law enforcement programs, fire and rescue programs or emergency preparedness. Transportation. . . . Any program to Improve or develop transportation, such as traffic management, road and sidewalk Improvements, public transit. The judging All en- tries w i l l be reviewed by a VML screening committee and judged by a panel of three individuals selected for their competence and experience i n the field of local government. The judges may elect not to make an award i n a category should they deem none worthy, or they may elect to present a tie award. The a w a r d . . . . winjiers w i l l be presented w i t h the VML Achievement Award Pyramid Trophy and w i l l be recognized at the VML Annual Conference i n September. I n addition, summaries of the winning entries w i l l be published i n the September issue of V i r g i n i a Town fi* City. The deadline All en tries should be mailed to VML Achievement Awards, P.O. Box 753, Richmond, VA 23206 and must be postmarked by A p r i l 30, 1985. A l l entries become the property of the Virginia Municipal League. Questions. . . . Contact Christy Everson i n the VML Office at ( 8 0 4 ) 649-8471. �New Rules for IDBs By James Local governments will no longer have the privilege of using unlimited industrial development bonds. In 1984, the U.S. Congress passed the Deficit Reduction Act which restricts the issuance of private activity bonds in each state to an aggregate total of $150 per capita each year. Virginia, therefore, must live and operate with an $845.4 million statewide ceiling in 1985, and local governments will no longer have the privilege of using unlimited industrial development bonds. In response to this. Gov. Charles S . Robb recently issued Executive Order 54(85) to establish an allocation formula for the private activity bonds which can be issued by authorities in the commonwealth in calendar y e a r s 1985 and 1986. "Private activity bonds" are defined in Section 103(n) of the Internal Revenue Code a s tax exempt obligations and include industrial development bonds and student loan bonds. Certain bonds, however, are expressly excluded from the definition both in federal law and in the governor's executive order. To allocate the state bond monies among all issuing authorities, both state and local, in a manner to best promote the c o m m o n w e a l t h ' s interest. G o v . Robb initially divided the monies into three portions. First, $84.54 million ($15 per capita multiplied by the state's population) is available to state issuing authohties, such a s the Virginia Education Loan Authority, the Virginia Port Authority, the Small Business Authority, and the Virginia Agricultural Development Authority, and for projects of state or regional interest a s the govenor may determine. Second is the local allocation which totals $428.25 million in 1985. Each city and county may receive an allocation of $75 per capita or $1 million, whichever is greater. However, each city and county must reserve its allocation with the Department of Housing and Community Development by May 15 of each year, and localities which do not send proper notification will lose their annual allocation. Towns that wish to issue bonds must notify their respective counties of their intent. When such intent is expressed by the town council by March 1, the county must distribute its local allocation to the requesting town based on a pro rata share according to population. Finally, the remainder of the state monies is designated a s "state reserve." In calendar year 1985, this initially amounts to $332.61 million. D. Campbell The governing body of each locality is allowed flexibility in issuing private activity bonds, but financing for basic employment projects is encouraged. Each locality may devise its own method to determine what projects will be funded, however, all locally allocated bonds must be issued by Oct. 15 of each year or the allocations will revert to the state reserve. In other words, "use it (by Oct. 15) or lose it!" The state reserve, which is intended to assist in the economic development of the commonwealth a s a whole, will certainly be a focal point for many bond issuing authorities. T h e governing body of any locality or state issuing authority may request additional bond allocations from the state reserve. T h e Department of Housing and Community Development, a s the allocation administrator, will receive and evaluate these requests four times a year and award additional allocations by approximately March 15, June 1, Sept. 1 and Nov. 1 of each year. None of these allocations can exceed $10 million per project. Certain requests for bonds from the state reserve could receive immediate approval and allocation. To qualify for immediate allocation all three of the following criteria must be met: 1. the project to be funded must be a basic employment project, 2. the requesting locality must certify that 90 percent of its local allocation has been used to fund basic employment projects, and 3. the project to be funded must create a minimum of 100 jobs in Virginia. Most requests for allocations from the state reserve must be evaluated by DHCD utilizing the State Reserve Point System a s stipulated in the executive order. During each allocation period, projects will be ranked based on the number of points they are assigned. Bond issuing authority will be granted for the ranked projects until the state reserve for that period is exhausted. Any project not receiving an allocation from the state reserve in any period may reapply in subsequent periods. It is important to note that any bonds allocated from the state reserve must be issued within 90 days, or by Dec. 12 for the last allocation period, or the allocation will automatically revert to the state reserve again. Through the ranking system each project will be assigned a specified - continued next page O Q o o DC > �number of points based on certain criteria. Tfie first phase of thie system a s signs specific points according to the characteristics of the proposed projects. A maximum of 750 points could be awarded according to these criteria: - Project T y p e - B a s i c employment projects will receive 300 points. Exempt projects a s defined by the executive order are assigned 150 points while supporting employment projects accrue 0 points. ( S e e definitions.) - Use of Local Allocation - When 90 percent or more of a locality's local allocation has been used to fund basic employment projects, requests to the state reserve will receive 200 points. Localities that use 66 percent to 89 percent of their local allocation on basic employment projects obtain 100 points. All other requests are given 0 points. - Urban Enterprise Zone - A project will receive 75 points If It Is located within a designated Urban Enterprise Zone. - Virginia Certification Program If a locality Is certified under the Virginia Community Certification Program It will receive 75 points. A community that is enrolled in the Community Certification Program but not yet certified will receive 15 points. - lUlulti-Jurisdictional Support - If a project Is supported by two or more contiguous localities and one or more jurisdictions revert a portion of their local allocation to the state reserve, It will earn 100 points. In the second phase of the ranking system, five criteria will be evaluated and projects will be ranked relative to the other projects being reviewed during the period. T h e s e five criteria could yield a maximum of 1,000 points to a project. - Number of J o b s (maximum of 375 points) - T h e net number of new jobs created in Virginia will be counted. Jobs resulting from proj- STATE R E S E R V E POINT SYSTEM 1. Project Type Basic Employment Exempt Supporting Employment 2. Use of Local Allocation 90% or more for Basic Employment Projects 66% to 8 9 % for Basic Employment Projects L e s s than 6 6 % for Basic Employment Projects 3. Virginia Community Certification Program Certified Community Enrolled 4. Location in Urban Enterprise Zone o Q < Z o gc 5. Multi-Jurisdictional Project SUBTOTAL 10 300 150 0 200 200 100 0 75 75 15 75 100 750 6. Number of Jobs Created (Net) or Retained 375 7. Unemployment Rate 225 8. Wages Per Employee 150 9. Percent of Total Project to be Financed with other than Private Activity Bonds 150 10. Assessed Value of Real Property > Maximum Points 300 SUBTOTAL 100 1,000 - - - - ects relocating within Virginia will not be counted. Where there Is a significant threat that existing jobs will be lost to Virginia due to relocation or obsolescence, the preservation of such jobs will be counted a s If they were new jobs. Unemployment Rate (maximum of 225 points) - Unemployment statistics a s determined by the Virginia Employment Commission will be used to rank projects for each locality for this criteria. Wages Per Employee (maximum 150 points) - This factor will be calculated by dividing the total payroll of the proposed project by the total number of employees to yield wages per employee. Private Financing - (maximum 150 points) - This criteria will review the portion of the project which is financed with funds other than tax exempt bonds. Projects having the highest percentage of "other financing" will receive the maximum number of points. A s s e s s e d Value of Real Property (maximum 100 points) - Scoring for this factor will Involve ranking projects according to assessed value of the real property in terms of land and buildings involved In each project. This factor will give special emphasis to projects which entail the largest investment and which In turn will produce the greatest tax revenues for the locality. Gov. Robb's executive order presumes that historical patterns will remain true and that bond Issues in Virginia will exhaust the commonwealth's legal limit. However, it makes provisions to ensure Virginia uses Its full bonding capacity during 1985 and 1986 by ordering that any bond monies which remain In the state reserve after Nov. 14 be awarded to projects in the following priority order: 1. Local government exempt projects (water, sewer or solid waste disposal, or pollution control facility projects), when the locality has committed 10 percent of the project cost or 10 percent of its local allocation, whichever is less, to the project, and projects of any of the state issuing authorities. 2. Exempt projects of the Virginia Port Authority. 3. Public utility projects which are exempt. 4. Private sector projects which are exempt. 5. All other exempt projects. 6. Any other projects ranked according to the State Reserve Point S y s tem. 7. Student loan bonds. �This allocation system requires several affirmative actions by local governments including notice of intentions to use local allocations and reporting to D H C D witfiin five days of any completed bond issue. These steps are designed to benefit the entire commonwealth. T h e s y s t e m guarantees that every local government can issue private activity bonds if it so desires, and that the state will maximize its economic development through the use of its full amount of bonds available each year. DEFINITIONS B a s i c Employment Projects - those facilities that bring new income into Virginia's economy, stimulate additional employment and are the basis for further economic growth. Goods or services which are sold outside the boundaries of an area or are paid for with funds from outside an area are considered "exports." Export industries are considered to be the commonwealth's basic employers. E x amples of basic employment projects Include manufacturing, mining, regional distribution or warehousing centers, research and development firms, corporate headquarters or regional offices, major tourist facilities, large-scale agricultural or fishing operations, and port-related activities. Exempt Projects - Activities exempt from the $10 million small-issue limitation which because of private entity tax ownership are subject to the state ceiling. This includes the following: - sport facilities - convention or trade show facilities - airports, docks, wharves, mass commuting facilities, and parking facilities - sewage and solid waste disposal facilities, facilities for local furnishing of electric energy or gas - air or water facilities, including pollution control facilities - certain facilities for the furnishing of water - qualified mass commuting vehicles - local district heating and cooling facilities - industrial parks Issued - Private activity bonds issued within the meaning of Section 103 of the Internal Revenue Code and applicable regulations promulgated thereunder. Local Allocation - That portion of the state ceiling initially allocated to each county, city and town in Virginia. Private Activity Bonds - Obligations issued by the commonwealth and its political subdivisions which constitute private activity bonds, a s defined in Section 103 (n) of the Internal Revenue Code, and which are not exempt from the state ceiling. State Allocation - That portion of the state ceiling allocated to state issuing authorities or projects of state or regional interest a s determined by the governor. State Ceiling - T h e amount of private activity bonds that the commonwealth may issue in 1985 or 1986, a s the c a s e may be. State Reserve - That portion of the state ceiling not included in the local allocation or state allocation. Supporting Employment Projects Those facilities which primarily serve the local economy, such a s retail and wholesale trade, contract construction, i n s u r a n c e , real e s t a t e , medical and other services. Marketplace General Manager Greenville Utilities C o m m i s s i o n , Greenville, NC. Directs total operation of electric, water, sewer and natural gas s y s t e m s s e r v i n g 28,500 e l e c t r i c , 13,500 water/ sewer and 4,500 gas customers, $60 million annual budget, 250 employees. All s y s t e m s expanding. Requires engineering, b u s i n e s s or public administration degree and five years municipal or utility management experience. Salary commensurate with exp. Excellent fringe benefits. Send resume and salary history to L o u i s H. Z i n c o n e , G r e e n v i l l e Utilities Commission, P.O. Box 1847, Greenville, NC 27835 by March 1, 1985. About the Author James D. Campbell is VML's Director of Intergovernmental Affairs and worked with the governor's staff in development of the allocation system. Correction Please note the following correction to tine Product & Services Guide in the December 1984 issue of Virginia Town & City. Under Hazardous Materials Containment & Clean Up Supplies, the telephone number of Adair Distributing of Chester should read (804) 748-2651. Market Makers and Investment Bankers O Q Z < Salomon Brothers Inc Member of M a j o r Securities and Commodities Exchanges One New Yorl< P l a z a , New Y o r k , N . Y . 10004 z o o > 11 �The Season of Budgets By Julian F. Hirst o Q Z < z: i CD > 12 The December glittering decorations, colored tree lights and weathered door wreaths have disappeared into storage for yet another year. Across the land of local governments " 'tis the season to be jolly" has changed regrettably t o " 'tis the season for budgeting." Mr. S. Claus, of white beard and red suit fame, has retreated to the isolation and security of the North Pole. There he has no known telephone (even under divestiture) and apparently receives mail only in Novembers and Decembers. He understands, and wisely so, the vast difference between passing out dolls, candy, home computers and skateboards and allocating the gifts of dollars in local budgets. After each of his renowned December 24th deliveries, Mr. Claus rides rapidly off into the dark of night merrily shouting "Ho Ho Ho!" 'Tis no wonder he stays popular. He doesn't stay around for the aftermath. He holds no public hearings, receives no threatening petitions and doesn't listen to citizen groups pulling at corners of dollar bills. With eyes that twinkle, Mr. Claus distributes his gifts where he wants, gives a whistle to his team and flies out of town. Locally elected officials dividing the budget among the citizenry can't fly off into the night with "Ho Ho Ho's" resounding. They must hang with the budgeting to the bitter end, and even thereafter. 'Tis not the season to be jolly and budget work offers no glitter or glamour. The duty is a m e t h o d i c a l struggle column by column, line by line and sheet by sheet, then back again over and over. We cannot lay our fingers beside our nose, rise up the chimney and be off in a sleigh. The task is here and must be met, item upon endless item. Once we accept that local budgets, like the taxation which supports them, are inevitable, and we brace to face the season, there may be value in pausing for a moment to think about what underlies the drawing together of budgets. Two thoughts quickly rise to the surface. One is the reminder that a budget has purpose, or purposes. The other flags to our awareness that the preparation pro- cedure is so center to how government operates and what government means. Both of these thoughts are worth briefly exploring. After all, our annual budgets are the most important set of papers put together in the course of local government life. Municipal and county budgets serve two purposes. The first is obvious and comes quickly to mind. An annual budget's initial purpose is to be the exacting accountability through the year ahead of what revenues, source by source, are to be received, and how, line by line and dollar by dollar, those responsible are to expend these revenues. To the accountant's eyes, these are the c o l d f a c t s of the b u s i n e s s of government. And it is a business, let no one mistake. The budget is the carved-in-stone prescription of what is to be done, and twelve months from now everyone best be sure the numbers come out right. Periodically through the year and then at the end, actual experience is tested against the budget. This is accountability for the receipt and expenditure of public funds, and from its regal and respected throne, the budget would tell you such to be its purpose. However, there is a second purpose which the budget and its process can serve. Unfortunately for our citizens, our jurisdictions and for us in the process, the tendency is to become so consumed by the first purpose that we negligently allow the second to go by in default, or near default. We have flexibility either to ignore this purpose or to reach out and exercise it to the fullest advantage. Most often our choice within that range determines the true merit of both the budget and the process by which it is produced. The budget is, or can be, a planning document. There are thoughtful people who feel this really is the more valuable purpose. This form of planning means searching throughout the public services represented, examining the public programs of the government, studying revenues beyond the formality of the numbers, measuring the skills and abilities of personnel, reviewing human needs, determining capital project aims and much more. Into all of this is blended appraisal of the levels of quantities and qualities both in place and as would be desired. These ingredients combine to be weighed in balance with what are perceived to be the directions and goals of the community and its government. This constructive mixing and all the thought that goes into it is planning within the opportunistic environment of the budget process. Such planning serves not just for the one budget year ahead, but offers and encourages the ability to look and project into the seasons and years further beyond. As all of this is carefully and beneficially kneaded, the budget acquires the purpose of being the key instrument by which the locality realistically projects its future. How we place our money, from the smallest service up to the largest project, tells of our community concerns, guides our emphasis and forms the groundwork for services and projects for the years ahead. Ideas and goals translated into dollars later e m e r g e as a c c o m p l i s h m e n t s . People, called personnel, become positions listed by lines and numbers and then flow out as the essential deliverers of services and activities. Dreams are formed through budgets, while hopes can be dashed when the money won't stretch. But, year by year, budgets with the deeds they make possible build one upon another. Thus a community moves to do better and to do more. There is no book on the subject of annual budget preparation that prescribes exactly what to do step by step and day by day throughout the procedure. Each locality has its own techniques. The preparation procedure for the town of Wise certainly is different from that of the town of Onancock. Martinsville's procedure varies from that of Fairfax County, and Williamsburg's varies from Harrisonburg's. Such technique and procedural differences are partly attributable to jurisdiction size, partly due to dollar volume, partly a matter of scope of activities and partly guided by local law requirements. Each of these in part determines the flow of the process town by town, city by city and county by county. Ask anyone associated with any aspect of an annual budget process how the overall document is formed and odds are the first part of their explanation will be the segment or role in which they directly are involved. That is human nature, but it helps also in understanding the many people and forces that contribute to record, equip and influence the product. So often budget formation is perceived as the task of technicians. Excruciatingly it is, whether it's one page or reams of paper fed from a computer. With some an annual budget is molded in a month or so. With others, the end of preparing for one fiscal year flows unin- �terrupted into gearing up for tlie next. T h e range of technicians r e a c h e s wide, from the crew foreman or office supervisor who prepares and submits an estimate of unit requirements, to the administrator who finally presents the completed work. A s technicians, however, these people should never be reg a r d e d , nor regard t h e m s e l v e s , a s robots shuffling data. To the technicians is an obligation in the second purpose of budgeting. Planning and knowlege of a sensitivity to the county, city or town constantly should guide their budgeting actions. A s the procedure of budget making is appraised in theory and from locality to locality in practice, one quickly realizes that there is a centerpiece in the total process which is highly significant. T h e centerpiece is the local elected governing body. Town and city councils and boards of supervisors across the state in the final analysis make the law that makes the budget real and in place. T h e moment they vote the budget, they have put their imprint on a year of life in the community. If we believe in the planning purpose of financial budgeting, that imprint reaches even further ahead upon years more distant. T h e significance of the governing body is not just in the final vote. Far from it. To understand the guidance of the governing body in budget content and procedure one must look far back. For as a board or council meeting by meeting addresses the ongoing business of the government and citizens, it directly and indirectly sets policies and defines goals for the future. T h e public is speaking through their elected representatives. Democracy is performing. Those voices form the sensitivity and a w a r e n e s s so critical in molding the dollars of budgets into instruments of objectives and accomplishments. How the governing body is involved or not involved in the step by step process of the budget document development conspicuously v a r i e s from place to place, and again there are no rules or decrees for all. Undoubtedly there are magi of high wisdom who can offer vast advice, but after all is said and done, the key to the process is what works best in each city hall and courthouse. T h r e e cautionary points are worth noting. Point one is called "procedural comfort." This is the domain of the governing body. Council and board members must feel satisfaction and assurance in how the process works. Assurance has to include confidence in the technicians deep in the process. A council or board may be stretched in all directions on decisions that must be made, and they may agonize those decisions long after the adopting vote and the dust has settled. That kind of political pain is part of life. But, the discomfort should not be in how the budget is formed, its completeness, or the dependability of what is received. The degree of comfort or discomfort often determines when and where the governing body enters the annual proc e s s . It also often defines whether theirs is a trying and time consuming job of details or an opportunity of policies and directions. Point two concerns consideration by the board or council a s to how well and where it best projects its own ideas and ambitions into the budget which blueprints the community's present and future. This influence may accumulate and flow continuously from meeting to meeting, or it may be injected a s a part of the actual step by step process. Whatever the course, the final stage arrives when document in hand the people's elected representatives view the total package, receive the public hearings and strive toward the vote of adoption. The final of the three points concerns accountability. Few among us are without consciousness of the intensity of private and public accountability for monies which h a s grown in recent years. Giant corporations, small businesses, colleges, hospitals, accounting firms and more, all have experienced the s e v e r e tightening of controls on funds. With that h a s come the a s signment of inescapable responsibility for accounting. Accountability goes beyond simply balancing the bank statement. It add r e s s e s the equities of revenue re- AD IT A I Vi/MnilMU sources and the allocations of those resources. How public dollars are administered and how policies are set and monitored which govern that administration is of paramount regard. In its relationship to the budgeting process and in its decisions on a budget for enactment, the governing body, representing the public and as the centerpiece of the procedure, has to become assured that full and accurate accountability is being met on the bottom line. That is their responsibility. In my opinion, Virginia's local governments have performed well in budget making over the many years of repres e n t i n g a n d s e r v i n g their p u b l i c s . Through good times and bad times, the acceptance of this obligation year by year has been a key to the fiscal soundness of the counties, cities and towns, a factor of shared pride. We have strayed far from St. Nick who shakes like a bowl full of jelly when he laughs. His is the pleasure of escape, ours the rigor of reality, with very little laughter. T h e receipt and delivery of the public dollar is a matter of complexity and consequence; the season of budgeting is one of perplexity and pathos a s the search goes on among the revenue projections for tidings of joy. Even if happy tidings are not found in the maze of numbers, nevertheless challenge and real opportunity exist to create through the instruments of budgets the planning for the future. Having performed in a fiscally responsible manner and having infused and charged the budget with policies of direction and vision, we give our communities the best of gifts. About the Author Julian F. Hirst is well known in Virginia local government. He has served as manager in Pearisburg, Pulaski, Martinsville and Roanoke, VA. In addition, tie served as VML's executive director from 1973 to 1975. Currently, he is city manager in Norfolk, VA. B R A N C H E S : 1201 C A V A L I E R B O U L E V A R D C H E S A P E A K E , VIRGINIA 23323 804-4S5'4485 1009 D E L A W A R E S T . S A L E M , VA 24153 703-389-6673 9002 MOUNTAIN ROAD RICHMOND, VIRGINIA 23228 804-262-7341 C O M P L E T E LINES O F EQUIPMENT FOR MUNICIPAL GOVERNMENTS HIGHWAY — Chemical Spreaders LINK BELT — Cranes - Excavators LAYTON MFG. CO. — Asphalt Pavers RICHMOND MFG. CO. — Horizontal Boring Machines MENZI-MUCK — Climbing Hoe MITRY — Hydraulic Cutter KOBELCO — Rubber Tired Loaders DYNAPAC — Vibratory Rollers - Compactors GIANT VAC — Leaf Collectors DAVEY — Air Compressors RO CORP. — Hydraulic Cranes PEABODY-BARNES — Pumps H O Q Z < z < z o > 13 �Jim Dunstan, who has many years experience in teaching executive development programs, will focus on business and government relations and managing the media at the Senior Executive Institute. His career has included work in the business community as well as the public sector and the political arena. Managing Change or The Art of Chinese Baseball > O Q O (3 DC > 14 Managing in today's environment is similar to playing C h i n e s e baseball. Chinese baseball, I'm told, is almost exactly like its American counterpart. Three strikes you're out, nine innings of play, nine to a side and so on. The one difference occurs when ball meets bat. Once the ball is in play, the fielders can move the bases anywhere they want, presenting some pretty interesting and confusing choices for the batterP The parallel to managing should be clear. T h e " b a s e s " in our current environment are constantly changing. A s the rules of the game change, it bec o m e s difficult for public officials to know which way to run. Issues such a s limits of public liability, comparable worth in compensation and relative merits of contracting out services present important but unclear choices. Recent management trends such a s pay for performance, quality circles and strategic planning are appealing on the surface, but their effectiveness isn't yet clear. Many managers find it difficult to keep up, yet the need is to do more than "keep up." Public managers must look ahead and Identify future issues and opportunities, and that requires new management skills and roles. The University of Virginia's Institute of Government is offering a new executive development program to help senior local government administrators improve their ability to deal with current and future challenges. Entitled "Senior Executive Institute: Leadership for Today and Tomorrow," the program will run from July 2 1 , 1985 through August 2,1985 and take place in the university's law school facilities with food and lodging on site. Its overall purpose is to help managers analyze issues and trends and to enhance their abilities to lead in today's changing environment. Open to experienced local government managers from around the country, it promises to be exciting, unusual and challenging. What Makes S E I Different? There are, of course, many executive development programs in existence today. What makes this one different? First, it is being designed with input from the managers it will serve. Senior E x ecutive Institute staff have talked with dozens of local government managers during the past two years, and an advisory committee of 11 current or former managers is helping design the program. T h i s environment guarantees practical and timely topics. Second, among the faculty and participants will be individuals with private sector experience. This mix will create an exciting climate not found in most executive programs. Public managers will be able to test their ideas with those on the private side, and each should gain a greater appreciation for how the other thinks and manages. Third, the program will offer many different learning activities, from case studies and lecture/discussions to small group problem-solving exercises and panel discussions. In addition, each participant will receive structured feedback on his or her managerial strengths and needs. Thus, S E I will help managers a s s e s s themselves and set their own goals for future growth. 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Fairfax Professional Building Suite 7 3545 Cham Bridge Road Fairfax, VA 22030 (703) 385-0200 Wastes Your Ad Could Appear Here Call: 804-649-8471 VA Surveyors Water, Wastewater, Solid Wastes, Soi],s & Foundations L a n d Development Site Plans Residential, Commercial & industrial Subdivisions. R o a d , Dams, Airports 1933 Fort Ave. Lynchburg, VA 24501 {804)847-7796 PARSONS 1^7.%" BRINCKERHOFF Corynrucuon Since 1885 8200 Greensboro Drive McLean, VA 22102 T03-442-T700 One Penn Plaza New York, NY 10119 212-613-5000 Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies • 140 S y l v a n Avenue, P.O. B o x 1218 Englevvood C l i l l s , N . J , 07632 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o P a r l i a m e n t D r i v e , S u i t e 101 Virginia B e a c h , V a 23462 804-499-8508 37 offices worldwide CONSULTING ENGINEERS o 611 Research Road Q P.O. Box 2901 Richmond, V i r g i n i a 23235 ;„,, BUCK, SEIFERT & JOST, INCORPORATED , Consulting Engineers Managers 11 Koger Executive Center Norfolk, VA 23502 804-466-1732 BoDiE, T A Y L O R AND P U R YEAR, INC. 2500 Waco Street • Richmond, Virginia 23229 .. FAIRFAX STUDIES • SITE PLANMNG AND R. STUART ROVER & ASSOCIATES, INC. 804-282-7657 R e s t o n , Virgrnra 2 2 0 9 0 (7031 4 7 1 6 1 5 0 804/599-5511 CORPOflATION ARCHITECTS + ENGINEERS WASTE WORKS N O R F O L K Engineers • P l a n n e r s • PROFESSIONAL 1 1 2 6 0 Roger B a c o n Drive P.O. Box 13048 Norfolk. VA 23506 (604) 461-0155 Hurt & Proffitt, Inc. A HAZARDOUS PO BOX4800-4800W HUNDRED RO • CHESTER.VA-304 748-8746 AND ENGINEERS Since 1914 - PUBLIC 804-794-6823 oaf H/il. INC. / b i o n e t i c s /.,..,„... A N A L Y T I C A L L A B O R A T O R I E S COMPLETE ENGINEERING SERVICES Municipal a n d Industrial Waste Treatment, Power Systems, Structures, Solid Wastes, Water R e s o u r c e s , Water S u p p l y a n d Treatment, Transportation, Hazardous Waste Management 1941 R o l a n d C l a r k e P l a c e . R e s t o n . V A 2 2 0 9 1 5 o HAZARDOUS WASTE ANALYSES LID WASTE CHAHACTERIZATION ITHIAL DISCHARGE SAMPLING/ANALY5IS o > EHTIFIED BACTERIOLOGICAL ANALYSES 703/620-5200 15 �w R A L P H WHITEHEAD ti A S S O C I A T E S Consulting Engineers Consulting Industrial and BRIOQES • HIGHWAYS • RAILROADS • RAIL & BUS TRANSIT • A I R P O R T S QU^^p^ BRANCH O F F I C E S INCORPORATED 3300 NE Expressway, Atlanta, GA 30341 1314 Lincoln Street, Columbia, S C 29201 (404) 452-0797 (803)256-3590 Dames & Moore Water Supply and P jllution Control Solid and Hazardous Waste Management Environmental Impact Studies Water Resources Management Energy Studies Soils and Foundation Engineering QBRIENGGEnE Engineers Environmental 1936 East Seventh Street P. O. Box 35624 Chariotte, North Carolina 28235 704-372-1885 Laboratories E N G I N E E R S , INC. Municipal Syracuse, NY (315) 451-4700 1531 North Mam Street B l a c l ^ s b u r g , Virginia 2 4 0 6 0 Nine regional o f f i c e s s e r v i n g the (703)552-5548 Norttieast, S o u t h , Mid-Atlantic a n d Midwest. ENGINEERS Finkbeiner, Pettis & Strout, Limited • ARCHITECTS SURVEYORS • • • Betliesda, Maryland 20814 (301) 652-2215 • SCIENTISTS GreanUorne (f O'Mara, Inc. Consulting Engineers 1 0 7 1 0 U E E HlOHWAY, S U I T S 2 0 2 7101 Wisconsin Avenue PLANNERS PHOTOGRAMMETRISTS 2301 West Meadowview Road Greenst>oro, North Carolina 27407 (919) 292-2271 FAIRFAX, VlROINIA 2 2 0 3 0 Also Offices In: Toledo, Akron & Cleveland, Ohio IE: 1703) 3 0 5 - 9 8 0 0 7700 FALLS LEESBURG PIKE SUITE 302 CHURCH,VA. 22043 703/893-0711 B o u / e Enctinsenna CarfDormian consultina enQineers • • Metcalf&Eddy • • Water Wastewater Resource Recovery Transportation WHITMAN, REQUARDT AND ASSOCIATES a 'ngincers 2315 SAINT P A U L S T R E E T •AATER, V/ASTEVJATER, SITE DEVELOPMENT, STRUCTURAL DRAINAGE,FLOOD CONTROL STREETS , HIGHWAYS,BRIDGES DESIGN , MARINAS 111 2 0 New Hampshire Ave. BALTIMORE, MARYLAND 21218 Suite 2 0 0 Silver Spring, MD 2 0 9 0 4 (301) 2 3 5 - 3 4 5 0 COMPI^TE PUBUC WORKS ENGINEERING, SURVEYING AND PLANNING SERVICES GUY & DAVIS CONSULTING BENGTSON, DeBELL, ELKIN & TITUS CONSULTING ENGINEERS, SURVEYORS, PLANNERS & LANDSCAPE ARCHITECTS Cenlreville, VA Leesburg. VA 703-777-1258 703.6319630 Silver Spring. MD 301-681-8515 Woodbridge. VA 703 670-6400 ENGINEERS Water, Wastewater, and Drainage Systems WATER S U P P L Y WASTEWATER T O X I C AND HAZARDOUS M A T E R I A L S Multiple Engineering Utility Management and Finance Environmental Laboratories Construction Management F R E D E R I C K G. GRIFFIN, P.C. Operation and Maintenance Consulting Engineers JAMES M. MONTGOMERY CONSULTING ENGINEERS, INC. :i229 WatiTlick Koad, Lynchburg, V A 24.502 1804/237-2044) Reston International Center, Suite 1130 11800 Sunrise Valley Drive. Reston, VA 22091 (able Ti-lfvisiiin • lA llniadcasl • I'ublic Safety Ciimmunicalioas SysU-m.s • Alarm Systi-m.s • Kloi-trical IX'sinn • t'cdiTiJ ('Dmnmnicatiiins Commis.siim .\ppiicatiiiii l*R'p;u-aliini • KxiH-rt 'IVstimoiiy ;in(l Widn-Ks 4W GERAGKYY "^^(S? MILLER, INC. Groumlwdler (3 > 16 Planners Langhorne Road P 0. Box 877 Lynchburg Virginia 24505-0877 (804) 528-1901 Public Administration Service Providing management a s s i s t a n c e and consultant s e r v i c e s to local, regional, and state governments s i n c e 1 9 3 3 1497 Engineers 2310 PALM BEACH GARDENS C h a i n Bridge R o a d M c L e a n , Virginia 2 2 1 0 1 < Architects HACKENSACK, NJ A n n a p o l i s , MD 2 1 4 0 1 268-7730 Wiley & Wilson DENVER S Y O S S E T . NY o o BATON ROUGE 844 West Street (301) Q Z < Coiisuluuus ^ OFFICES THTOUQHPUT TM U A AND (703) 734-8970 © THE MAGUIRE GROUP > HDR Henningson, Dur^ham S. R i c h a r d s o n Anchiceccure Engineering Planning Systems Sninnres A Offices m Norfolk |BOd-^B-l-B3511 Alexandria [ 7 0 3 - B S 3 - 3 ^ a D ] a n d Nacionwide Patton, Harris, Rust & Assoc. a c r c l e s s i o n a l coroo-ation Engineers . Surveyors Planners Complele prolessional services tor municipalities and public agencies Virginia Offices; 10523 Main Street. Fairfax. Virginia 22030 (703) 273-8700 100 South Main Street, Bridgewater, Virginia 22812 (703) 828-2616 109 West King Street. Leesburg. Virginia 22075 (703) 777-3616 Architects • Engineers • Planners C E Maguire, Inc. 5203 Leesburg Pike, Falls Cliurch, VA 22041 (703) 998-0100 207 B u s i n e s s Park Dr., Virginia B e a c l l , VA 23462 (804) 497-6304 Regional offices Providence, Rl: Boston. fVIA: Cleanvater. FL: Ft. Charlotte. NC: Dallas. TX: Falls Ctiurch. VA: Florence. SC: Hnnolulo. HI: BloomlielO, NJ: New Britain, CT: Pittsburgli, PA: Phoenix. AZ: Spartanburg. SC Virginia Beach. VA: Wallham. r«A. �University of Virginia, counselor to Gov. Robb and expert on state and U.S. constitutions. Managing from page 14 gram: demonstrated excellence in the classroom and knowledge of public sector issues. Some of this year's faculty will include W a y n e A n d e r s o n , distinguished professor of public administration at George Mason University, a city manager for two decades, secretary of administration and finance for Virginia and executive director of the U.S. Advisory Commission on Intergovernmental Relations; Ray Haas, vice president for administration at the University of Virginia, former president of the West Virginia League of Municipalities and a professor of business administration at West Virginia University; Bob Matson, dean of the Federal Executive Institute; Chong Pak, professor of public administration at Virginia Commonwealth University, directorofthe Virginia Executive Institute and frequent consultant to local governments; Jim Dunstan, professor of business administration at the University of Virginia Darden S c h o o l and former director of public utilities for the Virginia State Corporation Commission; J a c k Edwards, professor of government at the College of William and Mary, m e m b e r and past c h a i r m a n of the J a m e s City County Board of Supervisors and member of the Virginia Municipal League Executive Committee; and Dick Howard, professor of law at the What is the Actual Program? The program will be fast paced and challenging. Three formal sessions will take place each day, with ample time for study, informal discussions with visiting executives and exercise. Participants will form "executive study teams" to analyze c a s e s and exchange ideas. A s s e s s m e n t s of managerial style and health habits will provide useful feedback. A health hazard appraisal and optional physical fitness program are some of the special features. Actual topics to be addressed at S E I include motivating employees and involving citizens; managing an increasingly well-educated workforce; adapting advanced technology to the workplace; dealing with multiple constituencies; keeping up with changes in legal, management and financial areas; working effectively with governing boards and working with other governments, businesses and the media. In addition, optional s e s s i o n s will cover career a s sessment, entrepreneurship and team building. Benefits to Governing Boards The time and money invested in attending S E I will not be s m a l l , and elected officials will want to know how W O L F E & A S S O C I A T E S , INC. Management . EXECUTIVE SEARCH . MANAGEMENT SYSTEMS . ORGANIZATION ANALYSIS Consultanfs PRODUCTIVITY IMPROVEMENT . SEMINARS / TRAINING the program will benefit them as well a s their communities. T h e most obvious answer is that managers who attend the program will be better executives and more effective leaders. They will learn from faculty and other successful managers. Information exchanges that take place at such programs are always one of the most valued aspects. Participating m a n a g e r s will bring back to their communities useful information from private-sector managers and faculty. In an era emphasizing economic development and contracting out for services, it is imperative for public managers to understand business people and to develop ways of working effectively with them. Most important for governing boards, S E I will help managers improve their ability to work with elected officials. Many managers comment that their college training helped them learn the technical aspects of their work but failed to adequately prepare them to deal with the political nature of public management. At S E I , this critical area will be central to the entire program. In an environment a s demanding and turbulent a s is today's the relationship between managers and elected officials is especially important. Without working well together, neither can hope to keep up with all those changing bases. 'For more on the chailerige of managing wfien tfie rules of the game continually change, see "Management and the Art of Chinese Baseball," by Ralph G. H. Sui, in the Sloan Management Review, Spring 1978. FINANCIAL AND MANAGEMENT CONSULTANTS C O N T A C T : J A M E S L. M E R C E R REGIONAL VICE PRESIDENT P.O. B O X 8 8 8 6 5 6 A T L A N T A , G E O R G I A 3 0 3 5 6 (404) 3 9 6 - 9 0 6 0 R . W . BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 G r o v e Street Wellesley, M A 02181 (617) 2 3 7 ^ 8 7 0 • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • E x e c u t i v e S e a r c h and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED r O. B O X 4n \IK(,INIA BEACH, \ SII4 422-1711 2.-i43« 1510 E. Colonial D r i v e Orlando, FL 32803 (305) 896-1911 YARGER AND ASSOCIATES, INC. CAMP D R E S S E R & M c K E E Position Ciasslficalion and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental engineers, scientists, planners, & management consultants Over 700 Surveys Our 32itd Year CDM 2830 M a r y S t r e e t F a l l s C h u r c h , V a . 22042 703/560-6900 �people central records and data processing, as commander of the Staff Services Division, and as assistant chief, deputy chief and acting chief. He has also lectured at law enforcement agencies in more than 20 states and had numerous law enforcement articles published. Jaycees Honor Town Employees Bentley Takes Front Royal Post B r a c k e n r i d g e H. B e n t l e y , who served as town manager of Vienna for the past seven years, has assumed the manager's position in Front Royal. Bentley holds a bachelor's degree from the University of Nebraska at Omaha and a master's of public administration from Roosevelt University in Chicago. In addition, he has completed the majority of requirements for a doctorate in public administration from Nova University in Fort Lauderdale, FL. Prior to his position in Vienna, Bentley served as village manager of Streamwood, IL, for three years and as village manager and superintendent of public worl<s in Fox River Grove, IL, for two years. o Q < z < z o DC > 18 Fairfax County Chief Retires Fairfax County Chief of Police Col. Carroll D. Buracker retired this month at the age of 42 to establish a management consulting firm in law enforcement and security. Buracker has more than 20 years of law enforcement experience and has served as Fairfax County's chief of police since 1981. He was first employed by the county police department in 1966. During his t e n u r e , Buracker served In numerous capacities including as an officer in the patrol division and in the detective division, as supervisor of Three employees of the town of Vienna, Steven W. Faett, Glenn M. Cornell and J o h n K i n g , have received V i e n n a J a y c e e s ' 1984 Outstanding Young Citizens of the Year awards for contributions to the community. Faett is a dispatcher in the Vienna Police Department. He was one of the original members of the police department's Explorer Post, and he now serves as the Explorers' advisor and assists In their training. Cornell has worked in the Parks Maintenance Division for more than four years. He is an active member of the Virginia Parks and Recreation Society and a representative on the Life Be in It Committee which promotes recreation throughout Northern Virginia. King has worked in the Sanitation Department for more than five years. He has shared his enthusiasm for sports by coaching basketball and girls' softball in the Vienna area. NVTC Taps Davis, Snyder T h o m a s M. Davis III, Fairfax County board member, has been appointed chairman of the Northern Virginia Transportation Commission, and George T. Snyder Jr., city of Fairfax mayor, has been appointed secretary-treasurer. The commission is a regional authority established to coordinate transportation issues in Arlington and Fairfax counties and the cities of Alexandria, Falls Church and Fairfax. S e n d your "people n e w s " to Virginia T o w n & City, P . O . B o x 7 5 3 , Richmond, VA 2 3 2 0 6 . Former Ashland Mayor Dies James Enos Ray, a former mayor of Ashland and local lawyer, died at home at the age of 71 in November. A native of Ashland, Ray was elected mayor in 1945 and served until 1960. He had also served as attorney for Hanover County from 1952 until 1969. Ray was a graduate of RandolphMacon College and earned his law degree from the University of Virginia. He served on the Ashland Town Council from 1938 until 1940 when he entered the Army. New Member Joins Beach Team Virginia Beach has added a new member to its convention promotion team. She's cute, doesn't eat much and extremely huggable. According to Hugh C. Barton, manager of the Virginia Beach Convention Bureau, everyone thinks she's adorable. She's GInny Beach, a "water baby" made of vinyl and filled with about two quarts of water. Ginny has already attended the Greater Washington Society of Association Executives' "Springtime in the Park," and Ginny and her brother, Sandy Beach, attended Meeting World '84, Water babies will attend future trade shows, where some lucky meeting planners will become foster parents. Also, each water baby, according to the designer, is said to have a "little secret" which makes it unique. Crewe Chooses New Manager Dennis SIzemore, a 29-year old native of North Carolina, has been named manager of Crewe. SIzemore has lived in Crewe for the past two years. He is a graduate of Appalachian State University in Boone, N C , a n d h o l d s a d e g r e e in b i o chemistry. V. C. Bozman was serving as acting town manager. �Legcil Guidelines By Howard VML Legal W. Dobbins, Counsel Sovereign I m m u n i t y : Alive i n V i r g i n i a T h e d o c t r i n e of s o v e r e i g n i m m u n i t y , originally based on the ancient English c o n c e p t that t h e k i n g c o u l d d o no w r o n g , h a s lately c o m e u n d e r r e p e a t e d a t t a c k s in this c o u n t r y a n d e v e n totally a b o l i s h e d in s o m e s t a t e s . V i r g i n i a , h o w e v e r , h a s e n d e a v o r e d to retain it a l t h o u g h o u r S u p r e m e C o u r t h a s b e e n s t r u g g l i n g to r e c o n c i l e the often c o n f l i c t i n g o b j e c t i v e s of p r o t e c t i n g g o v e r n m e n t a n d g o v e r n m e n t a l officials f r o m v e x a t i o u s litigation w h i l e p r o v i d i n g relief for t h e public f r o m i n d i v i d u a l injury c a u s e d by t o r t i o u s c o n d u c t of g o v e r n m e n t e m p l o y e e s . T r a d i t i o n a l l y in V i r g i n i a i m m u n i t y h a s b e e n a f f o r d e d for a c t i o n s t a k e n purs u a n t to " g o v e r n m e n t a l d u t i e s " and liability h a s b e e n i m p o s e d in c a s e s of "proprietary functions," a distinction w h i c h h a s b e e n c o n t r o v e r s i a l a n d perp l e x i n g to l a w y e r s a n d j u d g e s a l i k e . N o t until t h e 1 9 8 0 d e c i s i o n of Freeman v. Norfolk, 221 V a . 5 7 , 2 6 6 S . E . 2 d 8 8 5 , were those two opposing functions c l e a r l y d e f i n e d . If a g o v e r n m e n t a l b o d y a s s u m e s a role w h i c h c a n be a n d f r e q u e n t l y is o c c u p i e d by a p r i v a t e p e r s o n , its a c t s in p u r s u a n c e t h e r e o f a r e c o n s i d e r e d p r o p r i e t a r y in n a t u r e a n d not p r o t e c t e d . If its a c t i o n s s t e m f r o m a c tivities w h i c h a r e in t h e p e r f o r m a n c e of a d u t y i m p o s e d by s t a t u t e a n d not norm a l l y u n d e r t a k e n by p r i v a t e p e r s o n s , t h o s e actions are g o v e r n m e n t a l and therefore privileged. This pronouncem e n t a p p e a r s to present an unders t a n d a b l e blueprint for d e t e r m i n i n g w h e n s o v e r e i g n i m m u n i t y is a v a i l a b l e to a government. S o m u c h for g o v e r n m e n t itself, but h o w is this principle a p p l i e d to g o v e r n m e n t a l officials w h o act for their g o v e r n m e n t s ? T h i s a r e a of V i r g i n i a law has become more and more complex a n d ill-defined. In a 1 9 6 0 c a s e a local s c h o o l b o a r d w a s h e l d to be an a r m of t h e c o m m o n w e a l t h a n d t h e r e f o r e its a c t s i m m u n e f r o m liability for n e g l i g e n c e , b u t in 1 9 6 8 o u r c o u r t h e l d a t e a c h e r e m p l o y e d by t h e c o u n t y s c h o o l b o a r d liable to a pupil injured w h i l e u s i n g a p o w e r t o o l . In a 1 9 8 0 d e c i s i o n , l o n g t i m e m e m b e r s of a h o s p i t a l m e d i c a l f a c ulty w e r e s u b j e c t e d to liability for t h e i r n e g l i g e n t acts b e c a u s e t h e y e x e r c i s e d c o m p l e t e d i s c r e t i o n in their w o r k . O n l y t w o y e a r s later, in 1 9 8 2 , the c o u r t h e l d a school superintendent and principal imm u n e f r o m l i a b i l i t y b e c a u s e of t h e s u p e r v i s o r y a n d d i s c r e t i o n a r y n a t u r e of their w o r k . Little w o n d e r that this c o n f u s i o n s p a w n e d litigation a n d g a v e rise to t h e o f t - r e p e a t e d c o m p l a i n t by g o v e r n m e n t a l officials that t h e d o c t r i n e of s o v e r e i g n i m m u n i t y in V i r g i n i a w a s s e v e r e l y ill, p e r h a p s m o r t a l l y . W i t h o u r law in this m u d d l e , t h e c a s e s of Messina v. Burden a n d Armstrong v. Johnson, Va., 321 S.E. 2d 657, were h e a r d by t h e V i r g i n i a S u p r e m e C o u r t a n d w e r e d e c i d e d in a j o i n t o p i n i o n issued Oct. 12, 1984. In Messina, t h e plaintiff, a n a c t o r in a play b e i n g p e r f o r m e d at a c o m m u n i t y c o l l e g e t h e a t e r , t r i p p e d a n d fell. T h e defendant. Burden, was superintendent of b u i l d i n g s for t h e c o l l e g e a n d a c t i n g w i t h i n t h e s c o p e of his e m p l o y m e n t ; it w a s his d u t y to m a i n t a i n a n d s u p e r v i s e m a i n t e n a n c e of t h e c o l l e g e b u i l d i n g s . M e s s i n a ' s a m e n d e d c o m p l a i n t d i d not a l l e g e that B u r d e n w a s a c t i n g w i t h i n t h e s c o p e of his e m p l o y m e n t or that he h a d supervisory responsibilities. Burden's p l e a of s o v e r e i g n i m m u n i t y w a s s u s t a i n e d by t h e trial c o u r t . T h e o t h e r plaintiff, A r m s t r o n g , w a s injured w h e n he s t e p p e d o n a d e f e c t i v e m a n h o l e c o v e r in a n A r l i n g t o n C o u n t y street. H e s u e d J o h n s o n , chief of t h e o p e r a t i o n s d i v i s i o n of t h e c o u n t y ' s d e p a r t m e n t of p u b l i c w o r k s . J o h n s o n ' s a d m i n i s t r a t i o n of a n u m b e r of s e c t i o n s of that d e p a r t m e n t i n v o l v e d his a p p l i c a t i o n of e n g i n e e r i n g k n o w l e d g e a n d s k i l l s . F u r t h e r m o r e , J o h n s o n h a d w i d e latitude in e x e r c i s i n g i n d e p e n d e n t j u d g e m e n t , s u b j e c t o n l y to a d m i n i s t r a t i v e r e v i e w by t h e c o u n t y ' s d i r e c t o r of public t r a n s p o r t a t i o n . J o h n s o n ' s p l e a of i m m u n i t y w a s a l s o s u s t a i n e d by t h e trial c o u r t o n t h e b a s i s that t h e c o u n t y w a s a n integral part of t h e c o m m o n w e a l t h a n d f u r t h e r that h e a c t e d a s a n " e x e c u t i v e o f f i c e r . " T h e t w o c a s e s b r o u g h t into f o c u s t w o vital q u e s t i o n s : first, w h e t h e r s o v e r e i g n i m m u n i t y a p p l i e s to local g o v e r n m e n t s a n d their officials w i t h t h e s a m e f o r c e a s it d o e s to t h e c o m m o n w e a l t h itself; a n d , s e c o n d , to w h a t e x t e n t e m p l o y e e s of e x e m p t e m p l o y e r s a r e liable for t h e i r o w n acts of n e g l i g e n c e in light of f o r m e r Virginia decisions. T h e m a j o r i t y o p i n i o n w r i t t e n by J u s tice T h o m a s , t h e n e w e s t j u s t i c e o n t h e c o u r t , will p e r h a p s g i v e s t u d e n t s of o u r c o u r t s y s t e m s o m e insight into J u s t i c e T h o m a s ' j u d i c i a l p h i l o s o p h y a n d ability. T h e o p i n i o n d e m o n s t r a t e s a s i n c e r e effort to c l e a r t h e air o n t h e s u b j e c t of s o v e r e i g n i m m u n i t y . In his w o r d s , d e spite contrary suggestions "the doctrine of s o v e r e i g n i m m u n i t y is alive a n d well in Virginia" and has never been abolished by t h e c o u r t or d i m i n i s h e d by t h e G e n eral A s s e m b l y . C i t i n g h o r n b o o k r e a s o n s for t h e n e c e s s i t y of retaining t h e d o c t r i n e , t h e m a j o r i t y (a s u b s t a n t i a l 5 to 2 ) , first s t a t e d u n e q u i v o c a l l y that b e c a u s e t h e s t a t e c a n act o n l y t h r o u g h its officials and employees, the employees are, t h e r e f o r e , e n t i t l e d to i m m u n i t y p r o v i d i n g t h e y act w i t h i n t h e s c o p e of a u t h o r i t y at t h e t i m e of d o i n g or failing to d o t h e act c o m p l a i n e d of. S e c o n d , t h e o p i n i o n h o l d s t h a t local g o v e r n m e n t s a n d a g e n cies a n d their e m p l o y e e s must be a v a i l e d of t h e s a m e i m m u n i t y a s that a f f o r d e d to t h e c o m m o n w e a l t h a n d h i g h officials thereof. Third, w h e n acting w i t h i n t h e s c o p e of a u t h o r i t y , an e m ployee performing a governmental funct i o n for t h e e m p l o y e r is e x e m p t for his or her o w n n e g l i g e n c e in t h e p e r f o r m a n c e of t h o s e d u t i e s w h e t h e r of not t h o s e duties included supervision and socalled "executive duties." T h e s e p a r a t e c o n c u r r i n g o p i n i o n of J u s t i c e Poff w h i c h e x p r e s s e s his o w n i n d e p e n d e n t v i e w s s h o u l d be particularly e n c o u r a g i n g to officials of local g o v e r n m e n t . J u s t i c e Poff w r o t e that he w o u l d e x t e n d t h e d o c t r i n e to t h e c o m m o n w e a l t h , c o u n t i e s , cities a n d t o w n s , a n d to all d e p a r t m e n t s , a g e n c i e s a n d o t h e r p u b l i c b o d i e s c r e a t e d by a n y level of g o v e r n m e n t a s w e l l a s to chief exe c u t i v e officers a n d legislators at e v e r y level, all j u d i c i a l officers, a n d all o t h e r e m p l o y e e s of e v e r y l e v e l of g o v e r n m e n t . H e a d d e d that all lawful c r e a t i o n s of g o v e r n m e n t s h o u l d be i m m u n e f r o m liability f r o m d a m a g e s a r i s i n g out of u n i n t e n t i o n a l torts c o m m i t t e d in t h e perf o r m a n c e of a j u d g m e n t a l or d i s c r e t i o n a r y d u t y w i t h i n t h e s c o p e of e m p l o y m e n t w i t h o u t r e g a r d to w h e t h e r t h e m i s f e a s a n c e or n o n f e a s a n c e is s i m p l e or g r o s s . Y e s , V i r g i n i a , t h e r e is a s o v e r e i g n i m m u n i t y d o c t r i n e . T h e recent c a s e s of Messina a n d Johnson demonstrate a s y m p a t h y by t h e m a j o r i t y of o u r c o u r t for its r e t e n t i o n a n d e v e n for s o m e e x p a n s i o n of t h e d o c t r i n e . W e s h o u l d t a k e c o m f o r t f r o m this j u d i c i a l e x p r e s s i o n b e c a u s e local g o v e r n m e n t n e e d s p r o t e c t i o n f r o m v e x a t i o u s litigation a n d c a p a b l e c i t i z e n s n e e d to be e n c o u r a g e d to s e r v e a t a l l l e v e l s of g o v e r n m e n t . Messina a n d Johnson are good m e d icine for t h e c a u t i o u s c i t i z e n w h o is reluctant to e x p o s e h i m s e l f to litigation for p o t e n t i a l b a d j u d g m e n t or, in s o m e i n s t a n c e s , e v e n after t h e e x e r c i s e of g o o d judgment. > H O Q O I- < Z o DC > 19 �Specify a Protection Pacicage That Guarantees Machine Performance The next time you let equipment bids, ask for more than just prices. Specify a package that protects your agency against downtime and its associated expenses . . . in writing. PLUS 3 is a free package offered when you purchase any one of 27 Cat machines commonly used in governmental applications. It provides you with three-way protection which includes: Parts Availability. We guarantee you'll have any Cat part you order to keep your machine running within 48 hours, or you get that part free. Machine Availability. We'll have your machine ready to work within 48 hours after we start repairs. If not, you get a leaner machine, or a credit for rental charge of an equivalent machine. Extended power train warranty. Power train components are guaranteed for three years or 5,000 service hours, whichever occurs first. And should failure occur due to manufacturer's defects in workmanship or ma- . terials, we'll repair it free of charge. By specifying PLUS 3 your bidding process, you'll assure yourself of the best protection possible, and a better way to serve your taxpayers and keep your operation running smoothly. P L U S 3... T h e Right K i n d of A n s w e r f r o m C a t ER MACHINERY CO., INC. Salet Is 6011538560 _ llWarrenton • Fishersville • Richmond • Chesapeake, VA l'l538field • Lewisburg • Pineville, WV Caterpillar, Cat and CH are Trademarks of Caterpillar Tractor Co. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 20, Number 2 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource February 1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198502 https://www.virginiaroom.org/digital/files/original/69/6473/198503.pdf 65385717eaadfc0f53dd33a82d6cd025 PDF Text Text Thirteen East Franklin �PARSONS BRINCKERHOFF A CENTURY OF ENGINEERING EXCELLENCE 18th Street Renovation, Bus Maintenance Rehabilitation, Norfolk International Master Plan, Design, 1 f - 9 5 Environmental ' for High Occupancy Facility—Inspection, and Construction Services Terminal and Inspection Impact Vehicle Studies Lanes ENGINEERS, PLANNERS, CONSTRUCTION MANAGERS SERVING VIRGINIA FOR OVER 30 YEARS 8200 Greensboro Drive McLean. VA 22102 703-442-7700 n KogerExecutive Norfolk. VA 23502 804-466-1732 Center 42 offices worldwide �Virginia Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre *City March 1985 Volume 20 VML President Lawrence A, Davies Number 3 4 People 5 Virginia Resources Authority Issues Bonds Officers Samuel W. Adams III Robert T. Williams Martha V. Pennino Noel C . Taylor By Christy Everson and Katharine Tracy Executive Committee J . Willard Lineweaver J a c k D. Edwards Dolores P. Lescure Sidney M. Oman William R. Hartz M. Stewart Koethcke Charles A. Robinson J r . 8 11 Executive Director R. Michael Amyx On the Cover This Greek Revival townhouse will soon become the new headquarters of the Virginia Municipal League. Located at 13 East Franklin St., VML's new home fulfills all the wishes on VML's building "wish list." R e a d about it on page 13 of this issue of Virginia Town & City. Privatization By Kevin G. Quinn Center Insert 13 16 Call for Entries . . . VML's 1984 Achievement Awards Program VIVIL's Legislative Report Thirteen East Franklin By Christy Everson Auditor's Report Reveals Potential Harm of Federal Budget Cuts By Mary Jo Fields VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfrents, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1985 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 18 Strategic Planning Survey Will Direct League By Christy Everson 22 Marketplace 23 Commentary: Ethics and the Public Official O Q Z < o By Carol Amato o > �People Martinsville, Luray Appoint Managers Donald A. Smith, previously town manager of Luray, is tfie new assistant town manager of Warrenton. Smithi, 53, fiad served as Luray's town manager since December 1975. Earlier in fiis career he had been an assistant town manager and manager of Vinton. George B r o w n has been appointed city manager of Martinsville. He had been serving as Martinsville's acting city manager since January when Don Edmonds resigned. Brown, 57, holds an engineering degree from Virginia Polytechnic Institute and State University and has served the city in various capacities since his employment in 1951 as city engineer. He was assistant city manager and director of public works before becoming acting city manager. Pioneer Manager Dies i n Richmond > o Q O h< O > One of the first city managers in the nation, Henry Alexander Yancey, recently died in Richmond at the age of 89. Yancey was a native of Waynesboro and a civil engineer. He was working as Charlottesville's director of public works in 1925 when he was hired as that city's manager. Charlottesville followed Staunton's lead in hiring a professional to run its day-to-day activities. After seven years in Charlottesville, he became city manager of Petersburg and remained there until 1935 when he began a notable career in North Carolina. From 1935 to 1943 he served as city manager of Durham, and from 1943 to 1946 he was manager of Greensboro. He served as manager of Charlotte from 1946 until his retirement In 1959. Yancey was a member of the American Society of Civil Engineers and the North Carolina Society of Civil Engineers, past president of the City Managers Association of North Carolina and past vice president of the International City Managers Association. He had moved to Richmond last year. Fairfax County Honors Employees Fairfax County's board of supervisors has honored four county government employees for outstanding performance by presenting them with the highest honor the county bestows on its employees. Larry Clark, Joe B. McLemore, R. Barry T h o m p s o n and Deborah Whitt were selected by a citizen committee to receive the A. Heath Onthank Award, named for the first chairman of the Fairfax County Civil Service Commission. Clark, master police officer. Mason District Police Station, helped to increase the number of neighborhood watch programs in his district from 60 to 110. The crime rate has decreased d r a m a t i c a l l y thanks to citizen participation in the program, which has all o w e d t h e f o r c e to o p e r a t e m o r e efficiently and cost-effectively. McLemore, assistant building supervisor, McLean High School, was honored for his work on the Area III Custodian Committee. He was instrumental in launching a newsletter and in organizing a basketball team. His most outstanding project was a detailed, hardbound custodian yearbook to which he contributed a large amount of offduty time and attention. Thompson, deputy director, design review, put in 49 days of intense effort upon discovering 17 families caught in a dilemma when a developer stopped work on their houses just short of completion. Thompson coordinated work with county offices, public utilities, the Veteran's Administration and mortgage companies in addition to making hundreds of calls and numerous personal visits until the last of the families were settled into their new homes. Whitt, systems analyst, research and statistics, combined her understanding of field inspection requirements and complex administrative procedures with her systems analysis skills to produce an automated inspection permit system which received national recognition. Each of the award recipients was given a plaque and a $2,000 cash award. Belton Fills League Position Byron B. Belton Jr. joined the VML staff on Feb. 11 as pressman/clerk. He replaced Robert E. Holmes who resigned after two years with the league. Belton has nine years of experience in the printing field and was trained in his craft at the Richmond Technical Center. A native of Richmond, Belton, 27, and his wife, Yolanda, are the parents of one son, 20-month-old Byron B. Belton III. Henneberry Hired In Alexandria Paul D. Henneberry is the city of Alexandria's new deputy director of finance. Henneberry served as deputy comptroller of the U.S. Coast Guard for three years prior to accepting his new position. He holds a master's degree in financial management and has 14 years of experience in the financial field. McLaren Takes Chesapeake Post The city of Chesapeake has hired Gary McLaren as its new economic development director. McLaren, 32, replaces P. Hunter Cox Jr. who resigned in November. He previously served as director of industrial development in Florence County, SC. Fairfax County Appoints Granfield Lt. Col. J o h n E. Granfleld has been appointed to serve as acting chief of police for Fairfax County. He will serve in the absence of Col. Carroll D. Buracker, chief of police since 1981, who has retired. Granfleld holds a bachelor's degree in public a d m i n i s t r a t i o n from George Mason University and joined the Fairfax County Police Department in 1969. Prior to his appointment he served as deputy chief of police for operations. Former Mayor Dies H a r o l d A. B u t t e r w o r t h , f o r m e r Hopewell mayor, has died. Butterworth was appointed to city council in Hopewell in 1962 and was elected in 1964 and 1968 to four-year terms. After a two-year absence, he was re-elected to another four-year term in 1974 and completed 16 years of service to the city. S e n d your "people n e w s " to Virginia Town & City, P.O. B o x 7 5 3 , Richmond, VA 2 3 2 0 6 . �Virginia Resources Authority Issues Bonds By Christy Everson and Katherine Tracy "To help local governments meet the challenge of providing adequate water and wastewater facilities, Virginia has taken the innovative approach of establishing the Virginia Water and Sewer Assistance Authority. The authority's program will help build a healthy environment and a strong base for future growth of industry and population." Gov. Charles S. Robb In May 1985, several Virginia local governments will receive funds totaling in excess of $30 million to finance water and sewer projects. T h e s e will be the proceeds from the Virginia Resources Authority's (nee Virginia Water and Sewer Assistance Authority) first bond sale. Sometime in the fall, the authority will undertake its second bond sale a s it attempts to a s s u a g e the commonwealth's water and wastewater treatment needs. Members of the State Water Study Commission and other government officials, both state and local, have been aware for many years of the condition of the commonwealth's infrastructure. Aging distribution systems, outmoded sewage treatment facilities, detehorating sewer pipes and inadequate water supply are apparent in many of Virginia's communities and attest to the growing need to assist localities in financing water and wastewater treatment projects. The Department of Health and the State Water Control Board estimate that through the year 2000 Virginia's communities will need $1.75 billion for water supply s y s t e m s and $2.1 billion for wastewater treatment plants, and these estimates are expected to be increased once 1984 survey information is tabulated. Years of underinvestment have taken their toll, and the need to accommodate new growth will press its demands. In addition. Congress, through the Clean Water Act, has demanded fishable, swimmable waters by July 1, 1988. The act also requires that publicly owned treatment works achieve secondary treatment of receiving stream standards. T h e act carries with it a national price tag of $100 billion. The needs of Virginia's water and sewer facilities vary from the modest request of a town in Southside Virginia for funds to replace the hood on a spirogester at the sewage treatment plant to the need of an urban county for $100 million to build a new treatment plant. While the majority of projects needed in Virginia involve more than a half million dollars, in many instances a few thousand dollars could make a difference in a community's quality of life or potential for economic growth. In the past, water s y s t e m s were funded from federal and state grants, state and local general obligation and limited obligation debt, property and utility taxes, sales contracts and user fees and charges. Today, the trend is toward shifting financial responsibility from taxpayers to system users. Meanwhile, federal funding for wastewater treatment is being phased out, and the E n vironmental Protection Agency has reduced its share of costs under the Construction Grants Program to 55 percent from 75 percent and eliminated grants for planning and design costs and for construction of future growth capacity. A s a result, various new funding approaches are being tested across the nation. Among these are the creation of "banks" to provide low cost loans, interest rate s u b s i d i e s for taxable debt issued by states and localities, joint action water supply projects through intergovernmental efforts, divesting systems through the sale or transfer of ownership to independent authorities or through privatization and the creation of state water finance agencies to provide varying degrees of financial intermediation for local issuers. In Virginia, the 1984 General A s sembly created the Virginia Water and Sewer Assistance Authority which began operation this past July under the direction of Executive Director S . D. (Hap) Gardner Jr. Its purpose is "to encourage the investment of both public and private funds and to make loans and grants available to local governments to finance water and sewer projects." The name change to Virginia Resources Authority came during the 1985 session. The authority is empowered to sell up to $300 million in revenue bonds to support its program, and when this initial cap is reached, the authority will return to the General Assembly for approval of additional bond issues. T h e General >O Q Z < z o o cc > �o Q Z < z o o > A s s e m b l y appropriated $ 1 1 2 , 5 0 0 In start-up money and already several public hearings have been conducted around the state to acquaint officials and the public with the authority's operating procedures. One hearing, April 2 in Richmond, remains to be held. Work is already underway on the authority's first two bond issues. Series A, the authority's initial series of bonds scheduled for issue In May, will finance water and sewer projects of local governments whose credit ratings are sufficient to enable the authority more readily to establish a market presence and acceptability at a financing cost acceptable to the authority. Participating local governments were required to have an A rating or better from either Standard & Poor's Corp. or Moody's Investors Service for their utility systems or general obligation indebtedness. S e r i e s B is scheduled for issue in September or October 1985 and will be for localities lacking sufficient credit standing to be able to access capital markets without credit enhancements. They may be less than A rated or nonrated. Volume will be based on demand and projects will be selected on the basis of environmental and financial criteria. Applications for this issue will be taken in May, however, letters of request are accepted at any time. The function of the authority is to provide credit assistance to local governments through a central borrowing agency. T h e focus is to achieve economies in marketing of local government securities by pooling their relatively unknown credits into a large bond issue designed to reach a national market. Obligations of the authority do not constitute a pledge of the full faith and credit of the commonwealth but rather the moral obligation of the commonwealth, and legislation establishes a mechanism for the state to provide appropriations on an annual basis to make up for any shortfall in capital reserve funds created to secure outstanding loans. T h e authority's bonds are payable in the first instance by the user fees of the participating localities, and local governments are obligated to the authority to the extent of their borrowing. The authority is governed by a board of directors which includes Edwin J o s e p h , Hampton, chairman; J . Lewis Rawls Jr., Suffolk, vice chairman; Robert H. Callis Jr., Virginia Beach; Richard D. Collins, Richmond; Eugene S . Hearl, Grundy; and Patricia C . Watt, McLean. Ex-officio members of the board include C. J . Boehm, state treasurer; Richard N. Burton, executive director of the State Water Control Board; and J a m e s B. Kenley, state health commissioner. The national investment banking firm, Kidder, Peabody & Co. Inc., serves a s financial advisor to the authority and formulates rules and regulations for the selection of projects for e a c h bond issue. Intended bond issues will be announced in the Virginia Register and through public advertising and mailouts. A citizens advisory subcommittee was formed in January 1985 to provide additional input to the authority on localities' needs. Representatives from several statewide organizations, including the Virginia Municipal League, serve on the subcommittee and meet regularly to a d v i s e the authority. C h i n c o t e a g u e Mayor Anthony Stasio represents VML on this subcommittee. Other organizations represented on the subcommittee include the Virginia Association of Counties, the Consulting Engineers Council of Virginia, the Department of Health, the Department of Housing & Community Development, the E c o n o m i c Development Administration, the F a r m e r s Home Administration, the State Water Control Board, the Virginia Association of Planning District Commissions, the Virginia Governmental Finance Officers Association, the Virginia Society of Professional E n gineers and the Virginia Water Project Inc. The authority is working closely with other agencies, both state and federal, to ensure that money loaned by the authority is put to the best use. Some of these agencies include the Department of Housing and Urban Development, the Environmental Protection Agency and the U.S. Soil Conservation Service. In addition, the authority is participating in Gov. Robb's C h e s a p e a k e Bay Initiatives. Funds have tieen made available through the initiatives to assist in areas such a s infiltration, inflow abatement and d e c h l o r i n a t i o n . Initiative money cannot be used in meeting local share of construction costs under E P A , and when initiative money is granted, localities must supply 4 5 percent in matching funds. The authority plans to issue bonds once or perhaps twice a year if time allows. While the authority cannot solve all water and sewer infrastructure problems in the commonwealth, it will serve to lessen the burden on local governments a s it provides assistance in meeting safe water requirements and economic growth needs through its loan programs. For more information about the authority, call or write Shockley D. Gardner Jr., Executive Director, Virginia Water and Sewer Assistance Authority, P.O. Box 1300, Richmond, VA 23210; (804) 788-8174. About the Authors Christy Everson is director of communications for the Virginia f\/1unicipal League and editor of VIRGINIA TOWN & CITY. Katherine Tracy is administrative assistant for the Virginia Water and Sewer Assistance Authority. Vii^inia's Consulting Engineers The following Consulting Engineers Council of Virginia member firms sponsored the ad on the facing page. Anderson & Associates, Inc. Blacksburg, Virginia Austin Brockenbrough & Associates Chester, Virginia The C E G G Partnership Virginia Beach, Virginia C E K , Inc. Richmond, Virginia Clean Water Engineers, Inc. Fincastle, Virginia The DeYoung-Johnson Group, Inc. Williamsburg, Virginia Guy & Davis, Consulting Engineers Burke, Virginia Harris, Norman & Giles Richmond, Virginia Hayes, Seay, Mattern & Mattern Roanoke, Virginia Hoggard-Eure Associates Portsmouth, Virginia IVIattern & Craig Consulting Engineers Roanoke, Virginia Roache, IVIercer & Faison, Inc. Richmond, Virginia Rollins & Associates, P.O. Virginia Beach, Virginia R. Stuart Royer & Associates, Inc. Richmond, Virginia R. L. Sutherland, Jr., Geotechnical Engineer Abingdon, Virginia Mathew J . Thompson, III, Consulting Engineer, Inc. Newport News, Virginia Thompson & Litton, Inc. Wise, Virginia Vansant & Gusler, Inc. Norfolk, Virginia VVKR, Incorporated Alexandria, Virginia Richard L. Williams Consulting Engineer, Inc. Roanoke, Virginia McKinney and Walker Ashland, Virginia �ENGINEERING IS AN INGENIOUS INGREDIENT Henrico County Government Center Especially in selecting a site. Site selection can hinge on engineering decisions. Will the earth and site typography require excessive excavation and foundation expenditures? Will the water supply be adequate five years from now? Will waste treatment and environmental requirements pose a problem? Only qualified, independent engineers can give you the objective, accurate answers to these pre-selection questions...just as only specialized, independent engineers can provide the structural safety efficient operation, and human comfort components of the facility itself. For a list by states of ACEC qualified engineering firms, and a new illustrated brochure on the services they offer, write to Consulting Engineers Council of Virginia, Inc. 611 Research Road Richmond, VA 23236 (Telephone 804-794-6822) Virginia's Consulting Engineers o Q 5 < z o > �Privatization By Kevin G. Quinn "Under the appropriate circumstances, privatization can be the most cost effective method available to government for providing public services." The high cost of construction, capital and professional services for public facilities in recent years has caused state and local officials to explore the variety of new financing alternatives to fixed rate general obligation bonds. Variable rate tax-exempt debt, taxable and taxexempt leases, lease-purchase obligations, short term financing designed to enhance arbitrage income, bond bank and other forms of pooled revenue bond financing, and privatization are being used in some localities and closely examined in others. Of all of these, privatization is perhaps the most unconventional and complicated and the most difficult to evaluate in terms of risk and reward. Privatization involves the investment in and the ownership and operation of public facilities by private business. Typically, a combination of equity capital and tax-exempt debt serve as a source of funds for these projects. O Q O H < (3 DC > The difficulty of determining the suitability of privatization for a particular project is partially due to its novelty as a financing and operating vehicle for certain types of capital projects. The concepts of private ownership, operation and financing that underlie privatization have long been accepted in areas of transportation, communication, solid waste disposal and public power within the United States. However, state and local government and the financial community have only recently begun to examine this financing and operating technique in areas of water supply. wastewater treatment, education and criminal correction. Evaluating privatization is also difficult because of the web of financial, legal, political, technological and operational considerations involved in the development and operation of public facilities by private firms. Financial Considerations The financial aspects of privatization are the most compelling. A properly structured privatization transaction can generate cost savings for the public ranging from 15 percent to 40 percent of the cost of a comparable project financed and owned directly by the state or local government. Not all capital projects, however, are financially suitable candidates for privatization. The primary advantage of privatization is the ability of private investors to realize substantial federal and state income tax benefits not directly available to government and to share those benefits with the government in developing a price for construction and operation of the facility. These benefits include depreciation, investment tax credits, energy tax c r e d i t s , rehabilitation tax credits, debt sea'ice expense and other expenses incurred in construction, operation and maintenance. The size of these benefits can be magnified for the mutual benefit of the investors and the public through the use of tax-exempt or taxable debt. Realization of these benefits requires careful and detailed finan- cial and legal consultation as recent tax legislation substantially limits privatization transactions designed primarily for the transfer of tax benefits. Tax Limitations Both the Tax Equity and Fiscal Responsibility Act of 1983 (TEFRA) and the Tax Reform Act of 1984 (TRA) impose numerous obstacles to transactions between public and private entities premised solely on the transfer of tax benefits. Nonetheless, privatization transactions in which a private firm actively and continuously provides a service to state and local government continue to be viable if properly structured. Several major tax-related constraints to structuring viable privatization transactions exist. The determination that a transaction is a lease will generally result in the private firm's loss of any investment or energy tax credit as well as loss or substantial reduction of depreciation claimed under ACRS. Thus in privatization transactions in which public and private parties desire to optimize tax benefits, it is essential to avoid a transaction structure which could be characterized by the Internal Revenue Service as a lease. If on the other hand investors form a company to own and operate a facility or provide a service to the public sector under a service agreement, the investors can claim the most favorable depreciation and tax credits for property used in connection with the service agreement. TRA outlines the standards to �7776 Southwest Resource Recovery Facility, a recently completed privatization project constructed day converting the waste into steam, electricity and other usable material. consider in structuring a true service agreement arrangement. Even if an arrangement qualifies a s a service agreement, thie tax benefits allowable to investors are limited by the "at-risk" rules introduced with the adoption of T E F R A . These rules generally limit a taxpayer's deductions and tax credits to the amount of his economic risk. T h e c o n s e q u e n t e x p o s u r e of investors to the cost of financing a privatization project may discourage individual investment. Corporations whose stock is widely held are not subject to the "at risk" rules, therefore the market for equity investment in privatization transactions will for the meantime be largely institutional. Consequently, in evaluating a project for privatization potential, it is useful to identify the degree of interest the project might draw. T o d a y , solid w a s t e / r e source recovery facilities and wastewater treatment facilities are particularly attractive to engineering, construction and investment firms a s privatization candidates. The availability of industrial revenue bond financing will be a key consideration in the success or failure of a privatization transaction. Most facilities qualify for general obligation or revenue bond financing if owned and operated directly by the local government, and it is important in developing a competitive financing alternative that the availability of tax-exempt financing for the project be preserved. While most privatization projects qualify under federal, state and local rules for IDB financing, the limited availability of such financing as a result of the "volume c a p " contained in T R A may substantially delay or deter such projects. T h e volume cap limits each state to a specific amount of tax-exempt financing equal to the greater of $150 ($100 starting in 1986) multiplied by the population of the state, or $200 million. Given these tax benefits and limitations, the best privatization projects are equipment intensive rather than structure intensive, involve new construction or facilities, can be operated as an enterprise separate and distinct from related facilities of the community and qualify for tax-exempt financing. Construction Cost and Time Efficiencies In the development and construction of a public service facility, government often faces numerous restrictions and obstacles which could be avoided by having a private entity build the same facility for private ownership and operation. T h e s e restrictions and obstacles, though well-meaning in most c a s e s , have the effect of significantly increasing a project's cost. They include the following: — voter approval of the project, of the location of the project and of the financing of the project; — public procurement requirements for designers, architects, engineers, builders and contractors; — laws requiring the use of union labor; and in Baltimore, burns 2,000 tons of garbage a — laws and regulations which impose excessive quality standards, engineering and redundancy. To the extent that a particular facility can be built by a private owner/operator in a manner which avoids many of the above obstacles, the facility may be a good candidate for privatization. Vendor cost allowances. Frequently, vendors are willing to participate a s partners in projects being developed and built with their services, materials or equipment. Such vendors can include designers, architects, engineers, contractors, builders and equipment manufacturing concerns. B e c a u s e vendors often realize tax benefits and long term cash flow through an ownership position, they are often willing to reduce the price of their product or service to the project, thus helping to reduce overall project cost. Operating cost efficiencies. Private owners of a facility have a clear incentive to operate efficiently — profit. The concept of operating within a clearly defined budget, a function of facility revenues, operating costs and targeted return on investment, is difficult for many public entities because of the wide variety of subsidies and financial disincentives which they face. A private entity operating a facility under a service agreement for a community will undoubtedly be locked into a negotiated and relatively fixed revenue stream coming from the project and will have to control costs in order to achieve > O Q Z < �operating efficiency and profitability. T h i s c a n be a c c o m p l i s h e d through worker incentives, more effective management and supervision, and economies of scale in materials cost and labor. To the extent that a private entity operates a facility more efficiently over time, the consumer should be able to realize a portion of the resulting economic benefit in the form of lower user charges. Preservation of debt capacity. T h e substantial proliferation of infrastructure financing needs is already testing the debt capacity of many governments throughout the United States. The general cost of employing management, staff and labor to supervise procurement for and operation of many public facilities exacerbates the financial burden of the facilities. Through privatization, a community can relieve itself of the fiscal burden of financing the construction, operation and maintenance of such facilities. In addition, service charges for the private operation of the facility can be passed on to the consumer by direct billing or included in general property or user taxes. Design and specification efficiencies. Another major theme of privatization is the sizing and design of facilities in close conformity with the current needs and financial abilities of the community. This goal can be achieved in part by identifying those needs in a request for proposal and permitting a private firm to use its resources and creativity to develop the most cost efficient project design and specifications. Legal Considerations ^ (J Q z ? 5 I< Z (J > 10 The major obstacles to implementing privatization projects are generally procurement laws and political resistance to the concept. Under many state and local government contract regulations, negotiated or long-term operating constraints are not allowed, and general advertising of projects and competitive bids are required. Such requirements often thwart or frustrate the use of discretion and subjective judgment in s e lecting the firm or firms best qualified to service the community. Because of the unique nature of many privatization projects, negotiated, exigency or sole-source provisions in such regulations can sometimes be interpreted to permit exceptions for privatization projects. T o the extent that procurement laws are sufficiently flexible to permit the selection of qualified and competent firms through a negotiated process, it is essential that the public entity have a well defined selection process. Requests for qualifications and requests for proposals are an essential component of this process. In particular, the R F P should be detailed in its de- scription of the project, the scope of services to be provided, the performance standards of the community and the extent of financial commitment required for the project. In pursuing a privatization project, government officials are well advised to involve competent financial, legal, tax and technical advisors at an early stage to assist in the development of project R F Q s and R F P s , the selection of a proposed owner/operator, the negotiation of the terms of the transaction and the establishment of " b e n c h m a r k " construction and operating costs against which to compare the proposals of private firms. Other major legal considerations in evaluating privatization candidates include the extent of present or future public sector regulation of the facility, the availability of permits to a private firm necessary to own and operate the facility and the impact of privatizing the facility on existing contractual relationships. Political Considerations In addition to loss of operating control over a facility, there is often public resistance to privatization projects for economic, health and general welfare reasons. One frequent contention is that under a phvatization arrangement, the public faces the prospect of paying for a facility t w i c e , first through s e r v i c e charges and again at the expiration of the service agreement when it exercises its option to purchase the facility. (Under tax laws, if the facility were to be repurchased, it would have to be at a price equaling fair market value.) Other c o n c e r n s are the ability of a private owner/operator to pass operation and maintenance e x p e n s e s through to the public in its s e r v i c e charges and the government's ability to regulate such variable expenses. A third consideration is the impact of private ownership and operation on the general health and welfare of the community. The development of satisfactory answers to such considerations is often essential to commencing the privatization process. A thorough investigation of health risks, potential political problems and "hidden costs" a s well a s methods for insuring or avoiding such concerns should always be conducted in advance of undertaking a privatization project. If the community is committed to privatization of a facility, such concerns are often best handled on a negotiated basis between the public entity which will regulate the privatized facility and the private owner/operator. It should be noted that while public commissions have traditionally been created to monitor and regulate certain public facilities, negotiate variable costs on behalf of the community and conduct public hearings and audits, this type of regulatory format can significantly erode the time and cost savings inherent in privatizing a facility or system. Technological Factors Projects and facilities that have proven technologies and operating systems are generally more attractive privatization candidates due to the ease with which their financing can be obtained. For many years, resource recovery facilities were the subject of widespread skepticism because of the failure of several such projects built in the 1970s to operate properly. Such skepticism made it extremely difficult to structure viable financings for this type of project. The improved track record of such facilities in the 1980s has helped significantly in terms of attracting private equity and debt financing. On the other hand, private ownership and operation of correctional facilities is a relatively novel concept for which there is relatively little experience. It will take several years to definitely a s s e s s the ability of the private sector to successfully manage and operate such facilities. Conversely, the privatization of projects incorporating more advanced technologies may be more attractive under certain c i r c u m s t a n c e s than conventional forms of financing and operation. In one recent example, a firm which developed an advanced wastewater treatment technology and produced some of the equipment employed has offered a privatization arrangement which includes certain operating guara n t e e s . From the standpoint of the government involved, the reduction in risk for such advanced technologies (due to the operation guaranties) is a s important as the reduction in cost. In general, if the facility involved is in an area of proven technology, it is advisable to select a firm that is a leader or innovator in such technology and which is willing to share with the public economies realized through future innovation and technological improvements. Operational Considerations Facilities which are labor intensive, require sophisticated management and staff, or offer substantial economies of scale to a private firm already operating similar facilities are good privatization candidates from an operational perspective. T h e major corporate sponsor(s) of the private owner/operator of the facility should always be willing to guarantee the operation of the facility to specified standards. The service contract between the community and the continued on page 22 , j i i j j j 1 �acMevement (a cliev' niQiit) [OFr. achever, to finisli' -n. ®1. the act of achieving; the performance of an action 2. a thing achieved, esp. by skill, work, coiarage, ete.; a successful accomplishment 3. a great or heroic deed; a feat; something accomplished by valor or boldness award (Q word') - vt. 1. to give as a resiiLt of judging; to grant or declare as merited or due; to bestow for performance or quality; to assign as the result of careful consideration, as to competitors i n any c o n t e s t - 2 1 . 1. a judgement, or decision S. something awarded, a prize call for entries . . . . The 1985 Virginia Municipal League Achievement Awards Program �RLclunond. . . . The Virginia Municipal League announced today the opening of its 1985 Achievement Awards Competition and all VML local governments are urged to enter. Has your locality successfully completed a program or project this year? Then you could be a winner i n the 1985 VML Achievement Awards Competition. I t doesn't matter if you represent a small town or a large city or county. There are categories for each, and it's quality the Judges w i l l be looking for. Twelve awards w i l l be offered, so start working on your entry now. What has your locality accomplished this year? Why not tell us about it? Purpose The goal of the annual VML Achievement Awards Program is to recognize and encourage innovation and excellence i n local government i n Virginia. The program provides the opportunity for VML member governments and their officials and employees to receive deserved recognition by their peers and various publics for superior and innovative efforts i n the profession of local government. I n addition, the program provides a means of sharing the best public service ideas i n Virginia, a forum whereby all those i n local government can learn. And, we hope by sharing our winning entries with the public that we are building an image of Virginia's local governments, their officials and their employees as being competent and caring. >O Q Z < z o o > 12 Basic qualifications. . . . A locality must be a member of the Virginia Municipal League to enter the competition. Entries must describe programs or projects brought to conclusion or showing significant results between January 1, 1984 and A p r i l 30, 1985. Each entry must have a cover page bearing the project or program title, the category of entry, the locality's name and the signature of the chief elected official. A l l entries must be typed double spaced and should not exceed eight pages. Black and white photos, art, news clippings, tables or charts, etc. may be attached as an appendix. Three complete copies of each entry must be submitted. Presentation.... Al- though the presentation of your entry w i l l not be the most important consideration of the judges, it w i n count. Therefore, your entry should have a neat appearance and should be clearly written. We suggest an introduction to Include background information such as the need for your project or program, the origination of your project or program, a statement of your objectives or goals and other pertinent information. The major portion of the entry should clearly explain how your project was carried out or how your program operates, and the conclusion should clearly explain the results and/or any potential future Impact. How your project was financed and staffed should also be included. Categories. . . . Twelve awards are available, one for towns and one for cities and counties i n each of the six areas that parallel VML's policy committees. Localities may enter i n all six categories but only once i n each category. The categories are as follows: Commtmity Development. . . . Any program to improve the physical or economic vitality of the community, such as business development, construction projects, housing projects, urban renewal, downtown revltallzatlon or neighborhood development. Effective Government. . . . Any program to improve the operation of government, such as management programs, employee programs or financial programs. Environmental Quality. . . . Any program to improve the environment such as beautification programs, planning and land use programs, sanitation programs, water or energy programs, preservation programs. Htiman Development. . . . Any program to aid the community's citizens, such as educational programs, social service programs, employment programs, and recreational programs. Public Safety. . . . Any program to improve security in the community, such as court programs, law enforcement programs, fire and rescue programs or emergency preparedness. Transportation. . . . Any program to improve or develop transportation, such as traffic management, road and sidewalk improvements, public transit. The judging All en The award winners tries w i n be reviewed by a VML screening committee and judged by a panel of three individuals selected for their competence and experience i n the field of local government. The judges may elect not to make an award i n a category should they deem none worthy, or they may elect to present a tie award. w i n be presented with the VML Achievement Award Pyramid Trophy and w i l l be recognized at the VML Annual Conference i n September. I n addition, summaries of the winning entries w i l l be published i n the September issue of V i r g i n i a Town fi* City. The deadline.... Aii en tries should be mailed to VML Achievement Awards, P.O. Box 753, Richmond, VA S3206 and must be postmarked by A p r i l 30, 1985. A l l entries become the property of the Virginia Municipal League. Questions. . . . Contact Christy Everson i n the VML Office at (804) 649-8471. �Thirteen East Franklin Lawrence A. Davies, VML President . . . "It is a real blessing to us that it has been made available. It's in a stable, growing area, partly because of the renovation of the nearby Jefferson Hotel and other facilities in that area. The location is outstanding. It's near the downtown area and close enough to the Capitol and hotels and meeting places there. I just think the conditions under which it became available are slightly miraculous, having been almost promised to another organization but our offer being more acceptable to the seller. And, it will require a minimum of renovation to be acceptable to us. Everyone I have spoken with is very pleased." Samuel W. Adams III, Chairman, Building Committee, VML First Vice President . . . ' 7 am extremely excited about the entire deal. Our committee really feels remaining logistically close to the state Capitol and being in the downtown area fulfills our primary prerequisite. Secondly, we like the idea of finding a building with parking spaces available behind the building, onstreet parking and a public parking deck nearby. So many of us come from out of town to meetings at the league. The location of the building on a block listed in the National Historical Register is also very pleasing, and in a neighborhood being revitalized with the Jefferson nearby, Glave Newman building across the street and the Garden Club of Virginia right there . . . it's a very pleasant neighborhood. As a banker, I can say that the financing could not be any better. I'm only thankful to the attorneys who made it possible to assume the loan in the original deed of trust. In today's market, this is a gift from heaven for us. We were extremely fortunate to be able to assume the mortgage, and I would like to give our executive director and past and current executive committee members plaudits for having the foresight to have on hand and to be able to pay down the cash going into the building. We were ready and in an extremely favorable position. We will actually be saving money considering the future we faced with rental space had we remained in our present location. The building itself is very beautiful and affords additional space for the staff in very pleasant surroundings. It is truly a building that all the members of the league can be proud of." R. Michael Amyx, VML Executive Director . . . "To find a building of this vintage and in such sound structural condition, appropriate for league use and at the same time with room for future expansion and affordable, it's an opportunity too good to pass up. The features and components came together so well; its a perfect match for the league. The league is acquiring a symbolic as well as practical headquarters and at the same time stablizing a major component of its operating budget. Most leagues that have undertaken the purchase or construction of a permanent headquarters have had to undergo an extensive dues assessment process to pay for the building. VML has had what amounts to a 'sweetheart lease,' having signed it nine years ago. Now to acquire a permanent headquarters at a cost comparable to what we are paying today, it's an awfully good proposition for the league." turn the page please > O Q < z o DC > 13 �VML's New Home By Christy o Q O H < Z CD OC > 14 Everson Sometime late in the month of May, moving vans will pull up outside the VML Office. Files and folders will be packed away, and all will be moved to 13 E . Franklin St. as the Virginia Municipal L e a g u e c l o s e s one c h a p t e r in its 80-year history and opens another. When the papers are signed on April 1, 1 9 8 5 , V M L will join 24 other state leagues in owning their own office building. The move makes history not only because of the purchase of a permanent headquarters but also because of the change in location. Since early in the league's establishment, it has operated from the 1000 block of East Main Street in Richmond, first out of the law office of Morton L. Wallerstein in the Travelers Building just a c r o s s the street from VML's present location, later from offices in thai same building and since 1975 from the current location in the Ironfronts Building at 1011 E . Main St. The new location, however, a s so happily pointed out by all involved, continues a downtown presence for the league just nine blocks from the state Capitol. As indicated by S a m Adams, VML first vice president and chairman of the building committee, this fulfills one of the major directives of the building c o m m i t t e e , a directive w h i c h c o n sidering the marketplace might not have been easily accomplished. For those unfamiliar with the Richmond a r e a , downtown Richmond is growing. With three a r e a s of c o n centrated development right in the heart of downtown, the cost of office space is rapidly increasing. In fact, VML's present annual lease expenditures were expected to double upon expiration in June 1986 and to continue to increase in the range of 5 percent to 7 percent every year thereafter. With a modest increase in floor space at the present site, an option the league had been considering, the league was looking at an estimated annual lease cost of $93,431 by 1991 a s opposed to its current annual expense of $27,500. was also a high priority among the directives of the building committee. Happily, it seems this prayer too has been answered with the purchase of the new building. Six private parking s p a c e s are located behind the building, metered parking is available throughout the area and several public parking lots are located just blocks away. Proximity to the Capitol and parking too! As VML President (and Pastor of Old Site Shiloh Baptist) Lawrence Davies said, it's "slightly miraculous!" It s e e m s almost sinful that there's more. The financial aspects of the purchase, according to Adams, a banker, "could not be any better." Two years ago, members of the VML E x e c u t i v e Committee established a "building fund" with the league's surplus funds and made it policy that the annual budget surplus equaling 15 percent of the present year budget would go into a operating budget contingency fund and the remainder would go into the VML Building Fund. VML also had initiated a building search committee seven years ago, but efforts were interrupted in 1979 and 1980 because of unfavorable market conditions. The VML Building Fund was a key factor in the purchase of the building. Another offer was already pending on the building when VML Executive Director R. Michael Amyx first saw it advertised for sale in the newspaper, but because VML w a s able to pay down cash from the building fund to assume the loan, VML's offer was accepted. What's more, VML was able to assume a 9 % percent fixed rate mortgage. T h e estimated annual cost to own and maintain the building, including mortgage, taxes, insurance, utilities, custodial services, pest control, security/alarm services, etc., is expected to amount to $26,000, a cost less than current l e a s e e x penditures. By the year 2005, the balance of the $265,000 selling price will be paid in full and VML will own the property outright. Another consequence of downtown Richmond's development has become the outcry for parking, quickly becoming a rarity in the downtown area. Recent local trivia cites " a downtown parking space and tickets to a Redskins' game" as absolutely the two most sought after items in Richmond, and indeed, parking The new headquarters not only appears to grant all the wishes on the VML building wish list, but also will continue to house the league in a style and atmos p h e r e befitting its reputation and stature. T h e building has served for the past ten years as home to the law firm of Thompson & McMullen. A row house circa 1840, it is listed in the National Register of Historic Places, a s is the entire block and much of the entire district which at one time was one of Richmond's most fashionable residential areas. Located just across the street are the Garden Club of Virginia in the KentValentine House and the well-known Mrs. Morton's T e a Room. Linden Row, one block east, is known a s one of the finest collections of Greek revival townhouses. The entire district abounds with architectural significance. Early records show the area was once part of Rutherfoord's Addition, purchased in 1794 by the Scottish merchant who operated cotton and tobacco factories. Rutherfoord later sold parcels of his land to his friends and Shockoe business associates. Edwin Wortham built 13 East Franklin in 1846-47 and maintained it as his residence. Increasing the area's present status, the architectural firm of Glave, Newman, A n d e r s o n h a s a n n o u n c e d plans to renovate one building and build another to house their offices and The Engineers Club across the street from the 13 East Franklin. And to add to the excitement, the old Jefferson Hotel with all its pinnacles and spires, home of the famous "Gone With the Wind" staircase, is just two blocks west and currently undergoing a $35 million renovation. The Jefferson is expected to open in December with its fountains in the lobby flowing and filled with brass alligators replacing the live ones of yesteryear. Thirteen East Franklin Street offers the league 4,800 square feet on three floors, 1,500 square feet more than current quarters. It offers such amenities as fireplaces, a beautiful stairway, larger individual offices, five bathrooms and a small courtyard. T h e building does need some refurbishing; carpeting will be pulled up and replaced, floors polished, new light fixtures installed and a new coat of paint applied. And, when we're all spruced up and polished, you will be invited to our dedication ceremony — at 13 E a s t Franklin, headquarters of the VML, 1985. We hope you will join us in the celebration. About the Author Christy Everson is VML's director of communications and editor of VIRGINIA TOWN & CITY. �Legislative Report $165 million added to education funding as V M L ends good legislative year On S a t u r d a y e v e n i n g , F e b . 2 3 , tf^e 1 985 V i r g i n i a G e n e r a l A s s e m b l y b r o u g h t to a c l o s e i t s 4 6 - d a y s e s s i o n . A h a n d f u l o f i s s u e s consumed much o f t h e e n e r g y and t i m e o f t h i s y e a r ' s s h o r t s e s s i o n ; i s s u e s such a s t h e c o a l s l u r r y p i p e l i n e , t h e m i n i n g o f u r a n i u m , r i g h t s of the h a n d i c a p p e d , c o n s e n t f o r a b o r t i o n s and changes to t h e r o a d f i n a n c i n g f o r m u l a were a t c e n t e r s t a g e a t v a r i o u s p o i n t s d u r i n g the s e s s i o n . A t o t a l o f 1,355 b i l l s or r e s o l u t i o n s were i n t r o d u c e d t h i s y e a r , and 244 were c a r r i e d o v e r from t h e 1984 s e s s i o n . A t o t a l o f 8 5 5 , or about 50 p e r c e n t , were p a s s e d and s e n t to t h e g o v e r n o r f o r h i s s i g n a t u r e . F o r V i r g i n i a l o c a l g o v e r n m e n t s i t was an e v e n t f u l s e s s i o n . A number o f VML l e g i s l a t i v e g o a l s had t h e i r day b e f o r e t h e G e n e r a l A s s e m b l y . Two s u c h g o a l s were c o n s i d e r e d o f top p r i o r i t y . E a r l y in t h e s e s s i o n S e n a t e J o i n t R e s o l u t i o n 28 was w i t h d r a w n by t h e c h i e f p a t r o n , as o p p o s i t i o n by a h o s t o f a s s o c i a t i o n s s u c h as VML r a i s e d m a j o r c o n c e r n a s to t h e a d v i s a b i l i t y o f a p p r o v i n g t h e s t a t e a p p r o p r i a t i o n l i m i t i n g measure w h i c h would have t i e d t h e r a t e of g r o w t h i n s t a t e a p p r o p r i a t i o n s to t h e e s t i m a t e d r a t e o f growth of the s t a t e economy. V M L ' s o t h e r major l e g i s l a t i v e g o a l was to s u p p o r t f u l l f u n d i n g o f t h e s t a t e ' s s h a r e of t h e a c t u a l c o s t of t h e e d u c a t i o n a l S t a n d a r d s o f Q u a l i t y , w i t h a 1 p e r c e n t s a l e s t a x i n c r e a s e s u g g e s t e d as a means of achieving this goal. A l t h o u g h s e v e r a l b i l l s were i n t r o d u c e d to i n c r e a s e t h e s a l e s t a x , none made i t out o f c o m m i t t e e . B u t , the 1985 s e s s i o n b r o u g h t e n c o u r a g i n g news i n t h i s c r i t i c a l a r e a . In his "State o f t h e Commonwealth A d d r e s s " to t h e G e n e r a l A s s e m b l y on J a n . 9 , Gov. Robb r e v e a l e d t h a t he w i l l p r o p o s e f o r t h e f i r s t t i m e f u l l f u n d i n g o f t h e s t a t e ' s s h a r e o f t h e SOQs i n t h e 1 9 8 6 - 8 8 b i e n n i a l budget f o r c o n s i d e r a t i o n by t h e 1986 G e n e r a l A s s e m b l y . More good news came l a t e r i n t h e s e s s i o n . When adopted i n the c l o s i n g h o u r s o f t h e s e s s i o n , t h e r e v i s e d f i s c a l y e a r 1 9 8 5 - 8 6 budget r e f l e c t e d a s t r o n g commitment by t h e G e n e r a l A s s e m b l y to s u p p o r t the g o v e r n o r ' s p r o p o s a l as n e w l y added f u n d s t o t a l i n g $ 1 5 . 2 m i l l i o n b r o u g h t the s t a t e ' s SOQ s h a r e , a c c o r d i n g to s t a t e c a l c u l a t i o n s , to 90 p e r c e n t - - up from 78 p e r c e n t i n f i s c a l y e a r 1 9 8 2 . This r e p r e s e n t e d an o v e r a l l $165 m i l l i o n i n c r e a s e ( i n c l u d i n g p r e v i o u s l y b u d g e t e d amounts f o r f i s c a l y e a r 1 9 8 5 - 8 6 ) o v e r the $855 m i l l i o n i n b a s i c a i d and f r i n g e b e n e f i t s f o r t h e c u r r e n t budget y e a r or a one y e a r i n c r e a s e o f 19 p e r c e n t . T h i s i s t h e l a r g e s t one y e a r i n c r e a s e i n p u b l i c education aid in f i f t e e n y e a r s . In assessing this significant a c c o m p l i s h m e n t VML P r e s i d e n t L a w r e n c e A. D a v i e s n o t e d , " a l l l o c a l i t i e s a r e e n c o u r a g e d to p u b l i c l y t h a n k t h e i r G e n e r a l A s s e m b l y members f o r t h i s o u t s t a n d i n g a c t i o n and r e c o g n i t i o n of the i m p o r t a n c e t h a t p u b l i c e d u c a t i o n p l a y s i n t h e w e l f a r e of t h e c o m m o n w e a l t h . " �V i r g i n i a ' s l o c a l i t i e s also r e a l i z e d s i g n i f i c a n t gains in other a r e a s of the r e v i s e d budget f o r f i s c a l y e a r 1985-85. Key b u d g e t actions included: * ABC P r o f i t s . A p p r o p r i a t e d an a d d i t i o n a l $ 7 3 3 , 0 0 0 i n t h e current f i s c a l y e a r and $ 1 , 0 6 7 , 0 0 0 n e x t y e a r f o r t h e l o c a l s h a r e o f t h e a l c o h o l i c b e v e r a g e c o n t r o l p r o f i t s , b a s e d on r e v i s e d estimates. * Water Q u a l i t y C o n s t r u c t i o n . A p p r o p r i a t e d $3.3 m i l l i o n a s s i s t a n c e t o l o c a l i t i e s t o meet w a t e r q u a l i t y n e e d s . for * B a s i c Aid for P u b l i c E d u c a t i o n . As n o t e d , p r o v i d e d f u n d s to i n c r e a s e t h e p e r p u p i l amount i n b a s i c a i d f o r p u b l i c e d u c a t i o n $ 1 , 9 0 1 f r o m $ 1 , 7 7 6 and i n c r e a s e d t o 57 p o s i t i o n s t h e number o f i n s t r u c t i o n a l p e r s o n n e l p e r 1,000 students. * D e i n s t i t u t i o n a l i z a t i o n Funds. A p p r o p r i a t e d $1 m i l l i o n f o r c o m m u n i t y s e r v i c e s b o a r d s to d e a l w i t h t h e l o c a l i m p a c t o f deinstitutionalization. to five * Homes f o r A d u l t s . P r o v i d e d $ 8 8 6 , 0 0 0 i n a d d i t i o n a l f u n d s to i n c r e a s e the s t a t e ' s s h a r e of the c o s t of a u x i l i a r y g r a n t s f o r r e s i d e n t s of homes f o r a d u l t s t o 70 p e r c e n t . * Local Welfare Administrative Cost. Added $3.9 m i l l i o n to p r o v i d e p e r c e n t r e i m b u r s e m e n t by t h e s t a t e B o a r d o f S o c i a l S e r v i c e s to l o c a l i t i e s f o r the c o s t of a d m i n i s t e r i n g f o o d s t a m p s and o t h e r f i n a n c i a l a s s i s t a n c e programs. 80 * C o n t i n g e n c y Fund. P a r t o f t h e a d o p t e d $16.5 b i l l i o n r e v i s e d budget f o r 1 9 8 4 - 8 6 e s t a b l i s h e d a $70 m i l l i o n c o n t i n g e n c y fund to o f f s e t f e d e r a l budget c u t s . Any r e s e r v e s l e f t f o r t h e 1 9 8 6 - 8 8 b u d g e t c y c l e were p l e d g e d f o r p u b l i c e d u c a t i o n . The o n l y b u d g e t was government s i g n i f i c a n t d i s a p p o i n t m e n t found i n the r e v i s e d 1984-86 t h e f a i l u r e o f t h e s t a t e t o pay t h e c o s t o f t e s t i n g l o c a l w a t e r s a m p l e s a t an e s t i m a t e d a n n u a l c o s t o f $ 2 9 6 , 0 0 0 . A n o t h e r l e g i s l a t i v e p r i o r i t y of the league concluded i n d i s a p p o i n t m e n t a s a b i l l h e l d o v e r f r o m t h e 1984 s e s s i o n (SB 239), l e g i s l a t i o n to p e r m i t the S t a t e C o r p o r a t i o n Commissions j u r i s d i c t i o n o v e r l o c a l g o v e r n m e n t t e l e p h o n e r a t e s , was a p p r o v e d i n m i d - J a n u a r y . A l t h o u g h i t s i m p a c t i s not known, t h e l e a g u e was s u c c e s s f u l i n a d d i n g an amendment a u t h o r i z i n g t h e SCC t o r e g u l a t e m u n i c i p a l c o r p o r a t i o n s as a c l a s s s e p a r a t e from b u s i n e s s . H i s t o r i c a l l y , l o c a l i t i e s ' r a t e s have been i n c l u d e d i n the b u s i n e s s c l a s s which i s the h i g h e s t r a t e c a t e g o r y e s t a b l i s h e d by t h e SCC. To p r o v i d e a b r i e f o v e r v i e w o f b i l l s i m p a c t i n g l o c a l g o v e r n m e n t a d d r e s s e d by t h e 1985 G e n e r a l A s s e m b l y , f o l l o w i n g i s a l i s t o f p a s s e d and f a i l e d b i l l s i d e n t i f i e d by t h e l e a g u e s t a f f . B i l l s that passed 1985 include: and, i n most instances will be effective July 1, * HB 817 e s t a b l i s h e s t h e r i g h t s o f p e r s o n s w i t h p h y s i c a l and m e n t a l d i s a b i l i t i e s and r e o r g a n i z e s c e r t a i n s t a t e programs s e r v i n g t h e s e individuals. �* HB 1 2 6 9 p r o v i d e s a new a l l o c a t i o n f o r m u l a f o r r o a d c o n s t r u c t i o n and maintenance. Under t h e b i l l , c i t i e s w i l l g e t a d d i t i o n a l a i d , r u r a l a r e a s w i l l g e t more f u n d s t o b l a c k t o p u n p a v e d r o a d s and t h e s e c o n d a r y h i g h w a y s y s t e m w i l l become e l i g i b l e f o r a g r e a t e r s h a r e o f t h e r o a d c o n s t r u c t i o n d o l l a r as t h e c u r r e n t 5 0 - 2 5 - 2 5 s p l i t i s changed to the approved 4 0 - 3 0 - 3 0 s p l i t . Also the s o - c a l l e d 1977 hold harmless p r o v i s i o n f o r s e c o n d a r y r o a d f u n d i n g was e l i m i n a t e d . * SB 6 1 5 w h i c h p r o v i d e s f o r d i s t r i b u t i o n o f $ 5 . 3 m i l l i o n i n r o l l i n g s t o c k t a x t o l o c a l governments e f f e c t i v e J u l y 1 , 1 9 8 7 . * SB 6 2 3 r e l a x e s t h e p u b l i c n o t i c e r e q u i r e m e n t f o r p u b l i c b o d i e s when holding a closed meeting to i n t e r v i e w candidates f o r t h e i r c h i e f administrative officer. A p u b l i c body d o e s n o t h a v e t o d i s c l o s e t h e t i m e and p l a c e o f s u c h c l o s e d m e e t i n g s a s l o n g a s i t p u b l i c l y d i s c l o s e s t h e m e e t i n g w i l l be h e l d d u r i n g t h e n e x t 1 5 d a y p e r i o d . ( E f f e c t i v e on g o v e r n o r ' s s i g n a t u r e . ) * SB 9 a l l o w s coal trucks. garbage trucks t h e same w e i g h t exemption a s cement and * HB 1 4 7 7 i n c o r p o r a t e s i n t o s t a t u t e c u r r e n t l a n g u a g e i n t h e s t a t e budget i n c r e a s i n g l o c a l wine t a x p r o f i t s d i s t r i b u t e d to c o u n t i e s , c i t i e s and towns t o 4 4 p e r c e n t f r o m 2 2 p e r c e n t . * HB 1 7 3 4 i s d e s i g n e d t o h e l p l o c a l i t i e s and p u b l i c educational i n s t i t u t i o n s a d d r e s s p r o b l e m s c a u s e d by a s b e s t o s i n t h e i r b u i l d i n g s . By r e m o v i n g t h e s t a t u t e o f l i m i t a t i o n s a s an i s s u e i n a s b e s t o s cases b r o u g h t by l o c a l i t i e s o r p u b l i c e d u c a t i o n a l i n s t i t u t i o n s , t h e b i l l r e v i v e s a n y t i m e - b a r r e d a c t i o n s and e x t e n d s t h e p e r i o d o f l i m i t a t i o n s until July 1 , 1990. * HB 1 6 1 9 p r o v i d e s t h a t l o c a l i t i e s must p a y t h e i r b i l l s i n a prompt m a n n e r ( w i t h i n 4 5 d a y s o f d e l i v e r y o r a f t e r an i n v o i c e i s r e c e i v e d , when no o t h e r c o n t r a c t t e r m i s s e t o u t ) o r be s u b j e c t t o a l a t e c h a r g e o f up t o 1 p e r c e n t p e r month. * HB 1 5 9 1 r e q u i r e s l o c a l a s s e s s o r s t o t r e a t open o r common s p a c e i n c e r t a i n p l a n n e d d e v e l o p m e n t s a s h a v i n g no v a l u e i n i t s e l f . * U n d e r HB 1 4 3 7 t h e l o c a l c h i e f e x e c u t i v e w i l l be g i v e n w r i t t e n n o t i c e b e f o r e t h e B u r e a u o f H a z a r d o u s W a s t e Management a u t h o r i z e s t h e temporary storage or l o c a t i o n of hazardous wastes i n a l o c a l i t y . HB 1 4 1 9 , r e q u i r e s l o c a l c h i e f e x e c u t i v e s t o be n o t i f i e d o f h a z a r d o u s waste r e l e a s e s , a l s o passed. * HB 1 2 2 4 a p p l i e s large elections. which passed t h i s bodies to appoint position. The b i l t o c i t i e s and towns t h a t e l e c t t h e i r mayor i n a t T h e b i l l i m p l e m e n t s a s t a t e c o n s t i t u t i o n a l amendment p a s t November and s p e c i f i c a l l y a u t h o r i z e s g o v e r n i n g one o f t h e i r own members t o a v a c a n c y i n t h e m a y o r ' s l o v e r r i d e s c h a r t e r p r o v i s i o n s to the c o n t r a r y . * HB 1 0 8 8 r e q u i r e s a p u b l i c h e a r i n g a t l e a s t a p p o i n t m e n t o f a n y s c h o o l b o a r d member. seven days p r i o r to the * HB 1 7 5 2 p r o v i d e s f o r a maximum i n c r e a s e i n a n n u a l c o m p e n s a t i o n f o r c i t y m a y o r s and c o u n c i l members o f $ 3 , 0 0 0 more t h a n p r e s e n t maximums (by p o p u l a t i o n b r a c k e t s ) a s s e t o u t i n § 1 4 . 1 - 4 7 . 1 and 2 . �* B o t h SB 5 1 0 and HB 1 1 4 5 e x p a n d t h e a u t h o r i t y to l e v y the t r a n s i e n t o c c u p a n c y t a x t o a l l c o u n t i e s and i n c l u d e a p r o v i s i o n so t h a t a c o u n t y may not l e v y t h i s t a x w i t h i n t h e i n c o r p o r a t e d l i m i t s o f any town w i t h o u t f i r s t o b t a i n i n g a u t h o r i t y from t h e town to do s o . Also p r o v i d e d i s t h a t any l o c a l i t y may pay a c o m m i s s i o n to h o t e l or m o t e l b u s i n e s s e s f o r s e r v i c e c o l l e c t i n g such t a x a t a r a t e no l e s s t h a n 3 p e r c e n t and not g r e a t e r t h a n 5 p e r c e n t . T h e r e i s no new cap c o n t a i n e d i n t h e s e b i l l s f o r c i t i e s and towns as t h e y c o n t i n u e t o o b t a i n a u t h o r i t y t o l e v y and s e t t h e r a t e o f such t a x under t h e p r o v i s i o n s of their charters. * HB 1 3 7 7 , e s t a b l i s h e s a F i r e P r o g r a m s Fund t o pay f o r f i r e f i g h t e r s ' e q u i p m e n t and t r a i n i n g . The b i l l w i l l r a i s e a p p r o x i m a t e l y $ 5 m i l l i o n a y e a r by i m p o s i n g a 0 . 8 p e r c e n t s u r c h a r g e on premium income or s p e c i f i e d k i n d s o f i n s u r a n c e . Of t h e t o t a l , 7 5 p e r c e n t i s to be a l l o c a t e d t o c o u n t i e s , c i t i e s and towns based on p o p u l a t i o n . A t l e a s t $ 3 , 0 0 0 , h o w e v e r , would go t o e a c h l o c a l i t y w i t h f i r e s e r v i c e s i n the s t a t e r e g a r d l e s s of whether i t has a v o l u n t e e r f i r e department, a p a i d d e p a r t m e n t or a c o m b i n a t i o n o f t h e two. * The G e n e r a l A s s e m b l y p a s s e d SB 4 9 8 t o a l l o w members o f g o v e r n i n g b o d i e s o f a c o u n t y , c i t y o r town t o c o n t r a c t w i t h t h e i r g o v e r n i n g body so l o n g as t h e f o l l o w i n g r e s t r i c t i o n s a r e met: ( 1 ) the c o n t r a c t i s p r o c u r e d as a r e s u l t of c o m p e t i t i v e s e a l e d b i d d i n g , ( 2 ) t h e g o v e r n i n g body has e s t a b l i s h e d a need f o r t h e same or s i m i l a r goods t h r o u g h p u r c h a s e s p r i o r t o t h e members s e r v i n g on the g o v e r n i n g body, ( 3 ) t h e member has no i n v o l v e m e n t i n t h e p r e p a r a t i o n o f s p e c i f i c a t i o n s f o r s u c h c o n t r a c t and ( 4 ) t h e r e m a i n i n g members o f t h e g o v e r n i n g body by w r i t t e n r e s o l u t i o n s t a t e t h a t i t i s i n t h e p u b l i c i n t e r e s t f o r the member t o b i d on s u c h c o n t r a c t . D i s c l o s u r e and d i s q u a l i f i c a t i o n r e q u i r e m e n t s of the C o n f l i c t Act c o n t i n u e to apply. As i s t h e c a s e i n e v e r y s e s s i o n a number o f b i l l s a r e i n t r o d u c e d w h i c h a r e a d v e r s e t o t h e g o a l s of l o c a l g o v e r n m e n t . P a r t of the r o l e o f VML i s t o oppose or s e e k amendments to t h e s e m e a s u r e s . Noteworthy b i l l s i n t h i s c a t e g o r y which f a i l e d i n c l u d e : * HB 8 8 0 r e s t r i c t i n g t h e use o f l o c a l government work f o r c e s on p u b l i c work p r o j e c t s . (HJR 281 w i l l c o n t i n u e f o r another y e a r the s t a t e s t u d y o f r e s t r i c t i n g c e r t a i n p u b l i c work p r o j e c t s by l o c a l work f o r c e s ; h o w e v e r , VML s u c c e e d e d i n h a v i n g t h e p a t r o n amend t h i s r e s o l u t i o n so t h a t i t would not be expanded to i n c l u d e a r e v i e w of l o c a l government a c c o u n t i n g p r a c t i c e s . ) * SB 5 5 6 m a k i n g t h e V i r g i n i a T o r t C l a i m s A c t a p p l i c a b l e t o l o c a l i t i e s and t h e i r e m p l o y e e s on t h e same b a s i s t h a t i t i s c u r r e n t l y a p p l i c a b l e to the s t a t e government. * HB 9 4 1 c a r r i e d o v e r from 1 9 8 4 w o u l d h a v e r e q u i r e d l o c a l i t i e s p r o v i d e p u b l i c s c h o o l t e a c h e r s w i t h a 10 p e r c e n t pay r a i s e . to * SB 4 2 2 c a r r i e d o v e r from 1 9 8 4 w o u l d h a v e r e s t r i c t e d l o c a l g o v e r n i n g b o d i e s from t r a n s f e r r i n g funds t o l o c a l s c h o o l budgets d u r i n g the course o f the y e a r . * HB 1 6 7 6 r e q u i r i n g a l l l o c a l l y adopted z o n i n g o r d i n a n c e s to p e r m i t p l a c e m e n t o f m o b i l e homes i n a l l r u r a l or a g r i c u l t u r a l z o n e s . �r To the readers of Virginia Town & City 1985 Grovemment Information Management Needs �SPER^Y SPERRY CORPORATION RO. BOX 500 BLUE BELL, PA 19424-0024 Dear Government E x e c u t i v e : Sperry C o r p o r a t i o n i s conducting an important s u r v e y of government i n s t i t u t i o n s , agencies and l e g i s l a t i v e bodies a c r o s s the United S t a t e s . We b e l i e v e t h a t the t a b u l a t e d r e s u l t s of t h i s s u r v e y w i l l prove b e n e f i c i a l t o you and every o f f i c i a l , both e l e c t e d and appointed, w i t h i n the p u b l i c s e c t o r . But we need your help to complete t h i s p r o j e c t . S p e c i f i c a l l y , we need your answers to the few b r i e f q u e s t i o n s on the enclosed q u e s t i o n n a i r e . Completing t h i s s u r v e y w i l l take o n l y a few minutes of your time. But these few minutes can r e s u l t i n an important c o n t r i b u t i o n to a nationwide study on how t h e p u b l i c s e c t o r o f f i c e handles and d i s t r i b u t e s v i t a l i n f o r m a t i o n . As you know, t h e r e a r e s e v e r a l u n i q u e l y d i f f i c u l t problems of i n f o r m a t i o n management w i t h i n the c o m m u n i c a t i o n s - i n t e n s i v e p u b l i c s e c t o r . And these problems a r e o n l y g e t t i n g more d i f f i c u l t t o s o l v e as a d m i n i s t r a t i v e budgets a r e being c u t and t a x p a y e r demands f o r more s e r v i c e s a r e i n c r e a s e d . S i n c e these problems a r e urgent — and s i n c e they have a l a r g e b e a r i n g on the q u a l i t y of t h e s e r v i c e s government p r o v i d e s — i t i s important to make t h i s study as complete and as a c c u r a t e as p o s s i b l e . So p l e a s e h e l p y o u r s e l f (and the e n t i r e p u b l i c s e c t o r ) by completing s u r v e y and r e t u r n i n g i t i n the postage-paid envelope p r o v i d e d . the enclosed Your answers w i l l remain i n s t r i c t c o n f i d e n c e . However, Sperry w i l l p u b l i s h the g e n e r a l r e s u l t s i n a summary r e p o r t which w i l l g i v e government e x e c u t i v e s a new overview of i n f o r m a t i o n management w i t h i n the p u b l i c s e c t o r . We w i l l g l a d l y share t h i s v a l u a b l e r e p o r t w i t h you and a l l other survey p a r t i c i p a n t s . Simply check the f i n a l box on the s u r v e y and we w i l l send you a copy, a t no cost or o b l i g a t i o n whatsoever. Thank you so much f o r your h e l p . Sincerel G a r j r S . Roberson Vice P r e s i d e n t , P u b l i c Sector Marketing P.S. The r e s u l t s of t h i s s u r v e y w i l l be shared w i t h the N a t i o n a l League of C i t i e s , the N a t i o n a l A s s o c i a t i o n of County O f f i c e r s and the N a t i o n a l A s s o c i a t i o n f o r S t a t e I n f o r m a t i o n Systems f o r use i n s t u d y i n g the p u b l i c s e c t o r . To r e c e i v e a copy, p l e a s e be sure to check the a p p r o p r i a t e box a t the end of the s u r v e y . �This survey will help determine information management needs of public sector officials throughout the country. You c a n receive the results by placing a check mark on the final box. ! • Please indicate the nature of your public sector service: • legislative • health care • streets and sanitation • park service • education • library • police dept. • fire dept. • other 2!* Do you have staff offices in more than one location? DYes If "Yes," approximately how many? • No (it. Has your agency or office been required to expand its services within the last 12 months? • Yes • No If "Yes," has your staff increased accordingly? • Yes • No 4. Please approximate your annual staff turnover: • 0-5% nS-IO'/o • 10-15% 0 1 5 % or more 5. How frequently are you required to adjust your operating budget? • Annually • Semi-annually • Quarterly • Other 6. How often are your office reports, manuals and other written documents affected by changes in local, state or federal government legislation? • frequently • sometimes • seldom T. Does your office maintain, update and compile mailing lists as an integral part of its service performance? • Yes • No 8 »• Do you have a need to centralize records of requests, complaints, and general citizen feedback? DYes • No 9» Approximately how many staff members read and edit a major document before it is approved? 0 1-3 0 4-6 0 7-10 • Other (over please) �10. 11. 12. 13. 14. Please indicate how much of your average working day is involved in the following activities: less than 5% 5-10% reading/research • • 11-15% • More than 15% • writing • • • • meetings • • • • analysis • • • • phone conversations • • • • travel • • • • Do you need records and information from other government agencies to conduct your daily operations? • frequently • sometimes • seldom Which of the following automated functions are you presently using in your office: (Have they improved office productivity?) • word processing • yes • no • report generation • yes • no • electronic mail • yes • no • electronic filing/retrieval • yes • no • calendaring • yes • no • yes • no • scheduling As a data processing user, please indicate whether you use: • Your own Computer System Manufacturer • Service Bureau Model If you are not presently using a fully automated office system, please indicate your reasons: • too expensive • too much training required • can't satisfy specific needs • other 15. Are you in the process of buying or adding to your computer system? • Yes • No 16. To assist us in comparing information management needs within the public sector, please indicate the approximate number of employees within your office: • C h e c k here if you would like to receive a copy of the report that will summarize the results of this survey. Name Title- Office AddressCity State Zip_ VT3/85-100 �R e s e a r c h Department S p e r r y Corporation BUSINE SS REPLYMAIL FIRSTCLASS P E R M I T N O . 119 LANGHORNE, PA POSTAGE WILL BE PAID BY ADDRESSEE SPERRY CORPORATION PO. BOX 656 LANGHORNE, PA 19047 VT3/85-100 �Economic development Solid waste—energy School funding Road and bridges Increased litigation Working with less money Other capital needs Local government/state relations Federal fiscal policy Data processing Annexation Human resources Public opinion to government 85.7 85.3 84.7 83.3 79.3 78.6 77.5 72.3 72.1 69.1 67.8 66.4 66.1 Market Makers and Based on the results of the membership survey and on the observations of the staff and executive committee involving the internal and external environment of the league, specific future goals for VML will be developed. These goals will be evaluated at the April 12-13 executive committee meeting, and strategies for their accomplishment will be discussed. Virginia Town & City readers interested in expressing their opinions may write to the editor, Christy Everson, at P.O. Box 753, Richmond, VA 23206. About the Investment Bankers Salomon Brothers Inc Author Christy Everson serves as VML's of communications and as editor GINIA TOWN & CITY. Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg Bluefield Bristol Buena Vista Chase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton director of VIR- Member of Major Securities and Commodities Exchanges One New York Plaza. New York, N.Y. 10004 Leesburg Luray Lynchburg Manassas Manassas Park Martinsville Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville ORDINANCE CODIFICATION Looseleaf Supplement Service M U_NICIPAL C O D E CORPORATION 1 ^ ' Vs,.^y P.O. 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P L A N N I N G • LANDSCAPf- A K C H I T F C T U R E • E N G I N E E R I N G COMMUNITY D E V E L O P M E N T CONSULTING 400 E a s t M a i n Street Richmond. Virginia 23219 P H O N H 804/649-8527 SCS ENGINEERS Rates Ranning System Studies Feasibility THE HATHAWAY HOUSE 103 C E N T R A L S T , P 0 BOX 749 W E L L E S L E Y . M A S S A C H U S E T T S 02181 T E L E P H O N E (61 7) 237-581 5 BROWNING-FERRIS INDUSTRIES Municipal Services SOLID Studies Design Relaying Metering ® STEARNS, CONRAD AND SCHM C H O D A T , R U B A C K & A S S O C I A T E S , INC PUBLIC UTILITY N O R T H E R N V A . (703) 560-8866 1800 P a r k w a y Dnve B A L T . (301) 7 9 6 - 8 8 5 0 Hanover, Maryland 2 1 0 7 6 T E L E X 87-487 BALDWIN ®GREG@ , v X;;/ • Traffic E n g i n e e n r i i j ' S i g n a l izatinr • I n d u s t r i a l Park P l a n n i n g • Slormwater Man;igcmfnl • H i g h w a y and Airport D f s i g n • WaltT and \Vas'.'\vali-r Svsu'nis • ( i r a n l Applivalion Managfjiien Xur/olk • RuliHiund • Wnsliiiinlmi. D.C. WATER • Chicago WABTEWATER • N e w York SOLID WASTES • Richmond Philadelphia Phoenix Indianapolis Camp Springs, M D PROFESSIONAL CORPORATION ARCHITECTS + ENGINEERS + PLANNERS 'ASTEWATER TREATMENT SYSTEMS • ENVIRONMENTAL STUDIES MUNICIPAL FACILITIES - WATERFRONT FACILITIES WATER & SEWER SYSTEMS • TRANSPORTATION > o Q Water Systems Wastewater Systems Storm Drainage Connett Fleming Austin Drockenbrough ond Associates E N G I N E E R S AND P L A N N E R S NORFOLK FArRFAX P.O. Box 13048 Norfolk, VA 23506 (604) 461-0155 Fairfax Professional Building Suite 7 3545 Chain Bridge Road Fairfax. VA 22030 (703) 385-0200 PIRNIE Y o u r Ad 'INC. I • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes 301 H I D E N C o u l d Appear ENVIRONMENTAL ENGINEERS, SCIENTISTS & PLANNERS BLVD Here Call: N E W P O R T N E W S VA Hurt & Proffitt, Inc. Engineers • P l a n n e r s • Surveyors Water, W a s i c w a i c r , Solid Wastes, Soils & Foundations L a n d Development Site Plans Residential, Commercial & Industrial Subdivisions, R o a d , D a m s . Airports 1933 Fort Ave. L y n c h b u r g , V A 24501 (804)847-7796 PARSONS BRINCKERHOFF Since 1885 8200 Greensboro Drive McLean. VA 22102 703-442-7700 One Penn Plaza New York, NY 10119 212-613-5000 20 37 offices worldwide PURYEAR, INC. CONSULTING ENGINEERS 611 R e s e a r c h R o a d P.O. B o x 2901 Richmond. Virginia 23235 804-282-7657 o > 11 Koger Executive Center Norlolk, VA 23502 804-466-1732 BODiE, T A Y L O R A N D Solid Waste Highways Planning R. S T U A R T R O Y E R & A S S O C I A T E S , I N C . 2500 Waco Street • Richmond, Virginia 23229 < 804-649-8471 804 5 9 9 - 5 5 1 1 MMMIgl^^ A WASTE WORKS 1 2 6 0 Roger B a c o n Onv.. rreslon, Virginia 2P09C' i / 0 3 l 4 7 1 &^?}0 MAUDOL 'AND HANSEN: HAZARDOUS PO BOX4B00-4800W HUNDRED RD • CHESTER.VA 804 74B-8746 804 2 8 5 - 9 0 0 9 ' ^""^^^ T h r e e Chopt & P a r h a m R o a d s , Richmond 2 3 2 2 9 ENGINEERS Since 1914 - PUBLIC Consulting Engineors CIVIL • MECHANICAL E L E C T R I C A L • PLANNING S U R V E Y I N G • JNDus'HiflL'ACiLiiiES E N G I N E E R S • SURVEYORS • PLANNERS WASTE 804-794-6823 BUCK, S E I F E R T 4 JOST, INCORPORATED Consulting Engineers Water S u p p l y • S e w a g e • Industrial W a s t e Treatment • Treatability S t u d i e s • 140 Sylvan Avenue, P . O . B o x 1218 E n g l e w o o d C l i t f s , N . J . 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o . P a r l i a m e n t D r i v e . S u i t e 101 Virginia B e a c h . V a 23462 804-499^8508 Ct^Hlli, INC. / bionetics/,..,,, ANALYTICAL LABORATORIES l i COMPLETE ENGINEERING SERVICES Municipal a n d Industrial Waste Treatment, Power S y s t e m s , Structures, Solid Wastes, Water Resources, Water Supply and Treatment, Transportation, Hazardous Waste Management 1941 R o l a n d C l a r k e P l a c e . R e s t o n , V A 22091 • HAZARDOUS WASTE ANALYSES SOLID WASTE CHARACTERIZATION INDUSTRIAL DISCHARGE SAHPLING/ANALYSIS iTE CERTIFIED BACTERIOLOGICAL ANALYSES 703/620-5200 DnivE HAMPTON, VIRGINIA (fl04) 8 6 5 - 0 8 8 0 �RALPH WHITEHEAD ii A S S O C I A T E S Consulting Engineers w Consulting OLVER INCORPORATED BRANCH O F F I C E S Syracuse, NY (315) 451-4700 1531 Nortti Main Street B l a c k s b u r g . Virginia 2 4 0 6 0 Nine regional o f f i c e s s e r v i n g t h e (703)552-5548 Norttieast, S o u t h , Mid-Atlantic and Midwest. ENGINEERS Finkbeiner, Pettis & Strout, Limited Water S u p p l y and Pollution C o n t r o l S o l i d a n d H a z a r d o u s Waste M a n a g e m e n t Environmental Impact Studies Water Resources M a n a g e m e n t • ARCHITECTS S U R V E Y O R S Consulting Engineers Energy Studies • • P L A N N E R S :iiue • Belhesda, Maryland 20814 2215 • LEESBURC PIKE SUITE 302 CHURCH,va. 22 04 3 703/893 - 0711 7 700 r ' A BcDuls EnainsiBnna CarrDarsCian consultinQ WATER, SITE • • • Metcalf&Eddy • WASTEWATER, DEVELOPMENT, STRUCTURAL DRAINAGE,FLOOD STREETS , DESIGN , MARINAS COMPLETE PUBUC Water Wastewater Resource Recovery Transportation 2315 SAINT PAUL STREET BALTIMORE, M A R Y L A N D 21218 w WORKS GUY & DAVIS CONSULTING BENGTSON, DeBELL, ELKIN & TITUS ENGINEERS • Water, Wastewater, and Drainage Systems CONSULTING ENGINEERS. SURVEYORS. P L A N N E R S & LANDSCAPE ARCHrTECTS WATER SUPPLY WASTEWATKR T O X I C AND HAZARDOUS MATERIALS • Multiple Engineering Leesburg, V A 7 0 3 - 7 7 7 1258 Woodbridge, V A 703-670-6400 383-9300 (301) 2 3 5 - 3 4 6 0 E N G I N E E R I N G . SURVEYING A N D P L A N N I N G SERVICES Centreuilie. V A 703-531 9630 17031 Qnginoors 111 20 New Hampshire Ave Suite 200 Silver Spring, MD 20904 CONTROL 22030 WHITMAN, REQUARDT AND ASSOCIATES e n a i n e e r s HIGHWAYS.BRIDGES Inc. FAIRFAX. ViROINIA Also Otfices In: Toledo, Akron & Cleveland, Ohio PHONE; FALLS SCIENTISTS (f O'Mara, I 0 7 t O L E I HlOHWAY. S U I T E 2 0 2 2301 West Meadowview Road Greensboro, North Carolina 27407 (919) 292-2271 • PHOTOGRAMMETRISTS Greenhorne Engineering (301) 652 E N G I N E E R S , INC. (404) 452-0797 (803) 256-3590 Dames & Moore Soils a n d F o u n d a t i o n Laboratories Industrial and Municipal BRIDGES . HIGHWAYS • RAILROADS • RAIL & BUS TRANSIT • AIRPORTS 3300 NE Expressway, Atlanta, GA 30341 1314 Lincoln Street, Columbia, SC 29201 OBRIENGGERE Engineers Environmental 1936 East Seventh Street P. O. Box 35624 Ctiarlotte, North Carolina 28235 704-372-1885 • Utility Management and Finance Silrar Spring. t ^ D 301-681-8515 • Environmental Laboratories • Construction Management FREDERICK G. GRIFFIN, P.C. • Operation and Maintenance Con.sulling Engineers HDR JAMES M. MONTGOMERY CONSULTING ENGINEERS, INC. :(229 WaU-rlick Koad, Lynchburg, V A 24502 (804/237-20441 Henningson, D u r h a m Reston International Center, Suite 1130 Calilc rt'[(\isi(.n • rV UroiidciLsl • Public Siifoty Communicatiiiils S \ s l f m s * .Marm .Systcm.s • l';k'ctriial IK'sijfn • F i d c n J Cimmiinicalions ('i>mmivsion Apiilicaliiill Prri);iralinn • l A i x r t OFFICES THROUGHOUT THE U.S. AND OVEfiSEAS S Richardson Norfolk I B O ^ a - ^ e i - B S S I ] Alexancdnis [ - 7 0 3 - 6 8 3 - 3 4 0 0 1 a r i d Nacionwii-ie Fi ^lilllMrn and W i(ni-<^ ^ ^^^GERAGHTY ^ 1 ^ 6 ? MILLER, INC. 8 4 4 West Street Annapolis. MD 21401 (301) 2 6 8 - 7 7 3 0 . Engineering Planning ' ADDITIONAL LOCATIONS, AIKEN, S C » NEWTOWN, PA • OAK RIDGE. TN BATON ROUGE Wiley & Wilson DENVER Arcn tects HACKENSACK. f 2310 Langriorne Roaa SYOSSET, NY PO PALIVI B E A C H GARDENS TAMPA Lynchburg Virginia Box 877 24505-0877 (804) 528-1901 A Ration, Harris, Rust & Assoc. d D'CfessiOnal corDcat'Lin Engineers . Surveyors . Planners C o m p l e t e professional services tor m u n i c i p a l i t i e s and publtc agencies Virginia O f f i c e s : 1 0 5 2 3 M a m Street. Fairfax. Virginia 2 2 0 3 0 ( 7 0 3 ) 273-8700 1 0 0 S o u t h M a i n Street, B n d g e w a t e r , Virginia 2 2 8 1 2 ( 7 0 3 ) 828-2616 ^ 1 0 9 W G S I King Street. L e e s b u r g , Virginia 2 2 0 7 5 ( 7 0 3 ) 7 7 7 - 3 6 1 6 Public Administration Service Providing management assistance and consultant services to local, regional, and state governments since 1933 1497 Ctiain Bridge Road M c L e a n . Virginia 22101 E n g n e e r s Plai^ners (703) 734-8970 © THE MAGUIRE GROUP Architects • Engineers • Planners CE Maguire, Inc. 5203 L e e s b u r g Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 Business Park Dr., Virginia Beach, VA 23462 (804) 497-6304 o Q Regional offices Providence. Rl: Boston. MA; Clearaaler. FL; Ft. Charlotte. NC: Dallas. TX: Falls < Cfiurch. VA: Florence. SC: Honolulu. HI: Bloomfield. HI: New Britain, CT: Pittsburgh, PA: Phoenix, AZ: Sparlanhurg. SC Virginia Beach, VA: Waltham, MA, o < Consultants — Put your message here before 4,300 readers each month. Call (804) 649-8471 to find out how! CD > 21 �Marketplace Public Power Financing Director Department of Housing and Community Development The commonwealth of Virginia is seeking an individual to direct this agency with 95 employees and total responsibility for providing housing and community development a s s i s t a n c e to political s u b divisions and private sector. Applicants must have demonstrated exp. in the following : admin, of federal grant a s s i s t a n c e p r o g r a m s ; a d m i n , of c o m m o n w e a l t h building regulations (Uniform Statewide Building Code, Virginia Public Building S a f e t y R e g u l a t i o n s ) ; d e v e l o p m e n t of policies, plans, goals, programs, etc. for consideration by General Assembly, governor. Reports to secretary of commerce and resources; s e r v e s a s staff to Board of Housing and Community Development. Submit detailed resume to C . R. McC l o s k e y , Department of H o u s i n g and Community Development, 205 N. Fourth St., Richmond, VA 23219, no later than April 30, 1985. E O E . .. Experience Innovation Commitment First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, NY. 10055 Kevin J . Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 For Sale 1972 International "Loadstar 1700" refuse truck. Leach body "5 ton-16 cubic yards." Good condition. Priced to sell! For information call 1-800-533-6669, Keysville, VA. W O L F E fi A S S O C I A T E S , INC. Management Consultants . EXECUTIVE SEARCH . MANAGEMENT SYSTEMS . ORGANIZATION ANALYSIS PRODUCTIVITY IMPROVEMENT . SEMINARS / TRAINING CONTACT: J A M E S L. from page 10 private owner/operator should include clear operating standards and penalties for failing to meet those standards. Further, facilities which provide especially critical services to the community ( e . g . water, w a s t e w a t e r treatment) should be subject to regular inspection and audit review by the government to assure regular compliance with operating requirements. Summary Under the appropriate circumstance, privatization can be the most cost effective method available to government for providing public s e r v i c e s . However, identifying and evaluating privatization candidates and structuring a privatization transaction are complicated activities which require a basic understanding of the various financial and non-financial considerations underlying the privatization concept. Generally, it is in the best interest of the community to retain experienced legal, tax and financial advisors to assist in developing a privatization transaction in order to best meet the needs of the community involved. About the Author Kevin G. Quinn is a member of the Public Finance Department of Alex. Brovi/n & Sons. He was previously employed by tfie law firm of IVIiles & Stockbridge where he specialized in corporate, banking and tax-exempt finance law. At Alex. Brown, Quinn concentrates primarily on developing and structuring water, sewer and solid waste financings as well as advance refunding bond issues. MERCER FINANCIAL AND MANAGEMENT CONSULTANTS. REGIONAL VICE PRESIDENT P.O. B O X 8 8 8 6 5 6 A T L A N T A , G E O R G I A 3 0 3 5 6 (404) 3 9 6 9 0 6 0 R. W . BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS o Q O Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations H CAMP D R E S S E R & M c K E E o cc 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 842-5500 < > 22 1510 E. Colonial Drive Orlando, FL 32803 (305) 8 9 6 4 9 1 1 MUNICIPAL ADVISORS INCORPORATED B O X 45 \, \ «I4 422-1711 YARGER AND ASSOCIATES, INC. Position Ciassificalion and Pay Plans Mana^enienr and Financial Studies Test Conslniclion—l-'irc anil Police Studies Over 700 Surin/i Our Mud Year environmental planners, 40 Grove Street Wellesley, M A 02181 (617) 237-1870 • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal Bonds • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies engineers, & management scientists, consultants CDM 2830 Mary Street F a l l s C h u r c h , V a . 22042 703/560-6900 �Commentary Ethics and the Public Official "Most of us lack the information to make decisions on etiiical grounds, even if we wanted to." Robert Samuelson Newsweek, Dec. 3, 198^ Public officials who sometimes find t h e m s e l v e s overworked, underpaid, undersatisfied, tired and generally confused would probably agree with S a m uelson regarding the role that ethics play in their professional decision making. For many public servants, philosophy is for colleges and theories of ethical behavior for those people who have the time, which they certainly do not, and the inclination, which they also do not have, to engage in thought and debate about the probable motivations and potential ethical consequences of their decisions. Let the scholars and intellectuals debate their circular theories, they argue. Talk and arguments challenge students and other scholars but may seem of little help to public officials who find themselves "on the firing line" everyday. B u reaucrats and politicians, unlike philosop h e r s , live in the " r e a l w o r l d " and must make tough decisions and choices daily without the benefit of sufficient information and extended time for analysis and debate. Intuitions, beliefs and convictions weigh more heavily, and probably are more useful, than are the theories published by scholars who build careers by studying ethics, or so goes the reasoning. As compelling as this argument by some public servants and Robert S a m uelson may be, I take issue with two assumptions on which the argument s e e m s to rest. First, that there is a dearth of information on which to base policy decisions, and second, that public policy and decision making demonstrate no relationship to traditional, scholarly theories related to ethical, moral behavior. To the contrary, I believe that, if anything, the average public official has too much information on which to base decisions. In addition to the extensive data base maintained by every agency at every level of government, the public manager has access to a myriad of prof e s s i o n a l journals, n e w s p a p e r s and magazines. Additional guidance is provided by legislative action and through public hearings on particularly con- troversial or important policy choices. Also, while they certainly do not label their reasoning a s Libertarian, Marxist, Utilitarian, Rawlsian or Kantian, today's public officials often illustrate these theories, at least in part, through their actions and the reasons they give for their points of view and behavior. If the technological era in which we live has done nothing else, it has put information at our fingertips and produced sophisticated methods for storing, displaying and reporting data. While some people argue that our analytical ability has not kept pace with our ability to generate data, the fact remains that automation. In combination with statistical and mathematical models, allows public policy makers to conduct detailed a n a l y s e s of available options. Cost/ benefit analysis, multiple regression models, new simulations taking multiple variables into consideration and various mathematical formulae for making projections are now available to policy makers at all levels in every branch of government. A s valuable as these new techniques are, they do not and cannot take the place of responsible policy makers in shaping the laws and principles by which society operates, nor can data and technique be viewed as replacing those human qualities and aspirations which can never be measured and those values which defy comparison. Clearly, if a public official wants to consider the ethical consequences of his or her decisions, the information, methodology and support systems to do so exist. Samuelson may argue that officials may not want to so deliberate, but his argument that insufficient information exists cannot be justified. Comp r e h e n s i v e , relatively current data bases, sophisticated analytical methods and unprecedented a c c e s s to public opinion and to professional judgment enable today's public officials to weigh ethical concerns in their decision making. Unfortunately, many may not have sufficient grounding in traditional moral theory to make use of this information a s another aid in formulating and implementing public policy. While very few public officials would classify themselves a s moral theorists, almost all find themselves in the position of making decisions of moral and ethical import. However, it seems that often the decisions they make illustrate the theories of which they claim no knowledge. In fact, few major decisions are made which do not reflect one or more of these theories. By Carol Amato Consider for example the relationship between our public policies on equal opportunity and Immanuel Kant's concept of the equality of men as subjects in a commonwealth or our policies regarding the use of human subjects in experiments and Kant's statements regarding the use of people a s a means to achieve other goals. Similar parallels can be drawn between the work of John Stuart Mill regarding the individual's right to expect equality of treatment unless some recognized social expedie n c y requires the r e v e r s e and our policies regarding the deinstitutionalization of patients in mental hospitals. The "New Federalism" includes shades of Robert Nozick's emphasis on the minimal state, and many of our social programs s e e m to h a v e roots in J o h n Rawls' principles of justice a s fairness. That the relationship between theorists and laws and policies developed by public officials Is often coincidental, not the result of intentional consideration of the theorists' works, suggests to some observers that the philosophers' points of view somehow are extraneous to the policy making process. To the contrary, whether the topic is the distribution of wealth, individual rights or justice, there is guidance in the theorists' work which has great value to the public official. We all stand to benefit from a common understanding of certain concepts and methods of critical thinking used by the philosophers. In addition, g r o u n d i n g in c l a s s i c a l a n d c o n temporary ethical theories provides the public official with access to some of the world's most brilliant minds, with a way to avoid "reinventing the wheel," with a common vocabulary and framework for analyzing ethical issues and with theories that, on the whole, have been thoroughly and thoughtfully analyzed and debated. Given the importance of our actions and decisions, it seems essential that we take advantage of the assistance and methodology the ethical theories offer our own "real world" policy making processes. Isn't it time that we devote a s much energy to understanding the ethical theories on which our decisions rest as we do to producing statistics and charts to support our reasoning? O Q Z < About the Author Since September 1984, Carol Amato tias served as acting director of Virginia Commonvi/ealth University's Center for Public Affairs. Sfie is currently working on tier doctorate in public administration at VCU and previously served as assistant director for the center. DC > 23 �DOMINION B^NK Dominion Bank's government specialists have more than the usual expertise. In service to local governments, Jim Kern, A l Mottesheard and Jim Thompson combine over 50 years of experience. Plus years of practical understanding. For instance, A l used to be Chief Deputy Treasurer of Virginia. And who could better appreciate your problems than someone who's had them? For any type of assistance with Public Finance, Investments or Governmental Services, call the Dominion team. They're backed by the multi-billion dollar resources of one of Virginia's premier statewide banking organizations. Let us show you how accommodating a good bank can be. Member F D I C � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 20, Number 3 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource March 1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198503 https://www.virginiaroom.org/digital/files/original/69/6474/198504.pdf e8fe5bd014fd41a01f7014c6977464a6 PDF Text Text The Lewinsville Center Residence �:ima elf Insurance Association A program designed to control your Workers' Compensation Costs. $3.1 million in dividends returned For more information contact; Margaret A . N i c h o l s , Administrator Virginia Municipal Group S e l f Insurance Association P . O . B o x 753 R i c h m o n d , V i r g i n i a 23206 ( 8 0 4 ) 649-8471 LAW AND ORDINANCE CODIFICATION SERVICES Research - Revision - Publication Loose-leaf Supplement Service RAL ISHERS 72 H I N C H E Y ROAD ROCHESTER, 716/328-1810 NEW YORK 14624 �Vrginia Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre Volume 20 Number 4 April 1985 VML President Lawrence A. Davies Officers 4 Samuel W. Adams III Robert T. Williams Martha V. Pennino Noel C . Taylor Executive Committee J . Willard Lineweaver J a c k D. Edwards Dolores P. Lescure Sidney M. Oman William R. Hartz M. Stewart Koethcke Charles A. Robinson J r . Executive Director R. Michael Amyx Reagan Budget Slashes Aid By Mary J o Fields President Reagan's budget eliminates more than $186 million in grants to Virginia local governments. 9 A New Horizon for the Elderly By Deirdre 0. Coyne The Lewinsville Center Residence, once an elementary school, now offers affordable, independent living for the elderly. 13 Apartheid: A Local Response By Frank Buck and Robert Sheets The city of Charlottesville of apartheid. On the Cover Residents at the Lewinsville Center in McLean enjoy a wood carving class. The center, a former elementary school, has been renovated to provide affordable, congregate housing for the elderly. Read about it on page nine of this issue of Virginia Town & City. VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Iron fronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1985 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 16 tackles the difficult question Supreme Court Reverses NLC Landmark Case By Clay Wirt The Supreme Court's ruling in Garcia v. S a n Antonio sent shock waves through the local government community. It may have immediate as well as far reaching effects. 20 Marketplace 21 People 22 Commentary: Tax-Exempt Property in Virginia O Q By Albert W. Spengler A nagging issue that plagues localities is the fact that for each plot of property that becomes exempt... the locality loses part of its tax base. O I- < Z o cc > �By Mary Jo Focus on Washington Fields Reagan Budget Slashes Aic N o w that t h e G e n e r a l A s s e m b l y h a s a d j o u r n e d , o u r attention t u r n s to W a s h ington, D C , w h e r e the f e d e r a l b u d g e t is in the e a r l y s t a g e s of negotiation. It's far too e a r l y to predict t h e final o u t c o m e of that s t r u g g l e , but s o m e c a p i t a l e x p e r t s c l a i m that Mr. R e a g a n ' s b u d g e t w a s d e a d b e f o r e it e v e r got to the Hill. A t the s a m e t i m e , his p r o p o s a l s h a v e laid the groundworl< for p o s s i b l e s w e e p i n g changes. T h e n e w s for l o c a l g o v e r n m e n t s i s not g o o d . N a t i o n a l L e a g u e of C i t i e s e s t i m a t e s that s t a t e a n d local g o v e r n m e n t s w o u l d s h o u l d e r m o r e t h a n half the prop o s e d c u t s in d o m e s t i c p r o g r a m s : $ 2 0 billion of a p r o p o s e d $ 3 6 billion. T h e U . S . C o n f e r e n c e of M a y o r s a r g u e s that u r b a n a r e a s in t h e nation h a v e s e e n a l o s s of 8 0 p e r c e n t of their f e d e r a l aid s i n c e 1 9 8 1 a n d that it is time for other g r o u p s to b e a r a s h a r e of t h e budget cuts. Of g r e a t c o n c e r n i s t h e p r o p o s e d elimination of the g e n e r a l r e v e n u e s h a r ing p r o g r a m , t h e only s o u r c e of f e d e r a l f u n d i n g for m a n y l o c a l g o v e r n m e n t s . For federal fiscal y e a r 1 9 8 5 , Virginia l o c a l g o v e r n m e n t s will r e c e i v e $ 9 9 . 9 m i l l i o n in g e n e r a l r e v e n u e s h a r i n g f u n d s . C u r r e n t a u t h o r i z a t i o n for t h e prog r a m r u n s t h r o u g h f i s c a l y e a r 1 9 8 6 , but R e a g a n ' s b u d g e t t e r m i n a t e s t h e program a y e a r early on S e p t . 3 0 , 1 9 8 5 . T h e e n d of r e v e n u e s h a r i n g s p e l l s f i n a n c i a l h a r d s h i p for m a n y of our l o c a l ities. T h e V i r g i n i a M u n i c i p a l L e a g u e r e c e n t l y s e n t a s u r v e y of the p r o p o s e d f e d e r a l b u d g e t c u t s to l o c a l g o v e r n m e n t a d m i n i s t r a t o r s a n d m a y o r s a c r o s s the s t a t e a n d asl<ed r e s p o n d e n t s to i n d i c a t e what percent general r e v e n u e sharing is of their c u r r e n t o p e r a t i n g b u d g e t s , c a p i tal i m p r o v e m e n t s b u d g e t s a n d s c h o o l budgets. > o Q < z o o > E a r l y r e t u r n s of the s u r v e r y s h o w that r e v e n u e s h a r i n g m a k e s up f r o m 2 perc e n t to 1 0 p e r c e n t of the o p e r a t i n g b u d g e t s of c i t i e s a n d 1 p e r c e n t to 2 5 p e r c e n t of the o p e r a t i n g b u d g e t s of t o w n s . F o r current capital improvements budgets, r e v e n u e s h a r i n g f u n d s contribute 3 0 p e r c e n t to 1 0 0 p e r c e n t in c i t i e s a n d 3 p e r c e n t to 1 0 0 p e r c e n t in t o w n s . S o m e c i t i e s p l a c e all their r e v e n u e s h a r i n g f u n d s into e d u c a t i o n to p r o v i d e f r o m 2 p e r c e n t to 1 3 p e r c e n t of s c h o o l b u d g e t s . D o l l a r s of this m a g n i t u d e will not b e replaced painlessly. T h e Richmond T i m e s - D i s p a t c h r e p o r t e d that a 1 2 - c e n t r e a l property t a x i n c r e a s e w o u l d be n e c e s s a r y for R i c h m o n d to m a k e up t h e l o s s of g e n e r a l r e v e n u e s h a r i n g f u n d s . a n d R i c h m o n d is by no m e a n s a l o n e . R e s p o n d e n t s to t h e l e a g u e s u r v e y c a l c u l a t e that m a k i n g up the l o s s in g e n e r a l r e v e n u e sharing would require a 5-cent to 2 4 - c e n t i n c r e a s e o n c u r r e n t r e a l e s tate t a x r a t e s . R e v e n u e sharing funds are a particularly important s o u r c e of f e d e r a l f u n d s s i n c e t h e y c a n be u s e d in a v a r i e t y of program a r e a s . T h e league s u r v e y rev e a l s that r e v e n u e s h a r i n g f u n d s h a v e c o n t r i b u t e d to m a n y c o m m u n i t y i m p r o v e m e n t s in V i r g i n i a s i n c e the i n c e p tion of t h e p r o g r a m in 1 9 7 2 . T h e f u n d s h a v e b e e n u s e d to build s t r e e t s a n d r o a d s ; p u r c h a s e police, fire, r e s c u e s q u a d a n d g a r b a g e collection v e h i c l e s ; i m p r o v e a n d m a i n t a i n public bui l di ngs; c o n s t r u c t p o l i c e , fire a n d r e c r e a t i o n a l buildings; i n c r e a s e t e a c h e r s ' salaries; and extend and improve water and wastewater lines. A seemingly popular misconception in W a s h i n g t o n is that local g o v e r n m e n t s a r e s o m e h o w a w a s h in s u r p l u s f u n d s , t h e r e f o r e it m a k e s no s e n s e for t h e f e d e r a l g o v e r n m e n t to i n c r e a s e further its deficit by s e n d i n g f u n d s to the l ocal i ti es. T h e l e a g u e s u r v e y firmly d i s p u t e s that m i s c o n c e p t i o n , at l e a s t for V i r g i n i a c i t i e s a n d t o w n s . Of t h e r e s p o n s e s r e c e i v e d , t h e v a s t majority of c i t i e s a n d t o w n s i n d i c a t e d t h e y a n t i c i p a t e either no s u r p l u s e s at all at the e n d of t h e c u r r e n t f i s c a l y e a r or s m a l l s u r p l u s e s in t h e r a n g e of f r o m 1 p e r c e n t to 5 p e r c e n t of their total o p e r a t i n g b u d g e t s , h a r d l y a l a r g e c u s h i o n o n w h i c h to rest. G e n e r a l r e v e n u e s h a r i n g is t h e s i n g l e l a r g e s t local g o v e r n m e n t a i d p r o g r a m s l a t e d for e l i m i n a t i o n , but other c u t s a n d program eliminations also could h a v e major effects on local budgets. S o m e m a j o r p r o p o s e d c u t s or e l i m i n a t i o n s inc l u d e the following: — A 1 0 p e r c e n t cut in the c o m m u n i t y d e v e l o p m e n t block grant ( C D B G ) p r o g r a m , resulting in t h e l o s s of $ 5 . 6 million to V i r g i n i a localities in f i s c a l y e a r 1986. Entitlement cities would b e a f f e c t e d further by t h e p r o p o s a l to shift m o n e y f r o m t h e enti tl ement to the small cities program. Currently, 7 0 p e r c e n t of C D B G f u n d s go to e n titlement c i t i e s , with the r e m a i n i n g 3 0 p e r c e n t g o i n g to t h e s m a l l c i t i e s d i s cretionary grants program. T h e budget m a k e s that split 6 0 - 4 0 , attempting to m a k e up to s m a l l e r g o v e r n ments the l o s s e s from programs s l a t e d for c u t s . — Elimination of urban development action g r a n t s ( U D A G ) , with a f i s c a l y e a r 1 9 8 6 l o s s of $ 6 . 1 million for t h e state. — A 5 5 p e r c e n t cut in m a s s transit f u n d ing, with a 1 9 8 6 s t a t e w i d e l o s s of $ 2 8 . 0 million in f u n d s to V i r g i n i a . T h i s cut i n c l u d e s elimination of o p e r a t i n g s u b s i d i e s for m a s s transit s y s t e m s . — E l i m i n a t i o n of s c h o o l i m p a c t a i d , a d d i n g up to a n e s t i m a t e d l o s s of $ 1 7 . 2 million in V i r g i n i a . A i d w o u l d be e l i m i n a t e d entirely for s e c t i o n B s t u d e n t s , t h o s e w h o s e p a r e n t s either live or w o r k o n f e d e r a l property. — C u t s in child nutrition p r o g r a m s , with a n e s t i m a t e d l o s s of $ 1 1 . 8 million in s c h o o l l u n c h aid a l o n e in V i r g i n i a for fiscal y e a r 1986. — C u t s in F a r m e r s H o m e A d m i n istration l o a n s a n d g r a n t s for c o m munity s e r v i c e s , b u s i n e s s e s a n d r u ral h o u s i n g , with a n e n d goal of d i s continuing programs under F m H A . T h e total d e c r e a s e in F m H A f u n d s p r o p o s e d for 1 9 8 6 is $ 1 0 million in l o a n s a n d $ 2 . 2 million in g r a n t s . — E l i m i n a t i o n of the w o r k i n c e n t i v e p r o g r a m , with a s t a t e w i d e l o s s of $ 3 . 6 million in 1 9 8 6 . — E l i m i n a t i o n of the A p p a l a c h i a n R e g i o n a l C o m m i s s i o n a n d r e c i s i o n of $ 4 . 4 million of t h e $ 5 . 2 million s l a t e d to be s p e n t in V i r g i n i a in 1 9 8 5 . — E l i m i n a t i o n of the E c o n o m i c D e v e l opment Administration and recision of all p r o g r a m f u n d s for public w o r k s a n d t e c h n i c a l a s s i s t a n c e proj ec ts c u r r e n t l y a u t h o r i z e d but not yet a p p r o v e d . A u t h o r i z a t i o n s to d a t e in Virg i n i a for 1 9 8 5 a p p r o a c h $ 2 million. — E l i m i n a t i o n of c o m m u n i t y s e r v i c e s block g r a n t s , a h o l d o v e r from the antipoverty p r o g r a m s of the 1 9 6 0 s a n d 1 9 7 0 s . T h i s p r o g r a m brings $ 5 . 6 million into V i r g i n i a e a c h y e a r . In m o s t c a s e s the m o n e y g o e s to n o n profit, c o m m u n i t y action a g e n c i e s that a r e s e p a r a t e from local g o v e r n m e n t s , but the l o s s of t h e s e a g e n cies' s e r v i c e s could m e a n increased c o s t s for l ocal i ti es. A d d i n g t h e potential e l i m i n a t i o n s a n d c u t s in t h e s e p r o g r a m s a l o n e , V i r g i n i a ' s localities s t a n d to l o s e up to $ 8 6 . 4 million in g r a n t s a n d $ 1 0 million in l o a n s in 1 9 8 6 u n d e r the P r e s i d e n t ' s p r o p o s e d budget. A d d r e v e n u e s h a r i n g to this a n d the total r i s e s to $ 1 8 6 million in g r a n t s a n d $ 1 0 million in l o a n s . Not i n c l u d e d in this figure is the i m p a c t of c u t s in prog r a m s s u c h a s job training, aid to f a m i lies with d e p e n d e n t c h i l d r e n , s o c i a l s e r — continued on 6 �Selected Proposed Federal Budget Cuts Affecting Local Governments in Virginia Program 1986 Estimated Decrease (in millions) General Revenue Sharing Community Development Block Grants Urban Development Action Grants Mass Transit School Impact Aid ARC EDA Work Incentive Programs School Lunches FmHA Community Service Block Grants $ 99.9 5.6 6.1 28.0 17.2 4.4 2.0 3.6 11.8 2.2 grants 10.0 loans 5.6 ''Dollars of this magnitude will not be replaced painlessly." $186.4 grants 10.0 loans TOTALS NOTE: Among the programs not included in this table but scheduled for cuts or elimination are EPA wastewater construction programs, job training, housing assistance programs, some education programs and some social services programs. The table also does not reflect the effects of freezes on domestic programs. Impact Samples Town of Ashland Mayor Richard Gillis of Ashland knows the value of revenue sharing funds and says that their loss will create a void that will be difficult to fill. Ashland also has profited from other federal programs that now face cuts or elimination. During the last five to six years, the town of Ashland received federal assistance to expand and improve its water and sewer utility system. The town received a $1.3 million EPA grant, a $3.4 million FmHA community facilities loan and two CDBG grants totaling $2 million, part of which was used for the utility system. David Reynal, town manager, reports that federal funds have enabled the town to expand utility service to land annexed in 1977 and to replace existing water and sewer lines put in during the 1920s. Pulaski County Pulaski County uses its revenue sharing funds almost exclusively for public schools. Revenue sharing money supplies about 15 percent of the local funds for the public school system. Sidney A. Glower, Pulaski County administrator, states that revenue sharing has made it possible for the county to increase significantly teachers' salaries during the past few years. Town of Rich Creek The citizens of Rich Creek daily see visible evidence of the importance of revenue sharing to their town. Mayor Roy Kemper reports that the town has used revenue sharing to upgrade water lines and purchase and install booster pumps for the water system. Improving the water system has helped the town to provide service to its expanding business sector, including a new nursing home. In addition, revenue sharing funds have purchased the town's new trash truck and police car. Looking to the future, the town is saving some of its revenue sharing funds for a new well for further upgrading and expanding of the water system. City of Norfolk Revenue sharing funds have been a significant key to making Norfolk livable and to improving its image, according to City Manager Julian Hirst. Revenue sharing funds are concentrated in areas that have been in the process of rehabilitation and conservation during the past 15 years. The funds have been used to strengthen low income housing, build neighborhood pride and upgrade community and recreational facilities. Specifically, revenue sharing helps finance on an on-going basis housing code administration and enforcement and five neighborhood recreational and park facilities. These facilities, originally built with model cities funds, are in redevelopment and conservation areas. They provide the area's citizens with recreational facilities, libraries, pools and assistance activities such as social services, public health, dental programs, programs for unwed mothers and environmental improvements. According to Hirst, Norfolk will feel the effect of any elimination in revenue sharing as strongly in the funding of these services as anywhere else. Revenue sharing also helps finance the city's paramedic program. Town of Wise The town of Wise puts its revenue sharing money almost exclusively into public safety. Revenue sharing pays approximately 22 percent of the town's police salaries. Replacing revenue sharing funds with real estate taxes would require an 8-cent tax increase, almost 40 percent over the present 19.7-cent tax rate. Sim Ewing, town manager, explains that putting revenue sharing into public safety has enabled the town to add two patrol officers, increase the visibility of the police and increase salaries to make public safety jobs more competitive and to attract higher-quality personnel. City of Portsmouth Faced with the highest tax rate in the Hampton Roads area, the city of Portsmouth has found it necessary to use revenue sharing funds to balance the budget. Revenue sharing helps maintain service levels in public safety. Making up lost revenue sharing funds with local money would require a 10-cent tax rate increase. > O Q < o o DC > �from page 4 — Public Power Financing .. Experience Innovation Commitment. First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, N.Y 10055 Kevin J . Collins, Managing Director (212)909-2921 Edward R Meyers, Vice President (212)909-2878 o Q I < Z vices block grants or the freezes proposed for most domestic programs. Also not included in these calculations are the massive cuts proposed in housing programs. The total impact of these proposed cuts is not clear at this point. A two-year moratorium on new units is being placed on most programs under the Department of Housing and Community Development, including the rental rehabilitation program and all section 8 programs. Section 312 rehabilitation loans and housing development grants are slated for elimination, and the housing vouchers program is slated for large cuts. Overall, cuts in housing a s sistance programs may approach 95 percent. The future of the Environmental Protection Agency's wastewater construction grants program is not included in the above list because cuts are not slated for this program in 1986. However, yearly cuts are proposed beginning in 1987 with elimination of the program by 1990. T h e potential loss for funds in Virginia from 1987 to 1990 is $104 million. Localities were asked to rank the importance of the various programs slated for cuts or elimination in the league survey. Not surprisingly, the majority of cities, counties and towns responding to the survey listed general revenue sharing of top importance. C i t i e s g a v e C D B G , U D A G and education programs second, third and fourth priority. Town rankings were C D B G , second; E P A , third; and F m H A fourth. Education, C D B G and FmHA were ranked second, third and fourth by counties. The survey also asked respondents how their locality would deal with federal budget cuts. Most localities indicated they would handle the cuts by a combination of cutting services and raising taxes and fees. The taxes and fees most frequently mentioned as targets for increases were water and sewer rates, utility taxes, personal property taxes and real estate taxes. Local governments are willing to bear a fair share of federal budget cuts, for the growing federal deficit and the state of the national economy are matters rightly of concern to local officials and citizens as well as to national leaders. Local officials, the league, N L C and other associations of public officials are working to ensure that budget cuts are applied evenly and that efforts to balance the federal budget and bring federal spending under control are not done at the expense of local governments. About the Author Mar/ Jo Fields is staff associate at ttte ieague and fiolds a master's degree in pubiic administration from Auburn University. Stie currently is worthing on an assessment of the effect of proposed federal budget cuts on local governments. Wete ServingPiiblic ServiceEti^loyeesWith MQreG)st-Effective Health Benefits. Instead of paying higher costs for health benefits or reducing coverage for employees, more municipalities are calling Blue Cross and Blue Shield of Virginia. We've implemented some of the most costeffective programs in the country. your municipality, regardless of its size, Call your local office of Blue Cross and Blue Shield of Virginia. For the _ BlueCrosso healthofyour employees. vHj) Blue Shield, A n d your municipality. iST nt m oi • u ^ f r r * • • A n d we can put these programs to work for Ulue tcross&lfluel^mela Ut Vngima Rkhmorid(Headqmrters)/Roarioke/Bristol/Martinsville/Danville/Lynchburg/Norfolk Newport News/Manassas/Petersburg/Staunton/Winchester/Charlottesville �achievement (a chev' mailt) [OFr. achever, to flnisli] -n. 1. ttie act of achieving; the performance of an action 2. a thing achieved, esp. "by skill, work, courage, etc.; a successftal accomplishment 3. a great or heroic deed; a feat; something accomplished by valor or boldness award (8 word') - vt. 1. to give as a result of judging; to grant or declare as merited or due; to bestow for performance or quality; to assign as the result of careful consideration, as to competitors i n any contest-n. 1. a judgement, or decision 2. something awarded, a prize call for entries . . . . The 1985 Virginia Municipal League Achievement Awards Program �Riclimond. . . . The Virginia Municipal League announced today the opening of its 1985 Acliievement Awards Competition and all VML local governments are urged to enter. Has your locality successfully completed a program or project this year? Then you could be a winner i n the 1985 VML Achievement Awards Competition. I t doesn't matter if you represent a small town or a large city or county. There are categories for each, and it's quality the judges w i l l be looking for. Twelve awards w i l l be offered, so start working on your entry now. What has your locality accomplished this year? Why not tell us about it? Purpose. . . . The goal of the annual VML Achievement Awards Program is to recognize and encourage innovation and excellence i n local government i n Virginia. The program provides the opportunity for VML member governments and their officials and employees to receive deserved recognition by their peers and various publics for superior and innovative efforts i n the profession of local government. I n addition, the program provides a means of sharing the best public service ideas i n Virginia, a forum whereby all those i n local government can learn. And, we hope by sharing our winning entries with the public that we are building an image of Virginia's local governments, their officials and their employees as being competent and caring. o Q •z. < o o DC > Basic qualifications. . . . A locality must be a member of the Virginia Municipal League to enter the competition. Entries must describe programs or projects brought to conclusion or showing significant results between January 1, 1984 and A p r i l 30, 1985. Each entry must have a cover page bearing the project or program title, the category of entry, the locality's name and the signature of the chief elected official. A l l entries must be t3rped double spaced and should not exceed eight pages. Black and white photos, art, news clippings, tables or charts, etc. may be attached as an appendix. Three complete copies of each entry must be submitted. Presentation AI though the presentation of your entry w i l l not be the most important consideration of the judges, it w i n count. Therefore, your entry should have a neat appearance and should be clearly written. We suggest an introduction to include background information such as the need for your project or program, the origination of your project or program, a statement of your objectives or goals and other pertinent information. The major portion of the entry should clearly explain how your project was carried out or how your program operates, and the conclusion should clearly explain the results and/or any potential future impact. How your project was financed and staffed should also be included. Categories Twelve awards are available, one for towns and one for cities and counties i n each of the six areas that parallel VML's policy committees. Localities may enter i n all six categories but only once i n each category. The categories are as follows: Community Development. . . . Any program to improve the physical or economic vitality of the community, such as business development, construction projects, housing projects, urban renewal, downtown revitalization or neighborhood development. Effective Government. . . . Any program to improve the operation of government, such as management programs, employee programs or financial programs. Environmental Quality. . . . Any program to improve the environment such as beautification programs, planning and land use programs, sanitation programs, water or energy programs, preservation programs. Human Development. . . . Any program to aid the community's citizens, such as educational programs, social service programs, employment programs, and recreational programs. Public Safety. . . . Any program to improve security i n the community, such as court programs, law enforcement programs, fire and rescue programs or emergency preparedness. Transportation. . . . Any program to improve or develop transportation, such as traffic management, road and sidewalk improvements, public transit. The judging All en- tries w i n be reviewed by a VML screening committee and judged by a panel of three individuals selected for their competence and experience i n the field of local government. The judges may elect not to make an award i n a category should they deem none worthy, or they may elect to present a tie award. The a w a r d . , . . winners w i l l be presented with the VML Achievement Award Pyramid Trophy and w i l l be recognized at the VML Annual Conference In September. I n addition, summaries of the winning entries w i l l be published i n the September issue of V i r g i n i a Town fi* City. The deadline.... Aii en- tries should be mailed to VML Achievement Awards, P.O. Box 753, Richmond, V A 23206 and must be postmarked by A p r i l 30, 1985. A l l entries become the property of the Virginia Municipal League. Questions. . . . Contact Christy Everson i n the VML Office at (804) 649-8471. �By Deirdre C. Coyne Lewinsville Center Residence A New Horizon for the Elderly Background Where children once studied, now the elderly reside. T h e Lewinsville Center Residence in McLean represents the first renovation of a school in the state of Virginia for the purpose of providing housing for the elderly. Lewinsville has made a big difference in the lives of its low-income, elderly residents. Most of the center's residents previously lived with a son or daughter, and although these homes were comfortable, many of these elderly individuals lacked privacy, felt the need for greater independence and wanted the companionship of people their own age. But when it came to searching for an affordable efficiency or one-bedroom apartment in a decent neighborhood, the prospects for an elderly person with a fixed income were not good. Rents ranging from $300 to $450 a month were beyond their financial means. At Lewinsville, residents pay an average of $250 a month in rent and utilities, share an evening meal and can participate in regular planned group activities and outings. T h e Lewinsville Center R e s i d e n c e represents a response by the Fairfax County Redevelopment and Housing Authority to the needs of an increasing elderly population for affordable housing, independent living and peer fellowship. T h e project is part of a four-year effort by F C R H A to develop affordable housing for low-income elderly in the absence of federal subsidy. The concept behind Lewinsville w a s to r e d u c e s q u a r e footage in e a c h apartment without sacrificing livability and to provide congregate living and dining facilities. The design encourages residents to retain their individuality and independence, yet share similar interests and activities with one another. in Fairfax County as in many suburban jurisdictions, school enrollments have significantly declined resulting in some vacant elementary schools in developed residential areas. Learning of several schools soon to become available for alternative uses, Fairfax County Department of Housing and Community Development staff contacted the school board and toured the p r o s p e c t i v e schools. T h e two-story Lewinsville Elementary School appeared suitable for conversion, and the school board indicated their intention to lease the school to an acceptable party. A children's day-care center already occupied the first floor of the school, and plans existed for another children's daycare center, a senior recreation center and an elderly day-care program to be incorporated into the building. No doubt, these programs would be very compatible with a congregate elderly residence on the second floor. HCD staff received community support and the backing of the board of supervisors' member representing the district. In order to comply with the zoning ordinance and state code, it w a s necessary for F C R H A to secure the approval of the county planning commission and board of supervisors for the renovation and lease of the second floor of the school. T h e F C R H A was successful in this effort. Redesign and Renovation The task for the architectural firm involved w a s the redesign of 10,106 square feet of classroom space into efficiency apartments and shared living and dining facilities. The firm decided to maintain the existing walls of the class- rooms and divide each classroom into units of approximately 350 square feet with 250 square feet of living space, a significant cost-saving measure. This yielded 21 efficiency and one-bedroom apartments (including two units for the handicapped and one bedroom for the manager), a double-loaded corridor and additional space for an office a s well a s 2,000 square feet of shared living/dining area. T h e architect conceived that 350 square feet would provide an elderly person with sufficient space for privacy and comfort, but would not be so large a s to encourage residents to confine themselves in their apartments. At Lewinsville each unit has a kitchenette with two burners, a half refrigerator, a sink, a micro-wave convection oven, a bathroom, a walk-in-closet and a smaller coat closet. Grab bars were installed in the bathtubs and emergency cords were placed in each bathroom. T h e living, s l e e p i n g , dining a r e a is basically a square configuration. Individually controlled air conditioners were installed in each apartment, and the plumbing s y s t e m w a s e x p a n d e d to serve all 22 units. T h e units are heated by a central oil-fired boiler. The common areas for living, dining and cooking, which total 2,000 square feet, are at the western end of the corridor in space previously used as the school's library. This area includes a large dining room, a commercial kitchen with a breakfast nook, a living room, a library and a laundry room with a lounge. To create a lighter, more home-like atmosphere, two bay windows were installed in the dining room. Draperies and textured blue wallpaper provide decorator accents, and several family-style dining tables are available, each seating t O Q < O cc > �up to eight. The living room is a comfortable focal point for socializing. It is furnished with a country sofa, easy chairs, lamps, end tables and a television. Carefully selected furniture allows the elderly residents to rise from a seated position with ease. The commercial kitchen provides the equipment necessary to prepare meals for all 21 residents of the Lewinsville Center, and a shared meals program discourages individuals from isolating themselves in their apartments. Residents are required to contract for a minimum of 20 meals a month, and residents have the option of a chef, caterer or commercially prepared food service. Since the elderly occupants have their own kitchenettes, they may eat some meals alone or invite a friend or relative to join them. The overall color decor is pleasing to the eye and avoids an institutional app e a r a n c e . Light hues and a large window at the east end of the hallway add as much light as possible to the long corridor. Wine-colored carpeting covers the hallway and three different carpet colors are used in the common areas. Both walls along the corridor have a light grey tile wainscoat bordered by handrails with white walls above. To help residents readily identify their units, doors are painted three different colors. Operation, Marketing, and IVianagement ^ ^ Q 2 < Z 5 p ^ Q DC > 10 The Fairfax County Redevelopment Housing Authority served as the developer of the Lewinsville Center, conceiving the idea, developing the plans and programs and monitoring the construction work. A $500,000 capital grant, l a r g e l y c o n t r i b u t e d by t h e Fairfax County Board of Supervisors, paid for the renovation. The residence is operated and managed under FCRHA's non-profit rental program, the Fairfax County Rental Program. (FCRHA manages an additional 488 units in five locations under this program.) Since no federal subsidy is involved, rents must cover all operating expenses, reserves and lease payments. Given the unique aspects of this residence, FCRHA hired a marketing agent with extensive experience in Fairfax County in owning and managing housing for low-income elderly persons, Since Lewinsville was conceived as a community-based facility, reliance in the marketing program was largely placed on the use of existing civic, social and church networks. With minimal media advertisements, there were 182 inquiries which yielded 46 qualified applicants for residence. Selection criteria for residence at Lewinsville are based on the following: ability to adapt to a shared living environment, physical ability to live an independent situation based on a doctor's report, mental alertness, and a home visit to ascertain if applicants are adequately maintaining their current residences. Income is a major criterion for residency at Lewinsville. Individuals with the lowest incomes who can afford the average monthly rent of $250 while paying no more than 40 percent of their income for rent are eligible for occupancy. This translates into an annual income range of approximately $7,000 to $15,000. The majority of the elderly individuals who were selected for occupancy were living with a family member and seeking the independence of having an affordable place of their own. The minority were living in apartments and hotel rooms and found rents too high and, in some instances, high-rise living undesirable. Some had too much income to qualify for federally assisted housing, yet found efficiency and one-bedroom apartment rents ranging from $300 to $450 a month too expensive for their fixed incomes. In addition to the amenities for the elderly at the Lewinsville Center, a congregate housing coordinator working on-site 30 hours a week plans and carries out activities and programs with the residents and also coordinates the delivery of other essential county services. A one-bedroom apartment is reserved for an on-site manager who covers emergency calls and assists the residents when the housing coordinator is off duty. The Elderiy Prototype Development of Lewinsville was an outgrowth of the new construction elderly prototype conceived of by Walter D. Webdale, Department of Housing and C o m m u n i t y D e v e l o p m e n t director. Work on the prototype began in 1980. Initially, the concept called for two persons sharing an apartment with two bedrooms, two bathrooms and living, dining and kitchen areas. After a market study indicated several potential marketing problems with this concept, FCRHA modified the design to a onestory building with eight efficiency apartments sharing living and dining facilities. Preliminary projection of development costs indicated a per person monthly rent of approximately $350, assuming non-profit operation. To reap the benefits of economies of scale, FCRHA contemplated construction of a 100-unit project with F C R H A tax-exempt f i nancing providing a below market rate construction and permanent mortgage. In 1981, FCRHA hired a consultant to provide a better understanding of the elderly market, their preferences in housing and the marketability of this elderly prototype. The consultant documented the growing need for elderty housing in Fairfax County by surveying the waiting lists of elderly apartment developments and by projecting the elderly propulation. Five federally assisted elderly developments were surveyed with cross checks to avoid duplication. A total of all waiting lists for the five developments showed 1,200 low-income elderly persons waiting for housing. Furthermore, demographic data indicated that the elderly population of Fairfax County is growing at a rapid rate. The population of persons 65 and over will increase by more than 70 percent in the current decade. County population projections indicate an average annual growth of 5.75 percent per year between 1980 and 2000. Market conditions in Fairfax County also pointed to a greater demand in the coming years for affordable housing for the elderly. Since 1970, approximately 1,000 units a year have been converted to condominiums. The search for affordable rental housing by low-income elderly displaced by conversion will continue to exert itself. In addition, cutbacks in federally assisted housing will drastically decrease in the number of housing units available for low-income elderly. FCRHA staff also observed the market trend of non-federally assisted housing for l o w - i n c o m e elderly moving toward smaller units and shared housing alternatives, signifying greater market acceptance of less square footage. The U.S. Department of Housing and Urban Development has issued directives to sponsors of assisted elderly housing to reduce square footage in planned units to encourage efficiency. In the pnvate market, considerable interest has grown in accessory apartments, granny flats, group homes and programs matching home seekers with home providers. These trends signaled a receptive market climate for FCRHA's elderly prototype. Nonetheless, the consultant pointed out that shared living as originally proposed by FCRHA (two people occupying a two-bedroom apartment) had never been tried and that the acceptance of the concept by the elderly would depend on public education and a creative marketing program. A housing preference survey by the consultants indicated that the elderly are not wholly in favor of sharing an apartment, a major hurdle to overcome. The main negative responses in the survey were concern over loss of pnvacy and personality clashes. The consultants felt a carefully devised marketing program could overcome these obstacles. ^ f ' -,; M �Attend the 1985 VML Conference. T h e S e s s i o n s . . . Attend sessions on the 1985 tax laws, handicapped accessibility, public officials' liability, education funding and wellness programs. Hear from national, state and local political leaders and experts. Meet with officials from across the state in a variety of workshops, luncheons and receptions. T h e P l a c e . . . Enjoy Roanoke's unique environment, a blend of urban and rural amenities. Experience the sights and sounds of the Center-in-the-Square with its fine museums and planetarium. Visit the shops and stalls at the Farmer's Market. The city with the star will shine for the 1985 VML Conference. 'A T h e T i m e . . .It all starts on Sunday, Sept. 22 and concludes Tuesday, Sept. 24. The recently remodeled Hotel Roanoke will serve as the Conference Headquarters; satellite hotels include the Sheraton Airport Inn, the new Marriott, the Holiday Inn Civic Center, Holiday Inn Airport and Holiday Inn South. Watch for m o r e i n f o r m a t i o n i n u p c o m i n g i s s u e s VIRGINIA TOWN & CITY. Surveying the Amenities In surveying the five assisted elderly d e v e l o p m e n t s , the consultant c o n cluded that each project was successful b e c a u s e of the amenities provided, which are geared to independent living. T h e s e amenities include attractively decorated and frequently used common areas with lobbies, game rooms and sitting rooms. Each project had an active social calendar for classes, arts and crafts, entertainment and meetings. Additionally, there were rails along both sides of hallways, emergency cords in bedrooms and bathrooms, smoke alarms, kitchens with electric appliances and easy access to shelves and cabinets. All the projects had elevators and some had extra loud bells for those hard of heahng. Given that the average age in the surveyed projects w a s 75 years old, the need for safety amenities w a s particularly underscored. The consultant concluded that the five federally assisted elderly developments sun/eyed were successful because they offered both low cost housing and continued independent living. When the needs and market study w a s complete, HCD staff undertook an exhaustive search for land either zoned or master planned for mid- to high-rise residential in close proximity to needed s e r v i c e s . T h e s e a r c h failed to yield saleable land at an affordable price. With the unavailability of land, staff modified the concept and design to a one-story structure with eight efficiency units to increase privacy for the residents and to reduce construction and operating costs. H C D is now pursuing two potential sites for up to 100 units to be developed using the eight-plex elderly prototype. F C R H A adapted the basic premises formulated In development of the elderly prototype for new construction and applied them in the redesign and renova- of tion of Lewinsville. Occupancy took place in December 1984, and now 21 elderly men and women reside at Lewinsville. At an affordable $250 a month, they are able to maintain their independence in a secure and social environment. An 88-year-old woman after suffering three serious falls no longer worries about living alone, a 69-year-old former bus driver enjoys meeting new fhends with his dog, and an independent 73-year-old can be close to her relatives yet maintain her independence and pride. About the Author Deirdre Coyne has served as director of public affairs for tine Fairfax County Department of Housing and Community Development since 1981. She acts as press secretary and writer and works as liaison with various citizen groups. She holds a master's degree in urban and regional planning from George Washington University. O Q Z < z < z o > 11 �S a l e m Wins Utility Award S a l e m ' s Electric D e p a r t m e n t received an Electric Utility Safety Award from the American Public Power Association for its perfect safety record for 1984. APPA, which represents more than 1,750 local publicly owned electric utilities across the nation, conducts the annual Electric Utility Safety Award Contest to draw attention to the importance of safe working habits and to recognize outstanding utilities. Salem was among 55 systems awarded for perfect safety records at the recent APPA Engineering and Operations Workshop in Atlanta. Reginald A. Oliver is superintendent of the Salem department. program in 1977. Based on the successes achieved in the original three pilot towns, the National Trust created the National Main Street Center in 1980 to develop a network of downtown revitalization projects across the country. The National Main Street Center provides technical assistance and training to communities to rebuild the image that their downtowns project to shoppers, residents, investors and visitors. The Main Street approach is to improve and maintain both the downtown's physical image as well as its less tangible image or spirit. For information or materials contact the National Main Street Center, National Trust for Historic Preservation, 1785 Massachusetts Ave. NW, Washington, DC 20036. Fairfax County Rates 'AAA' Arlington County Police Receive Accreditation The Arlington County Police Department is the first police department in the state to receive accreditation from a national law enforcement agency. The department complied with 782 mandatory and non-mandatory standards to receive the accreditation from the Commission on Accreditation for Law Enforcement Agencies. The accreditation places the department in an "outstanding category" with a "rightfully uncontested status," according to the executive director of the commission. The department and Chief of Police William K. (Smokey) Stover received a resolution of commendation passed by the 1985 Virginia General Assembly. >- o Q 5 o cc > 1 2 Main Street Program S e t The National Trust for Historic Preservation will celebrate Preservation Week May 1 2 - 1 8 with the theme "The Action's Back on Main Street." The purpose of the week is to make the public aware of efforts to revitalize America's main streets by attracting new businesses, preserving historic structures and developing special events. To address the needs of old commercial districts, the National Trust established its Main Street demonstration Fairfax County sold $61.650 million in Aaa/AAA rated tax-free general obligation 1- to 20-year serial bonds Feb. 20 at a true interest rate of 8.6618 percent. The interest rate represents a .98 percent differential under the Bond Buyer Index, realizing an approximate savings of $6.3 million for the county's taxpayers over the life of the bonds. Only eight states, 12 of the nation's 19,145 cities and 11 of 3,137 U.S. counties have triple-A ratings from both Moody's Investors Service and Standard and Poor's Corp. Among those are Virginia, Charlottesville, Fairfax County and Henrico County. The triple-A ratings are the highest ratings given municipal bonds by the investment services and result in bonds selling at lower interest rates therefore realizing substantial savings. Fairfax County first received the Aaa rating from Moody's in October 1975 and the AAA from Standard and Poor's in 1978. In renewing the AAA rating for the Feb. 20 sale. Standard and Poor's i n d i c a t e d the rating r e f l e c t e d the county's "growing diversified economy, positive financial operations and sound managerial policies." Other contributing factors given included a "rapidly growing population and tax base, excellent tax collections, low debt ratios and high income levels." Proceeds from the sale will provide funding for library construction, school construction, primary and secondary road construction, Fairfax County Park Authority construction, Northern Virginia Regional Park Authority construction, Metro operations and construction, storm drainage construction, community improvement program construction and fire station construction. Vienna Police Reorganize The Vienna Police Department completed the first phase of its reorganization in March, according to Chief of Police Donald G. Harper. Phase one of the reorganization included division of the department's operational and administrative responsibilities. Phase two will include formation of a traffic unit and should be completed by September. The new Operations Division includes patrol, traffic, criminal investigations, animal warden and internal affairs sections and will be commanded by Capt. Richard M. Williams. Williams has been with the department 24 years and was named 1984 Policeman of the Year by the Vienna Woman's Club. Capt. Joseph A. Higgs will command the Support Services Division which includes communications, records, property, identification, training, budgeting and equipment. Higgs, a retired Fairfax County police officer, was most recently a training instructor and course developer for the Federal Law Enforcement Training Center in Glynco, GA. The department reorganization was approved by town council in January. C E O Training Set for July Future trends and issues affecting local government and the skills needed to lead in this changing environment are the themes of the Senior Executive Institute, a new program of executive development sponsored by the University of Virginia. The program features an intensive, two-week residential experience for senior local government managers led by a mix of public and private sector professionals. It will take place July 2 1 - A u g . 2 at the university in Charlottesville. Discussion topics will include working with governing boards, dealing with multiple constituencies, managing an increasingly well-educated workforce, entrepreneurship, business-government relations, latest advances in financial management, dealing with the media, career counseling, stress management, applications of high technology and intergovernmental relations. For more information contact Russ Linden, Institute of Government, 207 Minor Hall, University of Virginia, Charlottesville, VA 22903; (804) 924-3396. �Apartheid A Local Response By Frank Buck and Robert Sheets Demonstrations tal<e place almost daily in front of the South African Embassy in Washington. Even a few have been spotted around Virginia. And, with the state of Nebraska leading the way In 1980, five other states and a handful of cities and towns have taken initiatives opposing South Africa's policies of racial segregation. Last fall, the city of Charlottesville joined Wilmington, DE, Berkley, CA, East Lansing, Ml, Davis, CA, Hartford, CN, and Boston to become the seventh city in the nation and the first in Virginia to adopt economic sanctions against apartheid. The issue of a responsible investment p o l i c y t o w a r d s S o u t h A f r i c a first emerged in Charlottesville during city council elections in May 1984. It resurfaced when the Social Development Commission, an eleven-member advisory board appointed by council, recommended the city include as part of its comprehensive plan a revised policy towards investment in South Africanrelated companies. During discussion of the plan it became clear that the issue warranted investigation, and the finance department was instructed to prepare a report on the implications of divestment for the Charlottesville Retirement Fund. Apartheid is the official policy of racial segregation in South Africa. This practice, applicable to mixed-race and Asian South Africans as well as blacks, encompasses education, housing, public facilities and, with the exception of domestic servants, private households. Blacks in South Africa are denied voting and citizenship rights, have no political representation and have limited freedom of movement, organization and speech. The South African government is pursuing a policy of constitutional reform whereby ten " b a n t u s t a n s , " or homelands, have been set up as geographical regions for blacks, and eventually all will be given independent status. While blacks comprise more than 70 percent of the population in South Africa, the area set aside for bantustans comprises only 13 percent of the country's total land mass. Divestment Pros/Cons Divestment is by no means a clear cut issue. Those who favor divestment argue that it will pressure U.S. firms to demand governmental action in South Africa to end apartheid. Proponents also maintain that investing in South Africa reinforces, even condones apartheid. They claim that by abetting and perpetuating the present economic structure, U.S. investment actually contributes to the subjugation of blacks and other minorities. Opponents of divestment feel that divestment will adversely affect black employment in South Africa and argue that without becoming a significant part of South Africa's economic base, blacks will have little chance of bringing about political change. They maintain that U.S. firms can improve the situation in South Africa by mandating fair employment practices, desegregating work places, recognizing unions and contributing to personal and community development. South African government officials have said that neither demonstrations nor economic sanctions will change the country's policies and might possibly even create a backlash against reform. A further argument against divestment is that financial investment officers are legally responsible for investing all state or city funds which are held in trust as prudently as possible; opponents of divestment claim that divestment from South African-related firms prevents them from fulfilling this responsibility. The divestment issue has rather wide-reaching implications, and in order to focus on issues central to the formation of a responsible policy, Charlottesville's study highlighted four areas of particular concern: (1) the effects of divestment on U.S. corporate policy in South Africa, (2) the effects of divestment on the South African government's policy of apartheid, (3) the financial effects of divestment on the Charlottesville Retirement Fund, and (4) the legal implications of divestment. Effects on Corporate Policy Divestment activity has certainly heightened U.S. corporations' awareness of public concern and prompted many companies to adopt more rigorous fair employment practices. Standards of fair employment practices have been embodied in the principles set forth by Rev. Leon Sullivan which dictate non-segregation in work facilities, equal pay for equal work, training programs for blacks and other minorities and improved facilities in housing, schooling and other quality-of-life areas. Of the 280 U.S. firms in South o Q Z < < z o gc > 13 �Africa, 120 have voluntarily subscribed to these principles. A s of yet, divestment has been more of a public relations problem for U.S. corporations rather than a challenge to their ability to raise capital. Divestment entails transferring ownership of stock, not removing it from a corporation's capital structure. Corporations have already issued the stocks and received the proceeds from sale. Divestment poses the problem of investors not wanting to own their securities. While this is certainly of concern, it has not resulted in a loss of capital, but has prompted some corporations operating in South Africa to adopt the Sullivan Principles. Effects on South African Government Divestment activity thus far has not produced specific political action by the South African government. T h e government has stepped up efforts to combat divestment proposals in the United States primarily by trying to convince U.S. legislators of South Africa's gradual improvements and constitutional reforms. Divestment h a s affected the South African government in this way, although it has not pressured the government to change its policy of apartheid or its plan for constitutional reform. Financial Effects on Chariottesville's Pension Fund O Most major studies have found that pension funds of Charlottesville's size ($9 million) could divest without a significant impact on earnings. No conclusive studies have been published on the effects of divested funds to date; however, empirical studies have shown that divestment for large funds may increase portfolio risk and reduce diversification because large, multinational firms doing business in South Africa represent a significant portion of the total market value of all common stocks. During the past 10 years, Charlottesville's pension fund has been managed under the s a m e guidelines a s a large fund and has achieved excellent returns at relatively low levels of risk. Charlottesville's investment manager believes these results could not have been a c h i e v e d with a c o m p l e t e l y S o u t h African-free portfolio. Z Legal Implications o Q CD vestment policy; moreover, even under the standards set out in the Employees Retirement Income Security Act (1974), it is unlikely that divestment violates the principles of fiduciary care. In Michigan, however, the state's authority to prohibit state universities from investing in South African-related firms is now under challenge. This legal complication can be avoided by making certain that those who are responsible for governing the plan actually make the divestment decision. The city of Charlottesville and the retirement commission could be subject to legal action from the taxpayers or participants in the plan if (a) the taxpayers feel divestment will Increase their taxes, (b) the participants feel divestment will jeopardize their benefits or (c) either party objects to the use of pension fund assets for social purposes. T h e economic implications of divestment are far from clear, and these challenges could only take place in the unlikely event of a precipitous decline in earnings caused by a divestment proposal. Other Considerations T h r e e other c o n s i d e r a t i o n s w e r e voiced by Charlottesville's city council and adequately resolved. First, introducing social considerations into financial policy may have implications beyond the South African restriction. Limitations on investment in communist countries or in other countries which violate human rights, for example, could follow. Second, adopting a South Africanfree investment policy could lead to adoption of a local procurement policy boycotting the purchase of goods or services from these same companies. T h e financial effects on procurement policy may well be greater than effects on investment policy and should be given consideration. Third, alternatives other than total divestment should be addressed, criteria such a s whether a company subscribes to the Sullivan Principles or whether it provides strategic goods or services to the South African government, military or police. Using a proxyvote committee to vote on specific corporate policy measures a s well a s to further investigate corporate activity in South Africa offers still another alternative available to municipal leaders considering divestment. The resulting measure was designed to recognize those firms which were upholding standards of fair employment practices that would be considered reasonable for companies operating in the United States and to let firms that were not upholding these standards know that, unless they initiated a program to do so, they would be considered unacceptable a s investment alternatives for Charlottesville's pension fund. Charlottesville found the Sullivan Principles-based measure a practical solution to a complex issue. While it may not satisfy everyone, it appeals to numerous parties concerned with the administration of such a plan. T h e investment managers, for instance, can perform their duties within the constraints of this m e a s u r e ; the Retirement C o m m i s s i o n , r e s p o n s i b l e for s e l e c t i n g " a v o i d " firms, finds it to be administratively possible and not costly to identify unacceptable firms by reviewing yearly reports on the signatory companies to the Sullivan Principles; and most important, through this measure the city of Charlottesville clearly a c knowledges the social implications of investment policy and reconciles this responsibility with sound financial management. Charlottesville's Decision About the DC > 14 None of the plans currently managed under South African restrictions may come under legal challenge for considering the social implications of in- guments for each side of the divestment issue. A s such, council was left with a wide range of measures to consider: strong-form or total divestment legislation such a s that passed by the state of Massachusetts, a Sullivan Principlesbased measure such a s that passed by Connecticut, or the formation of a proxyvote committee following the path taken by the University of Virginia and Harvard University. What were the objectives of the city, and how could they be used to help forge a divestment plan that would suit its needs? First, the city, a s manager of its own retirement plan, felt responsible for recognizing the social implications of its investment policy and wanted to express its concern over apartheid. S e c ond, the city wanted to assure the actuarial health of the plan and in no way jeopardize its earnings performance. Furthermore, the intent w a s to be corrective, not punitive. Rather than punish firms for conducting business in South Africa, a measure w a s designed to encourage them to take active steps to create change within the country. In addition, it w a s not obvious that all firms, simply because they operate in South Africa, were necessarily socially irresponsible. The report of Charlottesville's finance department made no recommendations; rather, it presented the best ar- Authors Frank Buck, a Charlottesville attorney, has served on council for the past seven years and as mayor for five years. Robert Sheets has been Charlottesville's director of finance since 1979. �r CABLE COMMUNICATIONS POLICY ACT OF 1984 THE BRIEFING YOU CAN'T AFFORD TO MISS On A p r i l 2 8 , 1 9 8 5 , the Federal Communications These indispensable briefing sessions sponsored by the Commission w i l l issue a critical set of regulations re- National Ix^ague of Cities, w i l l provide local officials quired by the recently-enacted Cable Communications w i t h a unique opportunity to get critical information Policy Act of 198-4. T h e regulations w i l l determine on the FCC regulations and the major provisions of the whether basic service rates are controlled by the city law and practical suggestions on how to cope w i t h or the cable company Other provisions of the law w i l l these requirements and w i t h the demands of your also require cities to change the way they franchise and city's cable system operator T h e briefings w i l l begin at regulate local cable systems. 9:00 a . m . and the program content includes: The New Law: Overview and Background Rate Regulations Service, Facility and Equipment Requirements Franchise Fees and Taxes Franchise Modification Renewal Access Questions and Discussion BRIEFING SESSION: SA.N FRANCISCO REGISTRATION INFORMATION: Mav 6. 1985 San Francisco Airport Hilton Hotel CHICAGO Howard Johnsons O'Hare International .ATLA.NTA Atlanta Airport Hilton Hotel Mav 8. 1985 Mav 10. 1985 Sponsored by ^f^f^ The registration fee is S90 for NLC direct members and members of the .National Association of Telecommunications Officers and .\dvisors and S150 for all other participants. The deadline for advance registration is April 26. 1985. For additional registration or program information, contact the National League of Cities at (202) 626-,-)l-((), National League of Cities O Q Z < z o > 15 �Supreme Court Reverses NLC Landmark Case FLSA Provisions By Clay Wirt o Q •z. < •z. o > 16 In a stunning setback for state and local governments, the U.S. Supreme Court struck down National League of Cities et. al. v. Usery, 426 U.S. 833, this February, the 1976 landmark c a s e upholding the sovereignty of state and local governments in certain employment matters. The court decided 5 - 4 in Garcia and Donovan v. San Antonio Metropolitan Transit Authority, No. 82-1913, that the Constitution does not bar application of the Fair Labor Standards Act ( F L S A ) to traditional functions of state and local governments. This reverses the 1976 decision in NLC v. Usery that it w a s unconstitutional under the 10th Amendment for Congress to apply F L S A to governments acting in "traditional governmental functions" including fire prevention, police protection, sanitation, public health and parks and recreation. The court suggested that if state and local governments do not want federal wage and hour laws to apply in the manner decided by the court, then they have the means through the political process to have Congress change the law. Justice Blackmun stated in the majority opinion, " T h e political process ensures that laws which unduly burden the states will not be promulgated." The recent decision stems from actions initiated in 1979, when the Wage and Hour Administration of the U.S. Department of Labor issued an administrative "determination" that certain state and local government functions are "non-traditional" and therefore subject to F L S A . T h e s e categories included public transit, publicly owned power or telephone s y s t e m s , telecommunications, production and sale of fertilizer a s a by-product of sewage processing or agricultural commodities, off-track betting, alcoholic beverage stores and maintenance or repair of boats and marine engines for the general public. As a result, the S a n Antonio Metropolitan T r a n s i t Authority filed suit against Raymond Donovan, secretary of labor, asking that the Labor Department's determination be nullified, and Joe Garcia, a S a n Antonio transit operator, filed a countersuit against the city on the basis of the Labor Department's determination. T h e s e suits eventually led to the recent Supreme Court decision. It is too early to gauge the actual financial impact of Garcia v. San Antonio on state and local governments, although it could be substantial. Justice Powell in his dissent stated, " T h e financial impact on states and localities of displacing their control over w a g e s , hours, overtime regulations, pensions and labor relations with their employees could have serious a s well as unanticipated effects on state and local planning, budgeting and the levying of taxes." Although the results of a current nationwide impact survey are not yet available, a 1975 survey done by the International City Management Association revealed a cost at that time of more than $1 billion for state and local governments simply to comply with the federal overtime pay provisions of F L S A . Gov. Charles S . Robb while unable to speculate on the magnitude of its impact, told legislators Feb. 20 that the decision was "reportedly of monumental proportion," and that he w a s "greatly concerned over the fiscal implications" of the decision. J . T. Shropshire, chairman of the state compensation board, in turn called for preventive action from constitutional officers: sheriffs, commonwealth's attorneys, circuit court clerks, commiss i o n e r s of revenue and t r e a s u r e r s , w h o s e manpower allocations and spending plans are controlled by the compensation board. In addition, he called on local government officials to seek to eliminate or reduce overtime work by their employees to minimize the effects of the decision. Shropshire recently told reporters a records check has indicated the ruling will cost more than $6 million in the next budget year. The major provisions of F L S A which apply to local governments include the minimum wage provisions, overtime provisions and various reporting and record keeping requirements. T h e s e provisions apply to all full and part-time employees but exempt certain key personnel including executive, administrative and professional employees a s well as elected officials and their top aides. T h e minimum wage provisions require that all covered employees receive a minimum hourly wage of $3.35. An employee may be paid on a weekly, monthly or some other basis a s long a s the employee receives this base pay for each hour actually worked. The overtime provisions are more complicated and likely to have a far greater financial impact on local governments. F L S A requires that an employer pay employees who work in excess of a specified number of hours in any work week or work period on a time and a half basis for all hours in excess of the allowable hours. As a general rule, the relevant work period is the seven-day work week, and overtime compensation in the form of monetary compensation, not compensatory time, must be paid for work in excess of 40 hours a week for such work. E a c h work week stands alone, and the number of hours worked over two or more weeks cannot be averaged. Thus if an employee covered by F L S A works 20 hours one week and 60 hours the next, the employee would receive 20 hours of overtime pay for the second week even though he averaged only 40 hours of work for the two weeks. T h e s e 40-hour work week overtime provisions are sure to create problems for many public transit systems that use split shifts and extended hours as regular work periods. However, a longer work period is allowed for firefighters and law enforcement personnel if the local government follows specific proc e d u r e s established by F L S A . Following is a representative sample of the maximum number of allowable hours in �Shropshire says ruling may cost more than $6 million. Shock Waves work periods of particular lengths before overtime compensation must be paid to firefighters and policemen: Work Days 28 21 14 7 Maximum Hours Fire Police 212 171 159 128 106 86 53 43 Localities who employ fewer than five employees in law enforcement or fire protection in any work week are generally exempt from overtime requirements for these employees. F L S A also establishes a limited exemption from a 40-hour work week for employees engaged in the operation of a hospital or institution primarily engaged in the care of the sick, the aged or the mentally defective. A work period of 14 consecutive days may be established for these employees with the employee receiving overtime pay after working more than 80 hours during the period. E m p l o y e r s subject to F L S A provisions also must maintain employee r e c o r d s , including w a g e s paid and hours worked. In addition, employers must submit any report which DOL determines to be necessary in conjunction with its enforcement responsibilities. An employer who violates the minimum wage or overtime provisions of F L S A is required to pay the affected employee in court c a s e s initiated by the employee (1) the unpaid minimum wage or the unpaid overtime compensation, (2) an equal amount in the form of "liquidated damages" and (3) attorney's fees and other costs. Additionally, the court may grant other relief as appropriate, including reinstatement, promotion and the payment of wages lost. An employer who willfully violates the minimum wage or overtime provisions may be fined up to $10,000. The Supreme Court's ruling is sending shock w a v e s far beyond the potential cost of applying the Fair Labor S t a n d a r d s A c t to s t a t e a n d l o c a l governments. The court's declaration, which gives Congress unlimited authority to regulate under the Commerce Clause of the Constitution, could lead to federal pre-emption in other aspects of state or local governance. T h e decision could add momentum to political action groups lobbying for a stronger federal role in teacher and educational standards or crime control and criminal sentencing. It also could give momentum for federal standards to supersede state tort or product liability laws. It should not be surprising that the National L e a g u e of Cities and local governments around the country have expressed dismay with this recent decision. N L C Executive Director Alan Beals described the court's decision a s " a surrender document." "The court has decided to let the political winds that blow across Capitol Hill . . . dictate the extent to which state and local governments can make any decision about their own activities," Beals said. Rays of Hope Although Garcia v. San Antonio is a particularly troublesome decision from the standpoint of local governments, rays of hope do exist. T h e closely divided decision leaves open the possibility for future narrowing of the decision or an outright reversal. Indeed, NLC v. Usery overruled Maryland v. Wirtz, a 1968 c a s e which held that state hospitals and educational institutions were covered by FLSA. Justice Rehnquist in his dissenting opinion this February expressed confidence that in time the principles set forth in NLC v. Usery would again command the support of a majority of the Supreme Court. The majority opinion in Garcia was written by Justice Blackmun who had voted in favor of N L C in NLC v. Usery. Blackmun w a s joined in his opinion by Justices Brennan, White, Marshall and Stevens. Chief Justice Burger and J u s tice Powell, Rehnquist and O'Connor dissented. A s e c o n d ray of hope is that the Reagan administration may not be anxious to modify the philosophy of NLC v. Usery which is incorporated in a U.S. Labor Department administration "determination" found at 29 Code of Federal Regulations 775. Under 29 C F R 775, F L S A is not applicable to traditional governmental functions but is applicable to non-traditional functions such as generation and distribution of electric power and local mass transit systems. (Again, the attempt by the Labor Department to include local mass transit in the regulations led to Garcia v. San Antonio.) Rex E . Lee, solicitor general of the United States who is responsible for representing the federal government in c a s e s before the Supreme Court, said he was "surprised and grieving" at the recent Supreme Court decision. "We have no quarrel with the underlying c o r e principle e s t a b l i s h e d in 1976," Lee said. It is unclear what action the U.S. L a bor Department will take to revise 29 C F R 775. If this determination is amended for across the board application of F L S A to state and local governments, undoubtedly legislation will be introduced in Congress to reverse at least some of the adverse effects of Garcia v. San Antonio. About the Author Clay Wirt serves as VML's deputy director. He holds a law degree from Georgetown University Law Sctiool in Washington, DC. > H O Q 5 o o > 17 �PiofessSonal Directory HSMM HAYES, SEAY, MATTERN AND MATTERN Architects • Engineers Serving local • governments O F F I C E S IN Roanoke N. V i r g i n i a Tidewater P.O. B o x 13446 R o a n o k e . V A 24034 (703) 343-6971 Southern Engineering Planners HARLAND BARTHOLOMEW & ASSOCIATES, INC. 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CAMP D R E S S E R & M c K E E Position Classificarion and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 > environmental engineers, scientists, planners, & management consultants 20 • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public W o r k s Management Studies • Governmental Status Studies Over 700 Survei/s Our 32nd Year CDM 2830 Mary Street Falls Church, Va. 22042 703/560-6900 �People Petersburg Hires A s s i s t a n t Manager Beverly Brewer became assistant city manager of Petersburg this month leaving her position as Surry County administrator. Brewer is a graduate of St. Paul's College in Lawrencevllle and previously worked as personnel and grants manager for Brunswick County and as manpower coordinator for the state Office on Volunteerism. She is an ICMA member and a member of the Virginia County Administrators Association. Lawson Becomes Acting Manager Vola T. Lawson has been appointed acting city manager of Alexandria. She replaces D o u g l a s H a r m a n who resigned in January to become manager in Fort Worth, TX. Lawson, who previously served as the city's manager for housing, has been a city employee for 14 years. She began working for the city as a coordinator of Community Development Block Grants and then served as assistant director of the Employment Opportunities Commission. N L C Appoints Leafe, Others National League of Cities President George V. Voinovich appointed Norfolk Mayor J o s e p h A. Leafe to serve as vice chair of NLC's Finance, Administration and Intergovernmental Relations Policy Committee. In this position, Leafe will work with Vice Chair Wilson Goode, mayor of Philadelphia, and Chair Donna Owens, mayor of Toledo, directing policy development on tax issues, general revenue sharing, national economics, municipal bonds and antitrust. In addition, several Virginians received appointments to serve on NLC steering committees. Robert G. Jones, Virginia Beach council member, will serve on the Transportation and Communications Steering Committee, and another Virginia Beach council member, Meyera E. Oberndorf, will serve on the Energy, Environment and Natural Resources Steering Committee. Francis L. B u c k , Charlottesville mayor, and C l a u d e t t e B. M c D a n i e l , Richmond council member, will serve on the Human Development Steering Committee, and Charles E. Beatley Jr., Alexandria mayor, will serve on the Community and Economic Development Steering Committee. Steering committees formulate NLC policy guidelines on issues and reactions to federal initiatives. Spillane Takes S c h o o l Post Robert R. Spillane is Fairfax Count y ' s new s u p e r i n t e n d e n t of public schools. He replaces William Burkholder who retired. Spillane comes to Fairfax County after serving as Boston's public school chief for 3-1/2 years. E u n p u Elected The board of directors of the American Water Works Association elected Floyd F. Eunpu of Fairfax County treas u r e r of t h e 3 6 , 0 0 0 - m e m b e r a s sociation. He will assume the office, which he will hold for four years, in June at the AWWA annual conference. Eunpu, director of the Fairfax County Water Authority's engineering and construction division, has worked in the water supply industry since 1953. He has served AWWA as chairman of the Virginia Section and as a national director. In addition, he served on the executive, finance and water reuse committees and chaired the Action Now Committee and the Publications and Marketing Advisory Committee for six years. In 1979, Eunpu received the AWWA's highest individual honor, the George Warren Fuller Award, and in 1983 he was elected an honorary member and received the Distinguished Service Award from the Virginia Section. He has authored several technical articles for national publications and is listed in Who's Who in North America and Who's Who in Engineering. Market Makers and Investment Bankers Salomon Brothers Inc M e m b e r of M a j o r Securities a n d C o m m o d i t i e s E x c h a n g e s O n e N e w Y o r k P l a z a , N e w Y o r k , N . Y . 10004 �Commentary By Albert W. Spengler T a x - E x e m p t Property i n Virginia o Q < o I- < z o > 22 What is the effect of tax-exempt property on Virginia's localities? The recent publication T a x Rates in Virginia Cities, Counties and Selected Towns: 1984 examines the current situation regarding total tax-exempt property in Virginia. T h e publication also considers revenue that could have been collected had that property not been tax exempt, service charges localities may levy on certain tax-exempt property and payments in lieu of taxes that some localities receive from the federal and state governments. Under the state constitution, Virginia automatically grants property tax exemption to four classes of institutional property: (1) property owned by the commonwealth or any of its political subdivisions, (2) real and personal property owned and used by religious bodies, (3) non-profit cemeteries and (4) public libraries and non-profit institutions of learning. Exemption for property other than that in these four classes requires a vote of three-fourths of the members of each house of the General Assembly. State law requires all localities to maintain an inventory and assessment of all tax-exempt property in their jurisdiction and to complete each year a reporting form that is both published locally and filed with the state Department of Taxation. T a x Rates in Virginia Cities, Counties and Selected Towns: 1984 used data from these and other sources. Data from the localities' reports on tax-exempt property is used to compare the total a s s e s s e d values of all exempt property a c r o s s localities. T h e total value of tax-exempt property statewide in the 1983 tax year amounted to more than $28 billion while the revenue foregone w a s nearly $298 million. Individual localities vary widely in the amount of tax-exempt property within their boundaries. In five counties, only 5 percent or less of the property is tax exempt. On the other hand, in two cities, Lexington and Portsmouth, more than 50 percent of the real estate qualifies for tax exemption, and in Norfoll< 49.88 percent is tax exempt. Statewide, the median amount of tax-exempt properly in a locality is 13.41 percent, with the figure for cities and counties being 18.92 and 10.84 percent respectively. What does this mean for Virginia lo- calities? To get some idea, the T a x Rates analysis compares the percentage of tax-exempt property in each locality with its composite stress index found in the Joint Legislative Audit and R e v i e w C o m m i s s i o n ' s report S t a t e Mandates on Local Governments and Local Financial Resources (1984). T h e s e comparisons point to a possible connection between the amount of taxexempt property and fiscal stress, although it may be just a superficial one. Of those localities with more than 30 percent of their property tax exempt, 75 percent are rated either "poor" or "below average" on the J L A R C composite stress index; similarly 73.3 percent of the localities with 15 to 30 percent of their property exempt get one of the same two ratings. In contrast, only 30.4 percent of the localities that have 15 percent or less of their property tax exempt are classified as either "poor" or "below average." When only those localities with "poor" indexes are examined, 86.9 percent of them (20 of 23 localities) have 15 percent or more of their land tax exempt. Lost revenue from tax-exempt property apparently is one factor that may be contributing to the high level of fiscal stress in localities with a high percentage of tax-exempt property. However, a detailed study would be necessary to know if the relationship that exists between the stress index and the percentage of tax-exempt property in a locality is a significant one. State law does allow localities, under specified conditions, to levy a service charge on certain tax-exempt real property. T h e s e charges cannot be levied on certain c l a s s e s of property, however, including both state property and the two largest non-government categories: religious and educational institutions. Where the charge is levied, it is based on the a s s e s s e d value of the tax-exempt real estate and the amount that the locality expends in the year preceding the charge to provide police and fire protection, refuse collection and disposal, and public school education for any children of faculty and staff living in housing owned by an educational institution. In fiscal year 1 9 8 3 - 8 4 , eight cities and one county received approximately $1.3 million in revenue from service charges (the vast majority of that amount collected by the city of Richmond). S o m e localities also receive payments in lieu of property taxes from the state and federal governments for taxexempt property owned by them. The 1984 T a x Rates report includes data showing the amount of payments in lieu of taxes for each city and county in fiscal year 1 9 8 2 - 8 3 . These data show that payments received from the federal and state governments in lieu of property taxes do not even come close to compensating localities for the foregone tax revenue. (Property of the federal and state governments makes up the largest segment of governmental property after that owned by local governments, which obviously is not going to tax itself.) Revenue that would have been generated in 1983 had this property been taxable amounted to a total statewide of more than $14 million dollars, while the payments in lieu of this foregone revenue, in contrast, amounted to a little less than $2.7 million. Payments received in lieu of taxes from the federal and state governments amount to approximately two cents on the dollar; while officials in some localities are coping better than others, the gap between foregone revenue and payments in lieu of taxes is sizable. A nagging issue that plagues localities is the fact that for each plot of property that becomes exempt, even if it brings a large payroll into the community, the locality loses part of its tax base — a situation that some localities can ill afford. One obvious but unlikely solution to this problem would be to eliminate tax-exempt property. Another solution, which might have a better chance of being enacted at the state level, would be the removal of the current restrictions that prohibit service charges from being levied on all types of tax-exempt property. Copies of the complete 1984 T a x Rates report, published by the Institute of Government in cooperation with the Virginia Municipal League and the Virginia Association of Counties, are available from either VML or the Institute of Government at the University of Virginia. About the Author Albert W. Spengler is an associate in research on the staff of the Institute of Government, University of Virginia, and the author of Tax Rates in Virginia Cities, Counties, and Selected Towns, 1984. �T h e r e ' s Only One S u r e Way To Get Around Unpredictable Machine E x p e n s e s Join tliousands of governmental agencies across the country who rely on the guaranteed approach to controlling equipment costs . . . Total Cost Bidding. Instead of opting for the lowest initial price bid, they're selecting their equipment based on the lowest total ownership cost, a complete figure which incorporates anticipated maintenance and repairs expenses as well as a guaranteed minimum repurchase price. With Total Cost Bidding, all the cost figures you need to be concerned with have been calculated before you purchase the machine. You are guaranteed that expenses will not exceed a predetermined figure. And since we're guaranteeing your maximum costs, you're assured that we'll provide you with outstanding parts availability and prompt service. And when you decide to buy another machine, our firm buy-back price protects you against any unexpected economic pitfalls which may devalue your machine. With "no-surprise" budgeting and reliable equipment performance, you'll be doing your taxpayers a favor that will pay them back for years. Call us for more details. T o t a l C o s t Bidding... T h e Right K i n d of A n s w e r f r o m C a t o o z < z CARTER MACHINERY CO., INC. Salem • Norton • Oakwood • Warrenton • Fishersville • Richmond • Chesapeake, VA • Bluefield • Lewisburg • Pineville, WV Caterpillar, Cat and E are Trademarks of Caterpillar Tractor Co. I | Q CC > 23 �� Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 20, Number 4 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource April 1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198504 https://www.virginiaroom.org/digital/files/original/69/6475/198505.pdf 843a4a6e22a1e1f833b8924376a1e576 PDF Text Text Virginia's Highway Funding �O Q o h< •z. O gc > DOMINION B^NK Dominion Bank's government specialists have more than the usual expertise. In service to local governments, Jim Kern, A l Mottesheard and Jim Thompson combine over 50 years of experience. Plus years of practical understanding. For instance, A l used to be Chief Deputy Treasurer of 'Virginia. And who could better appreciate your problems than someone who's had them? For any type of assistance with Public Finance, Investments or Governmental Services, call the Dominion team. They're backed by the multi-billion dollar resources of one of 'Virginia's premier statewide banking organizations. Let us show you how accommodating a good bank can be. C a l l M u n i c i p a l S e r v i c e s 8 0 4 ; 7iS8-974(l. M e m b e r F i : ) I C . �Virsinia Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre *City Volume 20 Number 5 May 1985 VML President Lawrence A. Davies Officers People Samuel W. Adams III Robert T . Williams Martha V. Pennino Noel C . Taylor Executive Committee J . Willard Lineweaver J a c k D. Edwards Dolores P. Lescure Sidney M. Oman William R. Hartz M. Stewart Koethcke Charles A. Robinson J r . Executive Director R. Michael Amyx Interpreting the Statutes By Robert Feild VML's staff attorney offers some basic principles use when Interpreting the law. 8 VIRGINIA TOWN & CITY (ISSN00426784) Is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Iron fronts, 1011 East !\Aaln Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1985 by the Virginia IVIunicipal League. Any reproduction or use of contents must have prior approval of the Virginia f\/lunlclpal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year. $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 Highway Funding Equity By Glen S . Tittermary After three years of study, review and debate, Virginia has a new highway funding formula that ensures disthbutions have a clear relationship to need. On the Cover In 1982, the General Assembly directed the Joint Legislative Audit and Review Commission to review the approphateness and equity of the state's provisions for allocating highway funds for maintenance and construction in Virginia's localities. Glen S . Tittermary. who headed that J L A R C study, writes about the resulting legislation passed by the 1985 General Assembly. Read his story beginning on page eight. (Photo courtesy of Henrico County Public Information Office.) to 12 Report from Washington Davies Briefs Congressmen By R. Michael Amyx VML President Lawrence A. Davies took the league's views to Washington and pleaded for a "fair play" test in federal budget cutting. 14 Legal Guidelines: Anti-trust Liability-An Update By Howard W. Dobbins Although the specter of bankruptcy has been eliminated, the threat of anti-trust challenge remains. 18 Marketplace > o Q O H < Z o > �people Hampton Hires Fire Educator The city of Hampton has hired Myra A. Carl to be that city's first fire education specialist. She will be responsible for the development and implementation of programs for fire safety education in the city. Carl is a native of Hampton and holds a bachelor's degree from Christopher Newport College and a master's degree in educational administration from The College of William and Mary. Prior to accepting her new position, she was employed for 11 years as a teacher in the Newport News public school system. Evans Receives Water Works Award Herbert W. Evans, superintendent of water plants for Chesterfield County, recently received the American Water Works Association's Fuller Award. The award recognizes Evans for many years of outstanding service in the Virginia Section's operator training pro- grams, for outstanding new member recruitment and for enthusiastic participation in the section's educational programs. The Fuller Award, given annually to a member of the Virginia Section for distinguished service in the water supply field, commemorates the skill, talent and leadership characterized by George W. Fuller who was instrumental in organizing AWWA's committee structure and in codifying and standardizing waterworks practices. Norfolk Appoints Occupancy Chief Norfolk City Manager Julian F. Hirst recently appointed S h a r r o n C. Edm o n d s o n chief of the occupancy permit bureau of the Norfolk Division of Housing Services. The occupancy permit program requires that when a home is vacated it be inspected and brought up to strict codes before it can be reoccupied. Edmondson has 10 years experience in code administration and enforcement at state and city levels, Including five years supervisory experience. Salem Hires Planner O. Marvin Sowers is Salem's new city planner. Sowers came to the city of Salem from Danville where he served as assistant city planner. He has also worked in the planning departments in Norfolk and Kernersville, NC. Umbarger Earns CVA Norfolk's coordinator of volunteers, Catherine Sliane Umbarger, recently completed a rigorous certification process and earned the credential CVA, Certified in Volunteer Administration, held by only a small number of volunteer administrators in the country. The certification program was implemented by the Association for Volunteer Administration and addresses the need for a wide range of competencies including management, program planning and organization, staffing and directing, controlling, interpersonal behavior, knowledge of the profession and special concerns. The competency standards were developed in tandem with a model introduced as part of a doctoral thesis. Virginia Municipal Group lelf Insurance Association A program designed to control your Workers' Compensation Costs. $3.1 million in dividends returned For more information contact: Margaret A . N i c h o l s , Administrator Virginia Municipal Group S e l f Insurance Association P . O . Box 753 R i c h m o n d , V i r g i n i a 23206 (804) 649-8471 J �Interpreting the Statiates By Robert Fetid The General Assembly just c o m pleted, passed many n e w laws and changed many old ones. Because these s t a t u t e s a r e s o o f t e n u s e d by local g o v e r n m e n t officials, it b e c o m e s i m p o r tant t o b e a b l e to r e a d , interpret a n d apply these statutes. S t a t u t o r y i n t e r p r e t a t i o n is n o t a n e x a c t science by any m e a n s . Courts, which h a v e t h e final s a y o n m e a n i n g , h a v e n e v e r s e t d o w n their e x a c t m e t h o d s of interpreting statutes. Different j u d g e s w h e n a p p l y i n g r u l e s of i n t e r p r e t a t i o n t o statutes w h i c h a r e very similar have reached dissimilar results. T h e process of i n t e r p r e t a t i o n is b y n o m e a n s a n e a s y o n e e v e n for a j u d g e . R e e d D i c k e r s o n s a y s in " I n t e r p r e t a t i o n a n d A p p l i c a t i o n of S t a t u t e s " that " s t a t u t o r y i n t e r p r e t a t i o n h a s b e c o m e a h o d g e - p o d g e of p r i n c i p l e s of c o m m u n i c a t i o n a n d legal g u i d e s f o r g e t t i n g j u s t i c e d o n e in particular cases. Under such conditions c o n f u s i o n is i n e v i t a b l e . " It m a y b e h e l p ful in e l i m i n a t i n g s o m e of t h e c o n f u s i o n to f o l l o w a f e w b a s i c p r i n c i p l e s w h e n interpreting the law. T h e first thing to d o in u n d e r s t a n d i n g a statute involves merely understanding the w o r d s t h e legislature has used. This m a y s o u n d s i m p l i s t i c , b u t it is i m p o r t a n t to r e a d t h e s t a t u t e s i n c e t h e b a s i s of a n u m b e r of t h e c a n o n s of s t a t u t o r y c o n s t r u c t i o n g r o w o u t of a m e r e r e a d i n g of the statute. W h e n reading the statute, words are to b e g i v e n t h e i r n o r m a l e v e r y d a y s e n s e . A l t h o u g h t o a g r e a t e x t e n t statutes are written by lawyers, they should not b e r e a d w i t h a n y a t t e m p t t o p u t a c o n t r i v e d legal m e a n i n g u p o n t h e m . T h e s t a t u t e s w h i l e o f t e n c o n s i s t i n g of lofty p h r a s e s or w o r d y c l a u s e s are m e a n t t o b e t h e l a w of t h e p e o p l e a n d u n d e r s t o o d in a c o m m o n s e n s e m a n ner. T h e V i r g i n i a S u p r e m e C o u r t in t h e c a s e of Gomes v. City of Richmond, 2 2 0 V a . 4 4 9 ( 1 9 7 9 ) , s a i d that " n o n - t e c h n i c a l w o r d s in s t a t u t e s a r e t a k e n to b e u s e d in their o r d i n a r y s e n s e a n d a c c e p t a t i o n . " T h e c o u r t h e l d that t h e w o r d " r e g u l a r l y " w h e n u s e d to d e s c r i b e a n e m p l o y e d p e r s o n m e a n s o n e required to work every working day. A part-time worker w h o c o m e s in e v e r y F r i d a y w h i l e w o r k i n g r e g u l a r l y in o n e s e n s e d o e s n o t c o m e within the generally understood "Statutory interpretation is not an exact science by any means Different judges wfien applying rules of interpretation to statutes which are very similar have reached dissimilar results." m e a n i n g of " r e g u l a r l y " a s e x p r e s s e d b y the court. O n c e y o u have read t h e statute and a r e fairly c e r t a i n that y o u u n d e r s t a n d what the wording means, you are ready to b e g i n t h e m a i n t a s k of i n t e r p r e t a t i o n to a s c e r t a i n t h e i n t e n t i o n of t h e legislature a n d t o g i v e it effect. In s t a t u t o r y i n t e r p r e t a t i o n , t h e r u l e s for d e t e r m i n i n g intent fall into t h r e e cate g o r i e s : t h o s e w h i c h d i s c e r n intent f r o m looking outside the statute, those which d i s c e r n intent f r o m l o o k i n g i n s i d e t h e s t a t u t e a n d t h o s e w h i c h tell y o u h o w m u c h l e e w a y y o u h a v e in d i s c e r n i n g intent. F i v e m a j o r rules m a y b e a p p l i e d in t h e first c a t e g o r y : t h e plain m e a n i n g rule; t h e p r e d o m i n a n c e of s p e c i a l l a w o v e r g e n e r a l l a w ; t h e effect of s t a t u t e s " i n pari m a t e r i a , " or c o v e r i n g t h e s a m e m a t e r i a l ; t h e latest in t i m e rule a n d t h e rule p r e s u m i n g c o n s t i t u t i o n a l i t y in i n t e r p r e t a t i o n . T h e m o s t i m p o r t a n t of t h e s e rules is t h e plain m e a n i n g rule w h i c h is e s s e n tially a rule for l i t e r a l n e s s . "If t h e l a n g u a g e of a s t a t u t e is plain a n d u n a m b i g u o u s a n d its m e a n i n g p e r f e c t l y c l e a r a n d d e f i n i t e , effect m u s t b e g i v e n to it r e g a r d l e s s of w h a t c o u r t s think of its w i s d o m o r policy."If t h e r e is n o a m b i g u ity in t h e s t a t u t e y o u a r e r e a d i n g a n d t h e w o r d s a r e clear, y o u c a n s i m p l y a p p l y t h e l a w a n d n o f u r t h e r i n t e r p r e t a t i o n is necessary. T h e r e m a i n d e r of t h e g u i d e l i n e s s h o u l d b e a p p l i e d w h e n t h e m e a n i n g is a m b i g u o u s . T h e rule for " i n pari m a t eria" covers situations w h e n there are two statutes covering the s a m e subject. In t h e s e s i t u a t i o n s b o t h s t a t u t e s a r e to be c o n s i d e r e d . O f t e n t h e l e g i s l a t u r e will p a s s t w o s t a t u t e s w i t h o v e r l a p p i n g c o v e r a g e . If o n e s t a t u t e is a m b i g u o u s , by r e a d i n g both the ambiguous statute m a y bec o m e clear. W h i l e this i n v o l v e s m o r e i n t e r p r e t a t i o n a n d w o r k o n y o u r part, t h e a d v a n t a g e of clarity is to b e g a i n e d . If t h e t w o s t a t u t e s y o u a r e r e a d i n g a r e a m b i g u o u s b e c a u s e t h e y a r e in conflict, t h e r e is a s i m p l e rule w h i c h a l l o w s y o u t o d e t e r m i n e t h e p r o p e r o n e to a p p l y . T h e last s t a t u t e s i g n e d by t h e g o v e r n o r is t h e o n e w h i c h a p p l i e s . W h i l e this d o e s not often h a p p e n n o w that s t a t u t e s a r e c a r e fully scrutinized to m a k e sure they a g r e e , s t a t u t e s in conflict still exist in o u r code. T h e next rule is o n e of s p e c i a l i m p o r t a n c e to local g o v e r n m e n t s . T h e rule is that s p e c i a l l a w p r e v a i l s o v e r g e n e r a l law. All c h a r t e r s a n d s t a t u t e s g i v i n g certain c o u n t i e s t h e right to d o certain things are considered special law and p r e d o m i n a t e o v e r g e n e r a l l a w s that a p ply to e v e r y o n e in t h e s t a t e . If t h e legislature p a s s e d a l a w that is in conflict w i t h your charter during the recent session, u n l e s s it i n c l u d e d t h e p h r a s e " n o t w i t h s t a n d i n g all c h a r t e r s , " y o u r c h a r t e r p r o v i s i o n Is still in effect. T h e plain m e a n i n g rule w a s a p p l i e d m o s t c l e a r l y in Temple v. City of Petersburg, 1 8 2 V a . 4 1 8 ( 1 9 4 4 ) , a c a s e in w h i c h t h e city h a d p u r c h a s e d a n a c r e of land to e x p a n d an existing cemetery. T h e o w n e r s of t h e l a n d n e a r t h e c e m e t e r y b r o u g h t suit a g a i n s t P e t e r s b u r g u n d e r a t h e n e x i s t i n g s t a t e s t a t u t e forb i d d i n g t h e e s t a b l i s h m e n t of a c e m e t e r y w i t h i n 2 5 0 y a r d s of a r e s i d e n c e w i t h o u t t h e o w n e r ' s c o n s e n t . T h e c o u r t felt that s i n c e t h e w o r d " e s t a b l i s h e d " m e a n t to o r i g i n a t e o r c r e a t e , t h e m e a n i n g of t h e s t a t u t e w a s p l a i n . It w a s f o r b i d d e n to start a n e w c e m e t e r y b u t n o t a g a i n s t t h e law to e x p a n d a n e x i s t i n g o n e . T h e final rule for d e t e r m i n i n g intent f r o m o u t s i d e s o u r c e s is that s t a t u t e s a r e to b e i n t e r p r e t e d to b e c o n s t i t u t i o n a l . If you formulate two possible interpretat i o n s f o r a s t a t u t e a n d o n e of t h o s e w o u l d d e n y s o m e o n e their constitutional rights, t h e n t h e o t h e r i n t e r p r e t a t i o n is a s s u m e d to b e t h e o n e t h e legislature i n t e n d e d . T h e court clearly stated the plain m e a n i n g rule a s it is a p p l i e d in V i r g i n i a . T h e next category deals with gleaning meaning from within the statute. T h e s e ^ Q Q z < ^ ^ \z. < 2 Q CC > 5 �rules are more technical and often have Latin names such a s "ejusdem generis" and "nosciitur a sociis." "Expressio unius est exclusio alterius" is one common rule which often applies. It states that when an enactment describes the manner in which something may be done, it also intends that it not be done another way. In a c a s e dealing with home instruction by the mother of the child, Grigg v. Commonwealth, 224 V a . 356 (1982), the Virginia Supreme Court ruled that although the mother had some education and an approved program, she was violating the law. In permitting home instruction only by a qualified tutor or teacher, the General Assembly has declared that such instruction by an unapproved person shall be impermissible. In another example, state statutes outlining the manner by which council passes appropriation ordinances mean that other methods, though they might protect the public, are not proper and appropriations passed in an alternate manner are void. The next rule of interpretation is one of common sense. This rule instructs you to read the whole statute and interpret it as a whole. While certain parts of a statute may be ambiguous, if you read the whole statute its meaning may become clear. Another Latin phrase, "nosciitur a sociis," describes the next rule. In Com- Public Power Financing . . Experience Innovation Commitment o Q Z < z i First Boston THE FIRST BOSTON CORPORATION (3 DC > Park Avenue Plaza New York, N.Y. 10055 Kevin J . Collins, Managing Director (212)909-2921 Edward R Meyers, Vice President (212)909-2878 monwealth v. United Airlines, 219 V a . 374 (1971), the court ruled that "the meaning of doubtful words in a statute may be determined by reference to their association with related words and phrases. When general words and specific words are grouped together, the general words are limited and qualified by the specific words and will be construed to embrace only objects similar in nature to those objects identified by the specific words." This rule often is applied in tax statutes where a general category for taxation is limited by more specific terms later in the statute. The final area of interpretation is that of leeway discerning meaning. This includes liberal and strict construction of statutes. Liberal construction of a statute is to be used for remedial statutes, humanitarian statutes or statutes which the legislature itself s a y s should be construed liberally. Examples of this type of statute are the Freedom of Information Act and human rights acts. T h e s e statutes are entitled to broad construction to give them a beneficial operation and promote justice. T h e Freedom of Information Act is construed liberally so that the broadest possible access to information will be available to all citizens of the commonwealth. Strict construction is used for all statutes which might infringe on peoples' rights, such as eminent domain or penal statutes. The Dillon Rule is one of strict construction. This means that statutes will be read narrowly, confining the statute to what is definitely and affirmatively stated. The Dillon Rule means that localities have only those powers which the legislature sets out for them. While a restrictive interpretation is generally given, it must be tempered with reason so a s to avoid artificial or strained interpretations. A remedial statute which evidenced the legislature's goal of cooperation among local governments in annexation matters though coming under the Dillon Rule is not to be mechanically interpreted due to its remedial nature. ( S e e the attorney general's opinion to Robert Ackerman, House of Delegates, Oct. 28, 1982.) Many other rules and methods for interpreting statutes exist, but these should give you a beginning. If the meaning of a statute is still unclear after a thorough reading or study, contact your local attorney. If your locality does not have an attorney, the VML staff can assist you. About the Author Robert Feild is VML's staff attorney and holds a law degree from T. C. Williams School of Law, University of Richmond. Virginia's Consulting Engineers The following Consulting Engineers Council of Virginia member firms sponsored the ad on the facing page. Anderson & Associates, Inc. Blacksburg, Virginia Austin Brockenbrough & Associates Chester, Virginia The C E G G Partnership Virginia Beach, Virginia C E K , Inc. Richmond, Virginia Clean Water Engineers, Inc. Fincastle, Virginia The DeYoung-Johnson Group, Inc. Williamsburg, Virginia Guy & Davis, Consulting Engineers Burke, Virginia Harris, Norman & Giles Richmond, Virginia Hayes, Seay, Mattern & Mattern Roanoke, Virginia Hoggard-Eure Associates Portsmouth, Virginia Mattern & Craig Consulting Engineers Roanoke, Virginia Roache, Mercer & Falson, Inc. Richmond, Virginia Rollins & Associates, P.C. Virginia Beach, Virginia R. Stuart Royer & Associates, Inc. Richmond, Virginia R. L. Sutherland, Jr., Geotechnlcal Engineer Abingdon, Virginia Mathew J . Thompson, III, Consulting Engineer, Inc. Newport News, Virginia Thompson & Litton, Inc. Wise, Virginia Vansant & Gusler, Inc. Norfolk, Virginia VVKR, Incorporated Alexandria, Virginia Richard L. Williams Consulting Engineer, Inc. Roanoke, Virginia McKlnney and Walker Ashland, Virginia �GUESS WHAT THESE FIVE AWARD-WINNING PROJECTS HAVE IN COMMON? Air Purification Helmet Alasl(a Pipeline Air Force Ammunition Loader The ingenious ingredient of engineering. All were designed in whole or in part by consulting engineers. Florida Flue Gas Scrubber Navy Oily Waste Treatment Plant Engineering is the ingenious ingredient that molds creative design with the power of performance. Whatever the challenge—transportation, environmental protection, energy, hazardous waste, structural safety or simple human comfort—chances are consulting engineers have the answer. Even though you may feel that your situation is unique, it is probable that consulting engineers have already found the solution to a similar problem for someone else. It happens every day For more information about what a consulting engineer can do for you, contact: Consulting Engineers Council of Virginia, Inc. 611 Research Road Richmond, VA 23236 (Telephone 804-794-6822) Virginia's Consulting Engineers �Highway Funding Equity By Glen S. In 1977 the General Assembly undertook a major review and revision of the way highway maintenance and construction funds were allocated in Virginia. This w a s the first major revision since 1962, and it recognized the rapidly changing transportation environment. The outcome of the revision was a simplified and more rational method for allocating highway funds. In adopting a system based on rational formulas, the G e n e r a l A s s e m b l y largely "depolitic i z e d " annual highway funding decisions and implicitly established the policy that distribution of funds was to be based on objective criteria. > H O Q O H < (3 gc > By 1982, the need for additional revenues for the state's Highway Maintenance and Construction Fund resurrected many questions regarding the equitable distribution of these funds. Of particular concern was the possible failure of existing formulas to account for growing highway construction needs in the state's urban and suburban localities. To meet the need for additional revenue, the 1982 General Assembly passed HB 532 which provided for increased highway user fees and a new oil franchise tax. T o address questions about the fairness of the revenue's distribution, the G e n e r a l A s s e m b l y directed the staff of the Joint Legislative Audit and Review Commission to review the reasonableness, appropriateness and equity of the provisions for allocating highway construction funds. T h e 1983 General Assembly extended the scope of this study to include highway maintenance and public transportation funding. The JLARC Study The J L A R C analysis w a s technical in nature and designed to be objective in evaluating existing laws. T h e three basic premises of the study were (1) that distribution of funds to localities should be based on technical formulas, (2) that equity of formulas should be based on measurable need for funds and (3) that counties and cities should be treated equally for both construction and maintenance funding. With this framework, J L A R C staff tried to ensure proposed Tittermaty changes to the methods for allocating funds would satisfy the General A s sembly's policy of fair distribution. To begin its work, J L A R C staff prepared a detailed, objective plan for reviewing each allocation provision. Because the issues were complex and the results of the study would have an impact on local governments, the study plan w a s presented to local governments in eight workshops held across the state in the summer of 1982 and spring of 1983. T h e Virginia Department of Highways and Transportation also reviewed the plans and suggested several important revisions. In addition, an advisory network of more than 100 representatives from local governments, planning districts, state agencies and citizen groups was established to solicit a wide range of comment and to promote a wide distribution of the staff's findings. The study resulted in two reports. The first, "Interim Report: Equity of Current Provisions for Allocating Highway Construction Funds in Virginia," was issued in December 1982 and recommended significant revisions to the construction allocation formulas. In June 1984, the final report, "Equity of the Current Prov i s i o n s for Allocating Highway and Transportation Funds in Virginia," also included recommendations for the revision of allocations of highway maintenance, urban street payments, public transportation and funding for Arlington and Henrico counties. The key finding of J L A R C ' s review w a s that the allocation p r o v i s i o n s adopted in 1977 had become outdated and were in need of some revision. While the basic framework was sound, the specific formulas and proportions used to allot funds were no longer approphate. In all, 30 specific recommendations were proposed to address each inequity. Among the most important recommendations were the following: • Revise the highway system allocations for construction from 50 percent for the primary system, and 25 percent for the secondary and urban systems to one-third each for the phmary, secondary and urban systems; • Revise the various factors used in the formulas for the primary and secondary systems so as to eliminate any overlapping; • Adopt a formula based on population for urban system construction to replace the administrative procedures used by VDH&T; • Adjust county maintenance allocations to reflect actual levels of maintenance service; • Establish two functional classes — arterial and collector/local — to reflect the use of streets when making urban street payments to cities and towns; • Establish urban street payment rates per moving-lane-mile (lanes not used for parking) that better reflect the real costs of maintenance on urban roads; • Simplify the provisions for allocating funds to Arlington and Henrico counties; • Establish a public transportation fund with allocations to transit operators based on technical formulas; and • R e a s s e s s the provisions for allocating funds on a regular basis. T h e s e and other recommendations from the J L A R C staff report formed the framework for legislative consideration of highway funding equity. Senate Joint Resolution 20 With completion of the J L A R C staff study, it soon became clear that the complexity of the issues would make quick action by the General Assembly difficult. Many members felt careful review of proposed changes by the legislature would ensure that the technical recommendations could be developed into an appropriate legislative package. Toward this end, the legislative members of J L A R C introduced S J R 20 in the 1984 General Assembly. S J R 20 established a joint subcommittee of nine members from the House of Delegates and six members from the Senate. The task of the subcommittee was to review J L A R C ' s recommendations and the 19 pieces of proposed �Figure 1 H. B. 1269 - Distribution Of Highway Maintenance and Construction Funds HIGHWAY MAINTENANCE AND CONSTRUCTION FUND NON CONSTRUCTION ITEMS ADMINISTRATIVE GENERAL ITEMS MAINTENANCE: Toa FINANCIAL ASSISTANCE -INTERSTATE -PfllMABY -SECONDARY FACILITIES -CITY S T R E E T S -ARLINGTON & HENRICO -TRANSa IS OTHER STATE AGENCIES CONSTRUCTION ITEMS INTERSTATE FEDERAL AID A C C E S S ROADS & OTHER GENERAL CONSTRUCTION UNPAVED SECONDARY (5.67%) INTERSTATE MATCHING FUND (OVER 25%) ROADS REMAINDER L E S S DISTRICT INTERSTATE MATCHING CITY MATCHING URBAN S Y S T E M 30% SECONDARY SYSTEM 30% L (- NET PRIMARY 40% SYSTEM GROSS F OR PRIMARY DISTRIBUTED BY: POPULATION DISTRIBUTED BY; DISTRIBUTED BY: -80* -20% -70% -25% - 5* POPULATION AREA VEHICLE MILES TRAVELED LANE MILES PRIMARY NEED L E S S DISTRICT INTERSTATE MATCHING ( 2 5 % MAXIMUM) DISTRICT NET DISTRIBUTION SOURCE: X A R C STAFF GRAPHIC GRAPHIC DESIGN BY DAVID W. PORTER O Q O o > 9 �legislation included in S J R 20. T h e subcommittee held nine meetings, four of which were public hearings in Newport News, Blacksburg, Fairfax and Richmond. A s a first step in its work, the subcommittee directed J L A R C and VDH&T to review all proposed changes and to report on the recommendations on which they could agree. After extensive review and some modification, J L A R C and VDH&T reached agreement on all but a few proposals. Based on this work, the testimony at the public hearings and the suggestions of its members, the S J R 20 joint subcommittee adopted a compromise package of legislation on a vote of nine to six. The compromise w a s largely a reflection of the agreements reached by J L A R C and VDH&T. For those recommendations on which J L A R C and VDH&T could not agree, the subcommittee adopted compromise positions halfway between the two staffs' proposals. Because of time constraints, the subcommittee w a s unable to work on revision of the public transportation allocations. House Bill 1269 So, after three years of study, review and debate, the General Assembly finally had a single, comprehensive proposal for the revision of highway allocations a s the compromise package w a s introduced in the 1985 session of the General Assembly. Not surprisingly, the bill had both strong support and strong opposition among the members of the legislature. While action on MB 1269 w a s often portrayed by the news media as a fight between "city boys" and "country boys," in fact the legislation w a s a fairly balanced representation of need in both rural and urban localities across Virginia. T h e new law does provide for increased funding for most urban localities in the way of increased urban assistance payments and a larger proportion of construction funds for the urban system. But, it also provides for increased unpaved road funds, a greater proportion of funds for the secondary system and increased primary system funding for the Bristol district, the most rural district in the state. T h e provisions of HB 1269 a s signed by the governor are a s follows: • Highway maintenance is defined to include both ordinary and replacement maintenance. This ensures that the high priority established for maintenance by the General A s sembly includes all types of highway repair. • Urban street payments are made to cities and towns for streets in two new functional classes, arterial and Market Makers and Investment Bankers > O Q < O H < Salomon Brothers Inc o gc Member of Major Securities and Commodities Exchanges > 10 One New Y o r k P l a / a , New Y o r k . N . Y . 10004 collector/local. T h e classes are based on the current functional classification system of the federal government. In addition, the rates paid per moving-lane-mile are increased to reflect more closely the actual cost of maintaining urban roadways. T h e s e rates are to be updated annually to account for the increasing costs of labor, materials and equipment. Funds can be used only for highway maintenance and will be audited annually by VDH&T. • T h e funding mechanism for counties not in the state secondary road system is greatly simplified. The new law provides for payment rates per lane-mile for all maintenance and administrative activities. The rates have been set at a level comparable to the cost of state maintenance for counties in the secondary system and are to be adjusted annually to account for increasing costs. In addition, the revised proc e s s provides for a construction allocation based on the formula adopted for the state secondary system. Currently, only Arlington and Henrico counties have withdrawn their secondary roads from the state system and receive funds under these provisions. • T h e system allocations for construction are set at 40 percent for the primary system, 30 percent for the urban system and 30 percent for the secondary system. • In order to reduce the adverse impact of required matching funds from the primary system allocation, a separate interstate matching fund is established. T h e s e funds are used to match federal interstate construction funds when the required match exceeds 25 percent of the primary system allocation to the district. • T h e formula for allocating primary system funds to the nine highway construction districts is revised to include vehicle miles of travel weighted 70 percent, lane mileage weighted 25 percent and primary system need weighted 5 percent. The new law also provides for matching funds for interstate construction up to 25 percent of the total district allocation. • For the first time the law includes a formula for allocating urban construction funds. T h e new formula is based on population in cities and towns eligible for funding. Cities and towns must still provide a 5 percent match for urban construction projects. • For secondary system construction, the new law no longer includes the 1977 "hold-harmless" provision. The new formula, used to �T H E 1985 VML C O N F E R E N C E September 2 2 - 2 4 Roanoke, Virginia O u r H o s t . . . The city of Roanoke will roll out the red carpet when the Virginia Municipal League comes to town. Host Locality Night at the conference is always a special night looked forward to by all. In 1979, Roanoke went all out sponsoring a Foods of America buffet dinner, an art show, a play and musical entertainment. Roanoke's city council and administration have always shown their enthusiasm and warm hospitality in sponsoring exciting and unique activities, and 1985 Host Locality Night is sure to be an event to remember. if T h e H o t e l R o a n o k e . . . The Hotel Roanoke combines traditional elegance and grace with modern meeting facilities and professional management. The beauty of the hotel's public areas — the lobby, the Oval Room, the Regency Room and Crystal Ballroom — clearly place it in the "grand hotel tradition.'' Dining at the hotel is a gourmet's delight no matter which of the hotel's facilities you select. Escape from the ordinary and enjoy the charm and elegance of the Hotel Roanoke. A L e a r n i n g E x p e r i e n c e . . . The conference educational sessions are designed to help elected and appointed local government officials do the best job possible. The opportunity to exchange information and solutions to common problems is certainly the biggest benefit of attending the VML Conference. Programs on current issues will keep you in the forefront of your field, while information on state-of-the-art services and products will be available from our exhibitors. The two and one-half days spent at the VML Conference are a wise investment for the official who wants to keep abreast of local government activities. Watch for more information in upcoming i s s u e s of VIRGINIA T O W N & C I T Y . allocate all secondary system construction funds, includes population weighted 80 percent and area weighted 20 percent. T h e revised law also permits counties to transfer unpaved road allocations to the secondary system for use of projects in that system. • T h e level of funding for unpaved roads is increased to 5.67 percent of available construction funds from 3.75 percent. The current method for allocating funds on the basis of 50 vehicles per day is kept a s is. A summary of the entire revised allocation process is shown in figure 1. Enactment of HB 1269 established more firmly the intent of the General Assembly that funds are to be allocated on an objective, rational basis. For the first time, the allocations are based on formulas derived from statistical mod- eling techniques. These techniques ensure that distributions have a clear relationship to the need for highway funding. It is also significant that the General Assembly recognized the need to fund highway maintenance for cities at a level comparable to that for counties. This will help protect the commonwealth's substantial investment in urban roadways. The General Assembly did not adopt the full range of J L A R C staff recommendations, but it did enact a compromise that benefits those localities in Virginia with the most pressing highway needs. Future Equity One of the key findings of J L A R C ' s studies w a s that highway needs are not static. T h e new allocation provisions adopted by the 1985 General Assembly cannot be expected to equitably distribute f u n d s indefinitely. For this reason, J L A R C staff recommended that a systematic review of highway needs be made periodically. The General A s sembly adopted this recommendation as HB 1445. That legislation now requires a review of highway s y s t e m needs once every five years. These a s sessments by VDH&T should ensure that the provisions for allocating funds can be kept up to date with Virginia's changing transportation environment. About the Author Glen S. Tittermary is a division cliief with tlie Joint Legislative Audit and Review Commission. He was also project director for the highway allocation studies and has been involved in transportation and highway related research for the past five years. Previously, he M/as a research assistant with the Institute of Government, University of Virginia. > O Q Z < z o (3 DC > 11 �Report from Washington By R. Michael Amyx Davies Briefs Congressmen o Q •z. < z o o DC > On behalf of the membership of the Virginia Municipal League, President Lawrence A. Davies requested that a "fair play" test be applied to the proposed cuts in federal aid programs. D a v i e s made the request at a congressional briefing held March 26 in Washington in conjunction with the National League of Cities' Annual Congressional Cities Conference. Some 40 Virginia local government officials met with representatives of 10 of the 12 Virginia congressional delegates including S e n . Paul Trible and Congressmen Bateman, Olin, Slaughter and Sisisky. In his remarks Davies revealed that Virginia local governments will lose an estimated $186 million in federal grants in fiscal year 1986 if the Reagan administration's proposed budget cuts are approved by Congress. This represents almost $36 per capita. Included in the projected reductions are (1) elimination of general revenue sharing at $99.9 million annually, (2) cuts in the community development block grant program of $5.6 million, (3) elimination of the urban development action grant program, a $6.1 million loss, (4) elimination in school impact aid for funding of section B students (those whose parents either live or work on federal property) at an annual loss of $17.2 million, (5) elimination of the work incentive program, a $3.6 million loss, and (6) cuts in mass transit totaling $28 million annually. Davies also carried to the Virginia congressional delegation the results of the league's survey on the impact of the proposed budget cuts on VML localities. The survey revealed a close to unanimous opinion ranking general revenue sharing a s the most important program to local governments, and the local governments participating in the survey indicated that their current real estate tax rates would need to be increased 5 cents to 24 cents to replace the loss of general revenue sharing funds. "Revenue sharing funds are a particularly Important source of federal funds since they can be used in a variety of program a r e a s , " D a v i e s told the audience. "The impact of the service cuts [as a result of the loss of G R S funds] will be felt in services that touch the every day lives of our citizens. Police and fire protection, education, s o c i a l s e r v i c e s , health, streets and roads, and garbage collection and disposal will be affected by the loss of these federal dollars. "The impact will be greatest on those people who are in the most need of services and who are least able to afford a tax increase — the elderly, the urban poor, the handicapped, the children. "In short, Virginia localities have a limited capacity to fill the void that will be left in our communities by the wholesale withdrawal of federal grant dollars," Davies said. Other programs cited in the survey a s important to local governments included C D B G , education, U D A G , Environmental Protection wastewater construction and Farmers Home Administration rural housing and community facilities. Davies asked the delegation not to view V M L ' s m e s s a g e a s saying "we totally support your efforts to reduce the federal deficit, but our grant program is unique and special and should be exempted from cuts. " P l e a s e remember a s fellow elected officials we have to prepare a budget each year and must address the needs of a wide group of community needs. In short, we have considerable practice in saying no," he said. He also presented the guidelines developed by the V M L membership in 1981 in response to President Reagan's "new federalism." T h e guidelines were developed by the league to address federal program cuts and were designed to provide an overall concept of "fair play" believed to be essential if Virginia's local governments were not to suffer irreparably. The guidelines are a s follows; (1) Where the role of governments, especially that of the national government, is fundamentally altered, the impact upon state and local governments will also be fundamentally altered. It the federal government withdraws from a particular function, it is likely that local governments will not be financially able to fill the gap. The facts of life in local finance mean that some functions will be significantly curtailed or even eliminated. (2) If cuts in programs to achieve overall deficit reduction are necessary, and it appears they are, these cuts should be applied fairly and equitably. (3) Local government officials should be involved in determining the relative worth and effectiveness of any one program of federal assistance. (4) Where programs are eliminated or significantly altered, adequate transition time to adjust to resulting changes should be provided to localities. (Virginia localities are well into their budget preparation process and will be adopting next year's fiscal budgets well in advance of July 1; therefore, local budgets will be left vulnerable to final congressional actions in many areas.) (5) Where major shifts are intended in the pattern of responsibilities among levels of governments, a corresponding shift in the resources necessary to finance and carry out these responsibilities must simultaneously be made. Davies also took advantage of the opportunity to e x p r e s s the league's concern regarding the recent Supreme Court decision in Garcia v. San Antonio which reversed the National League of Cities V. Usery landmark decision of 1976. T h e recent decision implies that the Fair Labor Standards Act may apply across the board to local governments and their employment practices. To comply with the new ruling, many VML localities will have to bear the costs of increased overtime salaries for police and fire workers, and to the larger localities this would be a substantial cost increase. No current survey is available, but a 1975 survey done by the International City Management Association revealed a cost at that time of more than $1 billion simply to comply with the F L S A overtime provisions. About the Author R. tvlictiael Amyx is executive director of tile Virginia tVlunicipal League and attended the congressionai briefing. �r Arlington County Loves Its Leaves Arlington County sells leaf mulch from March through December and has provided a colorful brochure to advertise the program. The pulverized leaf mulch is the result of the Department of Public Works' annual autumn leaf collection program. Leaves that residents rake to the curb for vacuum collection are recycled into leaf mulch for sale to residents for lawn and garden use. The mulch also is provided to Arlington County government agencies and public schools for landscaping to beautify the county. The Park Division alone uses 200 truckloads (or 1,000 cubic yards) of leaf mulch for county gardens every year. Arlington County residents may order the mulch for $35 per five cubic yard truckload delivered. This is one-third the cost of commercial lead mulch, and there Is no load limit. The nationally unique resource conservation program, now in its twelfth s e a s o n , saves Arlington t a x p a y e r s about $100,000 a year by not burying the leaves at the Lorton Landfill. The brochure lists 10 uses for leaf mulch, includes an order form and encourages those with small lawns and gardens to share a truckload with a friend. Power Conference Set for June The Municipal Electric Power Association of Virginia will hold its annual conference June 5 - 7 at the Cavalier Hotel in Virginia Beach. On the program will be discussion of System 37/5 load management, the Corps of Engineers' hydro projects, bar-code meter reading and the Internal Revenue Service's employee benefit regulations. MEPAV President William E. Willis of Radford will preside. The association will also conduct its annual business meeting and election of officers and hold two cocktail receptions. Registration is $20 for members and $25 for non-members. For more information, contact Executive Secretary Christy Everson at (804) 649-8471. Chiefs of Police Leave League The Virginia Association of Chiefs of Police dissolved its affiliate relationship with the Virginia Municipal League and became an independent association on May 1,1985. VACP, which had been an affiliate of the league's since 1926, reached a level of association activity requiring support services beyond those available from the league. "It is with mixed emotions that we leave the league," said VACP President Chief Harry Raskins. "It's been a good relationship," he said. VACP is currently considering the services of several association management firms as well as other alternatives. The association's membership will vote on a management plan at the VACP Annual Conference to be held Aug. 18-21 in Arlington at the Crystal City Gateway Marriott. In the interim, Debbie Middlebrook of the Williamsburg Police Department will serve as the association's secretary. She can be reached at (804) 220-2331, and P.O. Box 3009, Williamsburg, VA 23187, will sen/e as the association's address. LAW AND ORDINANCE CODIFICATION SERVICES Research - Revision - Publication Loose-leaf Supplement Service > o :EAL I ISHERS i 72 H I N C H E Y R O A D ROCHESTER, NEW YORK O 14624 > 716/328-1810 13 �Legal Guidelines B y Howard W. Dobbins, VML Legal Counsel Anti-trust Liability-An Update L e s s than three years ago, municipal officials across the country awoke to the realization that actions undertaken by municipal governments traditionally thought to be protected were subject to anti-trust challenges under the Sherman Act and treble damage judgements. T h e immediate cause of this alarm w a s the opinion of the United States Supreme Court in Community Communications v. City of Bouider, 455 U.S. 40 (1982). However, Boulder was simply the latest of several Supreme Court d e c i s i o n s which should have alerted municipal concern and which clearly led to Bouider. A s early as 1978, the court in City of Lafayette v. Louisiana Power & Ligfit Co., 435 U.S. 389, held that the reasoning of Partner v. Brown, 317 U.S. 341 (1943), that activities pursuant to "state action" are exempt from federal antitrust laws, is applicable to municipalities only if activities are exercised pursuant to (1) "clearly articulated and affirmatively expressed. . .state policy" and (2) "actively supervised" by the state. >H O Q o o DC > 14 Shortly thereafter, in the case of Caiifornia Retail Dealers Ass'n v. !\/lidcal Aluminum Inc., 45 U.S. 97 (1980), the court, applying the two-pronged test announced in Lafayette, denied a private party's claim of state action exemption b e c a u s e the statute authorizing the challenged activity did not provide for state supervision even though the "clear articulation" requirement had been satisfied. In Boulder the court found the general "home rule" authority conferred on municipal g o v e r n m e n t s by C o l o r a d o ' s Constitution did not constitute a "clear articulation." T h e challenged action therefore failed to pass the state action test. However, in Boulder the court did not reach, and thus left open, the question of whether a city or town must also satisfy the "active state supervision" requirement of the two-pronged test e s tablished in Lafayette to be eligible for anti-trust immunity. When cities and towns across the United States contemplated the devastating potential of Boulder, their representatives frantically sought emergency help in Congress and state legislatures. After analyzing the vast number and vanety of actions and activities regularly undertaken by municipalities which could be the subject of anti-competitive challenges, localities generally concluded it impractical for state legislatures to articulate policy to displace competition for each such action and activity. Moreover, many of those studying the problem determined that if the courts should apply the supervision requirement to the myriad of potentially anti-competitive activities, it was impossible to predict the extent of supervision which might be required. H e n c e , it w a s apparent that substantial relief could come only from the U . S . C o n g r e s s . Accordingly, much effort w a s concentrated on obtaining congressional support for broad federal statutory exemption of local governments from anti-trust laws. S e n . Strom Thurmond of South Carolina promptly filed a bill in the Senate to totally exempt local governments from anti-trust laws, and other bills were introduced in the House of Representatives by sympathetic c o n g r e s s m e n . Thereafter ensued the expected debate and the attempt to balance what appeared to be conflicting national interests: fostering efficient administration of local governments and insulating their officials on the one hand and protecting the consuming public against uncont r o l l e d a n t i - c o m p e t i t i o n by l o c a l governments on the other hand. Congress appeared to become lethargic to the problem. T h e fact that for the most part local governments were winning anti-trust suits brought against them tended to lessen the urgency of the problem, so the bills languished in committee. It w a s not until 1984 following the Federal Trade Commission's institution of anti-trust c e a s e and desist complaints against New Orleans and Minneapolis, which alleged anti-competitive actions as to taxi cab operations, and a jury verdict against a small Illinois city for $28.5 million for an anti-trust violation that Congress was galvanized to prompt action. Promptly thereafter, the Local Government Anti-Trust Law (the "1984 a c t " ) w a s p a s s e d by C o n g r e s s and signed into law by the president Oct. 24, 1984. As is frequently the c a s e when governmental concepts are at odds, the 1984 act represents a compromise between two conflicting concepts. Total immunity has not been granted to municipalities. Instead, Congress has elim- inated the right to recover damages, both compensatory ordinary damages and the treble damage penalty, as well as interest, costs and attorney's fees not only from any local government, official or employee acting in an official capacity but also in any claim against a third party based on any official action directed by a local government, official or employee acting in an official capacity. Hence, although the threat of destructive damage awards and fees has been eliminated, the right to enjoin nonimmune municipal anti-competitive actions and activities is not affected by the 1984 act. Accordingly, although the specter of bankruptcy as the result of enormous treble damage judgments has been eliminated, the legal principles of Parker v. Brown, Lafayette, Midcal and Boulder continue to be viable. Moreover, the questions unanswered by the court remained unanswered. Furthermore, the 1984 act expressly is inapplicable to pending cases unless the court determines in light of all circumstances, including stage of litigation and availability of alternative relief under the Clayton Act, that it would be inequitable not to apply the exclusions of the 1984 act to a pending case. One unanswered question vital to municipal governments was untouched by the Supreme Court in Boulder, i.e. w h e t h e r the active s u p e r v i s i o n requirement stated in Lafayette is applicable to municipal governments. However, that question has recently been answered by the Supreme Court in its unanimous opinion in Town of Hallie v. City of Eau Claire, 53 L.W. 4418 (March 27, 1985). The town of Hallie and three other Wisconsin townships located adjacent to the city of E a u Claire instituted a complaint for injunction in the United States District Court against the city under §1 of the Sherman Act alleging a monopoly of the delivery of sewerage treatment services in the area and a tying of the delivery of such services to the delivery of sewerage collection and transportation services. The towns alleged they were potential competitors of the city and that the city used its monopoly of sewerage treatment to gain an unlawful monopoly over sewerage collection and transportation services. The district court ruled for the city and its opinion was affirmed by the United �States Court of Appeals for the Seventh Circuit. On appeal to the S u p r e m e Court, the towns contended (1) that the Wisconsin statutory authorization failed to clearly articulate the state's policy to displace competition, citing the absence of express mention of anti-competitive conduct, and (2) that active state supervision was not provided by the statute. Hence, the towns argued the city could not rely on the state action exemption. The opinion in Hallie, delivered by Justice Powell, holds that it is not necessary for the legislature to specifically e x p r e s s that the municipality is expected to engage in conduct that would have anti-competitive effects in order to comply with the clear articulation requirement. Rather, the court said "it is sufficient that the statutes authorize the city to provide sewerage services and also to determine the areas to be served," reasoning that "it is clear that anticompetitive effects logically would result from this broad authority to regulate." The court summed up by saying "no legislature can be expected to catalogue all anticipated effects of a statute" of the kind involved in this c a s e and that requiring such explicit authorization by the state might have "deleterious and unnecessary consequences." T h e court also determined that "clear articulation" Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg does not require a showing that the statutory authorization "compels the locality to act." That is to say, compulsion is not a prerequisite to a finding that a municipality acts pursuant to clearly articulated state policy. Finally, on the question of state supervision, after conceding that the court's prior opinions had not been entirely clear, the opinion in Hallie concludes with a flat and absolute decision that the "active state supervision requirement should not be imposed in c a s e s in which the actor is a municipality." Hence, as to municipal governments, if it is clear that state authorization exists, the state s u pervision requirement is not applicable. Volunteers Aid Police Department Members of the Fairfax County Police Department Auxiliary volunteered 27,265 hours of service valued at approximately $300,000 during 1984, the first full year for the auxiliary program. The auxiliary reached a strength of 90 during the year, with officers assigned to duties at all seven of the department's district stations. In addition to services performed on a regular basis, auxiliary officers provided services at a variety of special events such a s festivals. Many have volunteered more than the 288 hours required for participation in the program. T h e average contribution per auxiliary officer in 1984 was 403 hours, and nine individuals each provided more than 600 hours of volunteer service. Prior to being sworn in, auxiliary officers must complete a 124-hour training program in subjects such as traffic control, report writing, arrest procedures, the motor v e h i c l e c o d e a n d c o n stitutional law. In addition, several auxiliary officers completed advanced training in C P R , breathalyzer operation, physical evidence collection and crime analysis. According to Fairfax County Police Chief Col. Carroll D. Buracker, plans are being developed to expand auxiliary training and to enlarge the scope of activities in which auxiliary officers may participate. "What has been most Impressive is the respect and appreciation that the auxiliaries have earned from the paid officers who welcome the help provided by the volunteers and are happy to work side-by-slde with them," Buracker said. Leesburg Luray Lynchburg Manassas Manassas Park Martinsville Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville Bluetield Bristol Buena Vista Chase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton ORDINANCE CODIFICATION Looseleaf Supplement Service M UNICIPAL CODE CORPORATION P.O. Box 2235 T A L L A H A S S E E , F L O R I D A 32316 Telephone 1-800-262-CODE Newport News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Radford Richmond Roanoke Rockingham County Salem Smithfield Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Waynesboro White Stone Williamsburg Winchester Wise County York County Law Editorial Staff • Modern Computer Technology Serving over 1,700 municipalities and counties in 47 States, including Virginia �Professioiial Directory HAYES, SEAY, MATTERN Architects • Serving HSMM Southern Engmeemig A N D MATTERN Engineers local • Planners H A R L A N D & O F F I C E S IN Roanoke N. V i r g i n i a Tidewater P O B o x 13446 R o a n o k e , V A 24034 (703) 3 4 3 - 6 9 7 1 I N C . PLANNING • L A N D i C A P t AKCHl I t C T U R E • ENGINEERING C O M M L N H Y D E V I i L O P M F N T CONSULTING governments Southern E n g i n e e r i n g C o m p a n y oi V i r g i n i a 1 8 0 0 P e a c h t r e e Street, N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 352-9200 B A R T H O L O M E W A S S O C I A T E S , 4 0 0 (-ast M a i n S t r e e t Richmond. Viriiinia 23219 P H O N E 8()4./649-8627 SCS ENGINEERS Rates Planning System Studies Feasibility Studies Design BROWNING-FERRIS INDUSTRIES Municipal Services SOLID WASTE PUBLIC UTILITY Relaying Metering 7 BALDWIN ®GREG@ E N G I N E E R S • SURVEYORS • P L A N N E R S • Traffic Engineedng/Signalization • Industrial Park Planning • Stormwater Management • Highway and Airport Design • Water and Wasiowaier Sys'ptris • Gram Application 'Managci WATER WASTEWATER SOLID WASTES I I I I Chicago N e w York Richmond Tampa Philadelphia Phoenix Indianapolis Camp Springs, M D 804 285-9009 Three Chopt & Parham Roads, Richmond 23229 HANSEN MMM PROFESSIONAL N O R T H E R N VA. (703) 560-8866 1800 Parkway Drive BALT. (301) 796-8850 Hanover. Maryland 21076 T E L E X 87-487 - HAZARDOUS PUBLIC WASTE WORKS 2 6 0 Roger B a c o n Onv.' Reston, Vi-qmia 27U9(' i 7 0 3 l 4 7 l 1 ^ Gannett Fleming Austin Dfockenbrough orvd Associates Consulting Engineers ^ CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING • INOUSTBlAL fACILinES AND PHOCFSS DESlG^J • HIGHWAVS . WATEB FNGINFFRS AND PI ANNFRR NORFOLK PO. Box 13048 Norfolk. VA 23506 (604) 461-0155 FAIRFAX Fairfax Professional Building Suite 7 3545 Cfiain Bridge Road Fairfax. VA 22030 (703) 385-0200 0'4aOOW HUNDRFD RD CHESTER V Sorfulk • Richmond • Washington. IXCi'^ A STEARNS CONRAD AND SCH C H O D A T . R U B A C K & A S S O C I A T E S , INC THE HATHAWAY HOUSE 103 CENTRAL S T , P 0 BOX 749 WELLESLEY MASSACHUSETTS 02181 TELEPHONE (61 7) 237-581 5 PIRNIE Your Ad "INC. I ENVIRONMENTAL ENGINEERS, Could Appear SCIENTISTS & PLANNERS • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes AND ENGINEERS Since 1914 Here Call: 301 HIDEN BLVD NEWPORT NEWS VA 804 599-5511 Hurt & Proffitt, Inc. BUSS Engineers • P l a n n e r s • Surveyors CORPORATION AHCHITECTS + ENGINEERS + P L A N N E R S •ASTLWATl R TRrATMr.NT SYSTEMS • ENVIHONMCNTAL STUDIES MUNICIPAL FACILITIES • WATERFRONT rACILlTIES WATER a SEWER SYSTEMS - TRANSPORTATION W a i c r , Wasiewaier, Solid Wasie.s. Soils & Foundaiions Land De\'elopmen[ Siie Plans Residenhal. Commercial & IndiisirJal Subdi\isions, Road, Dams, A i r p o r i s 1933 F o r t A v e . L y n c h b u r g , V A 24501 (804)847-7796 804-649-8471 PARSONS BRSNCK^RHOFF 1885 Since 8200 Greensboro Drive construction 11 Koger McLean, VA 22102 Norfolk, 703-442-7700 804-466-1732 One Penn New York. NY 10H9 Managen Executive Center VA 23502 Plaza 212-613-5000 37 offices worldwide B O D I E , T A Y L O R AND Water Systems Soliti Waste Wastewater Systems Highways Storm Drainage Planning P U R Y E A R , INC. CONSULTING ENGINEERS 611 Researcti R o a d P , 0 . B o x 2901 R. S T U A R T R O Y E R & A S S O C I A T E S , I N C . 2500 Waco Street • Richmond, Virginia 23229 s.i 804-282-7657 fWiPSy Richmond. Virginia 23235 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • Sewage • lodustria W a s t e T r e a t m e n t • T r e a t a b i l i t y S t u d les • 140 Sylvan A v e n u e , P , 0 . Box 1218 E n g l e w o o d C l i f f s . N . J , 0 7 6 3 2 201 - 5 6 7 - 8 9 9 0 • 4 0 5 S o P a r l i a m e n t D r i v e , S u i t e 101 V i r g i n i a B e a c h , Va 2 3 4 6 2 8 0 4 - 4 9 9 - 8 5 0 8 804-794-6823 CtS^HItl. INC. ' b i o n e t i cs / ANALYTICAL LABORATORIES COMPLETE ENGINEERING SERVICES Municipal and Industrial Waste Treatment, Power Systems, Structures, Solid Wastes, Water Resources, Water Supply and Treatment. Transportation, Hazardous Waste Management 1941 R o l a n d C l a r k e P l a c e . R e s t o n . V A 22091 703/620-5200 ARDOUS WASTE ANALYSES • • INDUSTRIAL DISCHARGE S A M PLIN G . A N A L Y SIS STATE CERTIFIED BACTERIOLOGICAL ANALYSES �w RALPH W H I T E H E A D & ASSOCIATES Consulting C o n s u l t i n g Engineers 1936 East Seventh Street P, O. Box 35624 Industrial and C h a r l o t t e , North C a r o l i n a 28235 704-372-1865 BRIDGES . HIGHWAYS • RAILROADS • RAIL & BUS TRANSIT • AIRPORTS OLVER BRANCH OFFICES INCORPORATED 3300 NE Expressway, A t l a n t a , GA 30341 1314 L i n c o l n Street, C o l u m b i a . SC 29201 Bethesria, iVIaryland / Baule 24060 Nine regional offices serving tfie Norttieast, S o u t h , Mid-Atlantic and Midwest, 4 7 / 0 Aulh Place Suite 700 Springs, MD 20746 301 899-7600 • • • Metcalf&Eddy • A Enoinesrina Syracuse, NY (315) 451-4700 Street (703)552-5548 VIRGINIA MANAGEMENT SERVICES 5 CnriDoracion Also Offices In: Toledo, Akron 8c C l e v e l a n d , O h i o \_ DRAINAGE,FLOOD STREETS , HIGHWAYS DESIGN , MARINAS Water Wastewater Resource Recovery Transportation • PRODUCTIVITY IMPROVEMENT WHITMAN, REQUARDT A N D ASSOCIATES Qnginoers 2316 Suite 200 • TEMPORARY SERVICES P. O, BOX 809 • WAYNESBORO, VA 22980 • 703/943-6600 SAINT PAUL STREET BALTIMORE, MARYLAND 1 1 1 20 New Hampshire Ave. CONTROL .BRIDGES CONSULTANTS • EXECUTIVE SEARCH consultinQ enoineer WATER, WASTEWATER, SITE DEVELOPMENT. STRUCTURAL MANAGEMENT ENGINEERING • COST C O N T A I N M E N T PROGRAM 2301 West M e a d o w v i e w Road Greensboro. Nortrt Carolina 27407 (919) 292 2271 20814 652 2215 Camp E N G I N E E R S , INC. Consulting Engineers Soils a n d F o u n d a t i o n E n g i n e e r i n g (301! Mam B l a c k s b u r g , Virginia Finkbeiner, Pettis & Strout, Limited Water S u p p l y a n d P o l l u t i o n C o n t r o l S o l i d a n d H a z a r d o u s Waste M a n a g e m e n t Environmental Impact Studies Water Resources M a n a g e m e n t Energy Studies • 1531 N o r t l i Laboratories Municipal (404) 452-0797 {803} 256-3590 Dames & Moore 7101 Wisconsin Avenue • BRIENGGERE Engineers Environmental Silver Spring. MD 20904 (301) 21218 235-3450 y COMPLETE PUBUC WORKS ENGINEERING, SURVEYING AND PLANNING SERVICES GUY & DAVIS CONSULTING B E N G T S O N , DeBELL, E LK IN & TITUS Water. Wastewater, and Drainage Systems CONSULTING ENGINEERS, SURVEYORS. PLANNERS & LANDSCAPE ARCHTTECTS Ij;esburg V A 703-777-1258 Multiple E n g i n e e r i n g Centreville. VA 703-631.9630 Woodbrldge. V A 703-670-6400 ENGINEERS WATER S U P P L Y WASTEWATER T O X I C AMD HAZARDOUS M A T E R I A L S U t i l i t y Management a n d F i n a n c e Silver Spring, M D 301-681-851,5 Environmental Laboratories C o n s t r u c t i o n Management F R E D K K I C K G . (;K1FF1N, P . C . Operation and Maintenance Coasuliing Knginet'rs JAMES M. MONTGOMERY CONSULTING ENGINEERS, INC. :!22l) VVatcrlick Kciad, I . y n c h b u r K . V,,\ i<S04'2:i7-2()44i Cable •|VI<•^iM(.n • I'V l!r..adca-it • Public Saft-ly inunications S\Nt('m,s • Alarm IKSIKII • I ' c d t T a l Reston lnt«rnational Center. Suite 1130 11800 Sunrise Valley Drive, Reston. VA 22091 ('.,m- OFFICES THROUGHOUT THE U.S. AND OVERSEAS S>>itfni,s • Klfctriral HDR 103 (703) Engineers Architects Planners CDmmuniraliiins Ciimmi^vinn , \ p p l i ( : ( - >i^r'GERAGHTY ^ y ^ ' d ^ M I L L E R , INC. ^ ^ ^ f (jroiiiulwdlcr Consullinus 8 4 4 W e s t Street Annapolis, MD 21401 (301) 2 6 8 - 7 7 3 0 I ADDITIONAL LOCAriONSAIKEN, SC • NEWrOWN P A . OAK RIDGE TN BATON ROUGE Wiley & Wilson DENVER Architects Engineers Planners HACKENSACK, h 2310 Langhorne Road SYOSSET, NY P 0 PALM BEACH GARDENS TAfvlPA 683-3400 11 Koger Executive Center Norfolk, VA 2 3 5 0 2 - 4 1 0 3 (804) 461-6351 Offices Nationwide lirrn l'ri'p:ij-:iliiril " [•"\|)t r( rrs(jrTi,iir> :rit(l W i I n ^ ^ ^ ^ Oronoco Street Alexandria, VA 2 2 3 1 4 - 2 0 9 6 Lynctiburg, Virginia Box 877 24505-0877 (804) 528-1901 A Patton, Hams, Rust & Assoc, Engineers Planners m u n i c i p a l i t i e s and public agencies Virginia Offices: 10523 Main Street, Fairfax, Virginia 2 2 0 3 0 (703) 2 7 3 - 8 7 0 0 too S o u t h Main Street, Bridgewater, Virginia 2 2 8 1 2 (703) 828-2616 109 W e s t King Street ^ Surveyors Complete pfolessional services 'or Leesburg, Virginia 22075 (703) 7 7 7 - 3 6 1 6 Architects • Engineers • Planners Public Administration Service Providing m a n a g e m e n t assistance and consultant to local, regional, and state g o v e r n m e n t s since 1497 Chain Bridge services 1933 Road M c L e a n , Virginia 22101 (703) 734-8970 CE Maguire, Inc. 5203 L e e s b u r g Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 B u s i n e s s Park Dr., V i r g i n i a B e a c h , V A 23462 (804) 497-6304 Regional offices Providence, Rl: Boston, M A : Cleanvater, FL: Ft, Charlotte, NC: Dallas, TX: Falls Church. DA: Rorence, SC: Honolulu. HI: Bloomfielll. NJ: New Britain. CT Pittsburgh, PA: Phoenix. AZ: Spartanburg, SC Virginia Beach, VA: Waltham, MA, C o n s u l t a n t s — Put your message here before 4 , 3 0 0 readers each month. C a l l (804) 6 4 9 - 8 4 7 1 to find out how! �Marketplace Substation Superintendent Danville, VA. Supv. and direct operation and m a i n t e n a n c e of city electric s u b stations. E d . and exp. equiv. to degree in E E , incl. s u p v . e x p . Salary $26,104 to $36,732. Apply by May 31 to Personnel Department, City of Danville, Municipal Building, Danville, VA 24543. Electric Line Superintendent Danville, VA. S u p v . and direct construction and maintenance of city electric t r a n s m i s s i o n a n d distribution s y s t e m . Req. extensive knowledge of line c o n struction, considerable supv. exp. Salary $27,414 to $38,584. Apply by May 31 to Personnel Department, City of Danville, Municipal Building, Danville, VA 24543. Electric Distribution Engineer Rocky Mount, NC. Staff eng. position with municipally-owned electric distribution s y s t e m . Incl. design, plans review and specifications; coordinate work of contractors, consultants; a s s i s t with system planning, development. Req. ed. and exp. equiv. to B S in electrical eng.; some exp. in power distribution; ability to c o m municate orally and in writing; knowledge of natural gas distribution s y s t e m s desirable. Salary $25,818-$34,606. R e q u e s t and submit application to Personnel Department, City of Rocky Mount, P.O. Box 1180, Rocky Mount, NC 27801 by J u n e 30, 1985. E O E . Commissioner of Buildings Richmond, VA. Creative, innovative, dyn a m i c m a n a g e r to direct activities of Commissioner of Buildings Office. Overs e e code enforcement and compliance relative to building construction, electrical, elevator, mechanical/plumbing, unsafe vacant building abatement. Coordinate with zoning, other municipal statutes, regulations. Challenging position req. prof. mgmt. and eng. skills. Head bureau of building inspection, manage staff of 4 1 . Operating budget over $1 million. Bachelor's degree in eng. or arch., prof, eng. or registered arch, license in VA (or qualify within six months). Min. 5 yrs. exp. in building design, construction Incl. 2 yrs. high level mgmt. capacity; prefer exp. in code enforcement & compliance. Excellent fringe benefits, s a l a r y negotiable (mid $30s-40s) depending on qualifications. Applications accepted through May 24. To obtain city application, call or write: W O L F E & A S S O C I A T E S , INC. Management Consultants . EXECUTIVE SEARCH . MANAGEMENT SYSTEMS . ORGANIZATION A N A L Y S I S PRODUCTIVITY I M P R O V E M E N T . SEMINARS / TRAINING Department of Personnel, City Hall, Room 112, Richmond, VA 23219, (804) 780-4176. Solid Waste Superintendent Newport News, VA (pop. 155,000). Salary S26,200-S38,000. Public works position responsible for planning, directing, coordinating solid waste collection and landfill disposal activities. Requires any combination of ed. & exp. equivalent to bachelor's degree in bus. or pub. admin, and considerable supv. exp. in solid waste collection, disposal. Exp. with automated refuse collection s y s t e m s , resource recovery facilities preferred. Submit letter of application and resume by J u n e 1 to: Personnel Department, City of Newport News, 2400 Washington Ave., Newport News, VA 23607. Engineer/Planner M a r t i n s v i l l e , VA ( p o p . 18,300) S a l a r y S25,464-S33,420. Advanced professional civil engineering and planning work; admin, and supv. engineering, traffic divis i o n s . R e s p o n s i b l e for planning major public works, traffic, community development Improvements. Req. B S in civil eng. and min. 3 yrs. responsible exp. in civil eng., planning, preferably In local gov't. Virginia P E registration required within 6 months of employment. Send resume, references, salary history and requirement by May 30 to: Personnel Office, City of Martinsville, P.O. Box 1112, Martinsville, VA 24114. CONTACT: J A M E S L. M E R C E R FINANCIAL AND; MANAGEMENT 5 CONSULTANTS ' REGIONAL VICE PRESIDENT P.O. B O X 8 8 8 6 5 6 ATLANTA, G E O R G I A 3 0 3 5 6 (404) 3 9 6 - 9 0 6 0 R. W . BECK AND ASSOCIATES O Q ENGINEERS AND CONSULTANTS 40 Grove Street Utility Planning • Design Wellesley, MA 02181 Power Supply • Load Management (617) 237^870 Cogeneration • Resource Recovery 1510 E. Colonial Drive Rates • Appraisals Orlando, FL 32803 Contract Negotiations (305) 8964911 < o o MUNICIPAL A D V I S O R S INCORPORATED IVO. B O X 45 V I R G I N I A B E A C H , V A - 23458 804 422-1711 YARGER AND A S S O C I A T E S , INC. Position Classification and Pay Plans Management and Financial Studies Test Construclion—Fire and Police Studies CAMP D R E S S E R & M c K E E 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 Over 700 Survci/s Our 32ud Year > environmental engineers, planners, & management 1 8 • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies scientists, consultants CDM 2830 Mary S t r e e t F a l l s C h u r c h , V a . 22042 703/560-6900 �f A fixed asset accounting record provides the answers. A s a municipal official, you alread)^ know the questions. I What properties and assets are owned by your municipality? I Where are they located? I What was the original cost? I What is their value today? I What is their condition? I Extent of depreciation? I Remaining useful life ? I Which items must be replaced? I For how much? I When will additional facilities be needed? I Where? I How much insurance coverage is carried? I Is it adequate? I Does the policy represent the greatest coverage for the lowest possible premium? )98ESU09S8eSU09S We're American Appraisal. We know that you constantly face questions regarding properties and fixed assets owned by your municipality. You must answer to state and federal regulatory bodies. A n d to individual taxpayers. But we know that a well-conceived plan for property control can assist you with the complexities of today's property management. And we have such a plan. Our complete, comprehensive fixed asset accounting service. Designed especially for municipalities. We make a general inspection of all buildings. Record data on size, type of construction, building fixtures, and contents. Establish a complete property record system. A n d present a report. I n computerized format. Updates are provided through our Continuous Service*'. You provide all changes, additions, transfers and retirements — we prepare an annual summary report. A n accurate and complete property record is a key ingredient when it comes to meeting C A F R requirements. A n d eliminating obstacles in the process of obtaining Certificates of Excellence or Conformance. A n d enhancing bond ratings. Budgeting and replacement forecasting are simplified with a comprehensive fixed asset record. Risk management and proof-ofloss, too. We know. We've been assisting cities, towns and villages — from New York to Los Angeles and Altoona to Ypsilanti — since 1896. E a c h year, we prepare valuation reports for over $100 billion i n public and private assets. Perhaps now you should be asking the questions. Call Margaret Wilson toll free at 1-800-558-8650 for more information. In Wisconsin call 414-271-7240. /\PPRA1SAJ_ y^^SOCIATES American Appraisal • E. H. Boeckh Standard Research Consultants A M E R I C A N A P P R A I S A L A S S O C I A T E S , I N C . 525 East Michigan Street, Dept. MP Milwaukee, W I 53202 �PARSONS BRINCKERHOFF A CENTURY OF ENGINEERING EXCELLENCE Martin Luther King, Jr. Memorial Final Plans and Specifications ENGINEERS, MANAGERS ^|#CD PLANNERS, CONSTRUCTION SERVING VIRGINIA FOR PC » 8200 Greensboro Drive McLean. VA 22102 703-442-7700 11 KagerExecutive Center Norfolk. VA 23502 804-466-1732 Bridge ^ 42 offices worldwide � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 20, Number 5 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource May 1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198505 https://www.virginiaroom.org/digital/files/original/69/6476/198506.pdf 53a48bbcc032251db628eb4fa18f4f3d PDF Text Text Volume 20 Number 6 June 1985 —' O -0 o ; , O f-. r - ^ P» C~ . O - ^ ^ ;^ o^' T O c^ .'J ID >- O i3 : -ry �L e t Your R e c o r d s L e a d T h e W a y T o Reducing Taxpayers Expenses With tax revenues down and budgets tight, it's more tempting than ever to buy a machine based on the lowest price tag. But in the long run, that is likely to be a costly move . . . in added downtime, excessive repair and maintenance expenses, and low resale value. Before you buy another machine, use your own records to determine just how much your present machines are costing you along with a formula we call Total Cost Evaluation (TCE). First, add operating and scheduled maintenance costs (fuel, lubrication, replacement parts and labor) to the initial purchase price. Then add repair and downtime expenses, including overhaul costs and time lost when the machine was down. Subtract the resale value of the machine. The answer? The total cost . . . the valid method of determining just how much your taxpayers are really paying. ^ TCE will show you that big repairs and lots of downtime can cancel out a lower initial price advantage in a hurry . . . a factor that places high-quality equipment at an advantage by proving it's worth the money. To get you started in making your own Total Cost Evaluation on your capital equip\ ment, we'll supply you with complimentary copies of daily and monthly cost record books. It's one way we assist you in adding up all the figures before you buy your next machine. Total C o s t E v a l u a t i o n . . . T h e Right K i n d of A n s w e r f r o m C a t o Q < z CARTER MACHINERY CO., INC. ^ :c Salem • Norton • Oakwood • Warrenton • Fishersville • Richmond • Chesapeake, VA • Bluefield • Lewisburg • Pineville, WV 2 Caterpillar, Cat and E are Trademarks of Caterpillar Tractor Co. �r Virginia Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre VML President Lawrence A. Davies Officers Samuel W. Adams III Robert T . Williams Martha V. Pennino Noel C . Taylor Volume 20 C ^ Number 6 Resource Recovery: An Issue for Virginia By Hunter F. Taylor and Stephen A. Walz Recovering something useful from garbage appeals strongly to common sense, but this should not overshadow the technical and financial considerations involved in resource recovery. Executive Committee J . Willard Lineweaver J a c k D. Edwards Dolores P. Lescure Sidney M, Oman William R, Hartz M. Stewart Koethcke Charles A. Robinson Jr. June 1985 8 Financing Resource Recovery By Robert W. MacDonald and Francis J . McDonough Assuming availability of a suitable site, approphate technology, a guaranteed waste stream and a reliable energy market, the first problem facing a municipality considering resource recovery is gaining financing to construct the facility. Executive Director R. Michael Amyx On the Cover Hampton's $10.4 million mass burn plant can handle 200 tons of waste each day and produces steam which the city sells to NASA. R e a d about the ins and outs of this kind of "resource recovery" in this issue of Virginia Town & City, 12 VIVIL Conference Information & Registration 15 Meeting Water Quality Needs in Virginia By Richard N. Burton Virginia has made impressive progress, but room for improvement remains as does the need for a coordinated approach to successfully ensure an adequate supply of high quality water for the generations of Virginians to come. 17 VIRGINIA TOWN & CITY (ISSN00426784) is the only official ivagazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1985 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 VML Completes Strategic Plans By Christy Everson A mission statement, goals and action plans round out VfVIL's strategic planning for fiscal 1986. 19 22 O Q People Commentary: Managing Virginia's Water Resources O I- By Peter Schuiz We must learn that in our anxiety to rid ourselves of waste and thai by-products, we might well hd ourselves of needed water resources. > Indus- < �CAN YOUR MUNICIPALITY PURCHASE THESE COVERAGES TODAY'S MARKET? IN ^ C o m p r e h e n s i v e General Liability Q^Law Enforcement Liability Q^Public Officials Liability Q^Automobile S^Property Q^Water, Gas and Electric Utilities Liability VIRGINIA MUNICIPAL P R O P E R T Y CASUALTY INSURANCE PROGRAM To find out how to get a l l of these coverages i n one competitively priced package call Margaret A . Nichols, (804) 649-8471. She will help you design the package that best suits your locality's needs. Margaret A , Nichols Virginia Municipal Property Casualty Insurance Program Post Office B o x 753 Richmond, Virginia 23206 �Resource Recovery An Issue for R esource recovery is a popular idea. It involves the incineration and/or processing of solid waste to recover the valuable components left in the waste, most notably its energy content. It is a further development of earlier incinerator plants in that a stream of revenue is generated by the sale of the components recovered from the waste. Recovering something useful from garbage while simultaneously improving the environment appeals to common sense so strongly that we feel it must be worthwhile. This appeal can overshadow the fact that resource recovery is a complicated process with ample opportunity for technical and financial setbacks. Responsible development of a resource recovery project requires careful analysis of a project's risks and costs as well as its benefits. A locality's commitment to resource recovery cannot rely on a temporary public feeling of good will. The driving force behind a resource recovery project usually can be identified as a community facing either a landfill crisis, exorbitant solid waste disposal costs or the availability of a large revenue stream from energy costs. The locality's commitment to the concept, however, must be strong enough to face difficulties, and the locality should designate a single authority to undertake the many steps involved in developing a successful facility. Two approaches to resource recovery from municipal solid waste may be taken—mass burning and production of refuse derived fuel (RDF). Mass burning involves burning solid waste in a boiler to produce steam after only a minimum amount of processing to remove oversized or bulky items such as furniture or appliances. The residue left after combustion is landfilled as a non-hazardous waste. Refuse derived fuel production involves separating the burnable and nonburnable portions of the solid waste and processing the combustibles into a solid fuel that can either be burned in a plant designed for RDF or used to displace Virginia B y Hunter F. Taylor and Stephen A. Walz coal or wood in an existing boiler plant. The non-combustibles are separated into their recyclable components when there is a market for the products. All remaining waste is landfilled. Both mass burning and RDF are commercially available and in operation or under development in Virginia. Currently, mass burning is the most highly developed and commercially proven technology with numerous operating facilities in a range of sizes and capacities. RDF is a newer idea than mass burn, and there are fewer successfully operating plants. However, some feel f^DF will eventually prove to be the best approach for certain applications. In response to the growing interest in resource recovery, the Virginia Division of Energy initiated a two phase program to help local governments in Virginia with their assessment of resource recovery. Phase I involved completion of a general feasibility study covering the key concepts of resource recovery and identification of the components and logic of a feasibility investigation. This effort lead to publication of "Energy Recovery from Municipal Solid Waste, A Feasibility Guide for Local Governments in Virginia" which was distributed to all cities and counties in Virginia in late 1984. Phase II of the program involves responding to direct requests for assistance with consultations to share resource recovery experiences in Virginia and across the nation and to provide preliminary economic analyses of the long-term cost of technically feasible projects. A summary of the ideas and questions that have emerged through discussions with various local officials regarding feasibility of resource recovery in Virginia follows. Local Problems/ Regional Solutions The first recorded law covering the disposal of solid waste may have been an ordinance in 17th century London that required landowners or landlords to be responsible for the removal and disposal of rubbish, manure and debris from the portion of public streets and walkways adjacent to or serving their property, regardless of how the waste got there. In other words, everyone had to "police his area." It has been common sense to think of trash disposal as a local issue requiring local solutions. This was fine as long as disposal remained a simple matter of digging a hole somewhere and hauling the waste to it for burial. Today, with federal regulations such as the Resource Conservation and Recovery Act, threat of groundwater contamination, high transportation costs and scarcity of suitable and affordable landfill sites, the disposal of municipal solid waste is rapidly becoming a regional problem requiring regional solutions. In addition, the costs associated with new sanitary landfills and alternatives to sanitary landfills, i.e. resource recovery, are large. Any option requires long-term financing which in turn requires a longterm solution which in turn requires long-term planning. The concept of a local problem requiring a regional solution is an old and familiar one to public officials in Virginia. In the case of resource recovery several factors combine to amplify this theme. Cities and counties are directly responsible for the legal disposal of municipal solid waste under strict and costly Environmental Protection Agency regulations. Resource recovery project financing requires a guaranteed longterm supply of waste (flow control) which rarely can be achieved within a single jurisdiction. Also, unlike sewage which is transported through a pipeline, solid waste is hauled by people driving trucks on roadways which allows the drivers to take the waste anywhere. In addition, resource recovery projects are so technically sophisticated and capital intensive as to require substantial public debt, or service contracts tantamount to public debt, and no foreseeable federal grant program such as 208 water quality planning grants lies in the future. These O Q < Z o h- < z DC > �commitments can be beyond the c a pacity of a single local government. "Doing the Deal" O Q < z o DC > The most common initial effort in investigating the feasibility of resource recovery by a local government is for the governing body to commission the familiar feasibility study that evalutes waste quantities, technologies, sites, potential energy markets and costs. The study takes the three phase approach described in "Energy Recovery from Municipal Solid Waste, A Feasibility Guide for Local Governments in Virginia." However, it is not uncommon for a resource recovery project to be investigated for a year and recommended by an engineering feasibility study only to have it die for business reasons. Many resource recovery projects have been determined to be technically, operationally and economically feasible according to traditional criteria, but they are not financeable because the basic components relating to cash flow, debt and risk are not in place. It doesn't matter which technology or resource recovery system is best for your applications, what sites are most suitable, exactly how much refuse is generated during which month in which area, or who the potential energy customers are if you are not prepared to "do the deal." Doing the deal is based on to the ability of the local government, based on preliminary estimates of cash flow, to overcome the initial tipping costs, support the debt or take the economic risks necessary for project financing. C a s h flow problems relate to the usual substantial increase in disposal costs, or tipping costs, during the early years of the project. T h e s e increased tipping costs usually range from one and a half to three times the current disposal fee charged at the sanitary landfill, depending on the strength of the energy revenues. T h e distinction between cost and fee is emphasized because often localities don't know the actual cost of their sanitary landfill; they only know what fee they charge users. In resource recovery projects, the finance strategy requires cash flows to balance on a periodic basis and therefore identifies true tipping costs. S o the first question to be answered is: if your current tipping charge at the landfill is $10 or $15 per ton, is resource recovery economically and politically acceptable at $20 or $30 per ton in the early years of the project even though the long-term dollar cost of resource recovery is probably less than that of a new landfill? Unfortunately, the dollar benefits of resource recovery are long term, unlike the operating budgets of cities and counties. If a locality cannot manage the longterm cash flow problem, there is no sense in analyzing much further. Often, a sanitary landfill is the most attractive means of municipal solid waste disposal. On the other hand, localities may need to more accurately identify their real sanitary landfill costs over the long term, including land depreciation, future siting difficulties and federal environmental regulations administered and enforced by the Virginia Department of Health. If the c a s h flow problem does not preclude a project, the next step for a locality is to determine whether or not it can support the necessary debt in the form of general obligation of municipal revenue bonds or assume the economic risks in the form of service contracts to allow industrial development bond financing with the private sector. The latter of these is popularly called "privatization," which refers to the idea of public and private sectors developing a project a s partners in an owner/user arrangement. This combines the benefits of private ownership and public use, or the tax benefits associated with private ownership and the lower borrowing rates associated with tax-free financing. Regardless of whether the project is publicly owned and financed with municipal bonds or privately owned and financed with IDBs, the local governments that participate in the project a s owners or users will at a minimum be required to enter into long-term put-orpay contracts for the delivery of their municipal solid waste. T h e "put" refers to the delivery of municipal solid waste, or in the c a s e of resource recovery, municipal solid fuel. T h e "or pay" means the locality will pay the revenue lost a s a result of not supplying the waste (fuel). Lost revenue usually includes energy revenue a s well a s disposal revenue (tipping fees). Finance Strategy Resource recovery projects financed in recent years have taken advantage of federal tax benefits to draw private equity into the deal and thereby reduce the public debt. T h i s procurement scheme has commonly been called a "full service contractor" approach. It loosely refers to the concept where a single contractor packages the design, construction, ownership and full-term operation of a plant a s a single package. Although the s p e c i f i c s a r e usually different for each project, this strategy amounts to an arrangement whereby the private equity partner (usually the full service contractor) legally owns part of the facility therefore qualifying for tax benefits and leases the facility to the users for the finance period. Historically, the amount of private equity drawn into a deal has depended on the attractiveness of the tax benefits. It has typically amounted to from 20 percent to 30 percent of the capital cost. The remaining percentage, or debt portion of the deal, h a s normally been financed with tax-free bonds (IDBs or G O s ) to minimize borrowing rates. In either case, the debt has been ultimately backed by the local government either with full faith and credit or with strong service contracts which guarantee at a minimum the payment of debt service on the tax-exempt bonds regardless of operating costs. Unfortunately, recent and proposed modifications to the federal tax code such as the Deficit Financing and R e duction Act and the Treasury Department's proposals combine to virtually eliminate any incentive for private equity contributions. Even though these proposals are being challenged by resource recovery groups to modify the public purpose definition and allow tax incentives in municipal resource recovery plants, it would be imprudent to anticipate equity partners in a resource recovery project at this time. From the municipal viewpoint, it must be a s sumed that all required capital will need to be considered debt to be financed with municipal bonds. Where does this leave Virginia's localities? Since most localities still face the decision of how to replace or upgrade their landfills, they need to look both locally and regionally at the benefits, costs and risks of resource recovery as well as traditional methods of landfilling waste. About the Authors Hunter F. Taylor, P.E., is president of REFCOI\/l Inc. and has consulted with numerous local governments in Virginia regarding resource recovery while under contract to the Virginia Division of Energy. He previously served as project manager and lead engineer for the designs of the resource recovery projects now operating in Hampton, VA and New Howard County, NC. Stephen A. Walz is the Energy Extension Service program manager for the Department of fJlines, Minerals and Energy, Division of Energy. He manages the resource recovery project for the division and works on numerous other projects assisting Virginia's governments and citizens in conserving energy. �Seminar Will Show Y o u How Cogeneration Cogeneration offers attractive performance ctiaracteristics in resource recovery and a brief explanation is perhaps useful. The term stems from the coproduction, or cogeneration, of two common forms of energy: steam and electricity. Electricity is commonly generated by burning a fuel, be it solid waste, coal, gas or oil, to make steam to drive a turbine connected to an electrical generator. It is energy efficient to generate the steam and electricity at the same time by exhausting the steam from the turbine generator at pressures and temperatures that satisfy a given application for steam such as an industrial process. In this case, both the steam and electricity are by-products of each other. There must be, of course, a demand or market for each. Therefore, if a resource recovery facility is developed with an energy customer who desires steam, It often makes sense to cogenerate the steam and electricity since the Public Utility Regulatory Policies Act provides a guaranteed market for the electricity by-product. In this way, the electricity revenues justify the additional capital outlay associated with turbine/generator systems and there is less waste in the system. The Energy Bureau Inc will present a seminar in Arlington Sept. 30 entitled " H o w to A s s e m b l e a Cogeneration Project." The one-day practical seminar will walk participants through the economics, negotiations, financings and techn o l o g i e s of i m p l e m e n t i n g a c o generation system. T h e program will begin with registration at 8 a.m. and conclude at 4:30 p.m. with a reception following. The cost of the seminar is $625. To register, contact Peggy C h a s e at (212) 687-3178. The Energy Bureau has reserved rooms at the Sheraton Crystal City; (703) 486-1111. The Energy Bureau will also hold a Cogeneration Conference in S a n Francisco Aug. 6 - 7 . Resource Recovery in Virginia Municipal Projects Hampton: T h e city of Hampton is the o w n e r - o p e r a t o r of a $ 1 0 . 4 million (1978), 200-ton-per-day mass burning plant that supplies steam to the NASA Langley R e s e a r c h Center. T h e plant consists of a pit and crane waste receiving and storage area, two 100-ton-perday waterwall incinerator/boilers, and electrostatic percipitator pollution control. Revenues are supplied from steam sales to NASA based on its avoided fuel costs. Contact: Cliff Loveland, (804) 865-1914. Harrisonburg: T h e city of Harrisonburg is the owner-operator of a $10.5 million (1982), 100-ton-per-day mass burning plant supplying steam to J a m e s Madison University. Refuse is fed from a pit a n d c r a n e r e c e i v i n g a r e a into two 50-ton-per-day refractory furnaces with waste heat boilers. Pollution control consists of electrostatic precipitators. Revenues are based on 100 percent of the avoided fuel costs of the produced steam. Recently, a steam engine was installed by plant personnel to u s e waste steam to generate electricity for internal consumption. Contact: J o h n Holsten, (703) 433-1390. Salem: T h e city of S a l e m owns and operates a $1.9 million (1977), mass burning, 100-ton-per-day plant. Steam is sold to Mohawk Tire Company. Waste is dumped and stored on a concrete tipping floor and fed into two two-staged controlled air furnaces with waste heat boilers. There is no ancillary air pollution control equipment. Contact: J i m Fender, (703) 375-3052. structed for $2.2 million (1967), producing steam for use by facilities at the Norfolk Naval Station. The plant contains two 180-ton-per-day mass burning waterwall furnaces. Portsmouth: T h e Southeastern Public Service Authority is building a 2,000ton-per-day plant to produce refuse derived fuel ( R D F ) for sale to the Norfolk Naval Shipyard and recover ferrous and non-ferrous metals for recycling. T h e Norfolk Naval Shipyard is constructing a new RDF/coal augumented power plant to produce steam. Capital costs will total $107.8 million. Operation is projected to begin in late 1987. Contact: Durwood Curling, (804) 461-0878. Portsmouth: The U.S. Navy also owns and operates a 160-ton-per-day plant supplying steam to the Norfolk Naval S h i p y a r d . T h e plant c o n t a i n s two 80-ton-per-day mass burning waterwall furnaces. Capital costs for the plant totaled $4.5 million. Arlington and Alexandria: A joint venture of the Arlington Solid Waste Authority and the Alexandria Sanitation Authority is beginning construction of a $75.6 million, 975-ton-per-day plant in Alexandria. The mass burning plant will use a waterwall furnace/boiler to generate electricity for sale to Virginia Power. Contact: Ken Hook, (703) 558-2321. Military P r o j e c t s Newport News: T h e U.S. Army owns and operates a 40-ton-per-day mass burning, two-staged controlled air plant, producing steam for use at Fort Eustis. Capital costs totaled $1.7 million (1980). Norfolk: The U.S. Navy owns and opera t e s a 3 6 0 - t o n - p e r - d a y plant c o n - Private Projects Henrico County: A 400-ton-per-day plant is currently undergoing improvements in eastern Henrico County to produce resource derived fuel ( R D F ) and recycle metals and glass. Capital costs have totaled $2.1 million. The plant will process waste from Henrico County and sell the R D F for use in coal or wood fired boilers. Contact: George Gaiser, (804) 222-7035. Hampton: Hampton Institute owns and operates a waste paper pelletizer and boiler, using waste generated on campus to produce steam for use on campus. T h e 1.5-ton-per-day facility required $500,000 in capital costs (1983). Contact: W. T . Borum, (804) 727-5263. In addition, there are a number of other public and private plants in Virginia that are in the development stage. �Financing Resource Recovery By Robert W. MacDonald and Francis E > O Q O H < Z CD DC > ach American produces and discards four pounds of waste each day, and more than 90 percent of the 400,000 tons produced daily is dumped in landfills. Many municipal "dumps" are nearly filled, and land for new depositories is scarce. In addition, federal and state recognition of the role of landfills in underground water pollution restricts the ability to enlarge existing dumps or site new facilities. These trends are pressuring local governments to seek new solutions to solid waste disposal. Resource recovery plants that turn solid garbage into energy while substantially shrinking the volume of waste are one approach. Such facilities are being financed, constructed and operated despite myriad legal, environmental and contractual constraints. The financial community's awareness of the early difficulties encountered by the resource recovery industry has created obstacles for municipalities seeking complete ownership of plants financed with debt issues. This factor coupled with the attractive economics of resource recovery and indirect tax incentives often favors joint ventures of municipalities and private companies. These joint ventures reduce the risk as well as the number of bonds to be issued while also providing for operation of the facility upon completion. Technological problems in the late 1960s and early 1970s plagued the first generation of resource recovery plants that attempted to process waste by extracting glass and useful metals for recycling. In addition, material resale markets were not advanced enough to operate the plants effectively. In the late 1970s, however, a new generation of plants was constructed. Some of these plants incinerate more than 1,000 tons per day of raw solid waste by a process that reduces a ton of garbage by 90 percent of its volume and two-thirds of its weight. Residue and "by-passed" waste (ash and non-combustible items J. McDonough such as appliances) are by-products to be dumped in a landfill. The most significant product of the waste reduction process is steam. Steam can be produced by integrating a large boiler and turbine with a furnace and can be used for heating and/or to produce electricity. Operators of wasteto-energy plants are paid tipping fees from waste haulers to accept solid waste which is burned as fuel to generate energy. The Federal Public Utilities Regulatory Policies Act requires investor-owned utilities to purchase electricity from such alternative energy projects at their "avoided cost." Tipping fees supplemented by energy sales will together typically match the facility's operating costs. The First Step Assuming availability of a suitable site, appropriate technology, a guaranteed waste stream and a reliable energy market, the first problem facing a municipality considering a resource recovery plant is gaining financing to construct the facility. The first step is to establish the level of financial risk the municipality is willing, legally permitted and financially able to assume. Suppose a plant is built that doesn't work. Is the municipality willing to pay for it? If not, private ownership of the facility should be pursued. Even if a community decided it is willing to assume the risk of complete ownership, few public authorities can actually afford the consequences if a plant fails to work. Legal ceilings on the amount of debt a municipality can issue may also effectively limit the amount of financial risk a town or city is permitted. Financing Alternatives The basic financing decision is whether to choose private or public ownership of the facility. Sometimes, considerations of risk and indirect tax incentives favor joint public/private ownership under a leveraged lease financing. If the facility is to be privately owned and operated, such financing vehicles as industrial revenue bonds and limited partnerships are generally evaluated. If public ownership is chosen, the choice is usually between general obligation bonds and revenue bonds. A public authority seeking complete resource recovery plant ownership will first consider general obligation bond financing, a familiar municipal debt instrument. The GO bond has a simple financial structure and, with voter approval, is easy to issue. Because GO financing is backed by the full faith and credit of the municipal issuer, the bonds have relatively low interest rates and do not require interest capitalization or a debt reserve fund and thus provide relatively inexpensive project financing. The GO'S major disadvantage, however, is the required voter approval which has proved to be difficult to obtain in this age of tax revolt. Additionally, a GO uses up some of the municipality's capacity for debt issuance, possibly displacing other capital projects. Revenue bonds were created in part of avoid the problem of gaining voter approval. Their primary advantage, however, is that they do not affect the debt issuance capacity of a municipality because they are not backed by the full faith and credit of the issue as is a general obligation bond. Revenue bond financing also permits a municipality to retain complete control of the facility. On the other side, in comparison to a GO bond investors view revenue bonds as less secure because payment of interest depends on revenues from the specific project. To compensate for the greater risk, investors demand that revenue bonds offer higher interest rates. The municipality must also capitalize �This announcement appears as a matter of record only. ^75,650,000 Industrial Development Authority of the City of Alexandria (Virginia) Weekly Adjustable/Fixed Rate Resource Recovery Revenue Bonds, Series 1984 (Alexandria/Arlington Waste-to-Energy Facility) The undersigned acted as Financial Advisor to Arlington County, Virginia, in this transaction. Tames T. Towrey & C o . %J %J M J / INCORPORATED 110 Wall Street, New York, NY 10005 (212) 363-2000 �interest payments to service the debt during the construction period and maintain a debt service reserve fund. If private ownership is desirable, the typical financing alternatives are industrial revenue bonds or a lease. The industrial development bond (IDB) is a private activity bond that effectively permits municipalities and other taxexempt issuers to issue tax-exempt debt for private parties such a s McDonald's, General Motors or other corporations to induce them to build plants in a locale. The Tax Reduction Act of 1984, however, reduced the availability of industrial development bonds by limiting the total amount that can be raised through IDB financing in each state to $150 per capita. The debt/equity or leveraged lease vehicle permits a municipality to use indirect subsidies of the federal government's tax incentives in selling to a private party that has a high tax bill and wants to own a resource recovery f a cility. Under a debt/equity arrangement, a private entity would typically own 25 percent or more of the plant and may even operate the facility when completed. In return, the entity would receive the benefits of investment tax credits, a c c e l e r a t e d cost recovery, lease rental deductions and a claim on plant revenues. The tax benefits, if the facility or any part is unsold, go unused by the municipality, which pays no taxes. This arrangement gives the municipality a partner with whom to share risk and reduce by the amount of equity purchased the number of bonds to be issued, debt service costs and tipping fees. The Bond Market > H O Q O I- < o DC > 10 Use of each of the financing vehicles discussed requires a municipality to sell bonds in the capital market. The municipal bond market is a combination of all the issuers, underwriters, traders, salesmen and investors who participate in the tax-exempt market. Before an underwriting, the entire market should be analyzed to appraise likely demand for the town's resource recovery securities. The degree to which investors will participate in the sale of a municipality's securities depends on availability of funds, tax rates, security preferences and competing municipal investment opportunities. The rate of interest the municipality will pay is determined by prevailing rates, perception of its credit strength and supply and demand for the municipality's and similar competing municipal bonds. People who buy bonds are really lenders who are buying limited risk in- vestments. They buy bonds rather than equity securities because they want a s surance that they will be paid interest and the principal when due. Bond investors are generally insurance companies, commercial banks, mutual funds and private investors. In today's bond market, mutual funds predominate, and they prefer to invest in "sure things." tem c a s e ? Similarly, project completion agreements are meaningful only if provided by a contractor financially able to satisfy them. Cradle-to-grave guarantees from a bankrupt company are of little use to a municipality and a project's bondholders. "Pin Hole" Risk Reassuring Investors Unfortunately, the resource recovery industry is most widely known among investors for a few spectacular failures in its early years. Construction of a plant in Akron, OH, for instance, has suffered persistent problems and a recent boiler explosion, and in Hempstead, NY, a facility was constructed but closed because of alleged dioxin pollution. Consequently, bond investors are nervous about investing in project revenue bonds with interest payments dependent upon the revenue stream of a single resource recovery plant. Several public authorities have answered this concern by issuing system revenue bonds that are backed by an entire city or county sanitation system. Municipalities must frequently calm investors' fears by ensuring a resource recovery project a steady stream of revenue to meet interest payments. Under a put-or-pay contract, a municipality unconditionally guarantees to pay annual tipping f e e s to a project operator whether or not the garbage is actually taken to the plant. The plant operator and bond investors are assured that a project financed and constructed based on an assumed level of annual waste will receive the tipping fees for that level. While the put-or-pay contract eliminates the risk to operator and investor that revenues might not meet expectations, a project completion agreement similarly eliminates the risk to municipality and investor that a contractor might abandon a project following financing. A project completion agreement should obligate the contractor to construct the plant "come hell or high water." Without these performance guarantees, it is very difficult to sell resource recovery revenue bonds to investors. Yet the true value of such guarantees must be judged case by case. Some state court decisions raise questions regarding the enforceability of put-orpay contracts. Must a service be provided, or can the municipality be required to pay a contractual obligation that lacks the "quid pro quo" of all contracts? What is the credit rating of a municipality? Even if able to do so, will it live up to a "put-or-pay" obligation or will it seek to avoid it as occurred in the Washington Public Power Supply S y s - Other external risks include the remote or "pin hole" risk that environmental law changes during construction might create open-ended costs to the municipality, project contractor or both. If in the middle of construction the law changes to require an air quality control device, who will pay for the installation? Will the contractor absorb the s u b stantial costs of compliance or will the municipality? In the first such case, the municipality (Baltimore) w a s held responsible. Three sources of environmental regulatory change can increase a project's costs: • change in statutory requirements; • change in judicial interpretation of law; and • an administrative law judge's interpretation of an Environmental Protection Agency regulation. Although such regulatory changes are rare, these "pin hole" risks should be recognized and addressed by the municipality and contractor at the outset. Team Effort As outlined above, numerous technological, legal and financial issues must be resolved in the pre-construction phase of a resource recovery project. A municipality should assemble a team of private resource recovery specialists before entering negotiations. Since the operator/contractor will have a technical engineering staff, a negotiating counsel and a banker, the municipality should have an engineer, a bond counsel or special counsel to help analyze the contracts and an independent financial advisor. U n d e r w r i t e r s , either i n v e s t m e n t banks or commercial banks, have a primary obligation to produce a product—a security that is sold to investors. Consequently, underwriters act predominantly as brokers between issuing municipalities and investors and are not always in a position to a s s e s s alternative financing strategies objectively. At the outset of project planning, municipalities should anticipate that of the funds raised through a bond issue only about 70 percent will be used for actual construction. Most of the remainder will pay for interest during construction, the �VMVs Top Legislative Priorities By Ellen S. Posivach FUNDING EDUCATION For the second year the Virginia IVIunicipal League's top legislative priority is full funding of the state's share of the actual costs of primary and secondary education. T h e V M L position reads, "VML's first priority is funding for education including full funding of the actual costs of the Standards of Quality as estimated by the Virginia Department of Education and full funding of educational mandates a s outlined in the Joint Legislative Audit and R e v i e w C o m mission's study, State Mandates on Local Governments and Local Financial Resources. In order to accomplish this, VML supports an additional 1 percent statewide sales tax to be returned to localities to fund education." While there is a wide discrepancy between estimates provided by the state and estimates provided by organizations, such a s VML, on the amount of additional funds necessary for the state to fully meet its financial obligations to public education, there is no disagreement on the fact that the state is not meeting this financial responsibility. According to November 1984 Department of Education estimates, the state would need an additional $635 million during the 1986-88 biennium in order to meet its responsibility just for Basic Aid Payments. This figure does not include additional state funding for categorical programs in which the state underfunds mandated requirements. Because of the opposition VML and other organizations have received from legislators on specific issues related to increased funding for education, VML would like to review some of these concerns along with our responses to these concerns. Update On Jan. 9,1985 in his "State of tlie State Address," Gov. Cliarles S. Robb proposed full funding for the first time of the state's share of the educational Standards of Quality in the 1986-88 biennial budget. This would of course require approval by the 1986 General Assembly. In addition, the governor proposed an additional $53 million for funding the Standards of Quality this year, raising the funding level by just more than $100 per pupil or to $1,877 per pupil from $1,776 per pupil. Concern: Perhaps the most frequent comment we hear privately (and occasionally publicly) from legislators is that a re-election year is not the time to push for a tax increase. With all 140 House and S e n a t e seats up for re-election along with the offices of governor, lieutenant governor and attorney general, no tax increase measure will be passed during the 1985 session. Comment: We appreciate the candor of these comments by legislators, but feel the issue needs a closer look. Many legislators have pointed to the national results of an election campaign run on a tax increase platform and have paralleled the results with what they fear might occur in Virginia. It is our belief that this comparison cannot be made. F i r s t , V i r g i n i a is not the f e d e r a l government. Virginia has a balanced budget; the federal government owes about $1 trillion. Also, in Virginia a tax i n c r e a s e proposal is not a partisan issue. For the past two sessions of the General Assembly, members of both parties have introduced tax increase proposals to fund education. At the national level, a tax increase measure w a s offered by only one party. According to a recent study by the Advisory Commission on Intergovernmental Relations ( A C I R ) , a commission composed of congressional representatives, the federal government now ranks last in spending credibility in public opinion polls. Local governments now rank first with state governments ranking s e c o n d . It is our belief that local governments received this ranking because they are closest to the people and more accurately reflect the needs of the people. Local initiatives for increased state funding of public education have, in the South alone, resulted in state sales tax increases in Tennessee, South Carolina, A r k a n s a s and T e x a s during the past year. In each instance, meaningful education reform programs have been tied to the sales tax increase. A recent study conducted by Virginia Commonwealth University for the Governor's Commission on Virginia's Future found that eight out of every ten Virginia citiz e n s surveyed in the statewide poll agreed that the state "should improve education offered by grade schools and high schools even if it means raising taxes." Virginia elected officials should not equate circumstances in Virginia with circumstances at the national level, particularly when there is significant, valid statistical and historical proof to the contrary. Virginia is currently ranked a s the 39th lowest state in combined state and local taxes a s a percentage of personal income. We are clearly a low-tax state and can certainly afford to properly fund the education of our children. Concern: Why is a tax increase needed when there is $158.9 million in state funds to carry forward to 1985-86? Comment: While it is true that additional funds e x i s t , pressing state needs also exist. New needs exist in corrections and in mental health. There is no funding in the 1985-86 budget for state employee salary increases, increases which the governor projects will amount to about 8 percent. Each 1 percent increase in state salaries will require $10 million in state funds. In addition, the governor has stated a need to set aside $50 million in a "rainy day fund." Finally, there is at least a $10 million cut in the current budget for 1985-86 funding to local governments for public health and social service programs. A top priority for VML is to have these funds restored during the 1985 session to at least current levels. With all of these damands, there will be very little left for education. Concern: Won't higher taxes hurt Virginia's chances for industrial and high technology development? C o m m e n t : National s u r v e y s h a v e shown that tax rates rank far behind other factors such a s "quality of life" in the consideration of those responsible for industrial and high technology development and relocation efforts. It continued, next page O Q O H < DC > 11 �should be noted that the quality of public education is a significant component in the "quality of life" factor and therefore receives more consideration than the rate of taxation by those responsible for relocating development efforts. The percentage of high school graduates in the work force is also a traditional measure used by business and industry to evaluate a state's educational system. Virginia ranks 36th in percentage of population age 25 and over that has completed high school, according to a 1983 survey. In addition, despite salary increases during the past three years, Virginia ranks 31st in the nation according to the 1983-84 average classroom teacher salary survey. These are not promising statistics and do not demonstrate a significant level of state dedication to public education to present to developers seeking to relocate. The Governor's Commission on Virginia's Future states in its final report that Virginia should seek to be a national leader in public education by becoming ranked within the top ten states nationally in the quality of education it offers. The commission also specifically recommended increased spending on education and increased teacher salaries. C o n c e r n : Why recommend a sales tax increase rather than use of another taxing source? > O a < z < z CD DC > 12 Comment: VML's primary position is in support of increased funding of education. A sales tax increase is only a suggested method for achieving this goal. Currently the state income tax and the state sales tax are the only two viable sources of state taxation which could generate the levels of revenue necessary to fully fund the state's share of the actual cost of education. The state income tax was originally eliminated from consideration because of a decrease in collections in relation to estimated projections for personal income. With the state income tax s t r u c t u r e tied so closely to the federal income tax structure, now would not seem to be the time to revise the state's structure as the federal structure is under the close scrutiny of the president and Congress. An increase in the state sales tax appears to be a viable option for obtaining the necessary state funds for public education. Recent opinion polls have found a sales tax increase less objectionable than other tax increases. A 1 percent increase to the current 4 percent state sales tax would produce an estimated $639.4 million in additional revenue during the next two fiscal years. This would fund even the highest estimates of the state's share of the actual cost of Basic Aid and would make a significant contribution toward efforts to fund state mandated requirements for categorical programs. STATE APPROPRIATIONS VML's second legislative priority for 1985 is defeat of SJR 28. SJR 28 is a state appropriation limitation measure which ties the rate of growth in state appropriations to the estimated rate of growth of the state economy. Under this measure the rate of growth in the state economy would be determined solely by the average rate of growth in Virginia personal income. SJR 28 was introduced during the 1983 session where it passed both the Senate and House. Because SJR 28 requires a constitutional amendment, it is necessary for the measure to pass two sessions of the General Assembly before being brought before the voters of the commonwealth on the November ballot. When SJR 28 was brought before the 1984 session of the General Assembly, the measure received strong opposition from Senate leaders. Despite this, SJR 28 passed the Senate and was referred to the House Privileges and Elections Committee. By a narrow margin the House Privileges and Elections Committee voted to carryover SJR 28 until the 1985 session. Many legislators believed that the vote to carry SJR 28 over to the 1985 session had in effect killed the resolution. An attorney general's opinion following the 1984 session ruled to the contrary, however, and indicated that a carryover bill passed by the 1985 session would meet the requirements set forth for a constitutional amendment. On Dec. 10, 1984, the House Privileges and Elections Committee met to review carryover bills. Since the patron of SJR 28 was not present at the meeting, the committee did not vote on a recommended action for the 1985 session. The committee did, however, hear testimony on SJR 28. During the meeting VML President Lawrence A. Davies presented the following testimony. VML, which strongly supports fiscal responsibility in all levels of government, has after careful consideration taken a position to oppose SJR 28 for the following reasons: - SJR 28 caps the growth in state appropriations based on the average rate of growth in personal income. The growth in personal income when taken alone is not a valid economic indicator. - SJR 28 assumes that in economic periods of recession state needs will be less and in economic periods of growth state needs will be great. Historically, this has not been the case. - SJR 28 assumes that citizens of the commonwealth are satisfied with the current levels of state services. Again, historically this has not been true or there would have been no need for legislators, representing the citizens of the commonwealth, to revise the biennial state budget during each and every session of the General Assembly. - SJR 28 assumes that no significant new state needs will be identified by members of the legislature, elected to represent the will of the people. Again, this has not been the case. New needs are identified and do need to be addressed. In this upcoming session alone, we believe legislators will identify new funding needs for corrections, mental health and education programs. - SJR 28 assumes that federal funding will continue at current levels. While the state did benefit from the last round of federal funding cuts to localities through reduced state matching funds under the state block grant approach taken in 1981-82, current federal studies threaten not only local federal funding but state federal funding as well. - Finally and perhaps most important, SJR 28 assumes that there is a need to limit state appropriations through a constitutional measure. In this commonwealth, with the oldest continuous standing legislative body in the nation, fiscal responsibility has been a hallmark. Virginia has a long and proud history of fiscal responsibility and a long and proud history of maintaining a balanced budget, a tradition which is now a constitutional requirement. This commonwealth has been a leader in state legislation and not an emulator of legislation in other states, particularly legislation passed by other �states which has proven to be unsatisfactory to citizens within these states. Restrictive tax and spending limitation measures appeared on state baliots in l\/lichigan, California, Nevada and Oregon. All were defeated. In Michigan, two out of every three voters said "no" to Proposition C, which would have cut state revenues by nearly $1.3 billion. California voters also rejected Proposition 36, a proposal to tighten limits on state finances, and approved Proposition 26, a $450 million bond issue to fund school construction and repair. Oregon voters, who rejected efforts to roll back taxes and limit future tax increases three times, defeated attempt number four, which was called "Measure 2." For Virginia, SJR 28 is conceptually unrealistic and procedurally unnecessary. We ask you to oppose this measure. VML along with a number of other organizations has formed a coalition to oppose S J R 28. In addition to producing brochures, buttons and bumper stickers for the purpose of opposing S J R 28, coalition members have targeted House Privileges and Elections Committee members in letter writing and telephone campaigns. Other coalition organizations speaking in opposition to S J R 28 during the Dec. 10 meeting included the following: the American Association of University Professors, Virginia Conference; American Federation of Teachers of Virginia; League of Women Voters of Virginia; Virginia A F L - C I O ; Virginia Association of Elementary School Principals; Virginia Association of School Administrators; Virginia Congress of Parents and T e a c h e r s ; Virginia C o u n c i l of School Administrators; Virginia Education Association; and the Virginia School Boards Association. Reynolds Metals Co. also spoke in opposition to S J R 28. While the fate of S J R 28 may have been decided by the time this issue of Virginia Town & City is released, it is important for Virginia local officials to be familiar with state spending limitation measures a s we will probably see more of these proposals in the years ahead. Should S J R 28 be alive and well at this reading, it is even more important that local officials be familiar with this issue as it will take a strongly unified effort to defeat this measure on the floor of the House, or if need be, to target a citizen effort to defeat S J R 28 at the polls in November. About the Author Ellen S. Posivach is the Virginia Municipal League's director of research. She is responsible for covering legislative items related to budget and finance. LAW AND ORDINANCE CODIFICATION SERVICES Research - Revision - Publication Loose-leaf Supplement Service H O Q RAL ISHERS o I- < o 72 H I N C H E Y R O A D ROCHESTER, NEW YORK 14624 DC > 716/328-1810 13 �Finding Your Way Through the S e s s i o n By Christy Everson o Q I I > 14 Since 1985 is an odd-numbered year, the Virginia General Assembly as prescribed by the Constitution of Virginia will convene for what is known as a "short session." This is normally 30 days, but General Assembly leaders have already decided to extend the session 16 days. The law-making body will be consumed with work on the 244 bills and resolutions carried over from its 1984 session, as well as with work on new legislation and appropriations amendments for fiscal year 1985-86. The session, the assembly's 168th, is expected to adjourn Feb. 23. The General Assembly will reconvene on the sixth Wednesday following adjournment to consider bills returned by the governor with recommendations for a m e n d m e n t and appropriations measures returned with his objections. No other bills are considered during this "veto session," which lasts three days unless the majority of both houses vote for an extension, which may not be more than an additional seven days. The chambers of the House and Senate are located on the second floor of the Capitol as are both the House and Senate clerks' offices. Senators and delegates have offices in the General Assembly Building, which Is across Capitol Street next to Old City Hall. The clerks of both houses serve as Important sources of information and their offices should be contacted before planning a trip to Richmond to make certain there have been no changes in committee meeting times or places. J. T. Shropshire serves as clerk of the Senate, and he or his staff can be reached at (804) 786-2366. Joseph H. Holleman Jr. serves as clerk of the House. He and his staff c a n be r e a c h e d at (804) 786-7681. Senate and House committee meetings are generally held on a specific day or days of the week and at specific times, except for a few House committees which meet at the call of the chairman (see the charts opposite). Subcommittees meet at no regular times and are called at the pleasure of the chairman. Most Senate committee meetings are held in the General Assembly Building while House committee meetings are held in both the Capitol and the General Assembly Building. To locate committee meeting rooms, remember lettered rooms are in the General Assembly Building and numbered rooms are in the Capitol. The Appropriations Room is on the ninth floor of the General Assembly Building. Also, on each floor of the General Assembly Building are a number of conference rooms where House and Senate subcommittees often meet. Most committee meetings and all public hearings and Senate and House sessions are open to the public, however, committees may sometimes hold executive sessions. Committees and subcommittees meet in the mornings prior to or in the afternoons following the House and Senate sessions. The Senate a n d H o u s e c o n v e n e M o n d a y through Thursday at noon and at 11 a.m. on Fridays. Evening and weekend sessions can be called if necessary. Information centers are located in the center hall on the ground floor of the Capitol (804-786-6530) and in the first floor lobby of the General Assembly Building (804-786-7281). A number of computer printout reports are available at the information centers. They include a final disposition report which gives House and Senate bills in numerical order, a summary of each bill, its chief patron and co-patrons and its daily status; a daily updated cumulative index which gives House and Senate bills, resolutions and documents introduced in each session listed alphabetically by subject matter and numerically by code section; a weekly patron report which lists House and Senate bills in alphabetical order according to patron name and includes a summary and weekly status report; and a "batch" report which lists alphabetically House and Senate members showing bills they have patroned and co-patroned, numerically lists titles of the Code of Virginia and bills affected, alphabetically lists committees and bills referred to them, and numerically lists bills and final status. Bill status which Is updated continually is available by bill number, and committee and subcommittee meetings are available and updated as information is obtained. A House Mini Journal and a Senate Minute Book give daily summaries of each house's session. Computer terminals are housed in each information center and contain updated information on the status of bills. Actual copies of bills, resolutions and documents are available from the Bill Room in the basement of the G e n e r a l A s s e m b l y Building (804-786-6984). Lists of the mailing addresses and telephone numbers of General Assembly members are available in the information centers. If you wish to discuss a particular piece of legislation with your senator or delegate it is recommended that you make an appointment in advance. You should know your subject and be able to state your reasons for support or opposition to the legislation. Even if you and your legislator do not agree, leave on a friendly note and write to thank your legislator for meeting with you. In writing to your legislator regarding issues, be direct, concise, logical and factual. State specifically and clearly the action you are urging and give the reasons for your position. To write the governor, write to The Honorable Charles S. Robb, Governor of Virginia, The State Capitol, Richmond, VA 23219, and address him as Dear Governor Robb. To write a legislator, address your envelope The Honorable . . . , The Senate of Virginia or The House of Delegates, General Assembly Building, Richmond, VA 23219, and address him or her Dear Senator or Dear Mr./Mrs./Ms. for delegates. During the session the league publishes its Legislative Bulletin which reports on legislation of interest to local governments. If you are not receiving the Legislative Bulletin and wish to subscribe, subscriptions are available from VML at $50 for members and $75 for non-members. In addition, league staff cover the activities of the General Assembly. Ellen Posivach and Mary Jo Fields cover finance and appropriations matters, education issues, social services and human resources. Rob Feild covers legislation dealing with general laws affecting local government such as public procurement and freedom of information. Jim Campbell covers the activities of the House Counties, Cities and Towns Committee and issues dealing with local government policy and administration such as land use and personnel issues. VML's Legal Counsel Howard Dobbins covers the activities of the Senate Local Government Committee. Deputy Director Clay Wirt serves as VML legislative coordinator, staffing the legislative committee, working with local government legislative liaisons and generally coordinating VML's legislative activities. He also handles special issues that arise during the session. Exe c u t i v e D i r e c t o r R. Michael Amyx serves as the chief spokesperson for VML before the General Assembly and is charged with overall responsibility for legislative issues. VML staff can be reached by calling the VML Office at (804) 649-8471. The office is located at 1011 E. Main St. on the third floor of the Ironfronts Building, if you wish to visit any of the VML staff to discuss a particular piece of legislation, please call for an appointment as staff are often at the General Assembly during the session. �HOUSE COMMITTEES Agriculture — T h u r s d a y s , '/2 h o u r a t t e r a d j o u r n m e n t , R o o m McClannan, Chairman Quillen McDiarmid Councill Green Jones Van Yahres Appropriations — Appropriations Keating Finney Robinson, J.W. DeBoer Guest Crouch Beard IVIonday t h r o u g h F r i d a y , o n e h o u r after C h e s a p e a l t e & Its T r i b u t a r i e s — adjournment. O'Brien, W.R. Moncure Medico Benedetti Gordy Plum Jennings Copeland Maxwell Saunders Guest Crouch O'Brien, W.R. Parrish Agee Andrews Hanger Stosch Corporations, Insurance & Banking — T u e s d a y s & T h u r s d a y s , 10 a . m . . Moss, Chairman Marks Bagley, R.M. Parker Heilig McClanan Wilson Smith Keating Terry Forehand Plum Woodrum Munford Counties, Cities & T o w n s — Fridays, 9 a.m.. R o o m Manning, Chairman Marshall Cranwell Hall Keating Lambert Jones Courts of Justice — D Marks, Chairman Morrison Glasscock Moss Slayton McGlothlin Cranwell Education — Hawkins Watkins Morgan Brown Cody Tata T u e s d a y s & T h u r s d a y s , Vz h o u r a f t e r m e n t , a n d F r i d a y s , 10 a.m., R o o m Tuesdays & Fridays, 9 a.m.. R o o m McDiarmid, Chairman Diamonstein O'Brien, J.W, Councill Lambert Terry Forehand Van Yahres Munford Van Landingham Finney Dobyns Cooper Dicks Quillen, Chairman Smith Green Jennings Murphy Plum, Chairman Glasscock Moss adjourn- Dicks Robinson, W.P. Ackerman Miller, C. Moncure Rollins Miller, Y.B. Dillard Beard Orebaugh Jester Gordy Privileges & Elections — Anderson, Chairman Marks Quillen Pickett Dickinson Ball Morrison McGlothlin, Chairman Manning Dickinson Ball Marshall Thomas Hall Rules — O'Brien, W.R. Parrish Jester Allen Cody chairman Cunningham W e d n e s d a y s , 10 a.m.. R o o m Marshall Creekmore Heilig Wilson Parker StieHen Van Landingham C Wilkins Andrews Hawkins Calvert Brown M e e t s o n cal I of Dicks Stafford Agee C Callahan Miller, C. Stafford Dillard Watkins Putney T u e s d a y s & T h u r s d a y s , 9:30 a.m., R o o m 1 Robinson, W.P. Bagley, F.C. StieHen Dobyns O'Brien, J.W. Grayson Moore M e e t s o n call of c h a i r m a n . S p e a k e r ' s Philpott, Chairman Marks Moss Bagley, R.M. D W e d n e s d a y s , 8:30 a.m., R o o m Van Landingham Copeland Robinson, J.W. Dobyns Ealey Roads & Internal Navigation — 4 Crouch Medico Moncure Hargrove Hargrove Calvert Cody Tata Bagley, F.C. Van Yahres Miller, Y.B. Giesen Dillard Nominations & Confirmations — C Axselle Almand Terry Cohen Woodrum Murphy Jennings Murphy Lacy Ealey Grayson Saunders Bloxom Wilkins Mining & Mineral Resources — and chairman Meets o n call of c h a i r m a n . R o o m 1 Cranwell, Chairman Thomas Keating Almand Lambert T u e s d a y s , Vz h o u r a f t e r a d j o u r n m e n t , Van Yahres Copeland Cooper Grayson Moore Miller, C. Giesen Meets o n call of M o n d a y s , 10:30 a.m.. R o o m Creekmore, Chairman Glasscock Wilson Stambaugh Anderson Watts Munford Militia & Police — Lacy Ealey Cohen Callahan Morgan Hargrove Crouch Brown Jester Allen Benedetti Orebaugh O'Brien, J.W., Chairman McClanan Stambaugh McDiarmid Labor & Commerce — D T u e s d a y s & T h u r s d a y s , 9:30 a.m., Cohen Ackerman DeBoer Maxwell Miller, Y.B. Stafford Wilkins Interstate Cooperation — 4 Wilkins Medico Benedetti Allen Gordy Cunningham C Glasscock, Chairman Marshall Pickett Slayton Stambaugh Brickley Lambert Hargrove Rollins Hanger Stosch Tata C o n s e r v a t i o n & N a t u r a l R e s o u r c e s - - W e d n e s d a y , 10 a . m . . R o o m Thomas, Chairman Councill Smith Terry Brickley Jones Forehand C Health, Welfare & Institutions — D Almand Cooper Maxwell Miller, C. Harris M o n d a y , 1 0 a . m . , a n d W e d n e s d a y s , Vi h o u r a f t e r Diamonstein, Chairman Ackerman McGlothlin Robinson, W.P. McClanan Finney Axselle DeBoer Wilson Moore Almand Stafford Woodrum Bloxom Room adjournment, Guest Beard O'Brien, W.R. Parrish Hanger Stosch Stieffen O'Brien, J.W. Watts Lacy Robinson, J.W. Jones Saunders Morrison, Chairman Anderson Cranwell Parker Creekmore Stambaugh Brickley adjournment, Room Meets o n call of c h a i r m a n . R o o m 1 Meets o n call of c h a i r m a n , R o o m Parker, Chairman Creekmore Bagley, F.C. Woodrum Axselle M o n d a y s & W e d n e s d a y s , 1 h o u r after D General Laws — Green Heilig Callahan Giesen Harris Putney Maxwell Pickett Copeland Bloxom Morgan Stieffen, Chairman Murphy Watts Forehand Cooper Room Room Room Bagley, R.M., Chairman Diamonstein Manning Smith McDiarmid Hall Ball Thomas Dickinson Bagley, F.C. Pickett Quillen Slayton Councill Claims — Finance — D Bloxom Hawkins Watkins Orebaugh Cunningham Putney Anderson Manning McGlothlin Morrison Guest Harris Rollins Andrews Calvert Agee Room Callahan Giesen o Q 2 < Z I o DC > 15 �SENATE COMMITTEES (All committees meet in the General Assembly Building unless otherwise MONDAY THURSDAY Agriculture, Conservation & Natural Resources — Senate Room A, 9 a.m. Anderson, Chairman Fears DuVal Waddell Bird Cross Marye Nolen Holiand, R.J. Jones notified.) Holland, C.A. Truban Mitcheli Chichester Russeil, R.E. Education and Health — Senate Room B, 9 a.m. Walker, Chairman Andrews Wiiley Buchanan Gray Holland, E.M. Schewel Nolen Saslaw Michie Bird Joannou Canada Chichester Russell, J.W. Transportation — Senate Room B, 2 p.m. Commerce & Labor — Senate Room B, 2 p.m. Fears, Chairman Wiiley Parl<erson Babalas DuVal Gray Holland, E.M. Schewel Colgan Goode Nolen Scott Jones Saslaw Holland, R.J. Waddell, Chairman Wilder Fears Gray Holland, E.M. Goode Emick Bird Saslaw Parker Marye Scott Houck MacFarlane Miller Finance — 10th Floor Conference Room, 4 p.m. TUESDAY Finance — Senate Room B, 9 a.m. Wiiley, Chairman Andrews Walker Anderson Parkerson Babalas DuVal Buchanan Emick Colgan Cross Fears Gartlan Gray Truban Local Government — Senate Room B, 2 p.m. Babalas, Chairman Parkerson Waddell Goode Marye Colgan Holland, R.J. Houck MacFarlane Mitchell Canada Barker Miller Russell, R.E. Russell, J.W. Privileges & Elections — Senate Room A, 4 p.m. Wilder, Chairman Andrews Anderson Gartlan Buchanan Cross DuVal Schewel Parker Walker Wiiley Holland, C.A. Truban Mitchell Miller Wiiley, Chairman Andrews Walker Anderson Parkerson Babalas DuVal Buchanan Emick Colgan Cross Fears Gartlan Gray Truban FRIDAY Rehabilitation and Social Services — Senate Room B, 8:30 a.m. Gartlan, Chairman Wilder Waddell Emick Nolen Parker Saslaw Michie Scott Joannou Holland, C. A. Canada Chichester Barker Miller Finance — 10th Floor Conference Room Upon adjournment at call of the chairman. Wiiley, Chairman Andrews Walker Anderson Parkerson Babalas DuVal Buchanan Emick Colgan Cross Fears Gartlan Gray Truban Rules — Senate Room A WEDNESDAY Immediately upon adjournment and upon call of chairman Finance — Senate Room B, 8:30 a.m. Wiiley, Chairman Andrews Walker Anderson Parkerson Babalas DuVal Buchanan Emick Colgan Cross Fears Gartlan Gray Truban General Laws — Senate Room B, 2 p.m. o Q Buchanan, Chairman Walker Marye Colgan Schewel Holland, R.J. Scott Jones Parker Houck MacFarlane Truban Barker Russell, R.E. Russell, J.W. Courts of Justice — Senate Room A, 2 p.m. Parkerson, Chairman Andrews Anderson Holland, E.M. Babalas > 16 Gartlan Emick Bird Cross Goode Michie Wilder Joannou Canada Mitchell Andrews, Chairman Wiiley Parkerson Babalas Wilder Walker Buchanan Fears Anderson Marye Emick Gartlan DuVal Waddell Truban �Gov. Robb D i s c u s s e s State Revenues By Ellen In the traditional December revenue statement before the three General A s sembly money committees, Gov. Charles S . Robb announced that "the presents under the state's fiscal tree this year will not be a s numerous or a s large a s many had hoped or perhaps envisioned." B a s e d on Robb's revenue review, $179.9 million in additional spending could occur during the 1985 session of the General Assembly. The breakdown of this total includes: $81.2 million in unexpended funds carried fonward from the 1982-84 biennium, $4.7 million in unappropriated balances from the current fiscal year, $36 million currently set aside in a contingency or "rainy day" fund, and $58 million from revised revenue estimates for 1984-86, with $54.5 million projected to be collected in 1984- 85 and $3.5 million projected for 1985- 86. While the $179.9 million marks a significant increase over earlier projections. Gov. Robb announced specific plans for all but $28.9 million. It is a s sumed that these remaining funds will be used to address economic development, especially the ports in Hampton Roads, and funding concerns within the Department of Corrections. T h e s e top priority items, addressed by the governor in his r e m a r k s , were not a c companied by appropriation figures. Expenditures addressed by the governor in his speech, and expected to be contained in his proposed budget, include approximately $80 million in salary increases for state employees during 1985-86, representing about an 8 percent pay increase; an additional $14 million to bring the current $36 million contingency or "rainy day" fund up to a balance of $50 million; $19.8 million In increased sales tax revenue resulting from revised revenue estimates, to be returned to localities for public schools; and $1.2 million in increased Alcoholic B e v e r a g e Control profits to be distributed to localities. According to Robb's comments, he intends to address increased state funding for primary and secondary education by earmarking the contingency or "rainy day" fund a s a "contingent commitment toward full funding of the Standards of Quality in 1986-88 [the next biennium]." The remainder of Robb's address concerned future uncertainty in federal and state revenues. Federal programs identified by the governor a s targets for reductions or extinction under what has been referred to a s "Mr. Stockman's kill list" included the following federal aid programs to state and local governments: Revenue Sharing, the Economic Development Administration, Community Development Block Grants, Community Services Block Grants, Urban Development Action Grants, Urban Mass Transportation Aid, federal library grants, and federal water and sewer grants. In addition, the governor identified $20 million in additional state general funds which will be necessary on July 1, 1986 to support Virginia's portion of the Medicaid Program a s a result of the Federal Deficit Reduction Act and a doubling of the workload for the state Department of Social Services resulting from federal legislation requiring increased child support enforcement. Also identified by Robb a s a future federal uncertainty were potential tax policy and structure changes, which because of Virginia's tax conformity with the federal system would result in a change to state tax revenues. While the governor's statement on this issue implied a negative impact, state tax experts predict a windfall in state revenues should the recently publicized federal tax plan be approved. T h e windfall would be tied to changes in the corporate tax system. On the state side of the revenue picture, the governor noted a significant decline in the gross receipts tax paid by public utilities a s a result of the AT&T divestiture. T h i s change to the telecommunications industry will result in a $2 million reduction in collections in fiscal 1985 a s compared to the previous fiscal year, or $39 million less than the commonwealth had previously projected. In addition, the recodification of Title 58, the State T a x Code, during the 1984 session of the General Assembly had a negative effect on state revenue collections. Combined projected i n c r e a s e s in state general fund and non-general fund revenue sources will bring the total to $16.3 billion for the 1984-86 biennium. The biennium budget passed during the 1984 session appropriates $15.9 billion. The Robb revenue address does not paint an optimistic picture for local governments during tfie upcoming s e s sion. It appears that the governor does not intend to restore to local social service and public health programs the $10 S. Posivach million-plus cut from the 1985-86 state budget during the 1984 session. Nor does it appear that there will be substantive increases in state funding for the educational Standards of Quality. However, it should be kept in mind that while the governor proposes a budget to the General Assembly, the General A s sembly has the authority to alter the governor's proposal a s well as to alter existing tax laws and pass additional tax measures. Local governments should continue to voice strong concern to members of the General Assembly regarding state funding for localities. About the Author Ellen S. Posivach is VML's director of Research and follows state budget and financial measures for the league. Public Power Financing . . Experience Innovation Commitment t O Q First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, N.Y. 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 o I- < O gc > 17 �Luray Annexes Two Square Miles The town of Luray has been granted annexation of approximately 1,245 acres outside the corporate limits by the Page County Circuit Court. The court followed the August 1983 recommendation of the Virginia Commission on Local Government. The annexation includes subdivisions of Forest Hills, Fairview, Eastgate, Brookside, Springview, Hilldale and West Lu in addition to two undeveloped tracts near the town's northern border. Most of the areas were already benefitting from town water, sewer and trash removal services but at about twice the rate town customers were paying. The commission noted that annexation "would have minimal impact on Page County" and "rebound to the economic benefit of the citizens." The annexation increases the town to about 3,020 acres, adding about 2 square miles. The town's population will increase to approximately 4,400, according to Town Manager Donald A. Smith. Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Yorl< Plaza, New Yorl<, N.Y. 10004 O Q 5 o o > 18 Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg Bluefield Bristol Buena Vista Chase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville Leesburg Luray Lynchburg Manassas Manassas Park Martinsville ORDINANCE CODIFICATION Looseleaf Supplement Service U N I C I P A L C O D E CORPORATION P.O. Box 2235 T A L L A H A S S E E , FLORIDA 32316 Telephone 1-800-262-CODE New/port News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Radford Richmond Roanoke Rockingham County Salem Smithfield Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Waynesboro White Stone Williamsburg Winchester Wise County York County • Law Editorial Staff • JVlodern Computer Teclinology Serving over 1,700 municipalities and counties in 47 States, including Virginia �People Vienna Hires Town Manager J o h n H. Schoeberlein became the new town manager of Vienna April 22. Schoeberlein, 37, previously served as county administrator of Winnebago County, IL, located about 85 miles east of Chicago. He was chosen from among 185 applicants in a nationwide search that began last January when former IVIanager Brackenhdge H. Bentley resigned to become manager of Front Royal. Schoeberlein has also served in Pompano Beach, FL, as assistant city manager and city manager, and he was city clerk of Highland Park, IL. He is a graduate of Lake Forest College, Lake Forest, IL, and has done graduate work at Florida Atlantic University in Boca Raton. He and his wife, Julie, have a 12-year old son, Adam. Purchasing Agents Elect Officers The Virginia Association of Governmental Purchasing elected D. Darwin R o u p e , C P P O , Roanoke, 1 9 8 5 - 8 6 president at the association's spring conference in Richmond April 18-19. In addition, M. E. Poole, director of fiscal and general services, Loudoun County, received the 1985 Purchaser of the Year Award for outstanding contribution to the field of professional purchasing. Other officers elected at the conference included N o r m a C h a n d l e r , CPPO, College of William and Mary, vice president; Alfred V. Elias, CPPO, Charlottesville, treasurer; and James A. Waller, Jr., CPPO, Norfolk, secretary. Shirlington into a lively stream with a chain of lilliputian pools and waterfalls now revisited by wild ducks. The Four Mile Run erosion control project is Arlington County's second ASCE award. The county's public works department won the 1982 award. Matthews is a 34-year-old civil engineer who has worked for the public works department 11 years. He has also coached S o f t b a l l f o r the Clarendon Methodist Church for 16 years. Portsmouth Treasurer To Retire Portsmouth City Treasurer Margaret E. Jones has announced that she will retire from her post when her term ends Dec. 3 1 . Jones began working in the treasurer's office 28 years ago as a clerk. She soon became chief clerk and in 1973 ran for the treasurer's job and won. In 1978, she was recognized for her excellence as a treasurer and named the "Treasurer of the Year" by the state association of city and county treasurers. Flanary D i e s Fred M. Flanary, former chairman of the James City County Board of Supervisors and a retired certified public accountant, has died following a bhef illness. He was 59. Flanary was a graduate of the College of William and Mary and had lived in the Williamsburg area for more than 35 years. From 1957 to 1980 he ran his own accounting firm and in 1980 he was appointed clerk of the WilliamsburgJames City County Circuit Court. He also w o r k e d for the C o l o n i a l W i l liamsburg Foundation from 1950 to 1954. In 1965, the Berkeley magisterial district was formed and Flanary was appointed to fill the new seat on the board of supervisors. S e n d your "people n e w s " to V i r g i n i a T o w n & C i t y , P.O. Box 753, Richmond, VA 23206. Market Makers and Investment Bankers Matthews Takes Engineering Award The Four Mile Run design project of James Daniel Matthews has won the 1985 o u t s t a n d i n g civil engineering achievement award for the Arlington County Department of Public Works. The annual award is presented by the national capital section of the American Society of Civil Engineers. Matthews not only saved a major sewer line threatened by erosion and averted an environmental disaster, but did so with a cost-effective design that changed an ugly, eroded channel in O Q Z < z Salomon Brothers inc o I- < O DC M e m b e r ol M a j o r S e c u r i t i e s a n d C o m m o d i t i e s E x c h a n g e s > O n e N e w Y o r k P l a z a . N e w Y o r k . N . Y . 10004 19 �Professional Directory HAYES, SEAY, Southern Engnteering MATTERN AND MATTERN Architects • Serving Engineers local • Planners OFFICES N, R o a n o k e , V A 24034 Virginia (404) T H E HATHAWAY HOUSE 103 C E N T R A L S T , P 0 60X7-19 W E L L E S L E Y M A S S A C H U S E T T S 02181 T E L E P H O N E (617)237-5815 Studies Design 4 0 0 F.ast M a i n S l i c c t Richmond. Virginia 23219 30367-8301 PHONE 352-9200 «04/649-8627 S C S ENGINEERS Waste Systems C H O D A T . R U B A C K & A S S O C I A T E S , INC Syslem Studies Feasibility COMt^UNITY DEVELOPMENT CONSULTING of V i r g i n i a 1 8 0 0 P e a c h t r e e Street, N W Atlanta, Georgia Tidewater 343-6971 Bates Ranning IN Roanoke B o x 13446 (703) t'LANNlNG • L A N D S C A P E AtiCHI r K C T U R E • E N G I N E E R I N G governmenti Southern E n g m e e n n g C o m p a n y P.O. HARLAND BARTHOLOMEW & ASSOCIATES, INC. STLftRNS CONRAD AND SCHMIDT Consult.ng Figineers mc BROWNING-FERRIS INDUSTRIES Municipal S e r v i c e s SOLID WASTE - HAZARDOUS WASTE PUBLIC UTILITY Relaying f ngrnep's & Con^ullanii Metering ® 1 8 0 0 P a r k w a y Drive BALDWIN ®GREG@ b4 TELEX 87-487 2 6 0 Roger Bacor- D n v R e s t n n V.rqima 27090 CIVIL • ELECTRICAL SURVEYING ENGINEERS MECHANICAL • NORFOLK P.O. Box 13048 Norfolk. VA 23506 (604) 461-0155 PLANNING . iNDusiR-SL 'ADL-'IE^ • l l i K t i w a i anil \,r, ' G r a m .ApplKalinii M a n a u a n a Norfolk • Richmond • Washhigtun. D.C WATER Chicago WASTEWATER N e w York • Phoenix SOLID WASTES Richmond • • 804 285-9009 Philadelphia Indianapolis " Camp Springs, MD MAUDCX PIRNIE FAIRFAX Fairlax Professional Building Suite 7 3545 Cham Bridge Road Fairfax. VA 22030 (703) 385-0200 Your Ad ' I N C . I E N V I R O N M E N T A L S C I E N T I S T S • • AND HANSEN AND PLANNERS PO SOX 4800 4800W, HUNDRED RO • CHESTER. W*• B04 748-8M6 T t i r e e Chopt & P a r h a m R o a d s , R i c t i m o n d 2 3 2 2 9 ENGINEERS S i n c e 1914 • 301 H I D E N BLVD NEWPORT NEWS 804 & E N G I N E E R S , C o u l d Appear P L A N N E R S Water Treatment & Supply Here Wastewater Solid/Hazardous Wastes Call: 804-649-8471 VA 599-5511 Hurt & Proffitt, Inc. PROFESSIONAL CORPORATION * P L A N N E R S EWATLR TREATMENT SYSTEMS • ENVIRONMENTAL STUDir MUNICIPAL FACILITIES • WATERFRONT FACILITIES WATERS SEWER SYSTEMS - TRANSPORTATION iz:"" PARSONS BKiNCiCERHOFF 1885 Engineers • P l a n n e r s • A A H C H I T E C T S + ENGINEERS '^03) 4 / 1 6 1 •)() Gannett Fleming Austin Drockenbrough and Assoc iotes Consulting Engineers E N G I N E E R S • SURVEYORS • PLANNERS WORKS B A L T . (301) 796-8850 Hanover, Maryland 21076 • Traffic l u i K i n r v n n , • b i o r m w a n T Miina, • W a l i T a n d VV.isir.w PUBLIC N O R T H E R N V A . (703) 560-8866 Surveyors Since W a l e r , W a s l e w a i e r . Solid Wa.sles. 8200 Soils & Foundaiions M c L e a n , VA 2210! Norfolk. L a n d Development Sile Plans 703-442-7700 804-466-1732 Residenlial. Commercial & indusirial Subdivisions, Road. Dams. 1933 Fort A v e . L y n c h b u r g . V A 24501 Airporr^ (804)847-7796 Greensboro One Penn Netn York. construction Drive 11 Koger Mansaers Executive VA Plaza NY 10119 212-613-5000 37 offices worldwide BoDiE, T A Y L O R A N D o Water S y s t e m s Solid Waste Wastewater S y s t e m s Highways Storm Drainage Planning PUR YEAR, INC. I Q Z < R. S T U A R T ROYER & ASSOCIATES. INC. 2500 Waco Street • Richmond, Virginia 23229 804-282-7657 CONSULTING 611 ENGINEERS Research P.O. Richmond, Box Road 2901 Virginia 23235 804-794-6823 O I- < 2 O DC > BUCK, S E I F E R T & J O S T , INCORPORATED Consulting Waler Supply • S e w a g e • Industrial W/aste T r e a t m e n t • T r e a t a b i l i t y Studies . 140 S y l v a n A v e n u e , P . O . B o x 1218 E n g l e w o o d C l i l l s , N J .07632 • 405 So Virginia 20 Engineers Parliament 201-567-8990 D r i v e , S u i t e 101 B e a c h , Va 23462 804-499-8508 Cf^HIti, INC. bionetics / , . A N A L Y T I C A L L A B O R A T O R I E S COMPLETE ENGINEERING SERVICES Municipal a n d Industrial Waste Treatment, Power Systems, Structures, Solid Wastes, Water OOUS WASTE ( Resources, Water Supply and Treatment, Transportation, Hazardous Waste 1941 R o l a n d C l a r k e P l a c e , R e s t o n . V A 22091 Management 703/620-5200 Center 23502 ; CERTIFIED BACTERIOLOGICA �w RALPH WHITEHEAD a ASSOCIATES C o n s u l t i n g Engineers Consulting 1936 East Seventh Street P, O. Box 35624 C t i a r l o t t e , Nortti Carolina 28235 704-372-1885 J- 8RIDQES • HIGHWAYS • RAILROADS • RAIL A BUS TRANSIT • AIRPORTS OLVER BRANCH OFFICES 3300 NE Expressway, A t l a n t a , GA 30341 1314 Lincoln Street, C o l u m b i a , SC 29201 Bethesda, M a r y l a n d 20814 (301) 652-2215 M a m Street (703) Virginia 24060 N i n e regional o t f i c e s s e r v i n g t h e 5 5 2 - 5 5 4 8 Norttieast, S o u t h , Mid-Atlantic VIRGINIA 4 7 / 0 l\um Place Suile 700 MD 20746 301 899-7600 • • • Metcalf&Eddy • • COST C O N T A I N M E N T PROGRAM Also Offices In: Toledo, Akron & Cleveland, Ohio Water Wastewater Resource Recovery Transportation BALTIMORE, MARYLAND 21218 (301) 235-3450 GUY V i e n n a , VA (703) 281-2400 Mobile, AL (205) 433-3981 Plymouth (215) 825-3800 M e e t i n g , PA 0 G . G K I F F I f y . I'.C. C()n.sulling E n g i n e e r s B & B Consultants, Inc. Engineers - Surveyors - L a b o r a t o r y A n a l y s t s :i229 Waterlick Koad, Lynchburg. I804,'2.')7-2044I Ti'Icvisi.in • T V I J n . a d i a s l • I'ublic Safety {'i.m- Systcm.s • K I c c l r i c a l Design ' I ' l ' d c r i i l C u m i n u n i c a l i o n s C i i i n m i s s i i i n 5oulh Hid, Vi, 23970 (804) 447-7621 Applica- Liboutorv 339 Eiil4ih Si, Chat Cily, Vi, 23924 (soil 372-3393 Surveying 679 North Miir Si, Chist City. VJ 23934 (304) 372-5 101 GERAGKTY , ' 6 ? M I L L E R , INC. ' GroiiiulwuWr Consutlaius BAA W e s t S t r e e t Annapolis, M D 21401 (301) 2 6 8 - 7 7 3 0 BATON ROUGE HDR Engineers Architects Planners Archtects Eng.neers Planners HACKENSACK, NJ 2310 Langnorne SYOSSET, NY P O PALM BEACH GARDENS L y n c h b u r g . Virginia Box Road ( 7 0 3 ) 683-34O0 11 Koger Executive Center Norfolk, VA 23502-4103 ( 8 0 4 ) 461-6351 Patton, Harris, Rust & Assoc. a prclessional corporalion Engineers , Surveyors Planners C o m p i e t e professional services (or m u n i c i p a l i t i e s and public agencies Virginia Otfices: 877 10523 Ivlain Street, Fairfax, Virginia 2 2 0 3 0 (703) 2 7 3 - 8 7 0 0 24505-0877 (804) 103 Oronoco Street Alexandria, VA 223I4-2096 Offices Nationwide A Wiley & Wilson DENVER = 100 Soultr Ivlain Street, B n d g e w a t e r , Virginia 2 2 8 1 2 (703) 828-2616 528-1901 109 West King Street, Leesburg Public Administration Service Providing m a n a g e m e n t assistance a n d consultant services to local, regional, a n d state g o v e r n m e n t s since 1933 1497 Chain Bridge M c L e a n . Virginia 2 2 1 0 1 Consultants o THE Road (703) 734-8970 MAGUIRE GROUP ENGINEERS WATER SUPPLY WASTEWATER T O X I C A N D HAZARDOUS M A T E R I A L S l i o n rrcpiU-allDn • K \ [ W T I T f ^ f i m u n y a n d W i l r u ^ ^ 4W & DAVIS CONSULTING E n g i n e e r s , P l a n n e r s a n d Scientists Leesburg, VA 703-777-1258 Silver Spring, M D 301-681-8515 Woodbridge, VA 703-670-6400 REQUARDT AND ASSOCIATES inoers 1 1 1 2 0 New Hampshire A v e . CONSULHNG ENGINEERS. SURVEYORS, PLANNERS & LANDSCAPE ARCHrTECTS S j s t f m s • .Marm WHITMAN, BCM Centieville, VA 703-631-9630 municatidns • TEMPORARY SERVICES Suite 2 0 0 Silver Spring, M D 2 0 9 0 4 B E N G T S O N , DeBELL, E L K I N & TITUS Cabk' • PRODUCTIVITY IMPROVEMENT • EXECUTIVE SEARCH enaineefs DRAINAGE,FLOOD CONTROL STREETS , HIGHWAYS,BRIDGES DESIGN , MARINAS 24,502 CONSULTANTS SERVICES 2315 SAINT PAUL STREET COMPLETE PUBUC WORKS ENGINEERING, SURVEYING AND PLANNING SERVICES VA MANAGEMENT ENGINEERING MANAGEMENT 2301 West M e a d o w v i e w Road Greensboro, N o r l h Carolina 27407 (919) 292-2271 CorpxDrscian F R E D E R I C K Syracuse, NY C315) 451-4700 Nortli Blacksburg. P. O . BOX 8 0 9 • WAYNESBORO, VA 2 2 9 8 0 • 7 0 3 / 9 4 3 - 6 6 0 0 consultinQ WATER, WASTEWATER, SITE DEVELOPMENT, STRUCTURAL 1531 and Midwest. Springs. S o u ' e Enainoorinc) E N G I N E E R S . INC. Consulting Engineers Soils a n d F o u n d a t i o n E n g i n e e r i n g Camp Industrial and Municipal Finkbeiner, Pettis & Strout, Limited Water S u p p l y and P o l l u t i o n C o n t r o l S o l i d a n d H a z a r d o u s Waste M a n a g e m e n t E n v i r o n m e n t a l I m p a c t Studies Water Resources M a n a g e m e n t Energy Studies • Laboratorir (404)452-0797 (803) 256-3590 Dames & Moore 7101 Wisconsin Avenue OBRIENGGERE Engineers Environmental « Virginia 2 2 0 7 5 (703) 7 7 7 - 3 6 1 6 Architects • Engineers • Planners CE Maguire, Inc. 5203 Leesburg Pike, Falls Church, VA 22041 (703) 998-0100 207 Business Park Dr,, Virginia Beach, VA 23462 (804) 497-6304 Regional oflices Providence. Rl: Boston. MA: Cleanwater. FL: Ft. Charlotte. NC: Dallas. TX: Falls Church. VA: Florence. SC: Honolulu. HI: Bloomfield. NJ: New Brilain. CT: Pittsliurgh. PA: Phoenix. AZ: Sparlanburg. SC Virginia Beach. VA: Waltham. MA Put your message here before 4,300 readers each month. C a l l (804) 649-8471 to find out how! o Q Z < o < Z (D > 21 I �Gmmentary Managing Virginia's Water "Water, water, every where, Nor any drop to drink." Samuel Taylor Coleridge - 1798 >H O Q < o eg > 22 Did Coleridge gaze into his crystal ball and predict nearly 200 years ago the water supply dilemma many of our communities are facing at the end of the 20th century? Of course not; however, he did address perhaps a most important necessity for our viability—potable water. The two aspects of water, quantity and quality, have been of immense concern to man and communities for millennia. I submit that our past concern and greater emphasis has been placed on the quantity of water. Water, like fire, can be our best friend or our worst enemy. Mother nature punishes man when we mismanage our resources. The dire consequences of the lack of that absolutely required resource become abundantly clear when crops fail due to persistent drought and people are condemned to starvation or at best migration. The lack of water certainly places limits on the future of our communities. Abundant water supplies fulfill the requirements growing populations and communities demand, and in addition present ideal opportunities for waterdependent economic activities. Conversely, mismanagement of periodic and sometimes unpredictable episodes of overabundant water supplies, such as might occur through flooding, make certain land uses extremely risky and have occupied much of man's ingenuity in guarding against loss of life and property. Consequently, individuals and governmental agencies have for the past 5,000 years impounded water bodies to ensure a regular supply throughout the s e a s o n s for irrigation, flood control, navigation, power generation and, for the past century at least, other multipurpose uses including recreation and a e s t h e t i c s . T h e positive a s p e c t s of man's modification of the natural environment include the management of our most precious water resources. With the exception of periodic and regional mismanagement and overuse, communities generally have successfully planned for increasing water demands. The trend in total water usage for the commonwealth has constantly increased for the past decade, but public water supply systems have kept pace with the daily consumption in Virginia of more than 150 gallons per capita. Antiquated legal i s s u e s regarding interbasin transfer of water or squabbles over the use of a common water body have no doubt been detrimental to many communities in the past. T h e resolution of these conflicts requires legal changes and delicate diplomacy to ensure a balanced supply for all users in the future. The fee structure for water customers generally favors the largest users because it is regressive—the greater the consumption the lower the unit cost. A single fair pricing structure might encourage conservation. Despite critic i s m s of m i s m a n a g e m e n t affecting water quantity, I believe our problem is one of regional distribution and can be remedied easily with proper planning, although perhaps not too cheaply. We can rest assured that not a drop of water is lost in the earth's closed hydrologic cycle of evaporation, condensation and precipitation. Of far greater concern and of more importance is the deteriorating quality of our water supplies. Through mishandling in many spheres of our industrial urban society we have tainted our surface and groundwater supplies to the point where some communities have had to abandon their public water supplies and rely on the goodwill of neighboring jurisdictions or commercial bottled water. Hardly a day passes that the media do not alert local officials and citizens of the discovery of additional hazardous waste sites or spills that adversely affect their communities surface or groundwater supplies. A 1977 Environmental Protection Agency study revised its earlier estimates of h a z a r d o u s w a s t e production drastically. T h e annual production of hazardous wastes that have to be disposed of has reached nearly 30 million metric tons. More alarming, however, is the fact that 90 percent of the wastes were in liquid waste streams that undoubtedly could negatively influence our water supplies or even make them unusable in the future. In addition, more than 130,000 operational or abandoned surface impoundments are located in the United States and unfortunately situated above groundwater aquifers and adjacent lakes, estuaries and streams. When confronted by such unfathomable numbers of existing and marked sites we should certainly be concerned. Add to this the most dangerous sites on the E n v i r o n m e n t a l P r o t e c t i o n Agency's " S u p e r f u n d " priority list in more than 500 locations around the country, including several in Virginia. Again, we are dealing with known sites of real and potential water pollution that can be controlled or cleaned up, albeit at staggering costs to the taxpayer and rarely at the expense of those who created the sites through mismanagment, carelessness or greed. On the other side of the coin we find hundreds of thousands of agricultural fields where herbicides, pesticides and fertilizers are entering our water supplies through run-off from non-point sources. The commonwealth of Virginia is far from being unaffected by these national water resource problems. Some of Virginia's water is polluted by materials spilt while being transported on our highways from out of state waste generators to disposers beyond the state's boundaries. Other sources of potential water pollution are located within the state, such as military installations, nuclear power generating plants, manufacturers of such infamous products a s kepone, a burning tire depository that withstood the onslaught of man and technology for months, mining activities, municipal and private landfills and many more. I am sure that this list is incomplete, but I am equally certain that every city, town and county in the commonwealth has its share of potentially hazardous sites. We cannot escape from our past errors, yet we have the knowledge with which to protect our future water supplies. We must learn that in our anxiety to rid ourselves of waste and industrial by-products, we might well rid ourselves of needed water resources. Our society is faced with the dilemma of industries that invent, produce and distribute a vast variety of goods and materials with 20th century efficiency and on the other h a n d d i s p o s e of b y - p r o d u c t s a n d wastes with medieval ignorance. At the national and state level an effort has been made for the past two decades to plan for our water resources. The implementation of these plans and the �enforcement of at least minimum standards usually rest at the local level w h e r e f i n a n c e s and know how are sometimes limited. Enforcement of existing and future water quality standards must be more rigorous. T h o s e individuals or companies responsible for ruining water supplies must be forced to pay for clean up costs and the restoration of water quality. Localities can no longer operate in isolation, but must cooperate with each other to safeguard their shared water resources. The time has come for us to begin to address the complex problems c o n f r o n t i n g our w a t e r r e s o u r c e s . Through proper and farsighted planning we might yet like Coleridge's ancient mariner return to a world of safe and plentiful water. About the Author Dr. Peter Schuiz is an associate professor of urban studies and planning at Virginia Commonwealtfi University and teaches courses in iand use and environmentai management. Financing continued from page 11 legal and regulatory proposals that might affect the balance of risks and costs embodied in each financing alternative. T h e recent U.S. Treasury Department's tax proposals would increase the cost of constructing and operating r e s o u r c e recovery plants if adopted by Congress. Such indirect tax incentives a s the accelerated cost recovery system would be reduced, investment tax credit eliminated and the tax-exempt status of a facility's securities revoked if more than 1 percent of the energy produced were sold to a private entity. Such changes would reduce the incentive for private companies to inject equity capital for construction while increasing operating costs for private and public operators by limiting energy markets. Municipalities and resource recovery authorities would need to replace the equity with larger, more costly bond issues and meet higher operating costs by boosting tipping fees as much as 1 0 0 percent. Although Congress is unlikely to pass the tax legislation a s proposed, municipalities may want to support various lobbying efforts to maintain tax incentives. About the Authors Robert W. MacDonaid is president of James L. Lowrey & Co., ttie country's leading independent financial advisor to cities, states and other public authorities. He formerly served as vice president and senior banker in the public finance department at Salomon Brothers. During his investment banking career, he has been responsible for structuhng more than 150 issues of securities aggregating over S8 billion of bonds and notes for a variety of issuers. Francis J. McDonough, senior financial advisor at James L. Lowrey & Co., has advised the Central fvlassachusetts Resource Recovery Committee; Arlington County, VA: Dade County, FL; and the commonwealth of Massachusetts concerning proposed waste-to-energy facilities and has extensive experience negotiating contracts with investor-owned utilities, contractors, equipment vendors and municipalities. Prior to joining James L. Lowrey & Co., he was an attorney representing one of nation's major investor-owned utilities. • Water, Wastewater, and Drainage Systems ' Multiple Engineering ' Utility Management and Finance ' Environmental Laboratories ' Construction Management Operation and Maintenance JAMES M. MONTGOMERY CONSULTING ENGINEERS, INC. W O L F E fi A S S O C I A T E S , I N C . Management . EXECUTIVE SEARCH . Heaton International Cenier. Suite 1130 11800 Sunrise Valley Drive, Reston. VA 22091 PRODUCTIVITY I M P R O V E M E N T MANAGEMENT SYSTEMS . Consultants . OFFICES THROUGHOUT THE U.S. AND OVERSEAS SEMINARS / TRAINING ORGANIZATION ANALYSIS CONTACT: J A M E S L. FINANCIAL AND MANAGEMENT CONSULTANTS MERCER REGIONAL VICE P R E S I D E N T P.O. B O X 8 8 8 6 5 6 A T L A N T A , G E O R G I A 3 0 3 5 6 (404) 3 9 6 9 0 6 0 R. W. BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 Grove Street Wellesley, M A 02181 (617) 2 3 7 ^ 8 7 0 1510 E. Colonial Drive Orlando, FL 32803 (305) 8 9 6 4 9 1 1 • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal Bonds • Position Classification and P a y Studies • Executive Searcfi and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED .O B O X 43 V I R C ; i . \ ' I A D K A t H , V A . 2345H 804 422-1711 H O Q YARGER AND A S S O C I A T E S , INC. Position Classi/icalion and Pay Plans Management and Financial Studies Test Constiiiction^Fire and Police .'studies CAMP D R E S S E R & M c K E E 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental engineers, scientists, planners, & management consultants Over 700 Surviys Our Sliiii Year CDM 2830 Mary Street Falls Church, Va. 22042 703/560-6900 O I- < o > 23 �MERIT UITRA UGHTS MERIT Ultra Lights © Philip Morris I n c . 1985 Kings: 5 mg " t a r , " 0.4 mg nicotine av. per cigarette, FTC Report F e b . ' 8 5 . A world of flavor in an ultra light* W a r n i n g : T h e Surgeon General H a s Determined That Cigarette Smoking Is Dangerous to Your Health. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 20, Number 6 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource June 1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198506 https://www.virginiaroom.org/digital/files/original/69/6477/198507.pdf 0f0c8b89b3063f9fd516a580175e9cc7 PDF Text Text �CAN YOUR MUNICIPALITY PURCHASE THESE COVERAGES TODAY'S MARKET? ^Comprehensive IN General Liability Q^Law Enforcement Liability H^Public Officials Liability B^Automobile Q^Property Q^Water, Gas and Electric Utilities Liability VIRGINIA MUNICIPAL P R O P E R T Y CASUALTY INSURANCE PROGRAM To find out how to get a l l of these coverages in one competitively priced package call Margaret A . Nichols, (804) 649-8471. She w i l l help you design the package that best suits your locality's needs. Margaret A . Nichols Virginia Municipal Property Casualty Insurance Program Post Office Box 12203 Richmond, Virginia 23241 �Virginia Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant Mary Ann Cornell Circulation Manager Kathy Mclntyre July 1985 Volume 20 Number 7 VML President Lawrence A. Davies Officers Samuel W. Adams III Robert T. Williams Martha V. Pennino Noel C . Taylor Executive Committee J . Willard Lineweaver J a c k D. Edwards Dolores P. Lescure Sidney M. Oman William R. Hartz M. Stewart Koethcke Charles A. Robinson J r . 5 Creative Funding for Parks and Recreation By Cathe Hart Kervan 10 Highlighting Virginia's Parks Executive Director R. Michael Amyx On the Cover Children as well a s other individuals and groups enjoy Chesterfield County's Rock Wood Park. T h e s e children, from a nearby day care center, are having fun on a slide which is partially made of natural materials that fit into the environment. Read the creative funding ideas that could help you acquire playground equipment and much more for parks and recreation in this issue of Virginia Town & City. VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 311 Ironfronts, 1011 East Main Street, P.O. Box 753, Richmond, Virginia 23206. All contents, copyright 1985 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 753, Richmond 23206 8-9 VML Conference Information & Registration 13 Be A Winner with Therapeutic Recreation By Sharon K. Entsminger and Laurie S . Clark 16 People 23 Commentary: Direct Democracy in Local Government By Elizabeth Radford O Q Z < z o 1- < z o cc > �V Robb Recognizes Leisure Services By James H O Q O H < O gc > July is Parks and Recreation IVIonth in Virginia, and Gov. Charles S . Robb recently signed an official Certificate of Recognition to honor the commonwealth's significant leisure resources. Celebrated nationally, the month allows families and individuals the chance to experience the many exciting opportunities available through public and private leisure service agencies. Although quality recreation and park programs are offered yearround, July is recognized a s Parks and Recreation Month because children are out of school and families can plan vacations together. In addition, many traditional activities are conducted in conjunction with the nation's independence celebration. Virginia has more than 100 public park and recreation agencies staffed by full-time professionals. T h e s e professionals program and maintain a wide variety of facilities and resources ranging from quiet neighborhood parks to campgrounds and from playground programs to large festivals. E a c h agency attempts to offer something for everyone, and program opportunities may include therapeutic recreation, athletics, outdoor and environmental programs, fitness activities, drama and the arts or popular special events focusing on seasonal themes or local points of interest. In addition to the public park and recreation agencies, Virginia boasts an abundance of private, commercial and quasi-private agencies providing quality leisure services. Fitness centers, country clubs, theme parks, campgrounds, day care centers, churches and military bases all offer their own unique variety of programs. We all have our own way of enjoying our free time. It may be skiing down a fluffy slope or across a placid lake, coaching a little league team or playing first base, reading the latest best-seller or campaigning door-lodoor, shooting baskets or designing them, jogging around the neighborhood or running in a marathon. Whatever one's particular leisure pursuit may be, it offers an opportunity for the revitalization and re-creation of the body and mind. C. Stutts (l-r) Philip T. Hester, VRPS president, director of recreation and parks, Chesterfield County; James C. Stutts, VRPS executive director; Ronald D. Sutton, commissioner, Virginia Division of Parks and Recreation; Gov. Charles S. Robb; Needham S. Cheely, VRPS president-elect, director of recreation and parks, Frederick County; Stuart W. Connock, VRPS treasurer, partner. Resource Planners Inc. Virginia's citizens are fortunate to have an extremely wide variety of recreation and park opportunities available to them, and they have come to expect these services. The Virginia Recreation and Park Society ( V R P S ) w a s established to ensure the quality of park and recreation services in Virginia, and in 1953 V R P S became the state's private, non-profit, professional organization supporting the leisure service field in the commonwealth. With more than 1,300 members from public, private, quasi-private, commercial, institutional, military and educational settings, V R P S serves as the voice for the profession in Virginia. Each state has an equivalent organization with direct affiliation to the National Recreation and Park Association. Services provided by V R P S include education, conferences, publications, awards, discount programs, interest sections, legislative involvement, professional development, public service contributions and scholarships. One very popular public service project is the "Life. B e In It" campaign. This national leisure awareness campaign encourages citizens to become actively involved in leisure pursuits and to take the time to enjoy life! With a very simple phrase, "Life. Be In It" is a serious attempt to change lifestyles toward a more wholesome and productive direction. T h e campaign has been recognized nationally as one of the most creative and successful. The recently organized Virginia Recreation and Park Foundation complements V R P S . T h e foundation's purpose is to provide a vehicle by which persons and organizations may support the continued development of the leisure service field. Soliciting leisure resources, knowledge and needs is one of the foundation's major goals. Studies, endowments, research and statistics and public service projects are aimed at increasing the visibility of leisure opportunities. If you are interested in learning more about park, recreation or leisure services in Virginia, contact the Virginia Recreation and Park Society, Route 4, Box 155, Mechanicsville, VA 2 3 1 1 1 ; (804) 730-9447. About the Author James C. Stutts is executive director of the Virginia Recreation and Park Society. �(^readve Funding for Parks and Recreation By Cathe Hart Kervan Doing more with less. This seems to be a constant challenge that has prevailed for the past several years among public service agencies throughout the country. T h e reality of our recent economic climate brought government funding cuts that resulted in altered operating procedures and limited programs and services. Discussions surrounding the philosophy and attitude toward fees and charges for services that were previously free are going on everywhere. T h e s e issues are not uncommon to those concerned with the delivery of leisure services, and the steps that municipal park and recreation departments in Virginia have taken in dealing with this situation are worth noting. Many departments actively seek other means of support in an effort to reduce reliance on the tax dollar, and numerous creative approaches have been initiated by recreation professionals throughout the state to ensure that quality services will continue in their communities. The most widely implemented techniques include private sector partnerships, solicitation of gifts and donations, and volunteer programs. The possibilities for partnership arrangements between public park and recreation agencies and the private sector are virtually unlimited and can be easily coordinated. A s the commercial world becomes more community service oriented, cooperative agreements of various types are springing up everywhere. Direct benefit from an arrangement like this is apparent to all. P r i v a t e corporation s p o n s o r s h i p s may involve the "lending" of a name, advertising opportunities and m a n power support. U s u a l l y a financial commitment of s o m e degree is included. Large community events and festivals, such a s July 4th celebrations, are often made possible through private sector involvement. Or a commercial organization that shows direct concern with the development of a particular recreational facility may agree to fund certain development phases. Every October, Danville Parks and Recreation Department holds "Harvest Jubilee" in conjunction with R. J . Rey- "Many departments actively seek other means of support in an effort to reduce reliance on the tax dollar nolds Tobacco Co. of Winston-Salem, NO, its major cosponsor. Reynolds provides funding for entertainment, security, sound equipment and seating for this annual festival. They serve a s host to the World Tobacco Auctioneering Championship. Park and recreation personnel worked with a local group, Danville Tobacco Association, to create this arrangement. Additional sponsors include the local newspaper. T h e Danville Register, which donates to the city its profits from printing the event's programs. In Alexandria, Record and T a p e Ltd. of Old Town serves a s the sponsor for the Waterfront Park Concert Series and covers the cost of securing performers. Concerts are held every Monday evening, June through August. When approaching a potential sponsor, be prepared to explain what you would like to have, how you plan to use it and some of the positive results that can be expected from the sponsorship arrangement. Learn all you can about your own business community and take your ideas to those who display a positive public concern. The most obvious benefit for the private sector is the opportunity to create good public relations and a sense of involvement with the local area. For the public sector, creative programs become even more possible without the restraints of a limited budget. Media related sponsorships h a v e proven very successful for park and recreation programs, especially for outdoor, festival-type events. Radio stations in particular are eager to be involved where large masses of people gather. A s a direct outlet for large-scale advertising, media sponsors can certainly provide a boost to the promotional efforts of a program. Henrico County dedicated its new 400-acre Dorey Park last summer with a grand opening celebration. A Richmond b a s e d radio station, W R V Q - F M 9 4 , American Marketing Services of Chicago and R. T . French Co. worked together as cosponsors. Extensive radio spots and newspaper ads and 10,000 free chicken dinners were contributed. T h e s e efforts brought in 8,500 people on a storm-threatening day. There are also occasions when a commercial sponsor may approach a public park and recreation department with their own proposal, however it's best not to sit back and hope for this to happen. It may never happen. Public sector professionals must remain open minded to any possibility and be ready to take the initiative when an opportunity arises. "Volunteerism is an idea whose time has come," s a y s Doris DeHart, coordinator of volunteer services for Chesterfield County. In some localities where the concept of governmental volunteers has skyrocketed, the problem of creating enough jobs far outweighs that of finding volunteers. DeHart concentrates on placing the right individual in the most appropriate position available, and she reports that the county's park and recreation department uses among the state's highest number of volunteer hours throughout the year. T h e dollars that volunteer efforts save the county is phenominal. People like to volunteer for positions in the area of parks and recreation because parks are such a visible feature of any locality. Usually the work they perform is noticed and appreciated both immediately and long after the job is completed. This helps make the volunteer experience meaningful. Positions for volunteers in park and recreation settings include nature center aids, photographers, painters, entertainers, trip leaders, actors and a c tresses, special events personnel, disc jockeys, aquatic instructors, playground aides, sports clinic speakers, maintenance workers, land planners and more. A s many a s 50 volunteers are trained each spring to operate maintenance equipment for Portsmouth's Parks and Recreation Department. T h e s e volun- O Q < O > �"It's a simple concept aimed at achieving positive results for the local parks system ..." o < Z o DC > teers pitch in on evenings and weekends to enhance programs on the city's athletic areas. Roanoke County Parks and Recreation Department has implemented a volunteer park ranger program. Citizens are prepared to look after their neighborhood park by agreeing to open and close park gates, turn off park lights, watch for vandalism and report equipment damage. In addition to programs for individual volunteers, groups that want to contribute time and skills are being accommodated under such programs a s Adopt-APark projects. Organizations agree to "adopt" a park, or a particular feature of a park such a s a nature trail, and are responsible for a certain degree of upkeep and maintenance. It's a simple concept aimed at achieving positive results for the local park system and rewarding opportunities for the groups who choose to volunteer. In Chesterfield County, scout groups are among the most active in the Adopt-ATrail Program. Many are able to fulfill scouting requirements through this arrangement. In general, volunteers represent a wide public spectrum, and they each have their individual reasons for contributing volunteer time. Women who are preparing to re-enter the job market are interested in positions that will help them update skills and establish references in preparation for full-time, paid positions. For the retired who want to keep intellectually active, volunteer opportunities can provide a sense of responsibility and accomplishment. Volunteer work can give the student and the career-changer a c h a n c e to explore various professions before investing time and money in a specific career direction. Others become volunteers out of sheer commitment to helping improve the quality of life in their own communities. A successful volunteer program alw a y s involves adequate recruitment and retention efforts, proper placement, contract agreements, training and evaluation, and recognition. Elected officials and top management should be constantly informed of volunteer contributions. Through volunteer programs, which are limited only by physical space, staff time and imagination, individual needs as well a s the needs of local park and recreation departments can be met. Bear in mind, however, that volunteer jobs should be designed to supplement not replace paid staff. Basic fundraising is another common approach used by park and recreation departments to supplement budgets and maintain levels of s e r v i c e s . T o make gift giving easy, specific, personal and meaningful, many agencies have developed "gift catalogs." A vast array of donation options are itemized and priced in a brochure formal and are designed to appeal to a variety of income levels, funding preferences and potential donors. Individuals, neighborhoods, organizations, school groups, service clubs, businesses and corporations can easily choose the project or program that most adequately suits them. By using a gift catalog, donors can decide exactly where their donation will go, and of course, gift catalog giving is tax deductible. Virginia Beach's gift catalog for park and recreation needs lists items by categories—recreation programming equipment, facilities, facility equipment, sponsorships, special and miscellaneous. Approximate price ranges for the items in each category and an order form are provided. T h e brochure w a s introduced at a " B e a c h Breakfast" sponsored by a local corporation. More than 150 area r e p r e s e n t a t i v e s attended and w e r e treated to a morning meal and an explanation of the park and recreation gift catalog and donation campaign. This unique and successful approach to marketing the department's "wish list" has recruited a number of pledges and many donations of much needed equipment. Another trend in financing public park and recreation facilities is foundation development. Foundations are nongovernmental, non-profit corporations organized and operated by private citizens for the benefit of the general public. They provide an opportunity for concerned individuals to organize and a c complish specific goals. Many people are receptive to donating land for parks, but often potential donations are lost due to governmental limitations and red-tape. In addition, public agencies are often unable to respond quickly enough when an opportunity arises. Foundations are formed to act as the middleman and to assist public agencies in recruiting donations and facilitating less-than-fair market value acquisition of land. Foundations are supported by donations, grants, land gifts, loans or money to guarantee loans, fundraising efforts and membership fees and are eligible for tax-exempt status. Donations are fully deductible by the donor for income tax purposes. A foundation's board of directors is the key to its s u c c e s s . It should encompass a community-wide representation and be composed of men and women committed to its mission. The Fairfax County Park Authority operates the Sully Historical Site and Home with the assistance of the Sully Foundation established in 1970. T h e foundation supplements the tax dollars and the fees and charges associated with the site. Joseph Downs, director of the park "By using a gift catalog donors can decide exactly where their donation will go..." �"Directing gifts througti foundations includes the possibility of acquiring matching funds ..." authority, points out that the foundation provides security for the future operation of the facility. T h e arrangement allows for a consistent cash flow and a source of funds that will always be available. Advantages afforded by directing gifts through a foundation include the possibility of acquiring matching funds from the federal government. In addition, foundations can serve local needs and in some c a s e s can operate in adjacent cities and counties when a particular resource extends beyond local boundaries. Citizens involved in the foundation have the capability of generating public support where it is needed for new and creative projects. Foundations are flexible and may accept land that is not a particularly good resource, give a tax benefit to the donor and sell the land for revenue to acquire a more suitable area. Most important, foundations support the goals of park and recreation departments. They involve the public and provide a vehicle for citizen leadership in community affairs. Money is important, but support and understanding among the public is more so. For information on forming a foundation in your community, refer to "Foundations—A Handbook" published by the U.S. Department of the Interior, Heritage Conservation and Recreation Service, Washington, D C 20243. E a c h locality must a s s e s s its own needs and circumstances in order to identify and establish these alternative resources. Some are probably more intensely involved than others in this search for outside aid. But most likely, park and recreation departments in every city, town and county across Virginia have at least made initial efforts in this direction. About the Author Cathe Hart Kervan joined the Virginia State Bar Association in June 1985 as staff assistant for public information and publications. Previously stie was employed by Chesterfield County Parks and Recreation Department for five years as public information specialist and served as editor of Virginia Parks and Recreation magazine for three years. Virginia Municipal Group lelf Insurance Association A program designed to control your Workers' Compensation Costs. $4.6 million in dividends returned > H O Q For more information contact: Margaret A . Nichols, Administrator Virginia Municipal Group Self Insurance Association P . O . Box 12203 R i c h m o n d , V i r g i n i a 23241 (804) 649-8471 o < Z o cc > J �1985 VML Conference Sept. 2 2 - 2 4 Roanoke A host of interesting speakers and programs will make the 1985 VML Annual Conference one of the best ever. Whether your locality is a large city, a small town or a county, interesting and informative sessions will help bring you up-to-date on current governmental issues. A highlight of the conference will be Joe Griffith who will entertain and motivate you at the annual banquet on Tuesday night, September 24. A motivational humorist, Griffith has made speeches across the United States and around the world. He is in the business of making people laugh, but he is equally as good at getting people to appreciate the importance of their work. Griffith gave up his career as a stockbroker 20 years ago to become a professional speaker. His face may be familiar not only from his engagements at previous VML conferences but also from his performances in movies, in segments of the hit series "Dallas," and in numerous television commercials for companies such as Holiday Inn and McDonald's. Griffith is a graduate of East Texas Stale University and the New York Institute of Finance. His unique business background includes aviation, advertising and investment analysis. The 2,500-member National Speakers Association has honored him with their highest award for excellence in public speaking. His humor is clean and original; his messages, interesting and motivating. Section workshops will be held on Tuesday morning for the urban, city and town sections. Breakout workshops and seminars on Monday and Tuesday afternoons will offer a variety of programs focusing on state legislative issues, local and state finances, management topics and legal issues. For the first time, a clearly distinguished track of sessions for town delegates during the breakout sessions will be offered. Included in the program are sessions on education, public liability, deferred compensation, the fire fund program, downtown revitalization, and adjusting to federal budget cuts. A small sampling of the speakers scheduled for the conference includes Gloria Elliott, Russ Linden, Kurt Foerster and Enrique G. Serna. Elliott is a Roanoke-based consultant and trainer in organizational and human resources development. She helps organizations to make the most of their human resources and to translate problems and goals into positive actions. Russ Linden, director of executive programs at the Institute of Government, University of Virginia, will make a return appearance at the conference. Linden's unique approach to seminars and workshops keeps him in high demand as a trainer. He concentrates in the areas of communications and interpersonal relations. Foerster has 10 years of insurance experience both as a risk manager in Virginia and in the insurance industry. His expertise is primarily in the areas of public official and law enforcement liability, two very important coverages for local governments. Serna is the city manager in South Tucson, AZ and was involved in the $3.5 million judgement in favor of Roy Garcia, the Tucson police officer injured by a South Tucson police officer. Serna will relate what happens when you have a judgement and no money. This is only a sampling of the speakers and programs that will be available to you at the 1985 VML Conference. Don't miss this informative and enjoyable conference. Register now with the form opposite. CONFERENCE-IN-BRIEF Sunday, Sept. 2 2 : Registration & Reception Monday, S e p t . 2 3 : G e n e r a l S e s s i o n , W o r k s h o p s , I C M A Luncheon, W I L G Luncheon, Host Locality Night Tuesday, Sept. 24: Prayer Breakfast, Workshops, Business Meeting, Reception & A n n u a l Banquet Conference Headquarters . . . from downtown. Additional Marriott, Holiday Inn Civic The Hotel Roanoke, just a stone's throw rooms are available at the Sheraton Airport Inn, Center, Holiday Inn Airport and Holiday Inn South. Exhibits . . . State-of-the-art Tuesday. Continental Registration . . . mailed directly breakfast products and services on view Sunday through in the exhibit area Monday and Tuesday. Use the form opposite. to you in August. Registration information will also be �1985 VIRGINIA MUNICIPAL LEAGUE ANNUAL CONFERENCE REGISTRATION FORM September 22-24 Roanoke, Virginia NAME ^ TITLE LOCALITY/AGENCY/FIRM ADDRESS CITY STATE & ZIP Spouse Attending? YES NO Spouse's Name (if attending) Guest Attending? YES NO Name(s) Please circle appropriate registration amount: MEMBER $110 NON-MEMBER $120 GUEST/ SPOUSE* $45 SUNDAY ONLY—includes all Sunday activities $30 $40 $15 MONDAY ONLY—includes all Monday activities except ticketed events listed below $40 $50 $15 TUESDAY ONLY—includes all Tuesday activities except ticketed events listed below $ 55 $ 65 $25 PACKAGE REGISTRATION—includes activities for Sunday, Monday and Tuesday except ticketed events listed below TICKETED EVENTS ICMA Luncheon (Monday) WILG Luncheon (Monday) Prayer Breakfast (Tuesday) $13 $13 $ 7 *Some guest activities may require an additional fee. TOTAL REGISTRATION FEES DUE: We cannot bill for registration fees. Please return completed form and check made payable to Virginia Municipal League to VML, P.O. Box 12203, Richmond, VA 23241. DEADLINE FOR REGISTRATION REFUNDS IS SEPTEMBER 12. NO REFUNDS WILL BE GIVEN AFTER THIS DATE. �Highlighting Virginia's Parks T o w n P o i n t Parit In Its first year of operation Town Point Park In Norfolk attracted more than 2.5 million visitors. Transformed from the rubble and debris of old buildings and poorly drained parking lots, the park has become the showpiece for waterfront development with the adjacent Waterside business enterprise. Town Point Park Is situated on 6.5 acres of beautifully landscaped property and features turn of the century styled street lamps, a brick promenade, meandering asphalt walkways, and an amphitheater and benches specifically designed and forged for Norfolk's parks. On display at the park are a variety of nautical features including the mast from the schooner Atlantic which in 1905 set a transatlantic voyage record, an anchor from the aircraft carrier Antietam and a modern vessel's propeller that measures 12 feet across. These features are combined with practical elements such as electrical and water hookups, barrier free access, tourist drop off areas, maintenance free benches and trash receptacles and asphalt walkways to accommodate large festival crowds. Coupled with the newly constructed 50 slip marina, the park can now offer its facilities to watenway voyagers as well as to visitors who travel by land. With all these components nestled in the heart of downtown Norfolk, Town Point Park Is truly one of Virginia's most attractive waterfront parks and an example of a most successful urban revitalization effort. > t o O H < O > 10 Northern Virginia 4-H Educational Center Nestled in Harmony Hollow In the Blue Ridge IVlountains about five miles south of Front Royal is the Northern Virginia 4-H Educational Center. The center is noted for the beauty of its surroundings at all times of the year. Its primary purpose is to serve the 45,000 4-H young people and leaders in its 19-county area. It has three more specific purposes: 1) a regional public recreation area; 2) a conference/meeting center for civic groups, private organizations, public agencies and private corporations; and, 3) the Northern Virginia continuing education center for Virginia Tech. Making it unique from other 4-H centers, it serves as a comprehensive regional recreation center for the people of Warren County, the town of Front Royal and surrounding areas. Many facilities dot the center's 230 J,» f jr.: 3" It, - The Atlantic - acres. Modern lodging and conference facilities accommodate as many as 210 overnight guests. A man-made lake provides a peaceful setting for picnics, outdoor lectures, fishing and canoeing. A junior olympic-size swimming pool, basketball, tennis and volleyball courts, a Softball field, a soccer field, fitness trail and archery range all offer ample choice for exercise and entertainment. For the less energetic, recreation shelters provide sites for picnics. Many miles of hiking and bridle trails lead from the center around the beautiful surrounding countryside, and the Appalachian Trail touches the southern and eastern boundaries of the center. Private contributions, a Department of Education grant and two Virginia Outdoor Fund grants financed the capital development program. All contributions go strictly to development of new facilities. The contributions are an investment that will not only generate revenue for Warren County and the state but also provide the community with cultural and recreational opportunities it would not othenwise enjoy. All operational costs are covered through fees charged for use of many of the center's facilities. Appomattox River C a n o e L a u n c h The Appomattox River Canoe Launch, located in Chesterfield County just below the Brasfield Dam, officially opened to the public in June 1984. Several agencies cooperated with Chesterfield County's Parks and Recreation Department in the development of this facility. The Appomattox River Authority contributed the land, and financial assistance was provided by the Virginia Division of Parks and Recreation through the Virginia Outdoor Fund. The Coastal Canoeists offered valuable river information and assisted in making detailed drawings of the major rapids for an Appomattox River Canoe Guide, a brochure funded by the Virginia Game and Inland Fisheries Commission. Large permanent river maps are located at the canoe launch area and in the Appomattox Riverside Park in Dinwiddle County. These signs contain river rescue numbers, river level information and a large drawing of the river and its major rapids. Warning signs have also been posted along the river to alert boaters of dams and other hazardous areas. This 6.5 mile section of the Appomattox River from the dam to Ettrick contains some of the best white water in the area and is designated as a Virginia Scenic Watenway. It offers history as well as white water for the skilled canoeist, not the beginner. Information on the signs suggests recommended white water canoeing skill levels necessary for canoeing the river. Rapids are classed at levels 1 through 3 with one level 4 rapid. Users of this stretch of river come from all parts of the state to enjoy one-day canoe trips as well as to take part in competitive races and river rescue training. Virginia Creeper Trail In 1982, the towns of Abingdon and Damascus jointly purchased 14 miles of abandoned railroad line stretching between the two localities. With assistance from the Virginia Division of Parks and R e c r e a t i o n , the route is being developed as the "Virginia Creeper Trail" for hiking and biking activity. Initial development involved the restoration of flooring and handrails across the many trestles. Additional assistance for this portion of the work has come from the Tennessee Valley Authority and Jacob's Creek Job Corps Center. Currently, 3.75 miles of the trail near Abingdon and approximately 2 miles in Damascus are already open and in use. The trail crosses the Appalachian Trail �One of ttie trestles on the Virginia Creeper in Damascus. The U . S . Forest S e r v i c e lias purchased an additional 18 miles of line from Damascus to West Jefferson, NC, and development on that portion of the trail Is scheduled to begin this month. Sugar Hollow Recreation Area The Sugar Hollow Recreation Area, a 4 5 0 - a c r e f a c i l i t y l o c a t e d j u s t off lnterstate-81 at Bristol's city limits, is a beautifully landscaped area containing a wide variety of recreational opportunities in a rustic and wilderness setting. In 1963, the city of Bristol and the Tennessee Valley Authority entered an agreement which would provide for a comprehensive flood damage prevention project for the city. T h e city contributed a sum of $119,750 toward the construction of the Clear Creek and Beaver Creek flood control projects. In return for this contribution, the city received a permanent easement for the recreational development of both areas, a total of approximately 900 acres. Due to a lack of financial resources, the B e a v e r C r e e k Project remained largely undeveloped for several years. In 1978, the city received a federal grant from the Virginia Commission of Outdoor Recreation to begin work on its recreational development. T h e grant was in the form of a youth employment program referred to a s the Young Adult Conservation C o r p s ( Y A C C ) . Y A C C provided funds for the employment of young people between the ages of 16 and 23. In addition, the grant provided for the purchase of supplies and materials needed for construction. The Bristol Parks and Recreation Department, freshly armed with a grant of $ 8 8 , 5 0 0 , began construction of the Beaver Creek Park Project. In the years to follow, the parks and recreation department r e c e i v e d an additional $210,250 in Y A C C funds to continue the area's youth employment and the recreational development of the Beaver Creek Project. Trail. Initial construction work on the picnic area w a s completed in the spring of 1981. On June 6, 1 9 8 1 , fresh with the new name of Sugar Hollow Recreation Area, the facility opened to the public. During the s u m m e r of 1 9 8 1 , the J a c o b ' s Creek J o b Corps, using the park a s a training site, began the next p h a s e of recreational development. This included grading two softball fields, a multi-purpose area, a parking lot and a mile of campground roadway. In spring 1984, the Virginia Division of Parks and Recreation awarded the city a Land and Water Conservation Fund Grant for $ 7 9 , 5 0 0 . This money w a s matched by local sources and allowed the parks and recreation department to complete the projects begun by the Jacobs Creek Job Corps. This included completion of two illuminated softball fields, a comfort station and concession and a parking lot and playground area. In addition, an 80-unlt campground complete with comfort stations is currently under construction. As for the future plans for development in the Sugar Hollow Recreation Area, the parks and recreation department anticipates an aquatic facility to complement the current opportunities already existing in the park. Winchester Recreation Park For years, many citizens of Winchester visualized a lake in the Winchester Recreational Park. With an ideal location in the park almost perfectly shaped naturally for a lake, this became a reality mainly due to the efforts of two citizens and their families. Wilklns Lake, named for its benefactors, w a s initiated by a family wanting to do something to honor their father. T h e area around the lake, Duncan Park, w a s named by a widow and her children wanting to do something for a deceased husband and father who had been a most enthusiastic citizen wanting a lake in this park. With the sizable gifts made by these two families, other local contributions from the citizens of Winchester and 50 percent matching money from the state Commission of Recreation and Parks, construction w a s started in 1982 and the facility opened in the spring of 1983. W i l k l n s L a k e is three a c r e s and stocked by the state with trout and bass several times a year. Through the generosity of many area individuals, businesses and Industries, additional stocking is made possible thus providing ample fish for area anglers. Duncan Park, surrounding Wilklns Lake, Is equipped with several small bench shelters, one larger shelter and several benches that surround the lake. Most of this w a s given "in memory of" or to honor someone. Wilklns Lake and Duncan Park were the first phase of development for the s o u t h e r n end of W i n c h e s t e r P a r k . Phase two, made possible again by a very generous contribution in memory of a father, other local contributions and 50 percent funding from the state, w a s completed In the fall of 1984. This phase THE WILSON-MORETH PARTNERSHIP, LTD. R E S O U R C E PLANNERS . N C Park and Recreation Design Specialists Richmond, Virginia • 18041 • 649-7697 .782-9747 11 �consists of a three-court basketball complex, lighted, color-treated and surrounded by evergreens and benches to provide a park-like setting. Also, a 12station fitness court has been made possible by the local Kiwanis Club in memory of a fellow Kiwanian. All facilities in Winchester Park are available for use by area citizens and are used by people from many surrounding communities. The department uses the facilities in promoting fishing rodeos, basketball programs and leagues and tournaments. An even wider variety of uses is anticipated for the future. The Blue Ridge Parkway This year the Blue Ridge Parkway will celebrate its 50th anniversary. This 469-mile scenic roadway is entrusted with the responsibility to interpret the history and culture of the southern highlands. The parkway is bordered by the scenic beauty of rural Appalachian farms in North Carolina and Virginia, and the people of the region are as much a part of the visitor's experience as the beautiful surroundings. It is this unique relationship between the parkway and the 29 counties surrounding it which makes this park truly a part of Southern Appalachia. Using a labor force of mostly local HigginsAssociates Landscape Aniiitects/ LandHanners 8501Patterson Avenue Richniond^Mrginia23229 (804)7IO-7500/7«)-7501 mountain people, construction of the parkway began in 1935 at Cumberland Knob near the state line. Although a primary purpose was to provide recreational travel, the National Park Service also strived to preserve the charm and beauty of the native American countryside. It appears that they have succeeded. In 1984, more than 19 million persons visited the Blue Ridge Parkway. To date, about 400 million have experienced this unique resource. The Golden Anniversary of the parkway provides an appropriate opportunity to recognize the thousands who conthbuted to its construction and dev e l o p m e n t , the t o w n s , c i t i e s , a n d counties touched by the parkway, and the support and cooperation of the commonwealth of Virginia and state of North Carolina. This celebration will include various dedications, contests, conferences, exhibits and activities centered around the accomplishments of the past 50 years on the parkway. By drawing upon the rural character of the region through which it passes, the parkway has become a showcase for the scenic, recreational and cultural resources of that region. There is no doubt that the Blue Ridge Parkway has proven to be one of our most popular national parks. m LAW AND ORDINANCE CODIFICATION S E R V I C E S Research - Revision - Publication Loose-leaf Supplement Service RAL ISHERS 72 H I N C H E Y ROAD ROCHESTER, 716/328-1810 12 1 NEW YORK 14624 �Be A Winner with Therapeutic Recreation By Sharon K. Entsminger and Laurie S. Clark Leisure is an important and valuable part of everyone's life. To help meet the leisure needs of our citizens, public park and recreation agencies currently provide a variety of recreation programs, s e r v i c e s and facilities to their communities. Included in the responsibility of providing these leisure resources is the moral and legal responsibility of ensuring that the same community recreation programs, services and facilities are available and accessible to all individuals. This includes the increasing number of disabled citizens in every community who are often unable to use existing resources and who, for many reasons, have often been denied the recreational opportunities readily available to the non-disabled. Approximately 10 percent of the population of any community consists of individuals with disabilities. With the trend toward deinstitutionalization, this percentage is steadily increasing. T h e s e citizens with various physically, mentally and emotionally handicapping conditions often have many hours of leisure time with few leisure skills and resources available to them. In addition, they often face many environmental and attitudinal barriers. T h e general public often is reluctant to support additional programs and services specifically designed for their needs. Most of the time this lack of support can be attributed to a lack of knowledge about the particular needs of the disabled and the benefits that these special services can provide. Physical barriers, accessibility and transportation problems, and limited financial resources pose additional obstacles to the disabled. Despite these obstacles, disabled individuals have the same need a s the address the needs of their disabled population. T h e s e are often titled "therapeutic recreation" ( T R ) or "special population" programs. T R programs can take place in any organized clinical and/or community setting and are directed toward individuals with impairments, disabilities or handicaps. T h e s e programs use recreational experiences for intervention in some physical, emotional or social behavior to bring about a desired change in that behavior and thereby promote the personal growth and development of the individual. T R programs seek to accomplish this goal by trying to reduce or eliminate the effects of the impairments. In addition, the activities help these individuals to achieve a sense of well-being for a moment, an hour or even longer. Helping each person to reach the optimum potential for being an independent, contributing member of the community is the ultimate goal. Community therapeutic recreation and leisure programs try to promote independence by providing the least res t r i c t i v e e n v i r o n m e n t . Other w a y s community T R programs help these s p e c i a l populations include the following: Brooke Ray's joy at competing Rainbow Games is evident. in the non-disabled to experience recreational activities that help provide and promote social, emotional, physical and intellectual growth and development. Meeting the specific leisure needs of our disabled citizens will be a growing challenge for our society. S o m e public park and recreation agencies in Virginia have faced this challenge by developing and implementing recreation programs and services to — facilitating participation in previously acquired leisure skills, — facilitating self-expression through diverse program offerings, — providing opportunities for social interaction, and enhancing health and physical fitness, — providing an environment for the development of physical, mental, social, emotional and leisure skills, — providing opportunities for selfdirected leisure experiences and the use of community resources, — instilling the concept of self- > H O Q o < CD DC > 13 �responsibility for meeting leisure needs, — educating the community concerning the leisure needs of the disabled, — encouraging the integration of the disabled into ongoing community recreation programs (mainstreaming), and — providing opportunities for enjoyment and satisfaction. Recently, communities have begun to realize the importance of and the need for providing recreational services to the disabled. However, a scarcity of therapeutic programs still exists in Virginia. Indeed, there are difficulties in developing these special programs, yet the community cannot ignore the call to establish them. A significant portion of potential participants in your community is asking to be served. A simplified step by step process to follow in establishing a community special population program follows. 1. Assess the need for the program. This can be accomplished through contact with local and state agencies serving the disabled, listening to consumer requests for services and researching local services to avoid duplication. 2. Identify the populations to be served. The National Recreation and Park Association reported that identification of special populations is one of the lop three problems for community therapeutic providers. Yet there are ways to identify these populations including surveying local schools and agencies serving special populations, developing participant referral systems with clinical agencies, setting up speaking engagements, disseminating brochures describing the program, developing a mailing list for quarterly newsletters, encouraging participants to spread the word and conducting disability awareness programs. 4. Form an advisory group of service providers for support in areas of transportation, facilities, personnel, funding and participant needs. Such agencies include schools, health care agencies, private agencies, service clubs, volunteer bureaus, parent groups and special population advocacy associations. It is also important to use this group to assist in gaining governmental and departmental support. A good working relationship between the agencies serves to assist in overcoming obstacles, gathering community public support and promoting further program development. 9. Plan programs within available resources. Use parent and client input through the entire programming process. Ultimately it is desirable to encourage and facilitate the participation of the disabled in regular recreation programs offered to the community. Where participants need temporary program adaptations or an upgrading of their social or leisure skills, a transitional recreation program is often warranted. Where individuals have permanent or severe limitations, a separate special recreation program may be required to meet their unique needs. Investment Bankers >t o Q 10. Develop a budget; gain approval and support. Explore other funding resources. Most programs are primarily supported by the agency budget; however, a small or limited budget may hinder future expansion of services. Additional sources of revenue can always be used to improve services and further growth. Several sources of additional revenues include fees and charges to program participants, fundraising (service clubs often support special projects) and grants. Various local, state and federal government agencies offer grants that fund programs for a limited period of time. Private foundations and corporations often award funds to worthwhile operations. 11. Publicize events and educate the community concerning special population needs and services. This educational process encourages community support for your TR program. 12. Implement programs. Salomon Brothers inc (3 DC Member of Major Securities and Commodities Exchanges One New York Plaza, New York. N.Y. 10004 14 7. Recruit, hire and train qualified staff according to national therapeutic recreation standards. 8. Visit successful programs and gather data concerning strong points and logistics. and > 6. Identify expertise and interests in various program areas, local and departmental resources and consequences of the program (i.e. liabilities and benefits). 3. Survey the needs and interests of special populations through questionnaires, interviews and referrals. Market Makers 5 o 5. Determine your role as a therapeutic recreation provider and your goals and objectives. These should remain consistent with agency directives. 13. Evaluate effectiveness of programs. Solicit additional input from staff and participants. Alter programs as needed. 14. Remain an advocate for special population services and accessible programs. A handful of park and recreation de- �Virginia Municipal League Courtesy of Alexander & Alexander of Virginia, Inc. �1985-86 Virginia Municipal League Calendar JULY AUGUST 1985 MON SAT/SUN WED TUES 2 1 THURS 3 Start of Fiscal Year 9 10 12 11 \ 13 22 21 \ / 20 oen 18 19 24 23 ior Executive Inst tute, Charlottesvi 25 lie 26 29 28 10 / ^ SEPTEMBER 2 1 Labor 8 X 31 ^ \ 9 5 V a . Assn . of Assessing Offi Day SAT/SUN 6 10 11 12 13 15 16 17 18 19 20 6 23 V B /iL A n n u a l C o n f e r e n c e , H o t e l Ro a n o k e 29 28 X,. 30 14 15 16 19 20 21 22 23 28 29 30 26 27 1985 WED TUES ^ 24 25 Yom 26 7 8 ^ \3 \ Columbus 14 15 DaylYorktown Victory Day I n stitute for P i a n n i n ^ Commissioners, ^ N iitural Bridge 20 27 FRI THURS 2 9 3 4 10 11 V a . Chpt Amer. P l a n n i n g Assn., Ro anoke ^ Regie n I V Amer. Sociel y of Public A d m nistration, R i c h m jnd V a . Assi1. of Gov'tal Purchas mg, Leesburg \ 16 17 18 25 21 22 23 24 28 29 30 31 Kipper 19 21 \ 13 ^ \ 12 14 \ 12 MON \ > Munic pal C l e r k s ' Institx te, V i r g i n i a B e a d \2 9 L e a g u e R e g i e nal L e g i s l a t i v e M e e t i n g s 5 X.,^ \ 8 cers, Roanoke Local Gov't ALttorneys of V a . , ^ Irvington V a . C i r c ilit Court C l e r k s ' A s s n . , Nctrfolk 7 7 OCTOBER FRI THURS 4 3 6 ington V i r g i n a Association of C liefs of Police, AT. oced Gov't Officials ' Conference, \ larlottesville 17 1985 WED TUES 2 / 27 AAON 1 \ ior Executive Inst tute, Charlottesvi I r m SAT/SUN FRI THURS X,,^ \ 31 30 \ 11 ~ \8 \ \ 5 4 \ Property /assessment Semintir, Charlottesville State F i i-e Chiefs A s s n . of V a . , L y n c h b u r g N L C C i t y I n n ovations C o n f , Denver National A s s n . of Counties, O r l a r do \ WED V a . State Sherriffs's A ssn., Richmond \ 3 17 16 15 14 TUES V a . A s s n . of Commonwe alth's Attorneys V i r g i n i a Be ach ^ 6 \ MON 5 Independence Day 8 7 SAT/SUN FRI 4 1985 \7 \ I i iternational C i t y PManagement Assoc iation, Philadelph a \ 26 \ �NOVEMBER AAON SAT/SUN DECEMBER 1985 WED TUES FRI THURS SAT/SUN 1985 MON 1 1 TUES 2 WED 3 FRI THURS 4 5 6 11 12 13 18 19 20 25 26 27 V i r g i n a B u i l d i n g Officia s A s s o c i a t i o n , N o i-folk X 3 2 ^ \ 4 5 7 6 8 \ -, \l Veterans ^ \7 16 12 11 13 [omestead s s n . of C o u n t i e s , I 3sn. of V a . , R o a n o l m s . of R e v e n u e A \. A Day 22 \ 14 21 20 16 17 ^ 23 24 \ 22 Christmas Day 21 27 26 28 29 \ 29 30 31 28 \ JANUARY SAT/SUN FEBRUARY 1986 WED TUES MON New Day 6 5 7 FRI THURS 1 \ ^ \5 Thanksgiving Day 25 \ > N L C C o n g r jss of C i t i e s , S e a t t le 15 X.., 30 10 V a . E I; 0 / A A N e t w o r k , . W i l l i a TLsburg 19 18 14 9 ^^^anukkah Election Day SAT/SUN \ ^ \9 2 2 3 9 10 1 ^ \ 16 17 \ 16 \ 23 WED TUES 3 4 5 6 7 8 10 11 12 13 14 15 8 13 14 17 18 19 20 21 20 21 22 23 24 24 25 26 27 28 27 28 29 30 31 \ s . \ George Washington Day V a . A s s n . of ' l a n n i n g D i s t r i c t Commissions Richmond Lee-JacksonKing Day 18 25 22 ^s. 26 \ FRI THURS Years General Assembly Convenes 12 1986 MON ^ \ L o o k for a n n o u n c e m e n t of V M L Legislativ e D a y �MARCH 1986 AAON SAT/SUN 2 WED TUES 4 3 5 APRIL FRI THURS 6 12 14 13 ^ \ N 16 7 5 17 19 18 21 20 24 26 25 \ 31 30 20 15 22 21 10 11 16 17 18 23 24 25 Passouer V a . Section, I C M A , L> n c h b u r g L o c a l Gov't A t t o r n e y s o f V a . , Wintergreen ^ \ 28 ^ \7 29 ^ 30 —^^^^ \ 26 1986 SAT/SUN MON WED TUES 5 3 ^ \ 9 4 G e n i r a l A s s e m b l y a< j o u r n s m i d - i M a r c h MAY \ 8 3 ^ \ 19 Easter \ 14 13 28 27 ^ \ 29 2 \ 12 22 1 A m ^r. Society of P u b h c A d m i n i s t r a t i o n , A n a h e i m 23 \ FRI THURS V a . Municipa 1 Clerks Assn., ^ Lynchburg — N L C Congre s s i o n a l C i t y Confe rence, Washington ° WED TUES L o o k f o r D a te o f G e n e r a l A s s e m b l y V eto S e s s i o n 11 10 MON 7 N a t ' l A s s r1. of C o u n t i e s L e g i s l a t i v e Conferenc e, W a s h i n g t o n 9 1986 SAT/SUN 6 12 13 FRI THURS 7 I n t e r n a t ' l P e r s o n n e l W a n a g e m e n t A s s n . S o u t h e r n Region, Virg inia Beach Municipal Elections ^ \ 14 JUNE 1986 SAT/SUN 1 2 8 9 MON 1 ^ \ TUES WED 2 3 9 10 FRI THURS 4 5 6 11 12 13 T r e a s i j r e r s A s s n . of V a . , W i l l i a m s b u r g 7 15 \ 16 17 16 18 19 20 25 26 27 V A - D C - M D C h p t . A m Ejr. P u b l i c W o r k s Assi1., Williamsburg 10 \ ^ \ 14 18 19 20 21 22 23 26 27 28 29 30 U n i t e d States Conference of M a y o r s , S a n J ua n 21 Memorial 31 \ 22 23 ^ \ 29 30 E n d of F i s c a l Year Day 24 L o o k for announcement Officials 28 \ Courtesy of Alexander & Alexander of Virginia, Inc. o f V M L ' s I n s t i t u t e 'or M u n i c i p a l �The Virginia Municipal League 13 East Franklin P. 0. Box 12203 Richmond, VA 23241 804/649-8471 Mission Statement V M L is a non-profit, non-partisan organization of cities, towns and u r b a n counties established to improve and assist local governments through legislative advocacy, research, education and other services. T h e membership includes 4 1 cities, 157 towns and 12 u r b a n counties. Services V M L provides a full a r r a y of services including: * Advocacy and monitoring of activities of the V i r g i n i a G e n e r a l Assembly and state departments and agencies. * Monitoring of issues important to local governments before the U . S . Congress and federal agencies. * Group insurance programs providing workers' compensation and property-casualty coverage. * Research and technical assistance i n the forms of published reports and responses to questions on local, state and federal government. * Conferences and t r a i n i n g including the V M L a n n u a l conference, the Cornerstone S e m i n a r series, institutes for newly-elected officials and semin a r s on other topics of interest to local elected and appointed officials. * L e g a l assistance through the services of the staff attorney and the general counsel. * Publications such as the monthly V i r g i n i a T o w n & C i t y and the biweekly L e a g u e Letter. Organization V M L is governed by a n executive committee made up of the V M L president, four vice presidents, the immediate past president and s i x committee members. T h e executive committee is elected by the league membership at the a n n u a l conference and provides overall guidance to the league staff. V M L ' s policy committees recommend policy positions for the league on issues of concern through development of the a n n u a l V M L Policy Statement. Committee members are appointed by the V M L president from a pool of nominees submitted by the members. T h e V M L legislative committee consists of members appointed by the president and recommends the V M L L e g i s l a t i v e P r o g r a m for adoption at the a n n u a l conference. These documents provide guidance to the V M L staff. V M L currently consists of a 14-member staff headed by the executive director. T h e staff performs the on-going functions of the league under the direction of the executive committee and the V M L Policy Statement and L e g i s l a t i v e Program. Executive Committee Officers P r e s i d e n t - L a w r e n c e A . Davies, Mayor, Fredericksburg F i r s t V i c e P r e s i d e n t - S a m u e l W. Adams, I I I , Councilman, E m p o r i a Second V i c e P r e s i d e n t - R o b e r t T . W i l l i a m s , C i t y Manager, Newport News T h i r d V i c e President—Martha V . Pennine, Vice C h a i r , Board of Supervisors, F a i r f a x County F o u r t h V i c e P r e s i d e n t - N o e l C. T a y l o r , Mayor, Roanoke Executive Committee Members J . W i l l a r d L i n e w e a v e r , Mayor, Warrenton J a c k D . E d w a r d s , Board Member, J a m e s C i t y County Dolores Lescure, Council Member, Staunton Sidney M . Oman, Council Member, Chesapeake, C h a i r , U r b a n Section W i l l i a m R . H a r t z , Mayor, W a v e r l y , C h a i r , T o w n Section M . S t e w a r t Koethcke, Council Member, Clifton Forge, C h a i r , C i t y Section C h a r l e s A . Robinson, J r . , Mayor, V i e n n a , Immediate P a s t President Policy Committee Chairs Community and Economic D e v e l o p m e n t - W i l l i a m F . Brown, Board Member, James City County E d u c a t i o n - A l l e n C. Griffith, Council Member, Fairfax H u m a n Development-Robert Jones, Council Member, V i r g i n i a B e a c h Effective G o v e r n m e n t - J o s e p h A . Leafe, Mayor, Norfolk E n v i r o n m e n t a l Q u a l i t y - M e y e r a Oberndorf, Council Member, V i r g i n i a B e a c h Public S a f e t y - F r a n c e s Parsons, Council Member, Blacksburg Transportation-George M . V a n S a n t , Council Member, Fredericksburg V M L Staff R . Michael A m y x , E x e c u t i v e Director C l a y L . W i r t , Deputy Director J a m e s D. Campbell, Director of Intergovernmental Affairs Margaret A . Nichols, F i n a n c e Director E l l e n S. Posivach, Director of Research C h r i s t y A . E v e r s o n , Director of Communications M a r y J o F i e l d s , Staff Associate Robert B . F e i l d , S t a f f Attorney J o n i S. T e r r y , Office Coordinator K a t h y L . M c l n t y r e , A d m i n i s t r a t i v e Secretary Paulette P . Alexander, Bookkeeper B y r o n B . Belton J r . , P r e s s m a n / C l e r k M a r y A n n C o r n e l l , Publications A s s i s t a n t Susan Harte, Summer Intern H o w a r d W. Dobbins, G e n e r a l Counsel �V M L Insurance Programs V M L sponsors two group insurance programs that provide risk management services to political subdivisions in Virginia. Workers' Compensation The Virginia Municipal Group Self Insurance Association (VMGSIA) began offering workers' compensation insurance on J u l y 1, 1980 with 10 members. Since that time it has grown to more than 180 members with $4.6 million in dividends returned to date. The program is available to all political subdivisions in the commonwealth including cities, towns, counties, school boards and regional agencies. For the second year the program has been allowed to provide a 25 percent up front reduction in premium. The program seeks to provide stable reinsurance, both specific and aggregate, to protect against catastrophic losses. Competitive placement of reinsurance, efficient claims handling and full-time loss control services have enabled VMGSIA to keep costs at a minimum. Property Casualty Insurance The Virginia Municipal Property Casualty Insurance Program covers a broad range of municipal exposures. Available coverages include: * Liability — comprehensive general, auto, garage, public officials, law enforcement, personal injury, and errors and omissions. * Property — A l l risk and DIC, revenue-tax receipts, comprehensive boiler and machinery, and comprehensive crime. Many policies are written on an all risk basis — an important improvement over named perils policies. The program is specifically designed to meet the insurance needs of many of the local governments in Virginia. Service & Administration Virginia Municipal Underwriters Inc., a subsidiary of V M L , administers both programs. Various services for both programs is provided by a full-service company, Alexander & Alexander of Virginia, Inc., which has many years of experience in municipal risk management and related insurance programs. Since 1983 Alexsis Risk Management Services, a subsidiary of Alexander & Alexander, has provided claims administration service to the VMGSIA. I n conjunction with V M L , Alexander & Alexander has been instrumental in the development of the Virginia Municipal Property Casualty Insurance Program, a stable competitive program. To see how your locality can save money and improve its insurance coverage, contact: Margaret A. Nichols Administrator Virginia Municipal Underwriters, P. O. Box 12203 Richmond, VA 23241 804-649-8471 Inc. On the Cover: The Virginia Municipal League's new headquarters at Thirteen East Street, Richmond, VA. Franklin �partments in Virginia have established programs to address the needs of their disabled populations. T h e Virginia B e a c h Department of Parks and Recreation began a therapeutic recreation unit in 1975 supported by city funds and donations. At the time, one staff person ran the unit with a budget of $8,080. In the 10 years since the program w a s initiated, the therapeutic recreation unit has grown to support a staff of 57 with a budget of more than $285,000. In Danville, the special population program began in 1974 with one fulltime position. Through coordination with the city's Mental Health and Retardation Department, the program gained financial support to continue. Presently, there are two full-time, one part-time and four summer staff. Moreover, the Mental Health and Retardation Department continues to support therapeutic recreation services by providing the salary for one full-time position. T h e Danville program serves a variety of populations — the visually impaired, hearing impaired, emotionally disturbed, mentally retarded, senior citizens, physically disabled, psychiatric, alcoholic, drug dependent, correctional, developmentally disabled and multiple handicapped. Due to parental and citizen requests for special recreation services for the disabled, the Arlington County Department of Community Affairs established an Exceptional Children's Program in 1970. A portion of funds were supplied by the Mental H e a l t h - M e n t a l R e tardation S e r v i c e s Board; remaining funds were appropriated by the Arlington County Board. This year, the program changed its name to Therapeutic Recreation Programs. However, the Community Services Board remains involved with the program by providing 40 percent of the entire therapeutic recreation program budget. Because of this support and cooperation with other service agencies, the program is able to provide leisure a w a r e n e s s groups, social clubs, sport fitness programs, inschool T R programs, social skill programs and summer day camps to nearly 700 disabled residents. Although the ultimate goal of therapeutic recreational services is the reintegration of clients into the mainstream of society, additional benefits for the s e r v i c e providers are many and valuable. Localities that have the luxury of providing special recreation services for the disabled can certainly reap the benefits of increased public awareness, service levels, revenue and participation in programs. A quick glance in most communities will reveal the need for T R services. Indeed, the programs for spe- cial populations in our own state testify to the need and success of this unique community service. The Virginia Division of Parks and R e c r e a t i o n offers consultation, res o u r c e s and a s s i s t a n c e for s p e c i a l population programs. Contact the division at 1201 Washington Building, Capitol Building, Richmond, V A 2 3 2 1 9 , (804) 786-4375, for information. About the Authors Laurie S. Clark is tiierapeutic recreation consultant witii ttie Virginia Division of Part<s and Recreation. Sharon K. Entsminger is therapeutic recreation specialist with the Chesterfield County Parks and Recreation Department. She currently serves as cochairperson of the Virginia Recreation and Park Society Public Relations Committee and as co-editor of Virginia Parks and Recreation magazine. ServingPabUc Service Enq^kn^eesWith MQreG)st-EDfective Health Benefits. Instead of paying Hgher costs for health benefits or reducing coverage for employees. more municipalities are calling Blue Cross and Blue Shield of Virginia. We've implemented some of the most costeffective programs in the country. And we can put these programs to work for your mumcipality, regardless of its size, Call your local office of Blue Cross and Blue Slueld of Virginia. For the _ _ Blue Cross healthofyour employees. ItJ) Blue Shielde And your municipality. HiilT "'^"'"^ T»I o i • t:tr\C^T* Blue C T O S S &Bilie Shield Ql Richmond (Headquarters)/Roanoke/Bristol/Martinsville/Danville/Lynchburg/Norfolk Neufort News/Manassas/Petersburo/Staunton/Winchester/Charlottesuille • • O Q CD DC > 15 �People Pennine Wins Bradley Award Martha V. P e n n i n e , VML's fourth vice president and vice chair of the Fairfax County Board of Supervisors, has received the annual Tom Bradley Regional Leadership Award from the National Association of Regional Councils. The national award, established in 1970 in honor of the Los Angeles mayor, recognizes significant contributions in advancing regional cooperation. As the award recipient, Pennine was cited for leadership during two terms as chairman of the board of the Council of Governments and two terms as president which produced a variety of acc o m p l i s h m e n t s for the region. Her efforts resulted in the first areawide energy program and the Washington region's only areawide car pooling program. She also worked to develop the fair share housing program which reduced the District of Columbia's burden of housing the poor and distributed this Public Power Financing . . Experience Innovation Commitment H O Q First Boston THE FIRST B O S T O N C O R P O R A T I O N < o DC 16 > Harte J o i n s V M L A s S u m m e r Intern Susan Harte joined the Virginia Municipal League on June 11 as a summer intern. Harte is a native of Warrenton and an honor graduate of Salem High School named "Who's Who Among American High School Students." She is currently a rising junior double majoring in political science and sociology at the University of Richmond. She has had a number of summer job experiences and this past spring worked for Lt. Gov. Richard J. Davis on his campaign for governor. At school, Harte is a member of the University Honor Council, the Baptist Student Union, Intervarsity Fellowship, Interfaith Council and Amnesty International. In addition, she serves as chief photographer of the school's yearbook. In her spare time she serves as a Big Sister in Warrenton and teaches sign language. As hobbies, she enjoys art, photography and music. Hartman Elected To Chair Board > < responsibility throughout the region on a more equitable basis. Pennino, who has served more than 20 consecutive years as a local elected official, said her next project is to work with the District of Columbia to match their unemployed residents with jobs available in Northern Virginia. More specifically, coordinating transportation for District residents to jobs in Northern Virginia. Park Avenue Plaza New York, N.Y 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P Meyers, Vice President (212)909-2878 Lt. Col. Thadeus L. Hartman, retired deputy chief, Fairfax County Police Department, and northeast regional inspector general for investigations, U.S. Department of Agriculture, has been elected chairman of the board of Crime Stoppers International. Prior to his election, Hartman was president of Crime Stoppers International, which has nearly 600 participating programs in the United States, the District of Columbia, the U.S. Virgin Islands and six Canadian provinces. Hartman's election is for a two-year term. - Oliver - Oliver Receives Service Award The Virginia Chapter of the American Society of Public Administrators awarded James B. Oliver Jr., administrator of J a m e s City County, the T. Edward Temple Award for Distinguished Service as a Public Administrator. Oliver was cited for his leadership in identifying water and land use needs for James City County, his regional orientation in tackling problems, his commitment to citizen involvement and his effective response to the challenges of providing services to a rapidly growing community. The award is granted to persons who have provided long and distinguished service as a public administrator in Virginia and honors T. Edward Temple, who served as city manager of Hopewell and Danville, was the first director of the Division of State Planning and Community Affairs, was commissioner and secretary of administration for the commonwealth and was president of Virginia Commonwealth University. Oliver entered local government in Norfolk in 1969 and became James City County's administrator in 1976. Wooden Completes L e a d e r s h i p Institute J o h n W o o d e n , athletic recreation coordinator for the town of Vienna's Parks and Recreation Department, has �successfully completed the first Professional Leadership Training Institute sponsored by the Virginia Recreation and Park Society. Only 40 park and recreational professionals in the state were selected to participate in the program, which w a s held in Franklin County. Participants were chosen based on their potential ability to assume leadership roles. Wage and Hour Consultants, Inc. Management Consultants for "Public Agency" Compliance with the Fair Labor Standards Act. Brown Elected to National Council Larry Brown, manager of Arlington County, has been elected to a regional seat on the American Society of Public Administration's national council. Brown, who has given a total of 20 years of service to local government, h a s served a s Arlington county manager since 1982 and is the 1985-86 president of the National Association of County Administrators. He will serve a three-year term on the council. A decade of experience on: • W h o is covered • How to pay employees We can design for you a cost-efficient pay program for: - Clerk Retires For Information Call (703) 524-2660 or Write 1401 Wilson Blvd., Suite 101 Arlington, Va. 22209 Hazel J . Abbitt has retired as the town clerk of Victoria. S h e is replaced by Katherine S. Arthur. Alexandria Ashland Augusta County Bedford Bedford County Berryville Blacksburg Bluefield Bristol Buena Vista Chase City Chesapeake Clifton Forge Colonial Beach Covington Culpeper County Danville Elkton Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Gretna Grundy Hampton • Fire Protection Activities • Law Enforcement Activities • Special Situations Hanover County Harrisonburg Herndon Hopewell James City County Lawrenceville Leesburg Luray Lynchburg Manassas Manassas Park Martinsville ORDINANCE CODIFICATION Looseleaf Supplement Service UNICIPAL CODE CORPORATION P.O. Box 2235 TALLAHASSEE, FLORIDA 32316 Telephone 1-800-262-CODE Newport News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Purcellville Radford Richmond Roanoke Rockingham County Salem Smithfield Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Waynesboro White Stone Williamsburg Winchester Wise County York County Law Editorial Staff • Modern Computer Tectinology Serving over 1,700 municipalities and counties in 47 States, including Virginia > t o Q < z CD DC > 17 �Competition? We Love it! Competition is the norm witii Virginia's consulting engineers. Our business has always been one of the country's most competitive. But it is a competition based first on quality, creativity and performance, and second on negotiation of a fair and reasonable price. Thafs in the public interest To remain competitive, engineering firms are constantly looking for better, safer, more efficient solutions to design problems. And at less total cost to the client Because of this relentless competition, America's consulting engineers continue to lead the world in studies, designs and construction observation for dams, airports, transportation systems, water and sewer facilities, and structural and environmental controls. Competition? We love it You benefit Write today for your copy of "A Guide to the Procurement of Architectural and Engineering Services!' Consulting Engineers Council of Virginia, Inc. 611 Research Road Richmond, VA 23236 (Telephone 804-794-6822) Virginia's Consulting Engineers �Yancey;, Henry, Teig Judge Competition Virginia's Consulting Engineers The following Consulting Engineers Council of Virginia member firms sponsored the ad on the facing page. Anderson & Associates, Inc. Blacksburg, Virginia Austin Brockenbrough & Associates Chester, Virginia The C E G G Partnership Virginia Beach, Virginia C E K , Inc. Richmond, Virginia Clean Water Engineers, Inc. Fincastle, Virginia The DeYoung-Johnson Group, Inc. Williamsburg, Virginia Guy & Davis, Consulting Engineers Burke, Virginia Harris, Norman & Giles Richmond, Virginia Hayes, Seay, Mattern & Mattern Roanoke, Virginia Hoggard-Eure Associates Portsmouth, Virginia Mattern & Craig Consulting Engineers Roanoke, Virginia Roache, Mercer & Faison, Inc. Richmond, Virginia Rollins & Associates, P.C. Virginia Beach, Virginia R. Stuart Royer & Associates, Inc. Richmond, Virginia R. L. Sutherland, Jr., Geotechnical Engineer Abingdon, Virginia Mathew J . Thompson, III, Consulting Engineer, Inc. Newport News, Virginia Thompson & Litton, Inc. Wise, Virginia Vansant & Gusler, Inc. Norfolk, Virginia VVKR, Incorporated Alexandria, Virginia Richard L. Williams Consulting Engineer, Inc. Roanoke, Virginia McKinney and Walker Ashland, Virginia C h a r l e s T . Y a n c e y , Dr. Laurin L. Henry and E v a S . Teig served a s judges for the 1985 VML Achievement Awards competition. Y a n c e y is the recently retired city manager of Waynesboro and a well known figure in Virginia local government having given more than 38 years of service to the field. Y a n c e y began working in the city manager's office in Waynesboro in 1947 following three years in the U.S. Army. He became the town manager of S y l vania, G A , in 1952, but in 1954 came back to Virginia as Waynesboro's a s sistant city manager. He left again for another year a s Sylvania's manager and returned in 1956 to become city manager of Waynesboro. He holds an engineering degree from Virginia Military Institute and has been a member of the International City Management A s sociation since 1952. He has served a s the president of the Virginia Section, ICMA and worked on several VML committees. Dr. Henry, dean of Virginia Commonwealth University's School of Community and Public Affairs and professor of public administration, may be best known for his academic writings on the American presidency. Prior to joining V C U in 1978, he was professor of government at the University of Virginia for 14 years. His graduate degrees are from the University of Chicago, and his major prior professional affiliations were with the Brookings Institution, Johns Hopkins University and the Public Administration Clearing House. T e i g , V i r g i n i a ' s c o m m i s s i o n e r of Labor and Industry, has served more than 14 years in city and state government. Her appointment a s commissioner in November 1983 followed three years a s the lieutenant governor's executive assistant and 11 y e a r s in a number of key positions with the city of Portsmouth. Born in Egypt, she immigrated with her family to the United S t a t e s and settled with them in Portsmouth at the age of 13. Following high school she attended A. B. Hood College in Frederick, MD, graduating with a bachelor's in political science. While working on her master's from the American University's School of Government and Public Administration, she taught both elementary and high school full time. S h e also s e r v e d a s director of admissions at Chatham Hall School in Chatham, VA. After receiving her master's, Tieg w a s employed by the city of Portsmouth. S h e Henry m Teig held several key positions during the next eight years including director of economic analysis and information. In 1977, she w a s appointed director of management and legislative services. During her tenure with the city of Portsmouth she established a management - continued, page 22 �Professional Directory HSMM HAYES, SEAY, MATTERN AND MATTERN Architects • Serving Engineers local • governments O F F I C E S IN Roanoke N. V i r g i n i a Tidewater P.O. B o x 13446 R o a n o k e , V A 24034 (703) 343-6971 HARLAND BARTHOLOMEW & ASSOCIATES, INC. Southern Engmeenng Planners I'LANNING • L A N D S C A P E A R C H I T E C T U R E • E N G I N E E R I N G COMMUNITY DEVELOPMENT CONSULTING Southern Engineenng Company of Virginia 1800 Peachtiee Street, N W Atlanta, Georgia 30367-8301 (404) 352-9200 400 K a s l M a i n Stfeet Richmond. 23219 P H O N P : 804/649-8627 SCS Rales Planning System Studies Feasibility Studies Design Relaying Metenng RUBACK ASSOCIATES, INC. MEDFIELD PROFESSIONAL BUILDING 5 NORTH MEADOW ROAD MEDFIELD, MASSACHUSETTS 02052 TELEPHONE (617)359-5410 iystems ENGINEERS STEARNS CONRAD AND SCHMID' BROWNING-FERRIS INDUSTRIES Municipal Services SOLID WASTE - HAZARDOUS W A S T E PUBLIC UTILITY Eng.nee'S S ConSu'ianlS BALDWIN ®GREG@ ENGINEERS • SURVEYORS • PLANNERS • Traffic Engineering/Signaiixalidn industrial Park Planning • Stormwater Management • Water and Was"}water Svsfm-; Highway and Airport Design • Grant Application Management Xor/u/k ' RuhmomI • Wasliingtdu. D.Cc WATER WASTEWATER SOLId WASTES I I I I Chicago N e w York Richmond Tampa Philadelphia Phoenix Indianapolis Camp Springs, M D CIVIL ELECTRICAL S U R V E Y I N G . IN E N G I N E E R S AND P L A N N E R S MECHANICAL • PLANNING FAIRFAX NORFOLK P.O. Box 13048 Norfolk, VA 23506 (604) 461-0155 Fairfax Professional Building Suite 7 3545 Cham Bridge Road Fairfax. VA 22030 (703) 365-0200 PO BOX48tX) 4800W HUNDRED RD • CHESTER,VA-804 748-8746 MALDOL PIRNII Your Ad Could Appear Here Call: 804-649-8471 'INC. I ENVIRONMENTAL ENGINEERS, SCIENTISTS S PLANNERS • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes 301 H I D E N B L V D . N E W P O R T N E W S , VA 804/599-5511 Hurt & Proffitt, Inc. PARSONS f ; / - BRINC9(EfiHOFF ConstrucUor} Managers Engineers • Planners • Surveyors CORPORATION Since 188S \':.,-w^8200 Greensboro Drive McLean, VA 22102 703-442-7700 Water. Wa.siewaier, Solid Wastes. Soils & Foundations Land Development Site Plans Residential, Commercial & Industrial Siibdixisions, Road. Dams. Airports ARCHITECTS ^ ENGINEERS + PLANNERS WASTEWATER TREATMENT SYSTEMS - ENVIRONMENTAL STUDIES MUNICIPAL FACILITIES • WATERFRONT FACILITIES WATER & SEWEFI SYSTEMS • TRANSPORTATION 11 Koger Executive Norfolk, VA 23502 804-466-1732 One Penn Plaza New York. NY 10119 212-613-5000 1933 Fort Ave. Lynchburg, VA 24501 (804)847-7796 Water Systems Wastewater Systems Storm Drainage R e s t o n , V a g i m a ? ? 0 9 ( " ' i ? 0 3 l 4 r 1-6 1 bO Gannett FlEming AND PROCESS DESIGN . HIGMUVAVS • WATER AND SEWESAGE SYSTEMS • DRAINAGE • SURVEVING MMMiglSS^ PROFESSIONAL 1 1 260 R o y e i Bat:on n r i „ f Austin Droctonbiough and Associates AND HANSEN T E L E X 87-487 Consulring Engineers 804.285-9009 T h r e e Chopt & P a r h a m R o a d s , Richmond 2 3 2 2 9 ENGINEERS Since 1914 PUBLIC WORKS N O R T H E R N V A . (703) 5 6 0 - 8 8 6 6 1800 P a r k w a y Drive B A L T . (301) 7 9 6 - 8 8 5 0 Hanover, Maryland 2 1 0 7 6 A Virginia 37 offices worldwide BoDiE, TAYLOR AND Solid Waste Highways Planning P U R YEAR, INC. CONSULTING ENGINEERS 611 R e s e a r c h R. S T U A R T ROVER & ASSOCIATES. INC. 2500 Waco Street • Richmond, Virginia 23229 804-282-7657 • ' VC„ ; iir ; .;SW;- s . 30 Park Place, P.O. Box 647 (201) 9 6 7 - 5 6 2 2 P a r a m u s , New J e r s e y 0 7 6 5 3 - 0 6 4 7 • 4 0 5 S o . P a r l i a m e n t D r i v e , S u i t e 101 Virginia B e a c h , Va 23462 804-499^8508 Road P . O . Box 2901 Richmond, Virginia 23235 804-794-6823 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industrial Waste Treatment • Treatability Studies Center Black G V e a c c n Engln«ar8-Archlt«ct» COMPLETE • SOLID AND HAZARDOUS ENGINEERING SERVICES • WATER RESOURCe Municipal and Industrial W a s t e Treatment, Power S y s t e m s , Structures, Solid Wastes, Water Resources, Water Supply and Treatment, Transportation, Hazardous Waste Management 1941 R o l a n d C l a r k e P l a c e , R e s t o n , V A 22091 703/620-5200 • WASTEWATER • INDUSTRIAL 7315 WASTE MANAGEMENT i>EVit,OPMENT TMATUiNT WASTE MANAGEMENT W l s c o n s r n A v e . , B e t h e s d a , Maryland 2 0 8 1 4 , 301/986-6980 �w RALPH WHITEHEAD & ASSOCIATES Consulting Engineers Consulting OLVER BRIDGES • HIGHWAYS • RAILROADS • RAIL & BUS TRANSIT • AIRPORTS BRANCH OFFICES 6924 Lakeside Ave.. Richmond, VA 23228 3300 NE Expressway. Atlanta, GA 30341 1314 Lincoln Street, Columbia. SC 29201 1531 N o r t h Mam Street B l a c k s b u r g , Virginia 2 4 0 6 0 (703)552-5548 Syracuse, NY (315) 451-4700 VIRGINIA Road Greensboro, North Carolina 27407 Toledo, Akron & Cleveland, • EXECUTIVE SEARCH • • • Metcalf&Eddy • Water Wastewater Resource Recovery Transportation (301) 2 3 5 - 3 4 5 0 GUY W A T E R T C K I C B & B Consultants, Inc. Engineers - Surveyors - Laboratory Analysts CiibU' Tclcvisiiin • T\ llnmiiciisl • I'llblic SiiMy (omrnunii-iilions SysU-ms • .Alarm Systems • Kk'ctrical [Vsinn • Ft'di'r.il (iimmunifalirins CommLssion .\pplicaliim Prcpitraliiin • K\p4Tl Tfsljmirny and Witnt-^^s 13J North Mecklenburg A.i South HIII.VJ, 23970 (S04M4--7631 LiboriiDiy 339 £ « l 4th Si. ChJsc Ciiy. V i . 33924 (8041 372-3393 BATON ROUGE Architects HACKENSACK, h 844 West Street SYOSSET, NY Annapolis, M D 21401 PALM BEACH GARDENS TAivlPA Engineers Planners 2310 Langtiorne Road P 0 Lynchburg, Virgina Box 877 24505-0877 (804) 528-1901 ^ Public Administration Service Providing m a n a g e m e n t assistance a n d consultant services to local, regional, a n d state g o v e r n m e n t s since 1 9 3 3 Road M c L e a n . Virginia 2 2 1 0 1 ENGINEERS W A S T E W A T E R H A Z A R D O U S Engineers Architects Planners Surveying 679 North Miin Si. Chist City, Va 23924 (804] 372-SlOl Wiley & Wilson DENVER ADDITIONAL LOCATIONS AIKEN SC • NEWTOWN, PA • OAK RIDGE. TN A N D HDR I «I14 237-20441 (301)268-7730 S U P P L Y M A T E R I A L S V i e n n a , VA (703) 281-2400 Mobile, AL (205) 433-3981 P l y m o u t h M e e t i n g , PA ( 2 1 5 ) 8 2 5 - 3 8 0 0 :1229 WaU'rIick Kirad, Lynchburg, Cimsiilkiiils & DAVIS CONSULTING Engineers, Planners a n d Scientists Consulting Engineers 1497 Chain Bridge BALTIMORE, MARYLAND 21218 BCM FREDERICK G. GRIFFIN, I'.C. k Qrx^xnQQrs. 2315 SAINT PAUL STREET Silver Spring, MD 301-681-8515 Groundwater • TEMPORARY SERVICES WHITMAN, REQUARDT AND ASSOCIATES 1 1 1 2 0 N e w Hampshire Ave, Suite 2 0 0 Silver Spring. M D 2 0 9 0 4 CONSULTING ENGINEERS. SURVEYORS, PLANNERS & LANDSCAPE ARCHITECTS Centreville, VA Lcesburg, VA 703-6,31-9630 703-777-1258 M I L L E R , INC. IMPROVEMENT Ohio P. O . BOX 8 0 9 • W A Y N E S B O R O , V A 2 2 9 8 0 • 7 0 3 / 9 4 3 * 6 0 0 BENGTSON, DeBELL, ELKIN & TITUS ^f(S? • PRODUCTIVITY Also Offices In: (919) 2 9 2 - 2 2 7 1 COMPLETE PUBUC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES vi^r'GERAGHTY CONSULTANTS SERVICES • COST C O N T A I N M E N T P R O G R A M offering a full range of professional services for governmental and private clients ^ M A N A G E M E N T ENGINEERING MANAGEMENT Consulting Engineers 2301 W e s t M e a d o w v i e w CoriDoratlon VA 24.5(12 Nine regional offices s e r v i n g t l i e N o r t h e a s t , S o u t h , Mid-Atlantic a n d Midwest, & Strout, Limited 7101 Wisconsin Avenue • Bethesda, Maryland 20814 (301) 652-2215 Woodbridge. VA 703-670-6400 ENGINEERS, INC. Finkbeiner, Pettis Water Supply and Pollution Control Solid and Hazardous Waste Management Environmental Impact Studies Water Resources Management Energy Studies Soils and Foundation Engineering EnQinssrInQ Laboratories Industrial and Municipal INCORPORATED (804) 262-6548 (404) 452-0797 (803j 256-3590 Dames & Moore • BniENGGERE Engineers Environmental 1936 East Seventh Street P, O. Box 35624 Charlotte, North Carolina 28235 704-372-1885 (703) 734-8970 © THE MAGUIRE GROUP 103 Oronoco Street Alexandria, VA 22314-2096 (703) 683-3400 11 Koger Executive Center Norfolk, VA 23502-4103 (804) 461-6351 Offices Nationwide A Patton, Harris, Rust & Assoc, a prolessional corooration Engineers . Surveyors . Planners C o m p l e t e p r o t e s s i o n a l services to< m u n i c i p a l i t i e s and public agencies Virginia Offices: 10523 Mam Street, Fairfax. Virginia 22030 {703} 273-8700 100 South Mam Street, Bri(jgewater, Virginia 22812 (703) 828-2616 109 West King Street, Leesburg, Virginia 22075 (703) 777-3616 Architects • Engineers • Planners CE Maguire, Inc. 5203 L e e i b u r g Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 Business Park Dr., Virginia Beach, VA 23462 (804) 497-6304 Regional offices ProviEJence. Rl: Boston, m: Clearwater, FL: Ft, Charlotte, NC: Dallas, TX: Falls Chorcli, VA: Florence, SC: Honolulii, HI: Bloomlieia, NJ: New Britain, CT: Pittsburgh, PA: Phoenix, AZ: Spartanburg. SC Virgi lia Beach, VA: Waltham, MA, o Q Z < z o Consultants P u t your m e s s a g e h e r e before 4 , 3 0 0 r e a d e r s e a c h m o n t h . C a l l ( 8 0 4 ) 6 4 9 - 8 4 7 1 to find o u t h o w ! (D CC > 21 �Judges continued from page 19 - information center, developed a capital budget process to streamline city finances, coordinated establishment of the Division of Community Development and the Division of Economic Development, and w a s instrumental in planning and implementing the city's entire redevelopment effort including the Waterfront. S h e left the city in 1981 to join the Davis for Lt. Governor C a m paign. Approximately 55 programs were entered in the VML Achievement Awards competition. Teig, Henry and Yancey selected what their years of experience told them were the best. T h e s e winning entries will be announced at the VML Conference and reviewed in the S e p tember issue of Virginia Town & City. Tired of Getting a Passed-Around Copy? Subscribe to V I R G I N I A TOWN & CITY. Name Mailing Address $4/year • Check enclosed. Official or employee of a VML member locality. • Bill my locality at: • W a t e r , W a s t e w a t e r , and Drainage Systems • Multiple E n g i n e e r i n g $8/year • U t i l i t y Management and F i n a n c e Regular subscription. Please enclose check payable to Virginia Town & City. • E n v i r o n m e n t a l Laboratories • Construction Management • Operation and Maintenance JAMES M. MONTGOMERY CONSULTING ENGINEERS, INC. Mail to: V T & C , P.O. B o x 12203, Richmond, V A 2 3 2 4 1 . Reston International Center, Suite 1130 11800 Sunrise Valley Drive, Heston, VA 22091 W O L F E & A S S O C I A T E S , INC. OFFICES THROUGHOUT THE U.S. AND OVERSEAS <ss> FINANCIAL AND MANAGEMENT CONSULTANTS i • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public W o r k s Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED O o Q BOX 4S \ I R C ; i M A BEA(_:H, V A . 23458 K()4 422-1711 Management . EXECUTIVE SEARCH . PRODUCTIVITY IMPROVEMENT MANAGEMENT SYSTEMS . (jmsultanfs . SEMINARS / TRAINING ORGANIZATION ANALYSIS CONTACT: J A M E S L. M E R C E R REGIONAL VICE PRESIDENT P.O. B O X 8 8 8 6 5 6 A T L A N T A , G E O R G I A (404) 3 9 6 9 0 6 0 30356 R. W . BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS U t i l i t y Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 Grove Street Wellesley, M A 02181 (617) 2 3 7 ^ 8 7 0 1510 E. Colonial Drive Orlando, FL 32803 (305) 8 9 6 4 9 1 1 CAMP D R E S S E R & M c K E E < o > 22 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental engineers, scientists, planners, & management consultants CDM �Commentary By Elizabeth Radford Direct Democracy in Local Government The two most popular forms of direct democracy are the initiative and the referendum. A third form, recall, is often discussed with the initiative and referendum, however, it generally has been the least popular of the three. The initiative is citizen-initiated legislation in that citizens petition to propose laws or amendments to be placed before the voters, while the referendum is a means by which citizens can accept or reject legislative decisions. The initiative has been described a s a mechanism for correcting sins of legislative omission and the referendum a s a device for correcting sins of legislative commission. Throughout the years, these forms of direct democracy have proven to be Progressive reforms that won't go away. While California's experience with direct democracy may be the most visible, 20 other states have some form of initiative and 37 have some form of referendum. According to the 1982 Municipal Year Book, 77 percent of the reporting cities have provisions for popular voting on referendums and 51 percent have provisions for the initiative. The adoption of an initiative and referendum at the state level has been an issue in Virginia. Virginia has a referendum provision concerning the state debt although it is initiated by the legislature, not the citizens. A Joint Committee Studying the Initiative and Referendum submitted a report to the 1981 General Assembly recommending that a state initiative and referendum not be adopted. T h e subcommittee believed the best laws for the commonwealth would more likely come from the legislative process than from citizen initiatives. Despite this recommendation. House Joint Resolution 97 (1984) proposed a constitutional change that would allow for a state initiative and referendum. This resolution failed in the 1985 General Assembly. The cities of Norfolk and Portsmouth have had limited rights of initiative, referenda and recall since 1918, and the city of Hampton procured a charter change adopting t h e s e provisions in 1 9 8 1 . Most cities in Virginia do not have the initiative and referendum, however the issue is likely to arise eventually in any city with a politically active and aware population. In discussing the adoption of these reforms, bear in mind two sets of considerations. Theoretical considerations concern whether direct or representative democracy is the most desirable. Proponents of direct democracy believe that the citizens of a city have a right to make decisions concerning the laws that will affect them and that they are qualified and capable of doing so. T h e initiative and referendum, argue its supporters, supply a necessary and desirable check on the governing body and the special interests often believed to have disproportionate influence on the laws considered. Opponents of direct democracy argue that our country's founding fathers instituted a form of representative democracy for good reasons. Representative democracy helps to protect minority rights, ensures deliberation and facilitates compromise among competing interests. Regular elections provide an adequate check on legislators. The citizenry does not have the time nor the expertise to make decisions on complex technical issues, and a referendum or initiative election is as vulnerable to manipulation by special interests as is the legislative process. Practical considerations concerning the initiative and referendum are also debated. Supporters say problems with drafting the initiatives and validating petition signatures are minor compared to the value of citizen participation. Opponents argue that the processes involved are expensive and time consuming and the degree of citizen participation generated minimal. Should these points be resolved in favor of some sort of initiative and referendum provision, these laws must be drawn up with great care. A compromise should be sought between encouraging citizen participation in a form of direct democracy and protecting the vulnerability of direct democracy to sometimes frivolous and mercurial public sentiment. In designing legislation for these reforms, several specific aspects of initiative and referendum p r o c e d u r e s should be carefully considered. Should initiatives and referendums be restricted by subject matter? T h e National Municipal League's Model City Charter provides for initiatives exclusive of budget or capital programs, any ordinance concerning the appropriation of money or the levy of taxes and salaries of city officials and employees. T h e model referendum provision excludes budget or capital programs, emergency ordinances and ordinances concerning appropriations of money or levy of taxes. Provisions for initiative and referendum in Norfolk have no such restrictions. T h e 1970 charter for Portsmouth exempts emergency ordinances from referendums. Hampton's provision for referendums excludes any ordinance adopted to authorize revenue levies a s well a s emergency ordinances. Cities drawing up legislation for direct democracy should consider whether any issues need to be insulated from a popular vote. How many signatures should be required to bring an ordinance to a popular vote? Required percentages of qualified voters may range from 3 percent to 30 percent of either the entire city population or the number voting in the last city, state or national elections. Often a minimum number of signatures is required, so that an election with a low turnout rate will not lead to a rash of petitions. Some cities also have a geographic distribution requirement for signatures. In addition, city officials should be alert to population changes that might require an adjustment of the signature requirement. In California, growth in population has made its percentage requirement difficult to meet. How are procedures in direct democracy to be kept fair? Someone impartial should be responsible for wording the proposed ordinance. Often the city attorney is designated for the job. T h e ordinance needs to be a s free a s possible of "legalese" and language difficult for the average citizen to understand. Along similar lines, those circulating petitions should always have complete copies of the ordinance for those signing the petition. A s with almost any campaign, there are opportunities for distortion, misinformation and various other unsavory practices. Direct democracy holds the promise of invigorating the citizenry. It also poses some possible problems for local governments. Any legislation that designs initiative and referendum procedures must strive to maintain a balance between allowing citizen involvement and impeding the government from governing efficiently and effectively. About the Author Elizabeth Radford is a graduate research assistant with the Institute of Government at the University of Virginia. > O Q o < Z gc > 23 �DOMINION mNK Dominion Bank's government specialists have more than the usual expertise. In service to local governments, Jim Kern, A l Mottesheard and Jim Thompson combine over 50 years of experience. Plus years of practical understanding. For instance, A l used to be Chief Deputy Treasurer of Virginia. And who could better appreciate your problems than someone who's had them? For any type of assistance with Public Finance, Investments or Governmental Services, call the Dominion team. They're backed by the multi-billion dollar resources of one of Virginia's jremier statewide banking organizations. Let us show you low accommodating a good bank can be. Call Municipal Services 804/788-9740. Member F D I C . � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 20, Number 7 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource July 1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198507 https://www.virginiaroom.org/digital/files/original/69/6478/198508.pdf 8ad6d05e0e0623561cd293dd6d65e3a5 PDF Text Text RC ^ Volume 20 Number 8 August 1985 PUBUf I'Y Virsinia *City c-lO O Cutting Energy C o s t s �PROTECT YOUR LOCALITY with the VIRGINIA MUNICIPAL PROPERTY CASUALTY INSURANCE PROGRAM. Highlights of our program include: # Design specifically for municipal exposures # Stability in the marketplace # Those "hard to find'' coverages, such as public official and law enforcement liability # Coverages in one policy, preventing possible gaps # Competitive price Y O U OWE I T TO YOUR L O C A L I T Y TO F I N D OUT M O R E Margaret A. Nichols Virginia Municipal Property Casualty Insurance Program Post Office Box 12203 Richmond, Virginia 23241 (804) 649-8471 �Virginia olbwn Editor Christine A. Everson Editorial Assistant Joni Terry Advertising Assistant IVIary Ann Cornell Circulation Manager Kathy Mclntyre VML President Lawrence A. Davies Officers Samuel W. Adams III Robert T. Williams Martha V. Pennine Noel C. Taylor Executive Committee J . Willard Lineweaver Jack D. Edwards Dolores P. Lescure Sidney M. Oman William R, Hartz M. Stewart Koethcke Charles A. Robinson Jr. Executive Director R. Michael Amyx On the Cover Southampton High School was among the first in Virginia to install a leased energy management system with insured third-party financing. With a system in place in the high school and the middle school, the annual savings in energy costs is expected to be more than $46,652. You can learn about this innovative program on page 12. VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 13 East Franklin Street, P.O. Box 12203, Richmond, Virginia 23241. All contents, copyright 1985 by the Virginia IVIunicipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 12203, Richmond 23241. Volume 20 August 1985 Number 8 4 Richmond's Diagnostic and Prescriptive Center By Gail Bingham 8 VIVIL's Policy Committees 11 The IVIunicipal Insurance Market: Highs and Lows By IVIargaret A. Nichols 12 Energy Management Systems for our Schools By Richard B. Fisher 18 Marketplace 19 Legal Guidelines: The Tort Liability of Local Governments By Howard W. Dobbins O Q O H < CD > �Richmonds Diagnostic By Gail Bingham At first glance the Katherine L. Johnson School in Richmond resembles any one of about 60 public schools in the city. Teachers make assignments; students attend classes and fill the halls with typical light chatter during breaks in the school day. But there is something distinctively different about the purpose of activity in this building which houses R i c h m o n d ' s C o m p r e h e n s i v e Interagency Diagnostic and Prescriptive Center. The center works with problem children referred from their neighborhood schools by performing a battery of medical, psychological and educational tests designed to address difficulties hindehng their achievement within the regular school structure. U Q 5 < o Prior to creation of the Diagnostic and Prescriptive Center, children experiencing problems in school were often faced with a barrage of services administered by several agencies, each offering its particular professional skill with little or no sustained collaboration. Because the children's problems were typically complex and diverse, traditional intervention strategies frequently worked to compound rather than effectively resolve difficulties. The center seeks to provide a comprehensive assessment of school-age children within nine weeks. Comprehensive refers to medical, social, psychological, educational and classroom assessments of a child's strengths and weaknesses. If there is need to have a psychiatric evaluation as well, that too is provided at the center. Students remain in the center on a full-time basis during the assessment period. Information obtained from evaluations assists staff of the center in finding what causes a student's difficulties and in determining appropriate solutions. A key concept underlying functioning of the center is the belief that studying and working with children in an intense or concentrated environment will enable evaluation specialists to obtain a realistic view of the child. "Many children served by the center have experienced academic failure and have low self-esteem," explains Sandra Mitchell, administrator of the center. She further explains that as a result, a significant amount of attention is placed on building self-confidence and expand- ing a child's willingness to become eng a g e d a c a d e m i c a l l y . A c c o r d i n g to Mitchell, acceptance not tolerance is the attitude that permeates the center. Services are rendered by a multidiscipline staff consisting of an education diagnostician, psychologist, physician, occupational therapist, social workers and teachers adept at identifying and working with learning problems. These specialists observe the children in the clinical classrooms, teachers communicate individual differences to testing specialists and specialists assist teachers to identify learning styles and problematic behaviors. Short-term treatment and remediation are byproducts of this diagnostic process. The diagnostic process is expedited because the center serves as a central point of services. Children who are attending classes are more readily available for diagnostic assessments. In the clinical classrooms teachers have an opportunity to observe learning patterns and test teaching strategies within a small school environment. Support staff members are able to work with the child in the classroom, offices, cafetena and playground. As a result, they get a more realistic view of the child and his or her interactional patterns. Once assessments are completed, the staff meet to develop an individualized prescriptive plan and strategy which will best suit the needs of the total child. Staff meet once or more during each student quarter as a team to discuss preliminary evaluation results. Based upon these discussions, initial diagnostic plans are reviewed to determine whetfier new strategies should be implemented to obtain a more complete picture of the student's profile. When necessary, additional tests are recommended prior to a final staff meeting. Agency representatives and members from the home school are invited to participate in the final staff meeting or treatment staffings to develop plans for remedial problems. Diagnostic reports are shared at this meeting and creative strategies are pulled together to work with the child in the home school, in the community and with the family. Children are returned to their home school program after various strategies have been tested in the clinical class- room. Consideration is given in all planning efforts to the child's health, family circumstances and other issues which might affect the ability to learn and function. Impediments to learning, the delivery of services and gaps in existing community resources are closely monitored by the center's staff. Once the child has returned to the home school, the educational diagnostician works with the school's staff of counselors and teachers to implement recommended educational strategies. Intensive follow-up, monitoring and coordination services are provided by social workers in conjunction with representatives of other community agencies. Follow-up services are extended to schools and the family for a minimum of three to six months with some follow-up supervision extending to 12 months. The Diagnostic and Prescriptive Center was created as a result of efforts of a mental health task force operating under R i c h m o n d ' s Youth Services Commission. The task force examined problems confronting youth between the ages of 11 and 16 and found that a �Prescriptive Center Working Together for the Children to develop a prescription and to coordinate and monitor the implementation of prescription. Emphasis w a s placed on client outreach. T h e center w a s conceived to maintain a full complement of multi-disciplined staff that would be involved with each child and family. This model was similar to a full work-up provided to persons entering institutional care or receiving services at an institution. A memorandum of understanding w a s developed and sent to each agency participating in the summit with a specific request for the assignment of professionals, supplies, operating contributions and/or other resources. Contributions received included four teachers, five instructional aides, a lead teacher and administrator a s well a s a building space, instructional and office supplies, telephone service, copying equipment, educational and learning specialists. significant number of tfiese youth had a multitude of problems. T h e s e youth were also served by several human service agencies, yet services were fragmented, duplicative and/or met with resistance. In order to identify and discuss problems arising from situations like these, primary agencies generally involved with youth experiencing problems were called together for a concentrated meeting which became known a s T h e Summit. Present were representatives from Richmond Public Schools, Department of Public Welfare, Department of Public Health, Department of Mental Health and Mental Retardation, Juvenile and Domestic Relations Court and the Youth Services Commission. A sehes of meetings followed and the concept for development of a new agency evolved. T h e new agency w a s established from existing agency resources. Participating agencies contributed staff, supplies and other resources to the development of the center. T h e center w a s given charge to gather intake information, to diagnose and a s s e s s problems. many human service agency budgets, and the center shared in the losses. A grant through the Division of Justice and Crime Prevention which had previously provided major support to the program was due to expire. T h e city of Richmond in anticipation of severe federal budget cuts reduced staff citywide. A s a result, nine staff at the center were moved to other city positions or chose to resign. The center lost three social workers, a social work supervisor, an occupational therapist, an educational diagnostician, two clerk typists and a psychologist. The assistant administrator remained on staff on a part-time basis. A part-time consultant psychologist, social workers and clerk typists were hired to offset the vacancies. In the winter of 1981, the center received a $25,000 Memorial Foundation grant and in July 1982, a $75,000 award from the city, funds which were used to A social woriter falres a student's social history as an intervention strategy in the comprehensive approach. social workers, clerical staff and consultation staff. The center, now in its sixth year of operation, opened In June 1980 under sponsorship of the Richmond Public Schools. An 18-member advisory board was established that consisted of two members from each of six participating agencies, representatives from the P T A and the city manager's staff and four at-large members. Three standing committees monitor center activities. T h e evaluation committee measures the effectiveness of services. T h e program committee a s sists in the basic design and Implementation of program objectives, and the policies and procedures committee monitors the staff and resource contributions of sponsoring agencies. Also, an annual report is produced each year which serves to a s s e s s the center's service results and provide information for participating agencies and the community. The spring of 1981 w a s devastating to expand staff. Additional grants and awards enabled the center to continue to expand its staff. Two graduate psychologists interns were hired to augment psychological evaluation capabilities. Two foster grandparents were added to the educational component to provide Individualized attention to the elementary students, and staff positions were maintained through assignments from participating agencies. For example, in January 1984 the Richmond Department of Public Health assigned a part-time p h y s i c i a n and two public health nurses to the center's operation. Throughout the 1984 operating year, budget allocations received from the city enabled the center to continue functioning through a series of staff changes and adjustments. During the 1984-85 program year approximately 157 students were referred to the center. Students are referred by p a r e n t s , c o u n s e l o r s and a g e n c i e s through the pupil personnel services -continued, page 17 O a o I< z o cc > �1985 VIRGINIA MUNICIPAL LEAGUE ANNUAL CONFERENCE REGISTRATION FORM September 22-24 Roanoke, Virginia NAME TITLE LOCALITY/AGENCY/FIRM ADDRESS STATE & ZIP CITY Spouse Attending? YES N0_ Spouse's Name (if attending) Guest Attending? YES N0_ Name(s) Please circle appropriate registration amount: MEMBER $110 NON-MEMBER $120 GUEST/ SPOUSE* $45 SUNDAY ONLY—includes all Sunday activities $ 30 $ 40 $15 MONDAY ONLY—includes all Monday activities except ticketed events listed below $40 $50 $15 TUESDAY ONLY—includes all Tuesday activities except ticketed events listed below $ 55 $ 65 $25 PACKAGE REGISTRATION—includes activities for Sunday, Monday and Tuesday except ticl<eted events listed below TICKETED EVENTS ICMA Luncheon (Monday) WILG Luncheon (Monday) Prayer Breakfast (Tuesday) $13 $13 $ 7 *Some guest activities may require an additional fee. TOTAL REGISTRATION FEES DUE: We cannot bill for registration fees. Please return completed form and check made payable to Virginia Municipal League to VML, P.O. Box 12203, Richmond, VA 23241. DEADLINE FOR REGISTRATION REFUNDS IS SEPTEMBER 12. NO REFUNDS WILL BE GIVEN AFTER THIS DATE. �1985 VML Conference Sept. 2 2 - 2 4 Roanoke The 80th Annual VML Conference offers you the opportunity to: * * * * * * Meet with local officials from across the commonwealth See state-of-the-art products and services Attend conference workshops on issues and problems facing local governments Participate in the election of VML officers and the adoption of the VML Policy Statement and Legislative Platform Enjoy the excitement of Roanoke's Center in the Square and Market Square Celebrate with the winners of the coveted VML achievement awards At Conference Workshops you will learn all about: Money, money, money—what local government isn't concerned about money? At the conference you can hear the most recent news from Washington on the federal budget and federal tax reform. If you're interested in the news from Richmond, sessions on education and highway financing will satisfy your curiosities. Workshops on the Fire Program Fund and local excise taxes round out the sessions on finance and budget issues. Guarding your future—The local government insurance market has gone haywire. Learn how the VML group insurance programs can help you through the crisis. Be brought up to date on the developments in liability issues and hear the pros and cons of including local governments in the Virginia Tort Claims Act. Managing your resources—Hear how productivity analysis units can stretch those scarce government resources. Explore the lines of demarcation between the roles of the council and manager. Profit by learning how the private sector uses customer relations to improve its image and involve its employees in its work. Protecting your environment—Hear how the implementation of the 1984 hazardous waste disposal amendments will affect local governments. Find out the results on the Virginia Water Study Commission's long-term study on water resources in the commonwealth. Local governments as part of the federal system—Prepare for the future through discussions of issues pending at the federal level and destined to be at the forefront of the 1986 session of the Virginia General Assembly. Get the latest word on how governments can adapt to Garcia v. San Antonino, the U.S. Supreme Court decision bringing local government under the full coverage of the Fair labor Standards Act. Conference Headquarters . . . The Hotel from downtown. Additional Marriott, Holiday Inn Civic Roanoke, just a stone's throw rooms are available at the Sheraton Airport Inn, Center, Holiday Inn Airport and Holiday Inn South. Exhibits . . . State-of-the-art Tuesday. Continental breakfast Registration . . . Use the products and services on view Sunday through in the exhibit area Monday and Tuesday. form opposite. �VMVs Policy COMMUNITY AND ECONOMIC DEVELOPMENT POLICY COMMITTEE Chairperson W i l l i a m F. B r o w n Board Member J a m e s City C o u n t y 1 1 2 T u t t e r ' s Necl< W i l l i a m s b u r g , V i r g i n i a 23187 F. H. Moore Jr., Mayor. Abingdon Voia Lawson, Acting Manager, Alexandria John E. Black, Council Member, Appalachia W. R. Britton, Manager, Appomattox Ellen Bozman, Board Member, Arlington R, M. Chandler. Council Member. Blacksburg E. F. Talbert Jr., Manager, Brookneal John W. Butt, Council Member, Chesapeake James Rein, Deputy Manager, Chesapeake John E. Brockwell Jr., Vice Mayor. Colonial Heights David A. Martin, Council Member. Culpeper Gerald K. Monger. Superintendent, Elkton Frank T. Lee II, Council Member, Emporia James M. Scott. Board Member. Fairtax County Glenn L. White, Council Member, Fairfax Carlton H, Lafoon, Council Member, Farmville Raymond R. Decatur, Fredericksburg W. Sidney Armstrong, Council Member, Fredericksburg John K. Marlow, Mayor, Front Royal W. Harold Snead, Manager, Galax Ernest W. Duncan, Council Member. Gordonsville Baxter E. Simmons. Council Member, Hampton Thomas H. Robinson II. Council Member. Harrisonburg John B. McKenney Jr.. Board Member. Henrico County Milton Martin, Planner, Hopewell Charles Williams, Council Member, Leesburg Thomas O. Doyle. Council Member, Lynchburg Dorothy Bello, Council Member, Manassas Park Alfred T, Groden, Council Member, Martinsville Jessie M. Rattley, Council Member, Newport News Robert E. Summers. Council Member. Norfolk E. W. Ward. Assistant Manager, Norton B, David Canada, Planning/Comm. Dev. Director. Petersburg R. Gordon Cox. Council Member. Poquoson Morton V. Whitlow. Council Member, Portsmouth Kathleen K. Seefeidt, Supervisor, Prince William County James R. Neighbors. Vice Mayor, Pulaski James O. Trout. Council Member. Roanoke Alexander M. Brown. Council Member. Salem David F. Craig, Vice Mayor. Staunton Ronald O. Hart. Vice Mayor. Suffolk George E. Lovelace. Council Member. Vienna George W. Nester, Manager, Vinton Robert E. Fentress. Council Member, Virginia Beach Robert C. Walker, Mayor, Williamsburg Beverly Collins, Project Administrator, Wise VML Staff—Jim Campbell EDUCATION POLICY COMMITTEE Chairperson A l l e n Griffith Council Member 10455 A r m s t r o n g Street Fairfax, V i r g i n i a 22030 Brad Hammer. Deputy Manager. Alexandria James Clark, Mayor, Appalachia Jack A. Gross, Manager, Bedford Ron Wagner, Council Member, Brookneal Dr. Mary Alice Gunfer, Council Member. Charlottesville Walter Cartwright Jr.. Council Member. Chesapeake James Rein. Deputy Manager. Chesapeake George R. Goode Sr., Mayor, Clifton Forge Dr. James B. McNeer. Council Member. Colonial Heights Mary J. Glass. Council Member. Culpeper Julia J. Jones. Council Member. Emporia James P. McDonald, Deputy Executive, Fairfax County William B. Wall, Council Member, Farmville Ralph A. Hicks Jr.. Fredericksburg John T. Hopkins. Council Member. Fredericksburg Michael W. Kitts. Council Member, Front Royal Joe Steffen, Council Member. Galax Committees Dennis G. Baugh, Vice Mayor. Gordonsville Brenda P. Wharton. Council Member. Hampton Elizabeth Walker. Assistant to Manager. Hampton Dr. Charles L. Shank. Council Member. Harrisonburg William S. Dewhirst, Associate Manager, Henrico County Perry M. DePue. Board Member. James City County William M. Phillips, City Attorney, Lynchburg Dorothy Bello, Council Member, Manassas Park Eliza H. Severt. Vice Mayor. Martinsville Robert Williams, Manager, Newport News Dr. John H. Foster. Council Member, Norfolk Albert S. Armentrout, Superintendent, Norton City Schools Beverly Brewer, Assistant Manager, Petersburg L. Harold Quinn Jr., Council Member, Poquoson Patrick J. Coffield, Assistant Manager, Portsmouth John D. Jenkins. Supervisor, Prince William County John A. Johnston. Council Member. Pulaski Elizabeth Bowles, Council Member, Roanoke James R. Cooke Jr.. Council Member, Staunton Dr. W. H. Higinbotham, Council Member. Suffolk Rodger W. Seeman. Council Member. Vienna Roy G. McCarty. Council Member, Vinton Harold Heischober, Mayor, Virginia Beach VML Staff—Ellen Posivach EFFECTIVE GOVERNMENT POLICY COMMITTEE Chairperson J o s e p h A. Leafe Mayor 1109 City Hall B u i l d i n g V i r g i n i a Qeach, V i r g i n i a 23456 G. M. Newman. Manager, Abingdon Henry Howard, Management/Budget Director. Alexandria E. E. Brooks. Manager. Appalachia Ronald C. Spiggle, Mayor, Appomattox Elizabeth Gawron, Assistant to Manager. Arlington David Reynal, Manager, Ashland Richard Kaufman, Attorney, Blacksburg Carolyn M. Lusardi, Mayor. Brookneal Francis L. Buck. Mayor, Charlottesville Don Scalf, Manager, Chesapeake Sidney M. Oman. Council Member. Chesapeake Joe B. Hornbarger. Mayor. Christiansburg Herbie L. King, Council Member. Clifton Forge Terry L. Gibson, Manager, Coeburn Wayne DIRosario, Mayor, Colonial Beach Ernest E. Payne. Council Member. Colonial Heights Waller P. Jones. Council Member. Culpeper Nancy B. Squire. Council Member, Emporia Martha Pennine, Board Vice Chair, Fairfax County Edward A. Wyatt. Manager. Fairfax Harvey S, Whitaker. Council Member, Farmville George M. VanSant, Council Member, Fredericksburg Albert G. Ruff Jr.. Vice Mayor. Front Royal David Martin. Council Member. Galax James T. Todd. Council Member. Gordonsville Charles A. Wornom. Council Member. Hampton Dr. Walter F. Green III. Mayor. Harrisonburg Anthony P. Mehfoud. Board Member. Henrico County Clinton H. Strong. Manager. Hopewell Jack D. Edwards. Board Member. James City County Jeffrey H. Minor. Manager. Leesburg Clara M. Broyles. Council Member. Luray Jimmie B. Bryan. Mayor. Lynchburg Robert Maitland. Mayor. Manassas Park L. D. Oakes. Vice Mayor. Martinsville Margaret Keator. Council Member. Newport News Philip E. Trapani. Attorney. Norfolk Kenneth Asbury, Attorney, Norton Richard M. Brown, Manager. Petersburg Benjamin M. Hahn. Attorney. Poquoson Gloria O. Webb. Vice Mayor, Portsmouth John Proctor. Management Budget Director. Pnnce William County Connie Bawcum, Finance Director, Prince William County Robert N. Glenn. Council Member. Pulaski Sidney A. Glower, Administrator. Pulaski County Wilburn C. Dibling Jr.. Attorney. Roanoke William J. Paxton Jr. Manager. Salem Peter Huber. Manager. Saltville Richard D. Robertson. Council Member. Staunton �Harold J . Kidd, Council Member, Suffolk Charles R. Hill, Mayor, Vinton R e b a S . McClanan, Vice Mayor, Virginia B e a c h Gilbert Granger, Council Member, Williamsburg S i m Ewing, Manager, W i s e Carl E . Stark, Mayor, Wytheville VML Staff—Ellen P o s i v a c h Jim Campbell ENVIRONMENTAL QUALITY P O L I C Y COMMITTEE Chairperson Meyera Oberndorf Council IMember 5404 Challendon Drive Virginia B e a c h , Virginia 23462 Robert M. Howard, Council Member, Abingdon R o s e Boyd, Assistant Manager. Alexandria J o h n Newell. Council Member, Ashland J a m e s W. Bland, Vice Mayor, Blacksburg Elizabeth G l e a s o n , Council Member, Charlottesville Leroy C . Silver III, Assistant Manager, C h e s a p e a k e Cecil Y . J e n k i n s , Council Member, C h e s a p e a k e J o h n E . Brockwell J r . , Vice Mayor, Colonial Heights Gary J . Mocarski, Council Member, Culpeper H. L e e Townsend III, Council Member, Emporia Audrey Moore, Board Member, Fairfax County Mary Ellen Munoz, Council Member, Farmville Gordon Shelton, Council Member, Fredericksburg Edwin L, Pomeroy, Council Member, Front Royal John Lemons, Vice Mayor, G a l a x Hunter L. W. Allman, Council Member, Gordonsville Alan R. V a n a s s e , Council Member, Hampton J o h n E . Driver. Assistant Manager, Harhsonburg Anthony C . Mehfoud. Board Member, Henrico County C . R a y E d w a r d s , Vice Mayor, Hopewell Wayland B a s s , Public Works Director, J a m e s City County Julian R. A d a m s , Council Member, Lynchburg Robert Maitland, Mayor, M a n a s s a s Park Randy W. Hildebrandt, Assistant Manager. Newport News Dr. Mason C . Andrews. Council Member. Norfolk Charles R. Brown. Manager. Norton M. Guthrie Smith, Public Works Director, Petersburg Gordon C . Helsel J r . , Council Member. Poquoson V. W a y n e Orton. Assistant Manager. Portsmouth Edwin C . King. Board Supervisor. Prince William County Mary Lou Copenhaver. Council Member. Pulaski Randolph M. Smith. Assistant Manager. S a l e m T h o m a s W. Altizer. Council Member. Staunton E. W a y n e Rountree. Public Works Director. Suffolk J a c k L. Shelton. Council Member. Vinton Barbara Henley. Council Member. Virginia B e a c h Stephen Harris. Council Member. Williamsburg Glenn Craft. Mayor, W i s e VML Staff—Jim Campbell Robert Feild HUMAN D E V E L O P M E N T P O L I C Y C O M M I T T E E Chairperson Robert G. J o n e s Council Member 1361 S t e p h e n s R o a d V i r g i n i a B e a c h , V i r g i n i a 23454 Maxine C . Hilton, Council Member, Abingdon Gary Cyphers. Assistant Manager for Human S e r v i c e s . Alexandria Gary B u s h . Council Member. Appalachia E . G . Hall. Council Member, Charlottesville Cecil Y . J e n k i n s . Council Member. C h e s a p e a k e Leroy C.Silver III, Assistant Manager, C h e s a p e a k e John T . Wood, Council Member, Colonial Heights Richard M. Rosenberg, Mayor, Culpeper J . Henry E v a n s J r . , Council Member, Emporia T. Farrell E g g e , Board Member, Fairfax County Robert F. Lederer J r . . Council Member. Fairfax Carl Eggleston. Council Member. Farmville Vernon T . MacTurk. Finance Director. Front Royal Anne Vaughan, Council Member. G a l a x Maurice Hiner. Council Member, Gordonsville Sonja Bible, Social S e r v i c e s Superintendent, Harrisonburg L. R a y Shadwell J r . , Board Chairman, Henrico County Hilda M. T r a i n a , Mayor, Hopewell Anthony Conyers, Community S e r v i c e s Director, J a m e s City County M. W. Thornhill J r . , Vice Mayor, Lynchburg Patsy Cundiff, Human S e r v i c e s Director, Lynchburg Donald Tickner, Council Member, M a n a s s a s Park Aubrey H. Fitzgerald. Council Member. Newport News Elizabeth Howell, Council Member, Norfolk Breck Daughtrey, Deputy Clerk, Norfolk William L. Stokes. Social S e r v i c e s Director. Norton Bob Reitmeier. Social S e r v i c e s Director. Petersburg H. Gray Forrest. Council Member, Poquoson Ben A. B e a m e r Sr.. Council Member, Portsmouth Ricardo Perez. Social S e r v i c e s Director. Prince William County C. E . Boyd J r . . Council Member. Pulaski J a m e s G . Harvey II. Vice Mayor. Roanoke R. G e n e McCombs. Manager, Staunton Curtis R. Milteer. Council Member. Suffolk Robert W. Robinson, Council Member, Vienna J a m e s Reynolds, Vice Mayor, Vinton Mary L. Darling. Vice Mayor. Williamsburg VML Staff—Mary J o Fields P U B L I C S A F E T Y P O L I C Y COMMITTEE Chairperson Frances Parsons Council Member 300 South Main Street B l a c k s b u r g , Virginia 24060 J o e T . Phipps, Vice Mayor. Abingdon Michele E v a n s , Assistant Manager, Alexandria Arthur Dickenson, Council Member, Appalachia John Wolford, Chief of Police, Ashland Donald L. C a r e y . Chief of Police. Blacksburg Cole Hendrix. Manager. Charlottesville John W. Keffer. Council Member. C h e s a p e a k e J a m e s Rein, Deputy Manager. C h e s a p e a k e Norman W. Rice, Vice Mayor. Clifton Forge W a y n e DiRosario. Mayor. Colonial B e a c h Robert E . Taylor. Manager. Colonial Heights Roy F. J a m i s o n . Council Member. Culpeper Bill B. Holt. Council Member. Elkton George B. Ligon. Council Member, Emporia J o s e p h Alexander, Board Member, Fairfax County Harold E . Dailey. Fire Chief. Fairfax John Osborn. Council Member, Farmville Milton J . Robertson. Chief of Police. Front Royal Glenn Wilson. Mayor. Galax Robert M. Holloway. Chief of Police. Gordonsville T. Melvin Butler. Council Member. Hampton Richard W. Presgrave, Chief of Police, Harrisonburg John A. Waldrop J r . . Board Vice Chairman, Henrico County Robert Broyles, Chief of Police, Hopewell Robert C . Key, Chief of Police, J a m e s City County J e s s e C . Carter, Chief of Police, Kenbridge E . N. Doyle. Mayor. Lawrenceville Stephen F. Owen. Assistant to Manager. Leesburg Jerry M. Shiro, Manager. Luray W. W a y n e Taylor, Council Member, Luray John A. McCormick, Council Member, Lynchburg Wilbur Hudson, Public Safety Director, M a n a s s a s Park William Mitchell, Assistant Manager, Newport News Claude J . Staylor J r . . Council Member, Norfolk S a m A. Mongle, Chief of Police, Norton Lawrence R. Nowery, Chief of Police, Petersburg John T . White. Chief of Police, Poquoson J . Robert G r a y . Council Member, Portsmouth George T . O w e n s . Chief of Police. Prince William County J a m e s M. Neblett. Council Member. Pulaski Harry T . R a s k i n s . Chief of Police, S a l e m Hugh B. Sproul III, Mayor, Staunton Gilbert F. J a c k s o n . Chief of Police. Suffolk Major Donald Harper. Chief of Police. Vienna Robert R. Altice. Council Member. Vinton Nancy C r e e c h . Council Member. Virginia B e a c h J o h n Hodges. Council Member, Williamsburg Ron Dixon, Chief of Police, W i s e T h o m a s A. Bralley J r . . Vice Mayor. Wytheville VML Staff—Robert Feild T R A N S P O R T A T I O N P O L I C Y COMMITTEE Chairperson George M. VanSant Council Member 1407 Washington A v e n u e Fredericksburg, Virginia 24401 H. L. C o o m e s . Council Member. Abingdon Ronald C . Spiggle, Mayor, Appomattox A. T . Leighton J r . . Council Member. Blacksburg -continued, next page �Wage and Hour Consultants, Inc. Management Consultants for "Public A g e n c y " Compliance w i t h t h e Fair Labor Standards Act. A decade of experience on: • W h o is covered • How to pay employees We can design for you a cost-efficient pay program for: • Fire Protection Activities • Law Enforcement Activities • Special Situations For Information Call (703) 524-2660 or Write 1401 Wilson Blvd., Suite 101 Arlington, Va. 22209 Gary O'Connell, Assistant Manager, Charlottesville Cecil Y. Jenkins, Council Member, Chesapeake James Rein, Deputy Manager, Chesapeake John E. Lemley, Manager, Christiansburg M. S. Koethcke, Council Member, Clifton Forge J. Keith Beazley, Council Member, Colonial Heights Charles E, Kent, Assistant Engineer, Culpeper Julian P, Mitchell. Council Member, Emporia Joseph Alexander. Board Member. Fairfax County Gene P. Moore. Council Member. Fairfax Sydnor C. Newman Jr.. Council Member, Farmville Peter R. Kolakowski, Manager. Fredericksburg Eugene R, Tewalt, Engineer, Front Royal Dr. Van McCarter. Council Member, Galax L. L. Coiner Jr., Council Member. Gordonsville James L. O'Sullivan. Executive Director. PENTRAN Elon W. Rhodes. Council Member, Harrisonburg David A. Kaechele. Board Member, Henrico County F. E. Hughes Jr.. Engineering Director, Hopewell Victoria Gussman, Planning Development Director. James City County Thomas A. Mason. Engineering Director. Leesburg Joseph F. Freeman. Council Member, Lynchburg William R. Wren. Council Member. Manassas Park Clyde L. Williams. Council Member. Martinsville Jerome W. Hogge, Council Member, Newport News Reverend Joseph N. Green Jr., Vice Mayor. Norfolk Ronald Peaks, Engineer. Norton John Sinkiewicz, TraffiC'Transportation Director, Petersburg William T. Watkins Jr., Council Member, Poquoson J. Robert Gray. Council Member, Portsmouth G. Richard Pfitzner. Supervisor, Prince William County Glen K. Aust, Council Member, Pulaski Elizabeth T. Bowles, Council Member, Roanoke John D. Abbott. Engineer. Salem John A, Clem III. Council Member. Staunton Andrew B. Damiani. Mayor. Suffolk Vincent J. Olson. Council Member, Vienna Dr. J. Henry McCoy Jr.. Council Member, Virginia Beach Frank Force, Manager. Williamsburg James H. Blount Jr., Manager, Woodstock Thomas A. Bralley Jr., Vice Mayor, Wytheville V M L S t a f f — R o b e r t Feild Ellen P o s i v a c h Virginia Municipal Group Insurance Association A program designed to control your Workers' Compensation Costs. > O Q O H < CD DC > 10 $4*6 million in dividends returned For more information contact; Marf^aret A . Nichols, Administrator Virginia Municipal Group Self Insurance Association P . O . Box 12203 R i c h m o n d , Virginia 23241 (804) 649-8471 �The Municipal Insurance Market Highs and Lows B y Margaret A. Nichols Hardly a day has passed at VML in the past three months that we have not received numerous phone calls from local governments relating experiences concerning the renewal of insurance coverages. Virginia localities are faced with significant increases in premiums, reduced limits of coverage, non-renewal of policies and midterm cancellations. Some coverages vital to the existence of local governments such a s pollution liability are not available at any price. Many larger municipalities have full time risk managers who are in constant communication with the insurance marketplace and prepare their localities, at least initially, for the shock of market change. Unfortunately a great many municipalities rely solely on local insurance agents to handle their insurance needs. Because of this relationship, localities have not been aware until the "last minute" that they were facing a problem. The problem is specifically a "hard" insurance marketplace. For the last five years localities have been in a "soft" insurance marketplace. By "soft" we mean a buyer's market. Localities could purchase the coverages they needed, with the limits they wanted and at a price they could afford. T h i s situation no longer exists. S e v e r a l factors have c a u s e d this drastic change from a "soft" to a "hard" or sellers' marketplace. Insurance companies income is derived from investment earnings and underwriting profit. When interest rates rose to higher levels i n s u r a n c e c o m p a n i e s r e l a x e d their unden/vriting guidelines to allow more premium to flow into the company for investment. T h e increased investment earnings were intended to offset the reduced underwriting gains. When interest rates declined and losses inc r e a s e d , insurance companies were faced with losses greater than investment earnings and underwriting profits. The premium increases now being experienced are the results of the insurance industry's adjustment of reduced p r e m i u m s immediately rather than gradually. Another factor responsible for the recent change in the marketplace is the availability of reinsurance. Reinsurance c o m p a n i e s insure primary insurers against excessive losses or liability, allowing primary carriers to spread their risk of e x c e s s i v e losses. Reinsurers using the s a m e strategy a s primary car- riers look to investment earnings to offset undenwriting losses. Another factor contributing to the hard i n s u r a n c e market Is the increasing number and severity of lawsuits against municipalities, public officials and law enforcement officers. This experience is a p p l i e d a c r o s s the b o a r d to m u nicipalities with little regard to actual loss experience in Virginia. No longer able to depend on sovereign immunity which shielded Virginia localities in the past, municipalities are viewed by the insurance carriers a s high risk. Additionally and finally insurance carriers follow a procedure called " c l a s s " underwriting. Since municipalities unfortunately fall into that class not traditionally viewed a s good or low risk, they are one of the first to be eliminated when the market hardens. Municipalities and their risk managers have little influence to change the status of the insurance marketplace. Nevertheless, it remains the responsibility of the risk manager to ensure that the necessary measures are taken to protect the locality from possible loss. There are several steps that will make your encounter with the insurance marketplace progress more smoothly. START YOUR RENEWAL P R O C E S S E A R L Y — T h i r t y to sixty days w a s plenty of time to renew your coverages in the soft market. Now a minimum of 90 to 120 days is a must to ensure that your agent or consultant has ample time to find the coverages you need. When bidding, set the bid date at least two weeks before renewal to allow time to review bids and handle emergencies. You may also want to increase your cancellation clause from 30 days to 60 days or 90 days to avoid last minute notification from the insurer. DEVELOP ACCURATE SPECIFICAT I O N S — Y o u r specifications should be well prepared, easy to understand and allow options s u c h a s s e v e r a l deductibles and limits when possible. Be sure to include accurate loss expehence as this plays a major role in premium. C H E C K T H E FINANCIAL S E C U R I T Y O F T H E C A R R I E R S — L o c a l government's greatest potential for loss is in law enforcement and public official liability. Such claims are usually long tailed, that is, they may not be reported for two or three years and then not settled for another three to five years. You will want to make sure the company from which you purchased the coverage will be around to pay those claims. REVIEW YOUR COVERAGES — Consider retaining those predictable, affordable losses that can be financed out of the operating fund. Use insurance to cover those larger risks that could result in catastrophic losses. U S E COMPETITIVE NEGOTIATIONS R A T H E R THAN S E A L E D B I D S W H E N P O S S I B L E — T h i s is not the year to bring in a consultant or bid insurance if you can avoid it. You may be shocked that few or no bidders show up. In addition to increased premiums, you will have the added cost of the consultant. If you must bid your insurance, the competitive negotiation process allows you more flexibility in negotiating your coverages, limits and premium. I N C R A S E Y O U R I N S U R A N C E BUDG E T — M a n y localities increased their insurance budgets by the 10 percent to 30 percent increases they anticipated. We are seeing increases as high as 300 percent! Hopefully, this will not be the case for the majority of localities, but a sufficient budget amount can help the risk manager to put together the best insurance program possible. DEVELOP LOSS CONTROL PROG R A M S — A n important method to control municipal insurance costs is an effective loss control program. The lower your risks, the lower your premiums. This is especially true in a "soft" market. During a "hard" market, insurance carr i e r s look more f a v o r a b l y on municipalities which have effective loss control programs. A major advantage in loss control programs is that they can be instituted with little or no money and increased annually until you have a full scale loss control program. Your program can be started with: — establishment of personnel policies instituting proper employment and termination procedures, — municipal vehicle inspection program, — defensive dhving courses for municipal employees, and — property safety inspections C O N T A C T T H E VIRGINIA MUNICIPAL L E A G U E — V M L began offering an alllines property, casualty insurance program on July 1, 1984. We are currently insuring over 40 localities that in most instances could not find any other market to quote on their business. The program is a fully insured product offering comprehensive liability and property coverages. -continued, O Q Z < o h- < z CD DC > page 17 11 �Energy Management Systems For Our Schools By Richard o Q < •z. < z o > 12 B. Fisher, AIA In less than a year the Installation of computerized energy management syst e m s in t w o S o u t h a m p t o n C o u n t y schools has resulted in a 30 percent to 35 percent reduction in energy use, according to William F. Grizzard Jr., director of auxiliary services for the county's public schools. Southampton County is among a number of Virginia public school systems now able to meet their goals of reduced energy cost through the use of third-party financed, insured funding programs permitting no-risk leasing of energy conservation services and equipment. Like officials in many other school systems, Southampton County's school officials had been working for some time to determine methods of lowering exorbitant energy expenditures which were draining a large portion of the system's budget. Close to 5 percent of the budget, or more than $320,000 in 1983, had been allocated for heating and lighting the nearly 30-year-old high school, the middle school originally built in the 1940s and five elementary schools. At a school board meeting in October 1983, a Richmond electrical contractor presented a concept for energy conservation systems in the high school and middle school that guaranteed a savings of more than $46,000 a year in heating and lighting costs, or 14 percent of the total energy budget. As one of the greatest obstacles to the county's search for an energy-efficient system had been the lack of funding sources, the school board was pleased to learn implementation of the systems, estimated to cost a total of $170,000, could be funded by developing a no-risk insured contract with a leasing firm. This firm would arrange financing for the equipment and services through private investment sources and would organize the contractor and the architectural/ englneehng firm. The funding program would not involve public funds, and insurance guaranteed that monthly energy savings would be as great or greater than payments for the system. School Board Superintendent J. W. Harville felt the no-risk program was "something we can't let pass by" and led the board in its unanimous decision to become one of the first public school systems in Virginia to take advantage of the third-party-financed funding opportunity. The anticipated annual savings of $46,652 for the two schools in Southampton County is now likely to be surpassed, and positive reception to the program's success has resulted in the recent approval of Phase II. For Phase II the county has hired the leasing company that managed the original contract, the electrical contractor and the architectural/engineering firm to design and implement energy conservation systems in all of the county's elementary schools. The project will involve replacement of boilers in three of the schools and is estimated to save $252,000 in energy costs during a fiveyear period. No-Risk Funding Energy conservation systems such as those implemented in Southampton County can enable municipalities to realize, often immediately, cost savings greater than monthly funding payments. Systems are usually paid for within five years and are expected to last 20 to 25 years. Investments are paid back out of monies saved by reduced energy consumption resulting from the installed equipment which is monitored by the designer and builder. Savings are calculated on a basis determined by historic energy consumption patterns of heating and cooling degrees during a set period for the facility concerned, with current energy unit costs applied to determine dollar values. Savings are estimated prior to installation of the equipment and become the basis of the funding contract. Energy calculations and estimated savings are examined by an engineering review board established by the insurance underwriter. The board requires an architectural/engineering firm to be involved as the system's designer for projects costing more than $100,000 to implement. Following the board's approval of the program, the energy savings included in the contract are insured for payment by the insurance underwriter. Should the monthly funding payment be higher than the savings, the insurance company pays the difference. Computerized Energy IVIanagement While the availability of the funding resource was a significant attraction in plans for Southampton County's first energy efficiency projects, the success of the systems themselves is now the focus of pleased county officials and is drawing the attention of municipal officials throughout the state. Implemented measures at the county's two schools included the installation of fluorescent lighting, regulated lighting schedules, heating sequence control, tamper-proof thermostats and pipe insulation. Boilers were checked for efficiency, and temperature valves were installed as necessary on radiators. System development followed an extensive study of existing conditions and requirements including traffic patterns, lighting, heating and cooling needs and general operational concerns. A small computerized controller is the centerpiece in each of the new systems, and associated printers provide details of energy use and adherence to regulated schedules throughout the system. Detailed operation manuals were dev e l o p e d by the c o n t r a c t o r for the schools' maintenance staff, and the contract includes extensive training and service. "Prior to installation of the systems, we had a lot of trouble with individual thermostats," states Grizzard. "Trying to regulate temperature controls in the schools was very difficult. Now we have much better control of the range of temperatures." Grizzard adds that while there were skeptics within the county at first, the system has since proven itself to be a "no-loss situation." Other Virginia public school systems and municipalities also have begun to take advantage of third-party funding programs for energy efficiency systems. In its high school, junior high school and one primary school, the Buckingham County school system adopted conservation measures similar to those in Southampton County, and savings were realized within the first quarter. Energy costs were estimated to have been reduced by more than $5,500, or 20 percent, from October 1984 through December 1984. "The savings were more than enough to cover the funding payment," cites School Superintendent Mercer Kay, who points to continued significant savings since December. Modifications at the three schools focused on reducing wattage in the lighting by as much as 40 percent through replacing incandescent light fixtures with fluorescent fixtures, regulating lighting sequences and installing air distribution systems in the gymnasiums. "We've been very pleased with the program," states Kay. "The improved lighting is not only energy efficient, it has substantially improved lighting in the -continued, page 14 �INSURED ENERGY CONSERVATION We are pleased to provide services for the implementation of energy conservation measures in facilities owned either publicly or privately. Engineering and installation services for these energy conservation measures are provided by our group. The leasing company paying for all services with private funds. The Owner pays the leasing company for these services out of saving from its current energy expenditure budget. These energy conservation savings are insured for payment by a national insurance undenwriter. For more information call (804) 282-0462 Dewberry & Davis Engineers Architects Planners Surveyors HILL ELECTRICAL, INC. D E L T A L E A S I N G COMPANY �Energy, from page 12 work a r e a s throughout the schools. We're now looking at improving the quality of outdoor lighting a s well. Examining the Marketplace Frustration regarding mounting energy expenditures, which added up to nearly $80 million for public schools in 1984, has inspired officials throughout the state to examine the potential advantages of implementing energy conservation measures within the buildings in their areas. A seminar focusing on financing such energy efficiency projects w a s held in Richmond last December and attracted more than 100 participants including local government administrators and public school officials. Sponsored by Virginia's Department of Mines, Minerals and Energy, Division of Energy, the seminar was held in response to many officials who had, according to organizer Mary Lynne Bailey, "expressed an interest in meeting energy conservation goals, but stressed not having the funds to begin. Thirdparty financing is one option, and we thought the school systems may not have been aware of this." A session on "Virginia Experiences with Innovative Financing" included a discussion of Southampton County's success story by J . W. Harville. Bailey adds that the seminar presentations included "what to look for and what to avoid" in implementing and financing large-scale energy management systems. "There is a danger in having a contractor install a computer and then not take part in the follow-up training and service," she states. "It is necessary to retain a company that is willing to continue service after installing the product and willing to train your employees to operate the system properly." Stephen Walz, energy conservation supervisor with the Division of Energy, also emphasizes the need to "examine the marketplace and the many options within this type of system implementation." He points to the many different contract considerations such a s how maintenance will be affected, how service will be worked into the contract, exactly what kinds of guarantees companies offer and how energy escalation rates will be used a s bases for comparison. "Look at the individuals behind the contracting companies," he adds, "and examine both their reputations and their stability. T h e s e contracts last several years." Walz points out that the third-party- financed funding opportunity is " a good option for school systems to look into when the capital affording this opportunity cannot otherwise be raised." He stresses that beyond the savings, the installation of energy management systems is also frequently an opportunity to upgrade existing equipment. "We're willing to work with any school system that wants to look into this." Walz adds, "There are other alternatives, but this can work well for many public systems." "We certainly would not have been able to implement any of these energy management systems without the availability of the leasing program," states Mercer Kay. His comments are echoed by William Grizzard, who says that "the guaranteed savings is a key point—its insurability. Without this opportunity, we would have had to proceed on a very small basis. It would have taken a long time to realize savings." About the Author Richard B. Fisher, AIA, is with Dewberry & Davis, an architectural/engineering firm based in Fairfax with offices in Richmond, Danville, fJlarion and Woodbhdge. He is project designer for the Phase II implementation of energy conservation systems in the Southampton County schools and works in the Richmond office. LAW AND ORDINANCE CODIFICATION SERVICES Research - Revision - Publication Loose-leaf Supplement Service > O Q ;RAL ISHERS O I- < o 72 H I N C H E Y > ROCHESTER, 716/328-1810 14 S ROAD NEW YORK 14624 �Piofessional Directory H 5 M M HAYES, SEAY, I Southern MATTERN AND MATTERN Architects • Engineers • Planners HARLAND BARTHOLOMKW & ASSOCIATES, INC. I ' L A N N l N t i • I.ANDSC Ai'f- AKC HE IH I I'KI- • l - N C J l N F t K l N t i Serving local (.OMMUNl [ Y D t V t L O I ' M K N r CONSLiLriNG governments Southern Engineering C o m p a n y oi V i r g i n i a OFFICES P O Box Atlanta, Georgia N. V i r g i n i a PHONHH()4 SCS R U B A C K A S S O C I A T E S , INC MEDFIELD PROFESSIONAL BUILDING 5 NORTH MEADOW ROAD MEDFIELD. 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New Jersey Drive T03-tt2-7700 Residential, C o n i m e r c i a l & I n d u s t r i a l Solid Waste Highways Planning Consulting Engineers 22030 PARSONS BRiNCKERHOFF Surveyors R. STUART ROYER & ASSOCIATES, INC. 2500 Waco Street • Richmond, Virginia 23229 804-282-7657 " Inc. RFAX, VIRGINIA VA OONNB' " SCIENTISTI Wastes Hurt & Proffitt, Inc. PLANNERS BUCK, S E I F E R T & J O S T , • & (J'j^lara, 11211 W/APLES M I L L F 1933 F o r t A v e . L y n c h b u r g , V A 2 4 5 0 1 - • PLANNERS PHOTOGRAMMETRISTS E N G I N E E R S , P L A N N E R S Subdivisions. R o a d . Dams. A i r p o r t s 9WmXSW • 599-5511 WASTEWATER TREATMENT SYSTEMS • ENVIRONMENTAL STUDIES MUNICIPAL FACILITIES • WATERFRONT FACILITIES WATER S SEWER SYSTEMS • TRANSPORTATION Water Systems Wastewater Systems Storm Drainage FAIRFAX Fairlax Professional Building Suite 7 3545 Chain Bridge Road Fairfax. VA 22030 (703) 385-0200 SURVEYORS CORPORATION ARCHITECTS + ENGINEERS • ENGINEERS AND P L A N N E R S N O R F O L K P.O. 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V irtiinia 2,^219 30367-8301 (404) 3S2-920O Tidewater 343-6971 41)0 I - a s t M a i n S t r e e t 1 8 0 0 P e a c h t r e e Street, N W Roanoke 13446 R o a n o k e , VA 24034 (703) IN 301/986-88B0 15 �RALPH WHITEHEAD & ASSOCIATES w Consulting Consulting Engineers • BniENGGERE Engineers Environmental Laboratories Industrial and Municipal E N G I N E E R S , INC. 1531 N o r t t i Syracuse, NY (315) 451-4700 1936 East Seventh Street P. O. Box 35624 C h a r l o t t e , N o r t h C a r o l i n a 28235 704-372-1885 OLVER BRIDGES • HIQHWAVS • RAILROADS • RAIL & BUS TRANSIT • AIRPORTS BRANCH OFFICES Mam Street B l a c k s b u r g . Virginia (70.3) 24060 Nine regional offices serving tfie 552-5548 INCORPORATLD 6924 Lakeside Ave.. Richmond, VA 23228 3300 NE Expressway, Atlanta. G A 30341 1314 Lincoln Slroot. C o l u m b i a . S C 2 9 2 0 1 Norttieast, Soutfi, Mid-Atlantic (804) 262-6548 (404] 452-0797 (803) 256-3590 Dames & Moore Water S u p p l y and P o l l u t i o n C o n t r o l S o l i d a n d H a z a r d o u s Waste M a n a g e m e n t and Midwest. Finkbeiner, Pettis & Strout, Limited VIRGINIA MANAGEMENT ENGINEERING MANAGEMENT CONSULTANTS SERVICES Environmental Impact Studies W a t e r Resources M a n a g e m e n t Consulting Engineers Energy Studies • Soils a n d F o u n d a t i o n •iiyin A v e n u e • Engineeriny 2301 W e s t M e a d o w v i e w Bethesdii, Maryland 20814 (301) 6 5 2 - 2 2 1 5 Toledo, Akron & Cleveland, COST C O N T A I N M E N T • Also Offices In: 2740/ (919) 2 9 2 - 2 2 7 1 • PRODUCTIVITY CartDoratlon O f f e r i n g a f u l l r a n g e of p r o f e s s i o n a l for g o v e r n m e n t a l a n d private ^ ^ t j H EXECUTIVE SEARCH M O T ^ ^ ^ • Wastewater IVletcalf &Eddy * Resource Recovery • clients Transportation CONSULTING Centrevillc. VA 703-631 9630 V i e n n a , VA Silver Spring. M D .301-681 8 5 1 5 KHKI)KRICK(i.(;KIFFIN,P.C. :!22!) WaU-rlick Knad. I.yinhburK. Citilc S>sl*-ms» .Marrn S;ifft.v TOXIC Mobile, AL (205) 433-3981 (215) 825-3800 M e e t i n g , PA B &B Consultants, Inc. Engineers - S u r v e y o r s - L a b o r a t o r y Analysts l ) f s i ; ; r i • l-'t'(l(r;ll ('iimrTnini<:ili(ills C o m r n i s s i d n ^yGERAGHTY (S? M I L L E R , I N C . LJborjiorv 339 t i l l ilh St. Chist Ciiy, V J . 23324 (804) 172-3393 133 North Sourh HI (8041 Applica- lecls Engneers Panners HACKENSACK.NJ 844 West Street Annapolis, MD 21401 268-7730 2310 Langnome Road SYOSSET, NY P 0 Lynchburg PALtJl BEACH GARDENS WASTEWATER AND HAZARDOUS Engineers Architects Planners Sur.tymi 679 North Mjin Si. 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B O X 8 0 9 l Encilneerlnin Road Greensboro, North Carolina Vrg.nia Box 877 24505-0877 (804) 528-1901 I 0 3 Oronoco Street Alexandria. VA 22314-2096 (703) 683-3400 11 Koger Executive Center Norfolk, VA 23502-4103 ( 8 0 4 ) 461-6351 Offices Nationwide A P a t t o n , H a i r i s , Rust & A s s o c . .s r - r ' e s s i o i a i ccr^^ - . i : Engineers - . Surveyors Planners C o m p l e l e p r o t e s s i o n a l services lor m u n i c i p a l i t i e s and public agencies Virginia Offices: 10523 t^ain Street, Fairfax. Virginia 2 2 0 3 0 ( 7 0 3 ) 2 7 3 - 8 7 0 0 100 S o u t t i M a m Street. Bridgewater, Virginia 2 2 8 1 2 (7031 828-2616 109 V^est King Street. L e e s b u r g . Virginia 2 2 0 7 5 ( 7 0 3 ) 7 7 7 - 3 6 1 6 Public Administration Service Providing m a n a g e m e n t assistance and consultant services to local, r e g i o n a l , a n d state g o v e r n m e n t s s i n c e 1933 1497 C h a i n B r i d g e Road M c L e a n , Virginia 2 2 1 0 1 © THE (703) 734-8970 MAGUIRE GROUP Architects • Engineers • Planners CE Maguire, Inc. 5203 L e e t b u r g Pike, Falls C h u r c h , V A 22041 (703) 998-0100 207 B u s i n e s s Park Dr., V i r g i n i a B e a c h , VA 23462 (804) 4 9 7 - 6 3 0 4 Regional offices Providence. RI: Boston. MA: Cleanwater. FL: R. Charlotte. NC: Dallas. TX: Falls Churcti. VA: Florence. SC: Honololo. HI: Bloomllelll. NJ: New Britain. CT: Pittsborgi). PA: Phoenix. AZ: Spartanburg. SC Virgi lia Beach. VA: Waltham. MA. C o n s u l t a n t s — P u t your m e s s a g e here before 4 , 3 0 0 readers e a c h month. C a l l (804) 6 4 9 - 8 4 7 1 to find out how! �Center, from page 5 team in the child's home school. T h e majority of c a s e s referred to the center involve multiple issues, and more than half of the student families referred to the center are involved with multiple agencies at the time of referral. Of the students entering the center more than half are on the sixth grade to ninth grade level and between 14 and 15 years old. Academic issues among students referred to the center involve repeated grade failure, lack of academic progress, lack of motivation and attention problems. Emotional/behavioral issues involve acting out in the home, school or community, sexual acting out and substance abuse. Family issues include parental instability, neglect, lack of supervision and physical abuse. Medical issues include visual, auditory, allergies and asthma. "I know this center can change some part of my life," said one student. "It gives you room to think and the teachers give you good advice about things. Since 1 have been here, I have been feeling better about myself." "I think that I will become a better student because I have more time to study and get myself together," commented another student. One student who found he liked school after attending class in the center said, "Since being at the D&P Center, I have been going to my class on time and coming to school every day. I like the D&P Center because they help you and they listen to you." T h e D i a g n o s t i c and P r e s c r i p t i v e Center has recently experienced yet another change. T h e center is now a division under the city of Richmond's Department of Human Development Services. This year also finds the center at a crossroads. "No longer should it focus solely on diagnosis," said Mitchell. "It should use its diagnostic expertise to train and orient other human service staff. Staff training sessions are planned to increase awareness of the interactive variables that must be addressed in effectively planning for high-risk children. Also, a research component is projected that will present clearly defined problems that must be resolved to ensure the development of productive and educationally and socially independent citizens. Through these goals the center will continue to work toward more coordination of diagnostic efforts and development of a spectrum of diagnostic services that blend together to help all children. spe- W O L F E & A S S O C I A T E S , INC. Management . EXECUTIVE SEARCH . MANAGEMENT SYSTEMS . ORGANIZATION ANALYSIS from page 11 A couple of years ago, the position of risk manager w a s decidely the "upcoming" position in local government. Who, at that time, thought they would be faced with the "restricted" insurance marketplace we are now experiencing. Certainly this is a challenging situation that will prepare localities and their risk managers for the worst of times as well as the best. About the Author Margaret A. Nichols joined the VML in 1975 and was appointed Finance Director In 1982. In 1983 she was appointed Administrator of the Virginia l\/lunicipai Group Self Insurance Association. In 1984 Ms. Nichols was elected to the Board of Directors of the PRIMA Pooling Section, a national organization dedicated to the improvement of public risk management pools. • Water, Wastewater, and Drainajife Systcm.s ' Multiple Engineering ' Utility Management and Finance ' Environmental Laboratories ' (Construction Management About the Author Gail Bingham is media information cialist for tfie city of Richmond. Insurance, CansuKanrs Operation and Maintenance JAMES M. MONTGOMERY CONSULTING ENGINEERS, INC. Reston International Center, Suite 1130 11800 SunriM Valley Drive, Reaton. VA 22091 . QITKXSTHROUaiQUTTmM^-ANDOVEfl^ PRODUCTIVITY IMPROVEMENT . SEMINARS / TRAINING FINANCIAL AND MANAGEMENT CONSULTANTS C O N T A C T : J A M E S L. M E R C E R REGIONAL VICE PRESIDENT P.O. B O X 8 8 8 6 5 6 A T L A N T A , G E O R G I A 3 0 3 5 6 (404) 3 9 6 9 0 6 0 R. W . BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 40 Grove Street Wellesley, M A 02181 (617) 2 3 7 ^ 8 7 0 1510 E. Colonial Drive O r l a n d o , FL 32803 (305) 8 9 6 4 9 1 1 MUNICIPAL ADVISORS INCORPORATED I ) B O X 45 \'IK(,IMA BKAtH, \ X(14 422-1711 2UiK YARGER AND ASSOCIATES, INC. CAMP D R E S S E R &MCKEE Posilion Clussifiealion unci Pay Plans Mana^tinent and Financial Studies Test Ciinstinctiim—rire and Police Stndtes 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental engineers, planners, & management • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies Over 700 Sur-ocys Our Mnii Year scientists, consultants CDM 2830 Mary Street Falls Church, V a . 22042 703/560-6900 �Marketplace Market Makers and Investment Bankers Salomon Brothers Inc Member of Major Securities and Commodities Exchanges One New Y o r k P l a / a . New Y o r k . N . Y . 10004 City Manager Roanoke, VA (a city of 100,220 in Western Virginia). Salary range $61,000 minimum to negotiable upper limit with excellent fringe benefits. Current salary of incumbent $73,300. Full-time position to serve a s chief administrative officer for city with 1,800 employees and total budget of $135 million. Requires bachelor's degree and r e c o r d of p r o g r e s s i v e e x p e r i e n c e in government, b u s i n e s s or Industry. Position to be appointed by seven-member council elected at large. Four city managers in past 37 years. Send resume (held confidential) to Mary F. Parker, C M C , City Clerk, Room 456, Minicipal Building, Roanoke, VA 24011 by Aug. 23. E O E . Invitation to Bid Sealed bids will be received by the Director of Purchasing, P.O. Box 3300, Danville, VA 24543 until 11:30 a.m. Oct. 22, 1985 at which time they will be publicly opened, read aloud and made part of the public record for the sale of four surplus GMC transit b u s e s which may be examined at Municipal Garage, 998 South B o s ton Rd., Danville, during office hours from Monday through Friday of any week. All bids must be submitted in s e a l e d e n velopes marked S U R P L U S S A L E - G M C B U S E S . A l s o available for examination and sale are stock piled parts for the b u s e s . For more information and bid form call 804/799-5237. \NHyAREyA TOWNS AND CITIES CHOOSING FOR THEIR AUTOMATION SOLUTIONS? D M D I A. The need for state approved software designed to meet YOUR needs B. Reliable hardware with COST-EFFECTIVE C. Responsive support from an EXPERIENCED D) All of the above growth potential customer service team > H O Q O h- < THE COMPLETE AUTOMATION For Information, call Paul Jones at (703) 435-1600 z o DC > 18 Ask about our GIFTS™ offering too! SPECIALISTS Data Management D e s i g n Inc. m �Legal Guidelines By Howard W. Dobbins, VML Legal Counsel The Tort Liability of Local Governments G o v e r n m e n t a l i m m u n i t y is a p o t w h i c h s e l d o m s t o p s b o i l i n g . E v e n in p e riods of relative q u i e s c e n c e o p p o n e n t s of the d o c t r i n e a r e p r e p a r i n g fuel to b r i n g t h e pot b a c k to a boil. In 1981 t h e V i r g i n i a G e n e r a l A s s e m bly a d o p t e d t h e V i r g i n i a T o r t C l a i m s A c t ( V i r g i n i a C o d e § 8 . 0 1 - 1 9 5 . 1 et seq.) w h i c h a b o l i s h e d s o v e r e i g n i m m u n i t y for t h e c o m m o n w e a l t h in c a s e s of p r o p e r t y l o s s , p e r s o n a l injury or d e a t h c a u s e d by t h e n e g l i g e n t o r w r o n g f u l act or o m i s s i o n of a n y s t a t e e m p l o y e e w h i l e a c t i n g w i t h i n t h e s c o p e of his e m p l o y m e n t a n d under circumstances where the c o m m o n w e a l t h , if a p r i v a t e p e r s o n , w o u l d be liable to t h e c l a i m a n t for s u c h d a m a g e , l o s s , i n j u r y or d e a t h . T h e c o m m o n w e a l t h ' s liability w a s limited to the g r e a t e r of 2 5 p e r c e n t or t h e m a x i m u m limit of a n y liability p o l i c y i n t e n d e d to i n s u r e a g a i n s t n e g l i g e n c e or o t h e r tort. P u n i t i v e d a m a g e s a n d interest prior to judgment were specifically disallowed. T h e c o s t s of this l e g i s l a t i o n to t h e c o m m o n w e a l t h have been assessed a n d r e p o r t s p u b l i s h e d by t h e V i r g i n i a D e p a r t m e n t of G e n e r a l S e r v i c e s , Office of Risk M a n a g e m e n t . T h e 1 9 8 2 legislature clearly e x e m p t e d local g o v e r n m e n t s f r o m t h e act, h o w e v e r , S e n a t e Bill N o . 5 5 6 i n t r o d u c e d in t h e 1 9 8 5 s e s s i o n of the G e n e r a l A s s e m b l y w a s a n effort to bring c o u n t i e s , cities a n d t o w n s u n d e r t h e act. T h i s bill w a s r e f e r r e d to t h e S e n a t e C o u r t s of J u s t i c e C o m m i t t e e but w a s not r e p o r t e d out of that c o m m i t t e e a s the result of a tie v o t e . A p p a r e n t l y b e c a u s e of t h e c l o s e m a r g i n by w h i c h t h e bill w a s d e f e a t e d . S e n . W i l l i a m F. P a r k e r s o n Jr., c h a i r m a n of S e n a t e C o u r t s of J u s t i c e , h a s a p p o i n t e d a s u b c o m m i t t e e to s t u d y t h e s u b j e c t of local g o v e r n m e n t i m m u n i t y . T h e s u b c o m m i t t e e c o n s i s t s of S e n . P a r k e r s o n as c h a i r m a n a n d S e n s . B a b a l a s , B i r d , G o o d e and Mitchell. R e c o m m e n d a t i o n s of the s u b c o m m i t t e e will g r e a t l y influe n c e the s u c c e s s of a n y revival of S B 5 5 6 in 1 9 8 6 or s u b s e q u e n t y e a r s . S e n . P a r k e r s o n h a s r e q u e s t e d input by local g o v e r n m e n t s in c o n n e c t i o n w i t h t h e s u b c o m m i t t e e ' s s t u d y . V M L , the Virg i n i a A s s o c i a t i o n of C o u n t i e s a n d a n u m b e r of city, t o w n a n d c o u n t y attorn e y s are c o l l a b o r a t i n g to b r i n g to t h e s u b c o m m i t t e e all f a c t o r s w h i c h m i t i g a t e a g a i n s t the e x t e n s i o n of the Tort C l a i m s A c t to local g o v e r n m e n t s . T h e p o s i t i o n of local g o v e r n m e n t s is that g o v e r n m e n t a l i m m u n i t y is a d o c trine that is e s s e n t i a l to t h e c o n t i n u e d efficient o p e r a t i o n a n d m a n a g e m e n t of V i r g i n i a ' s political s u b d i v i s i o n s , that local g o v e r n m e n t s h a v e g r e a t e r n e e d for sovereign immunity than state governm e n t , that g o v e r n m e n t s a r e i n h e r e n t l y different f r o m p r i v a t e c o m p a n i e s , t h a t t h e r e is no p u b l i c n e e d to b h n g localities u n d e r the act a n d that to d o s o w o u l d c a u s e s e r i o u s p r o b l e m s for m a n y local g o v e r n m e n t s which are already underg o i n g difficulties in o b t a i n i n g liability i n surance coverages. no d u t y for a g o v e r n m e n t a l entity to e n f o r c e t h e law for t h e benefit of i n d i v i d ual c i t i z e n s nor a c o m m o n law d u t y to p r e v e n t t h e m i s c o n d u c t of third p e r s o n s . (See 53 U.S.L.W. 2522.) V e r y p r o b a b l y S B 5 5 6 or its p r o g e n y will r e a p p e a r in t h e 1 9 8 6 G e n e r a l A s s e m b l y . If it d o e s , it will u n q u e s t i o n a b l y be o n e of t h e m o s t i m p o r t a n t p i e c e s of legislation of t h e s e s s i o n for local g o v e r n m e n t s , a n d local officials s h o u l d be p r e p a r e d to a s s e s s a n d react to s u c h a bill. T h e M a s s a c h u s e t t s c o u r t h e l d that w h e r e t h e v i o l a t e d d u t y w a s o w e d to a n individual b e c a u s e of a " s p e c i a l relat i o n s h i p " b e t w e e n t h e individual a n d the d e f e n d a n t , m u n i c i p a l tort liability c a n be e s t a b l i s h e d . T h e n e c e s s a r y s p e c i a l rel a t i o n s h i p in t h e Irvin c a s e w a s f o u n d b e t w e e n t h e police officers a n d the a c c i d e n t v i c t i m s b e c a u s e the officers s h o u l d h a v e f o r e s e e n that their failure to protect the d r i v i n g public w o u l d i m p o s e an i m m e d i a t e t h r e a t of s e r i o u s p h y s i c a l injury. In t h e m e a n t i m e , h o w e v e r , tort liability of local g o v e r n m e n t s c o n t i n u e s to be a s u b j e c t r e q u i r i n g m u c h a t t e n t i o n by t h e courts. In V i r g i n i a , in t h e c a s e of Town of Crewe v. Marler, 319 S.E. 2d 748 ( 1 9 8 4 ) , t h e S u p r e m e C o u r t h e l d that t h e r e q u i r e m e n t of V i r g i n i a C o d e § 8 . 0 1 2 2 2 of a w r i t t e n s t a t e m e n t by a c l a i m a n t w i t h i n six m o n t h s after a n a c c i d e n t in o r d e r to m a i n t a i n a n a c t i o n a g a i n s t a city or t o w n is m a n d a t o r y , a n d failure to g i v e explicit t i m e l y n o t i c e in w r i t i n g of t h e t i m e a n d p l a c e of a c c i d e n t w a s fatal to the c l a i m a n t ' s c a u s e of a c t i o n . E v e n in s t a t e s w h e r e g o v e r n m e n t a l i m m u n i t y h a s b e e n a b o l i s h e d or w a i v e d , r e c o v e r y is not a l w a y s a v a i l a b l e to a c l a i m a n t . For i n s t a n c e , the Circuit C o u r t of A p p e a l s for t h e S i x t h Circuit d e c i d e d in Texaus Investment Corp., N.V. v. Haendiges, 761 F.2d 2 5 2 (6th Cir. 1 8 6 5 ) that n o t w i t h s t a n d i n g O h i o ' s a b o l i tion of that s t a t e ' s s o v e r e i g n i m m u n i t y a n d a n O h i o city's a d o p t i o n of a building c o d e , t h e city r e m a i n e d i m m u n e f r o m liability to an i n d i v i d u a l p r o p e r t y o w n e r for d a m a g e a l l e g e d l y c a u s e d by negligent building inspection. Similarly, the Florida S u p r e m e Court h e l d in April 1 9 8 5 in Trianon Park Condominium Association, Inc. v. City of Hlaleahi, F l o r i d a ' s s t a t u t o r y limited w a i v er of s o v e r e i g n i m m u n i t y d i d not e l i m i n a t e t h e city's i m m u n i t y f r o m liability to i n d i v i d u a l p r o p e r t y o w n e r s for a l l e g e d n e g l i g e n t b u i l d i n g i n s p e c t i o n . T h e court ruled b a s e d o n t h e r a t i o n a l e that t h e r e is O n t h e o t h e r s i d e of t h e i m m u n i t y c o i n a r e d e c i s i o n s s u c h as that h a n d e d d o w n in Irvin v. Town of Ware, 3 9 5 M a s s . 7 4 5 , 4 6 7 N . E . 2 d 1 2 9 2 ( 1 9 8 4 ) h o l d i n g that w h e n a t o w n ' s police officers fail to t a k e into p r o t e c t i v e c u s t o d y a d r u n k driver w h o later c a u s e s a n a c c i d e n t , p e r s o n s i n j u r e d in t h e a c c i d e n t m a y s u e the t o w n for t h e n e g l i g e n c e of its officers. Public Power Financing , . Experience Innovation Commitment O Q First Boston T H E FIRST B O S T O N CORPORATION Park Avenue Plaza New York, N.Y 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 O t< O > 19 �Double t h e L i f e of Your L a n d f i l l Landfill life can be extended 20 to 50 percent by increasing the density of refuse disposed*And Caterpillar Compactors are designed specifically to achieve maximum density. They feature wheels with heat-treated, abrasion-resistant steel blades welded in a staggered chevron pattern so you can pack more material into existing sites. And the four-drum design gives doubled compaction coverage, since front and rear drums track through turns and crushing. Not only will your landfill site last longer, your machine will, too. Both the 816B and 826C Compactors feature an Electronic Monitoring System with an on-board warning system for critical functions. And Scheduled Oil Sampling and Technical Analysis, dealer programs which help detect your small problems b e f o r e they b e c o m e major, are only a part of the most comprehensive support package in the industry. Interested in learning more about landfill compaction methods? We have l i t e r a t u r e a n d a f i l m , "Technology of Trash", that can better explain sanitary landfill methods and their community benefits. Put a major dent in your compaction efforts by saving ... space, money, and time with Caterpillar Compactors. ' W a s t e Age Magazine. Sept. Stretching Your Landfill Space... T h e Right K i n d of A n s w e r f r o m C a t CARTER MACHINERY CO., INC. Salem • Norton • Oakwood • Warrenton • Fishersville • Richmond • Chesapeake, VA • Bluefield • Lewisburg • Pineville, WV Caterpillar, Cat and ffl are Trademarks of Caterpillar Tractor Co. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 20, Number 8 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource August 1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198508 https://www.virginiaroom.org/digital/files/original/69/6479/198510.pdf 31f78410a1a44f79654b43b7943c54fd PDF Text Text Y The Candidates Jiswer V M L Questiond Inside: J L A R C ' s Update on Fiscal Stress �HOW A STUDENT WHO COULDN'T LEARN TAUGHT EVERYONE AN IMPORTANT LESSON. Everyone thought Matthew Francisco was failing school. But was he really? You see, Matthew has a learning disability. A n d no matter what his parents and teachers did, his problem only seemed to worsen. ( M a t t h e w even started running away from home to avoid school.) F i n a l l y Matthew's mother, B a r b a r a , did some homework of her own and got in touch w i t h the Minnesota Association for C h i l d r e n and Adults with L e a r n i n g Disabilities, a United Way supported agency. T h e Association helped B a r b a r a deal w i t h Matthew at home and his teachers deal w i t h h i m at school. Before long Matthew was solving problems in school instead of just being one. A n d through her involvement with T h e Association. B a r b a r a now schools other parents w i t h learning disabled children. T h i s is just one of thousands of s i m i l a r stories from all over the country. A n d . as the Franciscos can attest, United Way does a lot in your community. Everything from day care to foster care to care tor the elderly. A n d what makes it all work arc generous contributions from people like yourself. People who reali/e that without their help. United Way simply cannot exist. Matthew, his parents and his teachers thank you. So do we. U n i t e d W^y THANKS JO YOU IT WORKS FOR ALLOT US �Virginia Editor Christine A. Everson Assistant Editor & Advertising IVIanager Mary Ann Cornell Circulation l\/lanager Kathy Mclntyre *City Volume 20 VML President Samuel W. Adams III Officers Robert T . Williams Martha V. Pennino Noel C . Taylor J . Willard Lineweaver Executive Committee J a c k D. Edwards Dolores P. Lescure Frances Parsons M. Stewart Koethcke William R. Hartz Sidney M. Oman Lawrence A. Davies Executive Director R. Michael Amyx Number 10 4 People 6 Handling Development Pressures Angela H. Moore, AlCP, and Allen Webb, CLA, offer some helpful hints for local officials. 9 The Candidates and the Issues On the Cover One of these men will be Virginia's next governor. In the chief office for four y e a r s , the new governor will h a v e tremendous influence on the state's bureaucracy and budget and will set the tone for relationships between the state and local governments. He will largely determine the state's "corporate culture" if you will. Who will you vote for? S e e page nine in this issue of Virginia Town & City. VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 13 East Franklin Street, P.O. Box 12203, Richmond, Virginia 23241. All contents, copyright 1985 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address VT&C, P.O. Box 12203, 23241. October 1985 changes to Richmond 16 JLARC's Update on Local Fiscal Stress R. Kirk Jonas, division chief of the Joint Legislative Audit and Review Commission, interprets this document which no doubt will influence the 1986 General Assembly. 22 Marketplace 23 Citizen Participation in the Planning Process Commentary by Gary T. Johnson, director of the Center for Public Affairs at Virginia Commonwealth University. H O Q 5 o > �People Howell J o i n s League Staff Elsie H. Howell joined the staff of the Virginia Municipal League in September as assistant administrator of the Virginia Municipal Group Self Insurance Association. She previously worked for an insurance agent with a large national firm. In her new position she will oversee loss control services, handle billing and collection and write a quarterly newsletter for VMGSIA. A native of Hopewell, Howell has resided in Richmond for approximately 10 years. She also serves as the music director of a local church. Howell is married and the mother of two children ages 9 and 15. Ratcliffe Mayor Ratcliffe, Past President D i e s > o Q O t- < z CD CC > 4 Raymond F. Ratcliffe, mayor of Pulaski and a past president of the Virginia Municipal League, died Sept. 14, 1985. A native of Pulaski, he gave more than 19 years of public service to his hometown. He was first elected to the Pulaski Town Council in 1966 and became mayor in 1974. He served as mayor until the time of his death. In 1974, the members of the Virginia Municipal League elected Ratcliffe to the executive committee as chair of the Town Section. He served two terms as the section's chair and was then elected fourth vice president of the league. He served through the offices, and in 1981 at the league conference in Charlottesville, he became VML president. Professionally, Ratcliffe was a mechanical engineer. He retired from Hercules Inc. as plant engineer in 1973. He also served as a member of the Peppers Ferry Regional Wastewater Treatment Authority, the New River Airport Commission, the board of trustees of the Pulaski Community Hospital and the Pulaski Centennial Committee. He served in many other civic, religious and charitable organizations as well. VML passed a resolution honoring Ratcliffe at the recently concluded 1985 annual conference in Roanoke. Cornell Becomes Assistant Editor Mary Ann Cornell of the Virginia Municipal League staff has been promoted to assistant editor and advertising manager. Cornell joined the league staff in July 1983 through the cooperative education program at Virginia Commonwealth University. She has since worked part time as publications assistant. Her primary responsibility has been to coordinate advertising sales for Virginia Town & City, the official VML magazine. Cornell is completing her studies at VCU and expects to graduate in December 1985 with a degree in mass communications. In her new position she will assist with many of the league's communication and public relations functions. Cornell is a native of King George County, VA. Wexler Appointed Youth Director Paul Wexler has been appointed director of youth services in Alexandria's Department of Human Service. Wexler was the human resources planner/assistant director in the Division of Economic Opportunities. Prior to his last position, he served as senior program supervisor and mental retardation specialist, executive director of Sheltered Homes of Alexandria, and social worker for the Northern Virginia Training Center. Wexler holds a bachelor's degree in education and economics from Windham College and a master's in social work from Virginia Commonwealth University. Fairfax County Presents Awards The Fairfax County Board of Supervisors recently honored seven county employees with the A. Heath Onthank Award for outstanding performance. The annual award is named in honor of the first chairman of the Fairfax County Civil Service Commission and is the highest honor the county bestows on its employees. Selected by a citizen committee to receive the award were the following. Floyd Simpson, supervisor for electronic equipment repair in the school maintenance office, received the award for taking the initiative to be recertified as a cardiopulmonary resuscitation and emergency care instructor and offering training seminars on his own time to maintenance employees. Thirty-two employees were certified in 1984 and Simpson also personally rendered CPR assistance to three co-workers. Bonnie Rocchi, school bus driver, was honored for her heroism in a school bus accident. Although injured she kicked out a windshield and safely evacuated 22 students from her overturned bus. Her calm and reassuring manner prevented panic and further injuries among the children. John Callaghan, management analyst III in the Office of Human Services, was awarded for his dedication and inv o l v e m e n t in s e n s i t i v e c o m m u n i t y issues. His skill for facilitating compromise, professional judgement and diplomacy were outstanding in his coordination of the Group Residential Facilities Commission for disabled citizens and the Homeless Shelter Program. Charles P. Rose, battalion chief, Fire and Rescue, was honored for his intensive campaign to persuade the Virginia Highways and Transportation Department to install a guard rail on Columbia Pike at Lake Barcroft Dam. From his work at the nearby fire station he was aware of the numerous accidents and fatalities that have occurred there. He contacted newspapers and television. �Supervisor Davis and Delegate Gwen Cody until ttie median guard rail was approved. Janet (Jody) Douglas, coordinator, Community Correction Resources Board, was awarded for her outstanding service to the Community Diversion Program which keeps non-violent felons out of prison by providing intensive supervision, counseling, community service and victim restitution. B o b b y Smith, engineer II, Division of Solid Waste, was honored for his dedication in an emergency situation during the gas explosion at the Lorton Youth Center. Smith assisted corrections officials and fire and rescue personnel in handling the immediate emergency including evacuation. Days later he persuaded a protester trying to shut down the facility not to endanger himself or anyone else. Smith worked 102 hours of overtime during December and the Christmas holidays to resolve problems connected with this emergency. Robert Taylor, custodian at W. T. Woodson High School, was honored for single-handedly raising the level of custodian services at Woodson High by accepting shifts no one else wanted, by never slowing the pace of his work, by consistently turning out work of high quality and by making up for the mistakes of others and never complaining. Each award recipient received a plaque and a $2,000 cash award. Hopewell Assistant Receives Award Douglas A. Heretick, assistant city manager of Hopewell, has been recognized by the Virginia Jaycees as one of ten Outstanding Young Virginians. The award was given for distinctive service to his community, state and the nation. Edmonds Named G O P Director Don R. E d m o n d s , former city manager of Martinsville, has been named the executive director of the Republican Party of Virginia. Edmonds will manage the administrative affairs of the organization. Wells D i e s William T. Wells, 77, retired Richmond city clerk, died in June. Known as "Bunny," he was an assistant city clerk before becoming city clerk in 1940. He served as the city's clerk for 34 years and served the city a total of 48 years. He was a native of Richmond. Price Appointed Service Officer Cpl. J o h n n y T. Price has been appointed community services officer for the Vienna Police Department. Price is a 13-year veteran of the department and has had previous assignments on patrol, SWAT team, community services and administrative duties. He is a r e c i p i e n t of the V i e n n a Woman's Club Policeman of the Year award and the Vienna Jaycee's Outstanding Young Man award. Public Power Financing . . Experience Innovation Commitment Leesburg Names Assistant Manager S t e p h e n F. O w e n has been appointed assistant to the town manager of Leesburg. He previously worked as town manager of Berryville and as town manager in Wakefield. Owen is a graduate of William and Mary and holds a degree in government. Currently, he is pursuing a master's in urban and e n v i r o n m e n t a l planning through the University of Virginia. First Boston THE FIRST B O S T O N C O R P O R A T I O N Park Avenue Plaza New York, NY 10055 Kevin J. Collins, Managing Director (21,2)909-2921 Edward P Meyers, Vice President (212)909-2878 Tired of Getting a Passed-Around Copy? Subscribe to V I R G I N I A TOWN & CITY. Name MailitKi Address $4/ycar Official or employee of a VML member locality. • • Check enclosed. Bill my locality at: $8/year Regular subscription. Please enclose check payable to Virginia Town & City. Mail to: VT&C, P.O. Box 12203, Richmond, VA 23241. > t o Q < z o DC > �Handling Development Pressures By Angela and Allen o D < H. Moore, A/CP Webb, CLA Can you imagine a day in the life of a local official without discussions about land use? The scope of the subject may vary from a constituent's complaint to a Fortune 500 c o m p a n y proposing a major development that could have substantial effect on the community. Besides elected local officials and members of planning commissions and zoning appeal boards, a variety of other appointed commissions, boards and committees are directly charged with the responsibility of making recommendations and decisions that can significantly affect how land is used or how its use will be changed. The land use changes occurhng in Virginia can be attributed to several causes. First, Virginia is one of the 12 contiguous southern states that have been somewhat densely populated for decades. While these states contain only 15 percent of the country's land area, according to the 1980 Census they contain more than 20 percent of the population. Their combined population increased 81 percent from 1920 to 1980. During that same period density increased to 94 people per square mile from 74 people per square mile.^ As a result of their population growth and density, these southern states have become the second best regional retail market in the United States. Since retail sales density positively correlates to population density, retail businesses have been increasingly attracted to Virginia which has experienced a growth rate .9 percent to 3.9 percent above the national rate for the past three decades. Another important factor affecting land use change from both a regional and a national perspective is a reversal of the past geographic trend of population growth. The population of America's urban areas is decreasing while at the same tinie the population of surrounding rural areas is growing, often dramatically. During the 1970s the percentage of Americans living in metropolitan areas declined to 75.3 percent in 1980 from 76 percent in 1970. Although the percent of decline appears slight, it nevertheless is viewed as representing the beginning of an unexpected decline in the proportion of American population living in urban areas. Demographers now expect the urban population to drop an additional .5 percent to 74.8 percent by the year 2000. The last time a similar decline occurred was early in the 19th century w h e n the land area of the country was expanding rapidly.^ Only the South and the West are expected to maintain high growth rates during the next two decades. This expected growth will increase population and create job opportunities in these areas, including Virginia, more than in other regions. While per capita income also will increase in the cities of the South and the West, the per capita income outside of cities is expected to be below the national average by the year 2000.3 Virginia local officials will be seeing these changes firsthand in their communities. As a result, rural and city officials will continue to experience different types of problems. In December 1984, the Commission on the Future of Virginia presented to Governor Charles S. Robb its report "Toward a New Dominion: Choices for Virginians." The report presents 50 recommendations, and five task force reports. The recommendation that appears to have most a f f e c t e d local governments to date is the suggestion to form and implement an economic development strategy. The increase in funding for the Department of Economic Development and the reorganization of this state activity directly under the leadership of the governor has raised the expectations of most local governments. The increase in state spending for advertising and the increase in staff effort are viewed as creating improved possibilities for attracting new employers and businesses. This major policy change at the state level is yet another f a c t o r t h a t is a l r e a d y i n f l u e n c i n g changes in land use and development activities in Virginia's localities. The commonwealth of Virginia is blessed with many buildings, sites and a r e a s of d o c u m e n t e d historic significance, and the protection of these treasures for the enjoyment of future generations has become generally accepted throughout Virginia. While Virginia has many historic buildings worthy of saving, many old structures have outlived their functional usefulness, their structural materials or the ravages of time. Land use change in this area may be caused by the need to make buildings safe, to provide improved or additional community facilities or to accommodate additional or new retail and residential space. In addition, the opportunity for redevelopment of areas or sites as well as the development of "passed over" property causes many changes in small towns and suburban areas as well as cities. Significant land use change will continue to occur in Virginia because of the attractiveness of the commonwealth's environment, the population density, population movement, the aging of our communities and the positive actions taken by the commonwealth and by local governments to attract economic development. If asked, each local official would probably select different examples of the development pressures he has experienced or now faces. The types of concerns that appear to affect land use decisions of officials almost universally include the following: - retaining existing tax rates; - reconciling constituents' concerns regarding "growth vs. no-growth" or the "not in my backyard" philosophy with the need for economic growth in changing circumstances; - protecting the environment (flood plains, steep slopes, aquifiers, water quality, air quality, etc.); - considering the need for adequate affordable housing for the low in- �come, the elderly and the poor, regardless of whether it is financed publicly or privately; - permitting development within the limitations of and in accordance with the capabilities of public facilities and services; - protecting prime sites for use and development by optimal economic generators; - providing local zoning regulations that properly protect the community from the "dumping" of unwanted land uses not allowed by neighboring jurisdictions, sometimes called LULUS - "locally unwanted land uses;" - c o m p l y i n g with land use plans and implementing ordinances (zoning, subdivision, etc.) and - attracting prime economic development in light of all of the above. Although frustration accompanies the democratic process, resources and aids are available to assist local officials in making land use decisions. As Dolores Hudson, council member. Warrensburg, MO, said, "Surely, dictatorship takes less time. Gathering data, analyzing the facts, communicating to the people, holding public hearings and, of course, sharing all with the news media is our cross to bear." A difficult but good decision once made is one of the most satisfying experiences of a local public official. Administrators, managers and local planners also have the same frustrating experiences as each strives to make the process flow smoothly and effectively along the path prescribed by law. The planning process and planners can provide invaluable assistance to local officials in their evaluation of land use changes whether proposed for immediate implementation or for preparation of long-range plans. Professional land use planners are trained to assist in the comprehensive review of how each specific proposal may enhance or impede the accomplishment of the community's goals and objectives. Planners may be responsible for the consistent i n t e r p r e t a t i o n , a p p l i c a t i o n and e n forcement of land use regulations such as details of subdivisions and site plans to assure provisions for proper and safe public access and needed easements. They can compile demographic and land use data to monitor changing community characteristics and to anticipate future needs to be expressed in the comprehensive plan. Also, they can assist local officials and citizens in the use of the plan to achieve its goals, and many planners serve as a valued re- source in "selling" the community for economic development. The Virginia Division of Housing and Community Development staff can provide valuable referral information. Its biannual publication, "The Status of Local Planning in Virginia," is a valuable reference list of planning directors, zoning administrators, subdivision administrators, planning commission chairs and regional planning district executive d i r e c t o r s t h r o u g h o u t the c o m m o n wealth. Often, officials from other localities can be helpful and provide information regarding their methods of dealing with specific land use problems. This reference also identifies those jurisdictions that have comprehensive plans, zoning ordinances, subdivision ordinances and capital improvement programs. Also provided is information regarding staff, the planning commission and membership in the planning district commission. In addition, DHCD in cooperation with the Virginia Citizens Planning Association publishes a series of booklets titled "VCPA Planning Series" which are designed for use by local officials. These booklets are provided to VCPA members and can be requested from either organization. Several statewide planning-related organizations can provide referrals on LAW AND ORDINANCE CODIFICATION SERVICES Research - Revision - Publication Loosc-lcaf Supplement Service > O Q ISHERS O < 72 H I N C H E Y R O A D ROCHESTER, 716/328-1810 NEW YORK 14624 > �planning problems. T h e following may be contacted: Virginia Chapter, American Planning Association President: Angela H. Moore, A l C P Business Phone: (804) 747-4484 Virginia Citizens Planning Association, Incorporated President: Dr. C . Dean Allen Business Phone: (703) 961-6373 Virginia Association of Planning District C o m m i s s i o n s President: Jennings L. Morris Business Phone: (703) 885-5174 Rural Planning C a u c u s President: Larry Jennings Business Phone: (703) 434-4455 In addition, the Virginia Polytechnic and State University Extension Service coordinates planning research projects and maintains a list of consulting firms having certified planners on their staff. Certified planners are members of the American Planning Association who have met specified educational and experience qualifications and have successfully passed a nationally administered exam. T h e s e planners are permitted to use the initials of the American Institute of Certified Planners ( A l C P ) following their names. In Virginia approximately 200 of the 740 members of the Virginia Chapter are A . I . C P . The A P A recognizes three schools of planning in Virginia. T h e s e accredited schools have passed stringent national requirements and possess faculty that may be used a s a planning resource. The three schools and the planning department chairs are a s follows: University of Virginia Chair: Dr. Dave Phillips Phone: (804) 924-3715 Virginia Commonwealth University Chair: Dr. Allen Fonoroff Phone: (804) 257-1134 > O Q O I- < o > Virginia Polytechnic and State University Chair: Dr. Jim Bohland Phone: (703) 961-5278 Pressures on the daily lives of local public officials by land developers, citizens involved in the planning process and the news media can place overwhelming demands on an official's time. Officials can be prepared by asking for reference information and training from the local staff. Officials should know planning members and their telephone numbers so they can request information on a variety of land use questions such a s rezoning r e q u e s t s , s u b d i v i s i o n s , site plans, road improvements or drainage problems. T h e local or regional planning district commission's professional administrator and staff can assist with the land development process and legal requirements. Knowledge and familiarity with the various types of maps used (tax, zoning, topographic, planimetric, aerial, site plans, surveyor's plats and subdivision plats) can reduce misunderstandings and make evaluating proposals for land use changes easier. An orientation by the staff and copies of the various ordinances and plans that an elected or appointed official is expected to implement usually will prove invaluable. To assist local officials with decisions on specific c h a n g e s , the local staff should be requested to prepare and submit background reports. A work session to allow the matter to be discussed in detail prior to the public meeting may also be helpful. T h e local attorney can advise regarding the legal procedures to be followed. Since planners are advisers, not decision-makers, officials can freely request their assistance a s well as specific information and recommendations from them. In addition to using maps and staff reports to assist in the evaluation of a proposal, a personal visit to the site under consideration is invaluable. It will result in enhanced personal knowledge of the land and the individual proposal. During the term of office the official will gain greater personal familiarity with the people, the land, the roads and the landmarks. This knowledge is extremely valuable when communicating with the citizens of the area. In brief, officials should do the following: • familiarize themselves with the various maps used in the community; • request copies and an orientation program on the various plans and ordinances; • request a staff referral list; • insist on background reports and/or work sessions on problem items; and • visit sites and areas subject to land use changes. Resources are available to assist officials in discharging their legal responsibilities. T h e larger the jurisdiction and its staff, the more likely it is that training can be provided by staff regarding such matters a s time management, decision making and stress reduction. Time management is critical for the modern public official who has many reponsibilities and usually a very busy schedule. Time management and decision-making techniques include procedures for efficient handling of paperwork and organizing activities. For ins t a n c e , e x e c u t i v e s u m m a r i e s or resumes of all reports and action items are helpful. A schedule that requires agendas and the n e c e s s a r y accompanying information a specific number of days in advance of a meeting will assure adequate time to prepare for the meeting and render a decision. It is very important for public officials to know the techniques of conducting a meeting so that it progresses smoothly and quickly and so all parties are treated fairly. The use of reasonable time limits for presentations, rebuttals, etc., is a key item. Training regarding group decision-making techniques is very helpful to assure that negotiation is a shared experience and that the group works as a unit in considering business matters and arrives at a consensus in the most timely yet fair manner. As every public official knows, patience is a vital trait needed to survive the numerous and long meetings required by today's public business. The public offiical's role is a key ingredient in efforts to attract private investment in the community. While land development proposals may cause personal stress and community aggravation at times, the public official's skills and smooth handling of the process will in most c a s e s determine the attractiveness of the community and the quality of development. While planners and administrators can implement the proc e d u r e s and plans that are recommended and approved by public officials, they cannot make decisions. Each needs the other, and all must work together to properly use all available resources while coping with land development pressures and striving to improve our communities at the same time. 'Ernest F. Cooke, "Why Most of the Retail Action is East of the Mississippi," American Demographics, November 1984, pp. 21-22. ^Martin l-loldrich, "Prospects for Metropolitan Growth," American Demographics, April 1984, p. 32-33. ^Ibid, p. 36. About the Authors Angela H. Moore, AlCP, has a master's of planning and urban design from the University of Virginia and 15 years of public planning experience. Currently, she is principal planner. Advance Planning Section, County of Henrico Planning Office. She also serves as the current president of the Virginia Chapter of the American Planning Association. Allen Webb, CLA, has a bachelor of science in landscape architecture from Michigan State University and is a registered landscape architect. He has more than 30 years experience in landscape architecture and planning In the private and public sectors. He is principal planner of the Current Planning Section, County of Henrico Planning Office, and serves as treasurer of the Virginia Citizens Planning Association. �The Candidates and the Issues Virginia Town & City asked Repuhlican candidate for governor Wyatt B. Durrette and the Democratic cajididate for governor Gerald L. Baliles to respond to the following set of questions posed by the VML staff. Their answers are given on the following pages. dollars for mental health and mental retardation be allocated directly to community service boards, (2) that core program services for the chronically ill be mandated and (3) that local government financial contribution to community service boards be required? 1 What is your position on funding the state's percentage of the mandated Standards of Quality for basic educational aid and the categorical programs, and from what sources would you draw funding? 5 What do you plan to do to alleviate the potentially explosive situation in overcrowded local jails burdened even further by the placement of state felons and other state prisoners in local facilities? 2 I n light of major federal budget cuts to local government programs, what is your position on state aid and/or added flexibility in local revenue generating authority as a means for localities to continue vital services? 6 Water is a critical resource in the future of Virginia. It will affect the development of every community i n the commonwealth. What are your views on the proposed Virginia Water Withdrawal Act which would mandate a permitting system for the withdrawal of both ground and surface water? 3 What is your position on funding for highways and transit programs, and if supporting increased funding, what sources of funding w o u l d you choose? 4 What is your position regarding the recent recommendation made to the Committee on Deinstitutionalization by the Joint Legislative Audit and Review Commission and the Department of Mental Health and Mental Retardation, specifically including the recommendations (1) that state general fund 7 What is your position on uranium mining i n Virginia? 8 What do you perceive as the most pressing problem facing Virginia's local governments, and what plans do you have to resolve that problem? 9 What special efforts have you made in the past to better understand the needs of Virginia's local governments or to provide assistance for them? �Baliles During recent debates, the difference on this issue between me and my opponent has become clear. I am committed to full funding of the Standards of Quality for our public schools; my opponent is not. A t this point, the state is meeting 90 percent of its mandated responsibility to fund these standards, and I believe that the time has come to reach the 100 percent level during the next administration. This is important not only as a signal of our commitment to education and the future of our children but to build on the progress that has been made and to reflect the consensus of educators, parents and the General Assembly on the need for these standards in our schools. My opponent has said he would follow his own agenda for spending the estimated $500 million dollars that would be used to fund these standards—a statement that basically indicates he would substitute his judgment for that consensus and ignore the years of research and review that have brought us so close to the full funding level. The Standards of Quality impact on teaching materials, facilities, curricula and teachers' salaries; a governor w h o rejects their fundamental importance to local governments could disrupt educational progress for years to come. Funding for education will be a priority in my administration, as it has been during Gov. Robb's term of office. General state revenues have been favorably impacted by a strong economy in recent months, and short-term projections indicate that no tax increase will be needed to pay for funding of the Standards of Quality. Massive federal deficits could weaken this position, but I am confident that my approach to state government management will result in efficiencies and new ideas that can enhance our overall revenue picture. > O Q 2 < O A s the Reagan administration continues to reduce federal aid to states and localities, local and state governments are required to shoulder an ever broadening set of fiscal responsibilities. A s governor, 1 will closely monitor the burdens thrown back upon our localities and, in consultation with state and local officials, will consider means by which local governments may be assured of resources adequate to carry out those increased responsibilities. loads, we cannot make progress in economic development, and our overall quality of life is compromised. The challenge we face now is not to find new ways to divide the transportation funding pie . . . but rather to increase the size of the pie and determine funding needs from the most comprehensive information available about local transportation problems and the statewide transportation systems we use. A s governor, one of my first actions will be to initiate preparation of a comprehensive transportation plan to address short-term needs and the most effective w a y to meet those needs. I will also bring together a Commission on Virginia's Transportation in the 21st Century to anticipate long-term trends and needs. I would expect to obtain the critical information necessary to make the decisions for transportation projects during the next 15 to 20 years. Funding options for those projects will be developed during that information-gathering process. We know we cannot look solely to the traditional gas tax to produce the total revenues needed. I do not intend to look to new taxes for an immediate or singular solution. Rather, I would promote the innovation and effectiveness that can be measured in cost savings and in better use of resources. "Fast tracking" of construction projects, priorities based on better information and aggressive leadership in seeking federal assistance for maintenance and bridge repair are all avenues of improvements that I will consider. We can no longer approach Virginia's transportation needs in a piecemeal fashion, assuming that one transportation mode does not impact upon another. In order to make maximum use of our limited resources, we must undertake a sweeping review of all our transportation needs, policies and resources. We must focus our planning and direct our expenditures to enhance Virginia's economic development efforts and the benefits those efforts have for our communities. I have not yet had a chance to examine the specific recommendations of J L A R C and D M H M R in regard to funding of the crucial work done by community service boards. I n general, I do not believe that the commonwealth should create additional state-mandated programs without identifying or earmarking revenue sources to support those programs. I will study the plan to fund CSBs directly from the General F u n d , although I should -continued on page 12- > 10 I believe that transportation is one of the fundamental building blocks of Virginia's future. If we can't move people to and from work, if our commerce is hindered by inadequate highways and if our communities are choked by increasing traffic �Durrette ment to do so in keeping with the wishes of their citizens. I am committed to seeing that Virginia's state government meets its moral obligation to adequately provide for the education of our children at all levels—elementary, secondary and higher education. M y administration w i l l have no higher priority than to couple adequate funding w i t h the basic educational reforms 1 recently proposed i n m y 18-point Agenda for Excellence. The Joint Legislative Audit and Review Commission is currently conducting an extensive study to determine the "actual cost" of fully funding the Standards of Quality for public education. The study's findings are expected to be available in December. There is good reason to believe that the funds required to pay the state's share of the Standards of Quality, currently estimated to be $515 million for the 1986-88 biennium, will be available from additional revenues generated by the commonwealth's private economy. A s s u m i n g those estimates are correct, I w i l l make that financial commitment, but I want to ensure that the reforms I have proposed are included. With the vast majority of Virginians, I am deeply concerned about the dangers to our economic wellbeing represented by continuing huge deficits i n the federal budget. Significant reductions in federal spending are urgently required to sustain our economic growth, maintain the creation of jobs i n the private sector and hold the rein on inflation. A s Congress cooperates w i t h President Reagan i n his efforts to reduce the federal budget, we w i l l have a clearer idea of the potential impact on Virginia regarding governmental programs important to many of our people. 1 support the president in his difficult task. A s governor, I will welcome the challenge of helping restore a proper balance to the governmental administration of social programs vital to Virginians. I applaud the renewed commitment in Virginia and across the country to fiscal responsibility in Washington and a N e w Federalism recognizing the i m portance of the states. A s the cutbacks are made, I w i l l work diligently with leaders of the General A s sembly to make sure that Virginia responds with care and compassion to the effects of reduced federal spending for key social programs. I n many i n stances, our cities and smaller localities w i l l have an important role to play i n determining which federal program expenditures ought to be assumed w i t h state or local resources. Local jurisdictions w h i c h desire the opportunity to respond with initiative and innovation to the challenges posed by federal spending reductions w i l l be given every encourage- Virginia is not now adequately meeting its highway and transportation needs. Finding the funds to pay for this enormous obligation will be one of the major challenges facing the next governor. It is essential for expanding our economic base and i m proving the quality of life of our citizens. Additional road construction needs throughout the commonwealth will make it necessary to increase the amount of money allocated for construction. A s governor, I w i l l ask the General Assembly to relax the ceiling on local county and city road construction bond issues. This will provide greater flexibility for localities to meet their pressing transportation needs. Addihonal state revenue for roads must also be found. I am convinced that the need for increased revenues for road construction and maintenance is urgent, and, as governor, I w i l l seek to find ways to provide additional state revenue to meet the transportation needs of the commonwealth. A s governor, my staff and 1 will work closely w i t h members of the Reagan administration, with our senators and congressmen, with local government officials and w i t h businessmen and community leaders to find sensible solutions. Historically, the commonwealth of Virginia has accepted responsibility for the funding and administration of our mental health system. I n fact, Virginia has the oldest state-run mental hospital in the country. Following this line of reasoning, I do not feel it is necessary or would be more efficient to delegate our responsibility to the localities by allocating state general fund dollars for mental health and mental retardation directly to community service boards. I am concerned that such delegation would present administrative difficulties that would far outweigh any gains from decentralizahon. I do feel that core program services for the chronically ill should be mandated because the recipients of care and their families deserve a uniform program and this can only be achieved through a state mandate. Finally, I do not feel that local governments should have to contribute to an effort that has always been an accepted state responsibility. I would also be reluctant to support such a requirement because some areas in Virginia (those w i t h a large number of institutions) would shoulder an uneven portion of the cost of our statewide mental health system. -continued on page 13- O Q Z < O o DC > 11 �Baliles note that I am wary of any proposal that would re­ duce the ability of the governor and the executive branch to ensure accountability for the expenditure of state funds. 5 I have recently made public a detailed agenda for corrections entitled "Prisons That Work" that pro­ vides specific plans for expansion of the state's prison capacity by 1,650 beds during the next four years.Nine hundred of these beds can be made available within the next few months without any additional capital outlays; an additional 150 beds can be added at relatively minimal cost by up­ grading water, sewage and other infrastructure components in correctional field units.Together, these steps will add 1,050 beds to our system at minimal cost. The balance of 600 beds will be met by expansion of about half a dozen existing facili­ ties.In conjunction with recent steps taken by Gov. Robb to alleviate overcrowding problems in urban jails, my plan will provide adequate space to house state prisoners without exceeding the capacity of our local jails-and thus will provide the basis for a safer, more secure corrections system in the 1990s. 6 >1(_) 0 z <( z � 0 I<( As I pointed out to the Virginia Water Resources Conference sponsored by the Sierra Club in early September, conservation and management of our water resources may well be the single most press­ ing resource concern we face during the next ad­ ministration.Southeastern Virginia in particular will face serious water shortages in the relatively near future. Virginia's riparian water rights doctrine has served us well. However, as competition for water resources intensifies, it has become obvious that this doctrine may become an inadequate mecha­ nism in and of itself for allocation and management of our water resources. Probable demands for interbasin transfers of water must be anticipated, and the complex legal framework within which any such plan would operate fully explored, if we are to be prepared to meet our water needs.The water permitting system contemplated by the proposed Virginia Water Withdrawal Act provides an exam­ ple of possible water use management techniques that should be considered only as part of a larger, comprehensive approach to water resource prob­ lems.I will move expeditiously to resolve certain legal questions regarding water and seek meetings with federal officials and neighboring states to clarify matters of law affecting federal, state and interstate issues. z a: 7 12 I favor continuation of the current moratorium on uranium mining. Under present technology, the potential for long-term radioactive contamination of (9 > water supplies substantially outweighs the short­ term economic benefits that might accrue from ura­ nium mining and milling operations.Absent com­ pelling evidence that this threat can be safely con­ tained, I would not favor lifting that moratorium. 8 The challenges facing local governments today are unprecedented. Federal budget cuts add new demands for local revenues, growing communities need more public services and an improved tax base is increasingly tied to the quality of local schools because of the need for businesses to offer their employees a lifestyle "package" for their families. If I had to choose one issue on which I base my campaign and my concerns for local government, I would have to say that education is that issue. I fully understand the many other issues that have the attention of city halls across this com­ monwealth. But the one that cuts across county lines and through city limits is the basic under­ standing and hope of our citizens to provide oppor­ tunities for their children.Beyond this, we see the need for retraining workers for new skills and new jobs, and the need for higher education to provide essential links to research and high technology businesses. All the local issues that affect us today ...water and sewer needs, roads and bridges repair and maintenance, human services ...have as their common denominator the objective of a certain quality of life in our communities. I believe the key to that quality is and will continue to be educa­ tional opportunities for all ages, but especially in our public schools. The state's commitment to fund­ ing its share of the cost of educational quality is a major factor for local governments to consider as they set their priorities and plan for their growth and development. 9 As attorney general of Virginia during the past three and one-half years, I had the privilege to serve as legal advisor not only to more than 200 state agencies and institutions, but also to the cities, towns and counties in the commonwealth.In fulfillment of that role, I issued dozens of opinions on matters of vital concern to localities, from con­ flicts of interest to cooperative agreements for re­ gional services. As attorney general, I also worked to improve law enforcement and public safety in Virginia. Gov.Robb and I sponsored an anti-crime package that toughened penalties for drug pushers, child pornographers and criminals using firearms during the commission of a felony, and improved police officers' abilities to enforce our laws.I sponsored Virginia's first Criminal Justice Forum, which brought together law enforcement officers from across the state to share ideas and recommenda­ tions on strengthening public safety efforts. In other initiatives, I restructured the attorney �general's office, adding specialized units to combat medicaid fraud, consumer fraud and toxic wastes violations. I also developed a wide-ranging series of seminars, conferences and briefings designed to aid local government officials to interpret and apply state law regarding matters of particular concern to localities—including the Virginia Freedom of I n formation Act, the Virginia Comprehensive Conflicts of Interest Act, the Administrative Process Act and the Virginia Public Procurement Act. M y office also sponsored Attorney General's L a w Conferences on Higher Education and on Agriculture. have k n o w n that for years. W e must decide i m mediately on how to safely house the growing i n mate population. I have proposed renovating and expanding existing facilities and using existing state-owned buildings. That may not be enough, however, and if w e need to build new prisons, my administration will do so. What w e w i l l not do is allow state inmates to back up i n local jails at dangerous levels for prolonged periods. The state will meet its responsibility to safely house convicted felons. We will not only provide facilities; we will also provide the necessary security and support staff to go along with them. Durrette We must have sufficient prison facilities to house the growing inmate population. Here in Virginia, we've experienced a 91 percent increase in the number of state prisoners in just the last 10 years. Although previous Republican administrations planned and constructed several n e w prisons, the current administration has not done so, nor has it come up with viable alternatives for housing the inmates. The problem of overcrowding is not going to go away. I n fact, it is getting worse, and the next governor must provide the leadership to deal with it. We need to expand our prison system, and w e Virginia has adequate water supplies overall, but those supplies are not always located in the population centers where the demand for water is greatest. The State Water Commission is currently conducting hearings concerning the best w a y to avert water shortages in the future. Difficult questions of ownership and possible compensation for water are involved. While I believe the General Assembly ultimately must resolve these questions, I am opposed to the wholesale abandonment of the centuries-old riparian doctrine here in the commonwealth. A s governor, I will provide active leadership to bring about sensible solutions for local and regional water problems without imposing on the citizens of our state the burdensome regulatory and permitting system that some have proposed. -continued on page 14- WHY ARE VA TOWNS AND CITIES CHOOSING D M D I FOR THEIR AUTOMATION SOLUTIONS? A. The need for state approved software designed to meet YOUR needs B. Reliable hardware with COST-EFFECTIVE C. Responsive support from an EXPERIENCED growth potential customer service team (D) All of the above THE COMPLETE AUTOMATION For Information, call David Darscli at (703) 435-1600 Ask about our GIFTS™ offering too! SPECIALISTS Data Management D e s i g n Inc. m o Q Z < S o cc > 13 �Durrette 7 A s governor, I intend to aggressively pursue opportunities for economic growth throughout Virginia. However, I would support uranium mining and milling only if studies conclusively show that such operations could be conducted without danger to the public health. 8 Virginia's localities face many pressing needs, from education to transportation to economic development to law enforcement and local jail overcrowding. A s a former assistant city attorney in Fairfax, I understand the variety of problems and challenges that confront local government leaders. I know also the critical importance of having state government as a full working partner, meeting its responsibilities and assisting local governments i n finding effective ways of meeting theirs. I believe that the governor must provide leadership i n searching for innovative solutions to local problems. M y proposals for educational opportunity zones, incentives to encourage private business to get involved in public education, and a local option to elect school boards are some of the ways I would seek to achieve this goal i n public education. I believe also that state government must do a better job of working w i t h local government officials and community leaders to encourage economic development. Too often, opportunities to attract new businesses to communities are missed because local and state industrial recruitment efforts are not well coordinated. That is w h y I have proposed formation of local industrial recruitment teams consisting of key business, government and community leaders in each locality, which would work closely with a similarly-constituted statewide industrial recruitment team and with state officials with responsibility for economic development. Virginia Municipal Group Insurance Association A program designed to control your Workers' Compensation Costs. $4»6 million in dividends returned For more information contact: Margaret A . Nichols, Administrator Virginia Municipal Group Self Insurance Association P . O . Box 12203 R i c h m o n d , Virginia 23241 (804) 649-8471 14 J �Don't L e t W i n t e r P u s h You A r o u n d still recovering fronn the breakdowns and expenses fronn last year's record-breaking winter? This year, rely on Cat Motor Graders and Wheel Loaders to move the snow with ease. In peak blizzard conditions. Cat machines demonstrate their true performance difference. For example, motor graders equipped with snow wings, V-plows, or one-way plows quickly handle highvolume snow removal with tight, smooth turns and precise maneuverability. And Variable Horsepower (VHP) now offered on our 140G model automatically increases horsepower in the upper gears for better high-speed snow casting. Caterpillar's four-wheel drive Wheel Loaders have also proven their ability to maintain the traction needed to handle the heavy snow. A quick coupler option allows the operator to switch from bucket to blade without leaving the machine. And rugged planetary power shift transmissions provide an excellent match bet w e e n rimpull and loader hydraulics, especially important for the variety of loads encountered in snow removal work. Maintenance makes a difference, too . . . with f e w e r fittings to grease, adjustment-free fuel systems, and easily accessible engine service points. And maintenance costs are consistently lower . . . an advantage which keeps on saving throughout the years, heavy snow or not. Government agencies across the country have benefitted from Cat Wheel Loader and Motor Grader performance during the heavy storms . . . if Cat machines can make the difference for them, it can make the difference for you. Tackling Record S n o w s in Record Time... T l i e Right K i n d of A n s w e r f r o m C a t CARTER MACHINERY C O , INC. Salem • Norton • Oakwood • Warrenton • Fishersville • Richmond • Chesapeake, VA • Bluefield • Lewisburg • Pineville, WV Caterpillar, Cat and ffl are Trademarks of Caterpillar Tractor Co. �JLARC's Update on Fiscal Stress By R. Kirk Jonas Because of widespread interest of the fiscal stress indices of its 1984 report on "State Mandates and Local Financial Resources," the Joint Legislative Audit and Review Commission decided to update these indices. The result is an abbreviated version of the original report, focusing on the local fiscal stress Indices and recent state actions affecting localities. The update accomplishes a number of objectives. First, it lengthens the period of analysis to seven years (fiscal year 1977 to fiscal year 1983) from five years (fiscal year 1977 to fiscal year 1981). Second, it enabled JLARC to correct a problem relating to personal income data about which it had received questions. Third, it permitted a comparison between the two reports, and fourth, it permitted JLARC to look at some of the potential effects of 1984 and 1985 approphations. All of the information sought should be helpful to state and local analysts and policy-makers. Revenue Capacity Overall, the findings of the 1985 update parallel the original report. However, two positive indicators of local fiscal condition are evident from this update: state aid to localities is up, and local tax effort has moderated. State aid to localities increased as a percentage of total local revenues, and the state's share of funding education increased dramatically. The degree to which localities tax, after increasing steadily from fiscal year 1977 to fiscal year 1981, decreased slightly in fiscal year 1983. Analysis of the update shows that fiscal stress in localities has not increased. Localities' levels of tax effort stabilized in fiscal year 1982 and fiscal year 1983, and while revenue capacity increased, these increases did not match the increased cost of governmental services. To assess local fiscal stress, JLARC focused on three elements: local revenue capacity, local tax effort and an index of these and other indicators. A local government's revenue capacity is defined as its ability to raise revenues to support its public services. More precise, revenue capacity is the potential revenue that would be generated if a locality used statewide average tax rates for each of the major tax instruments. This concept was developed by the U.S. Advisory Commission on Intergovernmental Relations (ACIR) and is often referred to as the "representative tax system." Local revenue capacity according to the JLARC update grew to an average rate of $523.98 per capita in 1983 from an average rate of $483.92 per capita in 1981 or approximately 8 percent. During this s a m e t i m e f r a m e the cost of government services increased by 15 percent. A slowdown in the increase of the true value of real estate during this period accounts for some of the reported lag in revenue capacity. If this trend continues, localities may be forced to consider diversifying their tax bases to decrease their dependence on real property taxes. Trends in Tax Effort F Y 1977 - 1983 1.2-| TAX EFFORT 1.1 1.0 — ——-O --0- O O O CITIES .9.8- - • STATE .7.6- • • W • a COUNTIES .5 — 1977 1 1978 I 1979 I 1980 I 1981 1982 1983 FISCAL YEAR 1977 1979 1981 1982 1983 16 STATE CITIES COUNTIES .68 .71 1.00 1.04 .55 .57 .76 1.12 1.11 1.11 .60 .60 .75 .75 .60 Source: JLARC staff analysis. �Overall Focus of 1984 Report & 1985 Update ISSUE (1) 1984 To w h a t do extent State impose on (21 a (1) mandates regarded burden problem in Funding was type amount Overall, mandates localities? Is the 1985 FINDING and of assistance (2) State No. W h i l e much, to as a less adequate? centage the in other of (2) State states: research done. spending specfically cited specific a low (1983) (a) State share of the to SOQ, to localities Of of 76 9 % continued grants. cent. 62.5% ments governhave (3) sufficient Some do: and rural financial resources ticularly to f u n d the localities services they public must fiscal some don't. counties stressed. experience are Cities par- (3) Overall fiscal effort, to State to to 80 3% go State share fall ceiling for State raised t o share 80 increases per from 70% stress however, (1981) has (1986) grant to m programs underfunded: is p r o j e c t e d reimbursement Do local is up three as being and 89 5% (c) Auxiliary (3) the (b) Special e d u c a t i o n education. (c) auxiliary areas under-funded: Three were special assistance numerous (a) The State share of the SOG increased dramatically f r o m as a per- State time. spent proportionately programs ih) N o further problem. State had declined over (1) themselves the than it not substantive It w a s localities were FINDING has not has changed. Tax stabilized. All some stress. provide? Tax Effort Levels of Fiscal Stress A key option available to local officials to increase revenue is to increase the local government's tax effort. Tax effort refers to the degree to which a local government taxes its available revenues. The measure used to assess tax effort in the JLARC update is also based on ACIR's procedure. A local government's tax effort is equal to its actual local tax revenues divided by its revenue capacity. As with revenue capacity, this measure of tax effort provides a sound basis for examining each locality's tax levels, for assessing how tax levels have changed over time and for comparing localities to each other. Between fiscal year 1977 and fiscal year 1981 Virginia's local governments steadily increased their tax efforts to .76 percent from .68 percent. In both fiscal year 1982 and fiscal year 1983, the level stabilized at .75 percent. The average change in local tax effort from fiscal year 1981 to fiscal year 1983 was a decline of approximately .01 percent. The largest disparity in tax effort was between cities and counties. In fiscal year 1983, counties had a tax effort averaging ,60 percent while cities had a substantially higher effort at 1.11 percent. All cities but one (Poquoson) had levels of effort higher than the statewide average, while only 17 counties (18 percent) had tax effort levels exceeding the statewide average. Revenue capacity and tax effort are considered two dimensions of fiscal condition. The fiscal stress index developed by JLARC provides a broader and more concrete measure of local financial stress along five dimensions. It is important to note, however, that the stress index is a relative measure. It serves to identify those local governments which are experiencing a high level of fiscal stress compared to other local governments in Virginia. Thus, whether general fiscal conditions are "good" or "bad," roughly half of all localities will have an above average fiscal position and roughly half will have a below average fiscal position. Significant variations in the levels of stress are experienced by local governments. Some local governments have high levels of stress according to most of the indicators, while others show relatively low levels of stress according to the same indicators. Overall, the majority of cities shop a higher level of fiscal stress than counties. Measures of revenue capacity, tax effort and resident income can provide reliable indicators of a local government's fiscal position. Using these measures, five key symptoms of fiscal stress may be identified: ~ relatively low revenue or tax base, - relatively low growth in tax base, - relatively high tax effort, - relatively high increase in tax effort, and - relatively low resident income. None of these m e a s u r e s viewed alone is an adequate indicator of fiscal position. However, a local government which shows a pattern of stress across all of these indicators may be considered to have a poor fiscal condition. Between fiscal year 1981 and fiscal year 1983 no significant change took place in the composite fiscal stress index for the 136 Virginia localities included in JLARC update. In addition, the relative rankings of the localities based on the stress index changed little. This indicates that problems facing localities in the past continued to face them in fiscal year 1983, Most of the major findings of the original report have held constant. Cities still show more and greater levels of stress than counties; however, it also remains true that few local governments are not stressed to some degree. The relative positions of the local governments surveyed also stayed basically the same. While all localities were shown to experience stress on at least one dimension, it would be unreasonable to suggest that all localities are severely fiscally stressed. Many localities appear to have the capacity to deal with their own fiscal problems. Several types, levels or combinations of stress do require our special attention, especially low revenue capacities in conjunction with low capacity growths or high tax efforts. Governments with H O Q O H < Z CD cc > 17 �these stresses appear to have the least ability or latitude to generate more funds. The state must be attentive to the range and diversity of all stresses in order to ensure local financial vitality and viability. Stale aid to localities plays a major role in a locality's fiscal condition, and the increased state aid in recent years should have a positive effect. Stete to Local Governments o Q •z. < 2 > 18 In fiscal year 1984, state funds to localities totalled $1.63 billion. Overall, state financial assistance to localities comprises a stable proportion of local budgets. Indeed, fiscal year 1984 shows the state share of total local funding sources increasing to 32 percent from 31 percent. Since 1978 the state's share has increased from 28 percent, the low point of the period examined. Driven by a significant increase in state spending for education, state aid to localities is growing. Funding of the state's share of the educational Standards of Quality is at an all-time high. Also, state funding of local health services has improved substantially in recent years, and state funding of local welfare programs has grown. Generally, the state has kept its historical commitments to localities and is providing funds equal to its level of control. Initiatives in 1985 in the area of auxiliary grants to low-income and disabled persons should help to further stabilize local government expenditures, which grew rapidly from 1978 to 1982 before moderating in 1983 and 1984. Of the areas examined, the state's share of funding declined only for special education and local health departments. While local funding of special education declined to 71.7 percent (fiscal year 1984) from 72.1 percent (fiscal year 1983) of total funding, this level still exceeds local levels of control. State funding of local health departments declined to 54.7 percent in fiscal year 1984 from 58.1 percent of total funding in fiscal year 1978. Overall, fiscal year 1983 and fiscal year 1984 showed increasing state a s sistance for localities. Still, some localities remain severely fiscally stressed. J L A R C recommends that state action to aid these localities be considered. Addressing Fiscal Stress While state aid to localities is increasing, problems exist with the current methods of distribution. Shifts have occurred in local tax b a s e s , and dependence on different sources of revenue varies between localities. Some formulas for distributing state aid have gone too long without review, and some have technical problems. Further, in the c a s e of the composite index a key component, personal income, suffers from errors and inconsistencies. Perhaps reflecting these problems, many local officials reported to J L A R C that they felt the key formulas were unfair. T h e Health Department formula was cited a s unfair by 46 percent of the local officials surveyed by J L A R C for the 1984 mandates report. Statewide, 40 percent of the local officials felt that the formula for education w a s unfair. Also in its recent reports on highway allocations, J L A R C found significant inequities in the distribution of highway funds. No single remedy exists for the problems associated with distributing state aid. Decisions to allocate funds represent judgments about need, ability to pay, program effectiveness, availability of funding and a variety of other considerations including political interests. Changing problem formulas will be difficult, because any revisions will necessarily create "winners and losers" among localities. A s existing funding is often scarce, it may be difficult to build a consensus for revising formulas when the effect could be to reduce funding in localities which may already be experiencing fiscal stress. Reviews of existing formulas should be periodically made in order to promote the most equitable distribution of state funds. C o m p r e h e n s i v e m e a s u r e s of local fiscal conditions should be incorporated in these formulas. While modifications to formulas for distributing existing funds to localities are clearly needed, J L A R C ' s review found that additional state funds are also needed to improve the fiscal position of some localities. One approach to assisting localities would be to increase funding to localities specifically for programs mandated by the state. T h e s e funds could flow through already existing programs, such a s education, with modification of the funding formulas taken up at a later time. Through funding of these major programs the state would be able to restore its levels of historic commitment. A second approach would be to funnel new revenue sharing funds to localities through a formula which measures levels of fiscal stress. In addition, some localities, principally counties, would profit from additional taxing authority. Funding State Programs While localities would benefit from state "stress aid," the state's logical first priority would be to fund local programs mandated by the state. This approach would lessen local fiscal stress and fulfills state commitments. Funding priority would probably go to education, auxiliary grants, special education and local health departments. (It should be noted that another J L A R C study is currently underway to estimate the costs of fully funding the Standards of Quality for elementary and secondary education.) Stress Aid While priority would likely be given to funding state program commitments, the General Assembly could consider taking additional sums and distributing them on the basis of fiscal stress. Such aid would particularly help high-stress, low-capacity localities which may not have sufficient resources to provide needed programs. A few localities in Virginia would benefit from the grant of additional taxing authority. Currently, Virginia counties and cities have substantially different taxing authority. At one time, these differences probably reflected clear distinctions between counties and cities. Today, the existence of cities with extremely large geographical areas and the urbanization of s o m e counties softens those differences. Equalizing the taxing authority of Virginia counties and cities could be considered. Continued IVIeasurement T h e m e a s u r e m e n t of local fiscal stress helps to focus attention on local fiscal conditions, particularly on the most severely stressed localities. Ongoing preparation of such a n a l y s e s would be of value to both the state government and local governments. With s u c h a n a l y s e s , state decisionmakers could focus on the distribution of state funds for many purposes. Local decision-makers could also use the a n a l y s e s in t h e p u r s u i t of intergovernmental aid and for other purcontinued on page 21 �Professional Directory HAYES, SEAY, HSMM MATTERN AND MATTERN Architects • Engineers Serving local • Planners governments OFFICES IN P.O. B o x 13446 Roanoke R o a n o k e , V A 24034 N, Virginia (703} 3 4 3 - 6 9 7 1 Tidewater Southern EngniGernig Southern Engmeenng Company of Virginia HARLAND BARTHOLOMEW & ASSOCIATES, INC. PLANNING • LANDSCAPE ARCHITECTURE • ENGINEERING C O M M U N I T Y DEVELOPMENT CONSULTING 400 East Main Street 1800 Peachtree Street, N W Richmond, Virginia 23219 Atlanta, Georgia 30367-8301 P H O N E 804/649-8627 (404) 352-9200 SCS ENGINEERS RUBACK ASSOCIATES, INC. MEDFIELD PROFESSIONAL BUILDING 5 NORTH MEADOW ROAD MEDFIELD, M A S S A C H U S E T T S 02052 T E L E P H O N E {617) 3 5 9 - 5 4 1 0 Rates Ranning System Studies Feasibility Studies Design Relaying Metering SIEARNS CONRAD AND SCHMIDT Consuming Engineers Inc BROWNING-FERRIS INDUSTRIES Municipal Services SOLID P U B L I C UTILITY 1800 Parkway Drive ENGINEERS • SURVEYORS • PLANNERS Xor/olk • Rldimoml I n d u s t n a l Park P l a n n i n g Highway and Airport l > s i g n Grant Application/Managemen • WhslitHfitou. Philadelphia Phoenix Indianapolis Camp Springs, M D • Chicago • N e w York • Richmond WATER W A S T E W A T E R SOLIO W A S T E S /AC. 804/285-9009 ' ^^"^^^ T h r e e Chopt & Parham Roads, Richmond 2 3 2 2 9 A N D ENGINEERS Since 1914 HANSEN MMMig^l^ A PROFESSIONAL CORPORAriQN ARCHITECTS + ENGINEERS * PLANNERS WASTEWATER TREATMENT SYSTEMS • ENVIRONMENTAL STUDIES MUNICIPAL FACILITIES • WATCRFRONT FACILITIES WATER S SEWER SYSTEMS • TRANSPORTATION TELEX 87-487 Solid Waste Wastewater Systems Highways Storm Drainage Planning WASTE WORKS 1260 Roger Bacon Drive Reslon. Virginia 22U90 (703) 4 7 1 e i ^ 0 Gannett FlEming Austin Drockenbfough Qftd Assoc i<rt*s Consulting Engineers ENGINEERS AND PLANNERS CIVIL • MECHANICAL ELECTRICAL • PLANNING SURVEYING . l^DuSTfllAL FACILITIES mo PROCESS DESIGN • HlGHWAvS • WATER D SEWERAGE SYSTEMS • DRAINAGE . SURVEYING NORFOLK P.O. Box 13048 Norfolk, VA 23506 (604) 461-0155 FAIRFAX Fairfax Professional Building Suite 7 3545 Chair) Bridge Road Fairfax. VA 22030 (703) 385-0200 PO BOX 4800-4800 W HUNDRED RD • CHESTER VA • 804 748-8746 MRNIETN ENVIRONMENTAL ENGINEERS, SCIENTISTS & PLANNERS • • • Greenhorne Water Treatment & Supply Wastewater Solid/Hazardous Wastes H I L L ROAD & O'Mara, Inc. • FAIRFAX. VIRGINIA 2203O 301 H I D E N B L V D . N E W P O R T N E W S , VA 8n4599-551 1 (703) 385-9800 Hurt & Proffitt, Inc. Engineers • P l a n n e r s • Surveyors PARSONS BRINCKERHOFF Since 8200 SoiLs & Foundalions McLean, Land Development Site Plans Greensboro Drive 11 Koger VA 22102 Norfolk, 703-442-7700 Managers Executive Center VA 23502 804-466-1732 Rcsideniial, Commercial & Industrial One Penn Subdivisions, Road, Dams, Airports New York, NY 10119 {804)847-7796 Engineers construction 18S5 Water, Wasiewaier, Solid Wastes, 1933 Fort A v e . L y n c h b u r g , V A24501 Water Systems HAZARDOUS BALT. (301) 796-8850 Hanover. Maryland 2 1 0 7 6 BALDWIN ^GRBG© - PUBLIC N O R T H E R N VA. (703) 5 6 0 - 8 8 6 6 Eng.nes/s&Consi,/lanis • Traffic Engineering/Signalization • S t o r m w a t e r Management • Water and Was'-'water Svst-^ms WASTE Plaza 212-613-5000 37 offices worldwide BODIE, TAYLOR AND PURYEAR, INC. CONSULTING ENGINEERS 611 Research Road R. STUART ROYER & ASSOCIATES, INC. 2500 Waco Street • Richmond, Virginia 23229 804-282-7657 - ^BSem — - ' BUCK, ^^i2S2SL . SEIFERT4J0ST, INCORPORATED Consulting Engineers P.O. Box 2901 Richmond, Virginia 23235 804-794-6823 O I- a^HIti, INC. Black COMPLETE ENGINEERING SERVICES Waste Treatment • Treatability Municipal and Industrial Waste Treatment, • WATER Power Systems, Structures, Solid Wastes, Water • WASTEWATER Resources, Water S u p p l y a n d • INDUSTRIAL 3 0 Park Place. P.O. Box 6 4 7 (201) 9 6 7 - 5 6 2 2 Paramus. New Jersey 07653-0647 • 4 0 5 S o , P a r l i a m e n t D r i v e , S u i t e 101 V i r g i n i a B e a c h . Va 2 3 4 6 2 8 0 4 - 4 9 9 ; 8 5 0 8 Treatment, Transportation, Hazardous Waste 1941 R o l a n d C l a r k e Place, R e s t o n , V A 22091 Management 703/620-5200 s v e a t c n • SOLIO AND HAZARDOUS WASTE MANAGEMENT RESOURm'tieViiOPMENT UJiiltAOEMENT 731S W l a c o n t l n Ave., Bethesda, Maryland 2 0 8 1 4 , o DC > TRBArMeNT WASTE < z Engln««rs-Archlt«cts Water Supply • Sewage • Industrial Studies o Q Z < z 301/986-8080 19 �w RALPH WHITEHEAD & A S S O C I A T E S Consulting E n g i n e e r s 1936 E a s t Seventh Street P. O. B o x 35624 Charlotte, North C a r o l i n a 28235 704-372-1885 Consulting Industrial and BRIDGES . HIGHWAYS • RAILROADS • RAIL & BUS TRANSIT • AIRPORTS QU^^p^ BRANCH OFFICES INC0R1?0F?A1L11 6924 Lakeside Ave . Richmond, V A 23228 3 3 0 0 N h E x p r e s s w a y . Atlanta. G A 3 0 3 4 1 1314 Lincoln Street. C o l u m b i a , S O 2 9 2 0 1 • Engineers Environmental Laboratories Municipal Syracuse, N Y ( 3 1 5 ) 4 5 1 - 4 7 0 0 1b31 North Ivlain Street B l a c k s b u r g . Virginia 24060 Nine regional o f f i c e s s e r v i n g t h e (703) 552- 5548 Norttteast, S o u t h , Mid-Atlantic (804) 262-6548 (404] 452-0797 (803) 2 5 6 - 3 5 9 0 Dames & Moore Water S u | j p l y and Pollution C o n t r o l S o l i d a n d H a z a r d o u s Waste M a n a g e m e n t a n d Midwest. Finkbeiner, Pettis & Strout, Limited VIRGINIA SERVICES Consulting Energy Studies AM Engineers • COST CONTAINMENT PROGRAM Soils and Foundation t MANAGEMENT ENGINEERING CONSULTANTS MANAGEMENT Enuironiiiental Impact Studies Water R e s o u r c e s M a n a g e m e n t BRIENGGERE E N G I N E E R S , INC. 'Mill; • Engineering 2301 West Meadowview Road Greensboro. North Carolina 27407 (919) 292 2271 B e t h e s d a , M^ii (301) 6 5 ? ?21b Also Offices In: Toledo. Akron & Cleveland. Ofiio • PRODUCTIVITY IMPROVEMENT • EXECUTIVE SEARCH • TEMPORARY SERVICES P. O . BOX 809 • W A Y N E S B O R O , VA 22980 • 703/943-6600 • Water Encilneerlmj CariDorattan Ww^^™ • Wastewater Metcalf&Eddy * Resource Recovery a WHITMAN, REQUARDT AND ASSOCIATES • Transportation offering a full range of professional servkres for governmental and private clients 2315 3901 National Dr. Suite 200 SAINT PAUL STREET B A L T I M O R E , M A R Y L A N D 21218 Burtonsville. MD 20866 (301) COr^PLfiTK P U B U C WORKS ENGINEERING. SURVEYING AND PLANNING S E R V I C E S BCM BENGTSON, DeBELL, ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS. PLANNERS & LANDSCAPE ARCHITECTS OntTcville, V A 70,1 6 3 1 9 6 3 0 i^esburg, V A 703 777-1258 W<K)dbrid9e V A 7113 6 7 0 64(X) Silver Spnng, f^D .301 6 8 1 - 8 5 1 5 GUY F K I : I ) K R I C K ( ; . ( ; K I F F I N , F.C. B & B Consultants, Inc. :!22!) W a l c r l i c k K o a d , L y i u h b u r K . VA iSIM 2:{7-20.J4' •'•X'm (•;il>lr IVI.Msi.m'TV Itruadra-I • I'uhlk S;if,I> ('..mtnuniialitins Sjstcms" Alarm S>strm^« KUilrical l>tsiKn • l-'tdcr;d Commnnicatiuns Commission Applicalion rrc|)iiralion • I A I H T I rcslimotu and Uidn'ss 4W GERAGKYY ^(S-MILLER, INC. ' Ground- H ulcr Consultants 8 4 4 West S t r e e t Annapolis, MD 21401 (301)268-7730 23 North Metklenburg Av( Souih Hill, Vj 23970 (804) 447.762! AIKEN, S C BATON R O U G E DENVER H A C K E N S A C K , NJ HOUSTON MILWAUKEE NEWTOWN, PA OAK RIDGE, TN PALM B E A C H GARDENS S Y O S S E T , NY TAMPA WASHINGTON PA Su.vtying ) North Mjin Si. ,t C.:y. Sli 23924 i04| 372-5101 339 £ji :hj« Crly (S04) 3 Wiley & W i l s o n A'rniecis tngr-ee'i Pa'~-e'- 2310 L a n g n o r n e R o a a P 0 Lynchburg ENGINEERS WATER SUPPLY WASTEWATER T O X I C AND H A Z A R D O U S M A T E R I A L S (703) 281-2400 (205) 433-3981 (215) 825-3800 Engineers - S u r v e y o r s • L a b o r a t o r y A n a l y s t s ConsuliingEnKiiH'crs & DAVIS CONSULTING Engineers, P l a n n e r s a n d Scientists Vienna, VA Mobile, A L Plymoutti Meeting, PA 235-3450 Virg.ma Box 877 24505-0877 (804) 528-1901 HDR Engineers Arctiitects Planners 1 0 3 O r o n o c o Street Alexandria. VA 2 2 3 I 4 - 2 0 9 6 (703) 663-3400 11 K o g e i E x e c u t i v e C e n t e r Norfolk. V A 2 3 5 0 2 - 4 1 0 3 ( 8 0 4 ) 461-6351 Offices A Nationwide Patton, H a r r i s , Rust & A s s o c . Engineers , Surveyors . Planners C o m p l e t e pfotessional s e r v i c e s for m u n i c i p a l i t i e s and public agencies Virginia O f f i c e s : 1 0 5 2 3 Main S t r o c l , F a i r f a x , Virginia 2 2 0 3 0 (703) 2 7 3 - 8 7 0 0 100 S o u t h Main Street, Bncjgewater, Virginia 2 2 8 1 2 (703) 828-2616 109 W e s i King Street. L e e s b u r g , Virginia 2 2 0 7 5 ( 7 0 3 | 7 7 7 - 3 6 1 6 Architects • Engineers • Planners Public Administration Service Providing management a s s i s t a n c e and consultant s e r v i c e s to local, regional, and state governments s i n c e 1933 1497 C h a i n Bridge Road M c L e a n . Virginia 2 2 1 0 1 (703) 7 3 4 - 8 9 7 0 C E Maguire, Inc. 5203 Leesburg Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 B u s i n e s s Park Dr., Virginia B e a c h , VA 23462 (804) 497-6304 Regional ottices Providence. Bl: Boslon, MA: Clcanvaler FL: R CharloHe. NC: Dallas. TX: Falls Church, VA: Florence. SC: Honolulu. HI: BloomtielU. NJ: New Britain. CT: Pillsburoh. PA: Phoenii. AZ: Spartanburg. SC Virgi lia Beach, VA: Wallham. MA C o n s u l t a n t s — P u t your m e s s a g e here before 4 , 3 0 0 readers e a c h month. C a l l (804) 6 4 9 - 8 4 7 1 to find out how! �r Heffner Wins Wallerstein Alice S u s a n Heffner of Richmond received the $5,000 VIVIL Wallerstein Fellowship for the 1 9 8 5 - 8 6 academic year. Heffner is a native of New York and a social work graduate of Cornell University in Ithaca, NY. In September she began her studies at the University of Virginia where she is seeking a master's in public administration. Citing the challenge of solving human and social problems in a society of shrinking economic resources, shifting political winds and overcrowded organizational agendas, Heffner seeks a role in guiding and influencing governmental organizations and services in a responsive and positive way. S h e believes her work experiences and academic background will assist her in this role. Her work experiences include internships with a counlywide Head Start program, with an information and referral service and in coordinating family planning and pregnancy services for a pilot test in Israel. S h e has also worked for a Washington-based public interest organization which provided her with insight into public policy determination, and she is currently working for the Virginia Department of Mental Health and Mental Retardation coordinating interdepartmental grants dealing with adolescent pregnancy and drunk driving. The annual Wallerstein Fellowship is presented by the league in coordination with the Institute of Government, University of Virginia. It honors Morton L. Wallerstein, the first executive director of the league who served in that c a paci'ty for 20 years. Wallerstein was also one of the eight persons who organized the American Municipal Association, now the National League of Cities, and he served a s its president twice. Scholarship i i -Heffner- JLARC Update from page 19 Market Makers and Investment Bankers Salomon Brothers inc p o s e s , including the careful e x a m ination of their fiscal capacity and tax effort. A l s o , the c o m m i s s i o n on L o c a l Government has expressed an interest in the ongoing generation of this analysis. T h e commission currently uses the a n a l y s e s in annexation proceedings and a s a part of its local government functions. Consideration could be given to vesting responsibility for the continued assessment of local fiscal conditions with the Commission on Local Government. Conclusion J L A R C ' s update report refocuses legislative attention on commitments to localities and the inability of all localities to fill the gap between the state mandates and state dollars provided to fund mandates. T h e state has made major strides in recent years to meet its commitments to localities. While much remains to be done, the direction of state aid and phorities is encouraging. About the Member ol Major Securities and Commodities Exchanges One New Y o r k P l a / a . New Y o r k . N . Y . 10004 Author R. Kirk Jonas is a division chief of the Joint Legislative Audit and Revievi/ Commission and has directed the JLARC study of "State Mandates and Local Financial Resources" for the past three years. > H O Q (3 DC > 21 �Marketplace ROOF Water, Wastewater, and Drainage Systems INVESTIGATION-DESIGN-INSPECTIONBUDGET & LEGAL ASSISTANCE Environmental Laboratories Real Estate A s s e s s o r Fairfax, V A — Directs real estate a s s e s s m e n t office under director of finance. B a c h e l o r ' s in b u s i n e s s or related preferred, min. 4 yrs. progressively respons i b l e e x p . in p r o p e r t y a p p r a i s a l . $30,863-$34,027. S e n d resume to Personnel Dept., City of Fairfax, 10455 Armstrong St., Fairfax, VA 22030 by 10/31/85. Deputy City Engineer Hampton, VA — $27,126-$40,691. B a c h e lor's in civil eng. or related; prefer civil eng. grad. degree. Considerable exp. in civil eng. preferably in gov't, setting. VA civil eng. license, VA driver's license required. Apply Personnel Dept., City Hall, 22 Lincoln St., Hampton, VA 23669 by 10/31/85. For more info, call 804/727-6407. Housing Service Officer Norfolk, V A — Plan, manage, direct housing code inspection staff of 27. Develop, implement short and long range plans for enforcement of property maintenance c o d e s . Requires combination equivalent to bachelor's in architecture, eng., public admin., urban affairs or related and 5 yrs. increasingly responsible supv. and mgmt. exp. in residential inspection, construction, rehabilitation, maint. or related. Certified B O C A one and two family inspector and NACA professional code admin. or C A B O building official. $27,264-$36,540 -I- excell. benefit pkg. R e s u m e s to Lee R e a m s , Personnel Dept., City Hall BIdg., Norfolk, VA 23501 by 10/25/85. SERVICE Multiple Engineering Utility Management and Finance Planning Director Williamsburg, VA — l\/laster's in urban planning, 5 - 8 years exp. Communicate effectively with d e v e l o p e r s , c i t i z e n s , council, planning c o m m i s s i o n . C o m prehensive planning, zoning exp. mandatory. $33,000 D.O.Q. Send resume to City Manager, Frank Force, 412 N. Boundary S t . , W i l l i a m s b u r g , V A 2 3 1 8 5 by 11/4/85. CONSULTANT ROOFING ENGINEERS Construction Management R t . l , Box 2 6 5 Dublin, Va. 2 4 0 8 4 703-G74-5303 Operation and Maintenance JAMES M. MONTGOMERY CONSULTING ENGINEERS, INC. 9 3 2 3 Midlothian Tpke Richmond , V a . 2 3 2 3 5 OFf=ICES THROUGHOUT THE U.S. AND OVERSEAS W O L F E & A S S O C I A T E S , INC. Management Consulttinis . EXECUTIVE SEARCH . PRODUCTIVITy I M P R O V E M E N T MANAGEMENT SYSTEMS . . SEMINARS / TRAINING ORGANIZATION ANALYSIS CONTACT: J A M E S L. MERCER REGIONAL VICE PRESIDENT P.O. B O X 8 8 8 6 5 6 ATLANTA, G E O R G I A 3 0 3 5 6 (404) 3 9 6 9 0 6 0 R. W . BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS 40 Grove Street Wellesley, M A 02181 (617) 2 3 7 ^ 8 7 0 Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations 1510 E. Colonial Drive Orlando, FL 32803 (305) 8 9 6 ^ 9 1 1 CAMP D R E S S E R & M c K E E 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental engineers, planners, & management scientists, consultants CDM H O Q o < O DC > 22 Public Works Director Fredericksburg, VA (pop. approx. 19,000) Plans, develops, organizes, directs functions of public works dept. of approx. 110 employees. Prof. eng. position exercising mgmt. of traffic, water, wastewater, eng., public works. Prefer grad. with major in civil eng. or combination exp. and training. R e s u m e s to Personnel Director, City of F r e d e r i c k s b u r g , City Hall, P.O. B o x 7447, F r e d e r i c k s b u r g , V A 22404 until filled. F I N A N C I A L AND MANAGEMENT YARGER AND CONSULTANTS ASSOCIATES, INC. Position Classification and Pay Plans Management and Financial Studies Test Construction—Fire and Police Studies Over 700 Oitr 32iit1 Siirvci/s Year 2830 Mary Street Falls Church, Va. 22042 703/560-6900 • Advisor on Financial and Marketing Matters Relating to I s s u a n c e of Municipal Bonds • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED .0 BOX 4 5 \A BhACH, \. 2 1 4 S H SI14 4 2 2 - 1 7 1 ! �Commentary By Gary T. Johnson Citizen Participation in the Planning Process In the words of Sherry Arnstein, "The idea of citizen participation is a little like eating spinach; no one is against it In principle because it Is good for you." Unfortunately, for many planners the palatability of citizen participation s e e m s to diminish a s it moves from merely informing the public of planning activities and working with the local planning commission to more meaningful involvement of the public at large in the planning process. Citizens of the commonwealth currently possess a minimum of four basic mechanisms through which they can exert influence upon the planning proc e s s . First and foremost, through the traditional political process citizens can seek elective office or attempt to elect to the local government individuals who possess a vision of the community similar to their own. Second, they can seek appointment to the local planning commission, which serves as an advisory body to the local government. Third, even in the absence of an appointment to the planning commission they can attend meetings of that body which by law must be open to the public. Finally, citizens can participate in public hearings which are conducted on all plans and ordinances prior to their adoption. While these legally prescribed mecha n i s m s provide some input into the planning process by members of the community, they tend to be underused by all but the most politically astute members of the society. What of the disenfranchised — those individuals within the population at large and our lower income communities in particular, who due to feelings of powerlessness fail to avail themselves of opportunities to participate. If such individuals become involved at all, their involvement is generally activated by a single issue with direct bearing upon their lives. Even this limited involvement frequently c e a s e s a s issues evolve. If the attitudes and desires of these individuals are to be reflected within our plans, their views must be more actively solicited. While the law does not preclude the use of more active mechanisms to either inform the public of planning projects or involve them in the planning process, for the most part planners have done little more than that required of them by law. This lack of further citizen participation activity is shortsighted, and increased levels of citizen involvement are desir- able on philosophical a s well as pragmatic grounds. Philosophically, more active citizen participation efforts can be viewed a s a means of perfecting the democratic proc e s s by increasing accessibility to local government. In practical terms, active citizen participation efforts are desirable because they result in both better plans and plans that stand a greater likelihood of implementation. Plans resulting from active citizen participation tend to be superior because they more accurately reflect the values, attitudes, desires and beliefs of the community at large. By obtaining a more representative understanding of views within the community, the planner is better positioned to develop realistic strategies and plans for the jurisdiction. Once realistic strategies and plans have been developed through an active citizen involvement program, they are more likely to be implemented for two reasons. First, much of the opposition traditionally faced by planners is due to fear and lack of understanding of what is actually contained within their plans. By actively involving all segments of the community in the planning process, this fear and lack of understanding can be minimized, and much of the resulting opposition can be avoided. Second, individuals who have been involved in the planning process often feel a sense of ownership toward the plans and are less likely to oppose what they regard a s their own creation. Achieving desirable levels of awareness and involvement from the citizenry of a community is not an easy task. Fortunately, planners have a variety of techniques at their disposal with which to accomplish this. To keep the public informed of planning activities, some planning agencies volunteer the serv i c e s of their professional staffs or commission members for speaking engagements before civic organizations and other groups. Others publish periodic newsletters and/or make extensive use of the news media. One community development agency within the state has gone so far a s to publish in the local newspaper a supplemental section devoted entirely to neighborhood and planning issues. While each of these techniques can be effectively used to inform the public of planning activities, they allow only for one-way communication. To obtain in- put from local r e s i d e n t s , other app r o a c h e s n e e d to be e m p l o y e d . Towards this end some communities supplement legally mandated open planning commission meetings and public hearings with citizen attitude surveys, citizen advisory committees and periodic meetings with neighborhood councils and special interest groups. Factors such a s staff resources, the size and composition of the community's population, the size of the planning budget and the nature and level of planning activity must all be considered when attempting to determine how best to a c h i e v e m e a n i n g f u l c i t i z e n involvement in any particular community. Techniques appropriate for one community may not be feasible for another. The important thing is not the process, but the product. In 1810 when Shawnee Indian Chief Tecumseh was asked to negotiate for his tribe at Vincennes, IN, he stated: A few chiefs have no right to barter away hunting grounds that belong to all the Indians for a few paltry presents or a keg or two of whiskey. . . . it requires all to make a bargain for all. T e c u m s e h ' s views on the rights of individuals to participate are as appropriate today a s they were in 1810. If plans are being developed which will affect the community at large, then all segments of the community should be afforded an opportunity to be meaningfully involved in the planning proc e s s . It is incumbent upon local government officials a s the holders of the public trust to develop mechanisms whereby such meaningful involvement can be achieved. About the Author With a faculty appointment in the department of urban studies and planning, Gary Johnson is assistant dean and director of the Center for Public Affairs, School of Community and Public Affairs, Virginia Commonwealth University. > H O Q O H L 0 9 9 8 e 9 U 0 9 9 8 6 9 1 LO < o DC > 23 �T h i s i s IT. IT turns IT reaches IT lifts IT sweeps IT moves IT snips IT carries '~ loads digs plows liauis dumps IT dozes IT \oeks IT stacks IT grapples IT grades IT clamps IT pours IT spreads IT Can save tax dollars every way you use it. I ntroducing an innovative approach in machine versatility. The Cat IT can change most tools in 30 seconds or less. And change your mind about how many machines you really need. This is IT - the one multi-purpose machine that does it a With Caterpillar's Integrated Toolcarriers, you get all the advantages of a wheel loader. . . plus dozens of other capabilities that used to call for specialty Carter Machinery Co., Salem • R i c h m o n d • Chesapeake • Warrenton • Fishersville machines. Over 60 attachments are available. Perform seasonal or infrequent chores along with more typical work. Several departments will be able to share in assigning a wide variety of chores. Sounds like a lot from one machine? It is. See the versatile IT at Carter Machinery today. IT could be all the machine you'll ever need. YOUR CATERPILLAR DEALER Inc. • O a k w o o d • Norton, V A D Bluefield • Lewisburg • Pineville.WV � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 20, Number 10 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource October 1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198510 https://www.virginiaroom.org/digital/files/original/69/6480/198511.pdf 01f71e3929138cd6380f36216670a70d PDF Text Text �This is IT. o Q < o IT turns IT reaches IT lifts IT sweeps IT moves IT snips IT carries IT loads IT digs IT plows IT hauls IT dumps IT dozes IT locks IT stacks IT grapples IT grades IT clamps IT pours IT spreads IT Can save tax dolla every way you use it I ntroducing an innovative approach in machine versatility. The Cat IT can change most tools in 30 seconds or less. And change your mind about how many machines you really need. This is IT - the one multi-purpose machine that does it all. With Caterpillar's Integrated ^ Toolcarriers, you get al the advantages of a wheel loader. . . plus '_^r dozens of other ^ capabilities that used to call for specialty machines. Over 60 attachments are available. Perform seasonal or infrequent chores along with more typical work. Several departments will be able to share in assigning a wide variety of chores. Sounds like a lot from one machine? It is. See the versatile IT at Carter Machinery today. IT could be all the machine you'll ever need. < YOUR CATERPILLAR DEALER o > Carter Machinery Co., Inc. S a l e m • R i c h m o n d • C h e s a p e a k e • Warrenton • Fishersville • O a k w o o d • Norton, V A D Bluefield • L e w i s b u r g • P i n e v i l l e , W V �Vfrginia Editor Christine A. Everson Assistant Editor & Advertising IVIanager Mary Ann Cornell Circulation IVIanager Kathy Mclntyre Volume 20 VML President Samuel W. Adams III Officers Robert T . Williams Martha V. Pennino Noel C . Taylor J . Willard Lineweaver Executive Committee J a c k D. Edwards Dolores P. Lescure Frances Parsons M. Stewart Koethcke William R. Hartz Sidney M. Oman Lawrence A. Davies Executive Director R. Michael Amyx Number 11 November 1985 4 People 7-10 The 1985 VML Conference 12 Meet the President Adams Eager to Serve League 14 Legislative Report VML's Priorities and Goals On the Cover Local artist Richard Bryant sketched the cover rendering of Host Locality Night in Market Square during the VML Conference. 19 Marketplace 20 Professional Directory 23 Fiscal Austerity and Urban Practices Commentary VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia l\/lunicipal League. It is published monthly at 13 East Franklin Street, P.O. Box 12203, Richmond, Virginia 23241. All contents, copyright 1985 by the Virginia Municipal League. Any reproduction or use of contents must have prior approval of the Virginia f\/lunicipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 12203, Richmond 23241. by Jeffery Grady and Melanie Gillies. > O Q < O DC > �r People Hodge Moves to Roanoke County As of Nov. 7, Elmer C. Hodge Jr. is Roanol<e County's new administrator. Hodge previously served as an assistant county administrator in Ctiesterfield County, a position lie tiad held since 1980. As one of Chesterfield's three assistant administrators, he was responsible for financial and administrative matters. Hodge had worked for Chesterfield County for 10 years. Isman Wins National Post Warren E. Isman, chief of the Fairfax County Fire and Rescue Department, is the new second vice president of the International Association of Fire Chiefs. He was elected by a landslide capturing more than 600 of the 1,000 votes cast at the recent lAFC annual conference in New Orleans. He previously chaired the lAFC Hazardous Materials Committee. lAFC is a worldwide organization es- 7 VOLUNTEER AIR SEARCH INSTITUTE Professional Emergency Services • • Search a n d Rescue Disaster Response Consultant Services • >o • • Q • o I- • T r a i n i n g courses f o r emergency responders a n d m a n a g e m e n t personnel Preparation of operations plans D e v e l o p m e n t of t a b l e t o p exercises Functional design of e m e r g e n c y operations centers M a n a g e m e n t correspondence courses < O > VASI 105 Lindsay Landing Grafton, VA 23692 (804) 898-4929 tablished more than 100 years ago and dedicated to the improvement of knowledge and technical abilities of fire command officers. More than 3,500 people attended the conference to participate in seminars and view hundreds of displays. Burton J o i n s New Kent County Gary B. Burton has been appointed county administrator for New Kent County. He previously served as director of planning and deputy county administrator for Prince George County. From 1976 to 1981, Burton was employed as city planner for the city of Salem. Burton is a native of Salem and holds a master's in urban studies from Virginia Polytechnical Institute and State University. Pullman Takes Finance Position Steven L. Pullman is the new deputy finance director in Vienna. Pullman, 26, was formerly a staff accountant with the firm of Peat, Manwick, Mitchell & Co. in Washington, DC, and a member of the audit team that conducted the town's annual financial review. In his new position, he will assist with daily activities and supervise the town's computer operations. Cooper Receives W T S Award Sally Cooper, director of rail and public transportation for the Virginia Department of Highways and Transportation, has been named the 1985 Woman of the Year by the Women's Transportation Seminar. The award is presented annually at the organization's conference. She was nominated by the Philadelphia chapter where she was a charter member. In Philadelphia, she worked for the Southeastern Pennsylvania Transportation Authority, the U.S. Department of Transportation regional office and in transportation consulting. She came to Virginia in October 1982 and is working on establishing a Richmond chapter of WTS. In winning the a w a r d . Cooper succeeds Elizabeth Dole, secretary of transportation. Sweeney Heads Danville Utilities Dick Sweeney, electric director in Danville, has been promoted to director of utilities. In his new position he will be responsible for the city's water, gas, electric, and wastewater operations in addition to the utility customer service division. Sweeney has been with the city since January 1983 when he was hired as chief electrical engineer. He has experience in working with both public and private utilities and holds a bachelor's in electrical engineering from the University of Kentucky. Turner Retires i n Falls Church Bruce V. Turner has retired after nine years as the chief of the Falls Church Volunteer Fire Department. Turner served with the volunteers for 35 years in various capacities. Arlington resident and first deputy chief of the volunteers, Walter McGraw, will succeed Turner as chief. Fire and rescue services for Falls Church are provided through agreements with the Falls Church Volunteer Fire Department and the Arlington County Fire Department. The volunteer fire deparment provides the fire station and equipment, and Arlington provides the personnel, with occasional personnel assistance from the volunteers. Turner is a native of Falls Church, and his father served on town council from 1930-1934. Kolakowski Leaves Fredericksburg J o b Peter R. Kolakowski has resigned as city manager of Fredericksburg to become budget director of the state Department of Highways and Transportation. He had been city manager of Fredericksburg for four years. Kolakowski will now be in charge of planning, evaluating and coordinating the highway department's budget which is about $ 1 . 2 billion this year. Kolakowski has a master's in public administration from American University. Prior to becoming city manager in Fredericksburg he had worked as director of planning and community development and assistant city manager. �Agostine Takes Henrico Job Frederick T. Agostino of Norfolk has been named executive director of economic development by the Industrial D e v e l o p m e n t A u t h o r i t y of Henrico County. From July 1982 until his appointment, Agostino held concurrently for the city of Norfolk the positions of director of the Department of Development and executive director of the Industrial Development Authority. He has also served as director of marketing for the Virginia Peninsula Economic Development Council and as deputy director, Office of Economic Development, Montgomery County, MD. He holds a bachelor's in economics from Syracuse University and a master's from Penn State. County Administrators in 1973. Presently he serves as a liaison between the National County Managers Association and the International City Management Association. Johnston has outlasted all his board members except Ray Ward and H. W. Rosser, and Ward also will retire in December. A native of Ohio, Johnston arrived in Campbell County in the middle of an annexation and is departing as Lynchburg and Campbell County struggle with the issue again. During his tenure the county spent about $21 million to upgrade the schools in a five-year period without resorting to a bond issue, and the library program has grown from one small facility to a large central library with three branches due to open in November. County administration is actually Johnston's second career. He first served 22 years in the Air Force. Fordham to Direct County Marketing Phyllis B. Fordham has been named director of marketing for the Arlington County Division of Economic Development. Fordham has served as the county's marketing representative for the past two years and worked with both public relations and policy analysis. She previously acted as a special assistant for the U.S. Department of Commerce, Economic Develop Administration, and as a private consultant in the field of economic development. Her local government experience includes three terms as a Rockville (MD) City Council member. Wamstaff Heads Beach Utilities Clarence O. Warnstaff is the new director of public utilities in Virginia Beach. He previously served as assistant director for engineering and construction for the Dallas Water Utilities, Dallas, TX. The Dallas engineering and construction program has an annual capital construction program of $60 million, an annual operating budget of $12 million and 394 employees. Warnstaff also served as a rate engineer for the utility. Prior to that he worked as an electronic design engineer with Texas Instruments Inc. Market Makers and Investment Bankers Johnston Leaves Campbell County Donald N. Johnston, county administrator in Campbell County, will retire Dec. 31 after 13 years of service. Among Virginia county administrators, his tenure is exceeded only by the administrator of Orange County. Johnston is two years past retirement age but stayed at his post with the concurrence of the board of supervisors until completing his terms of office with the National Association of County Administrators. He was president of NACo in 1983-1984 and a member of the board until July 1985. He served as president of the Virginia Association of Salomon Brothers Inc Member of M a j o r Securities and Commodities Exchanges O Q < Z o One New Y o r k Pla/.a, New Y o r k . N . Y . 10004 o gc > 5 �A SideBy Side Comparison Can Make¥)u A Permanent Believer LiMobileHomes. Mobile Home* Site-Built Home** At the Virginia Manufactured Housing Design Item 1 room not less than 150 sq. ft. Same Association, we've found that the restrictive Room Sizes Twt) One ordinances many localities place on mobile Required Exit Doors 15psf/20 psf/40 psf Same homes are based on outdated stereotypes. Minimum Live Loads Wind/Roof/Flo or Indoor Design Temperatures; 70°/75° 72°/78° The fact is, today's mobile homes com- Heating/Cooling pare favorably in virtually every way with Building Materials Nationally accepted standards Nationally accepted standards (used materials not allowed) (bldg. official may allow some site-built housing. (All mobile homes built used materials and equipment.' since 1976, for example, meet stringent *Ffderal Manufactured Home Constnielion Standartis • B O C A Basic Codes H U D codes.) As further proof, we've compiled a comparison of 50 key code requirements, the most important of which are highlighted in the chart at right. But quality isn't the only argument in our favor In those Virginia localities that tax mobile homes as real property, assessments—and tax revenues—have risen steadily For more information about how today's mobile homes can help fill the needs of your locality contact VAMHA at 8505 Mayland Drive, Richmond, Virginia 23229. Virgima Manufactured Housing Associatioa The Virginia Manufactured Housing Association, 8505 Mayland Drive, Richmond, Virginia 23229, Phone (804) 747-0810. �Conference delegates and guests gathered for food and fun in Market Square on Host Locality Night. Photo: Don Peterson, Roanoke Times & World News. The 1985 VML Conference Section Meetings Welcome "Roanoke is special. We l<now it and we want you to know it." R o a n o k e M a y o r Noel C. T a y l o r opened the 80th Annual VML Conference and welcomed the delegates to his city. "Share Roanoke as if it were yours," he invited while singing praises of the star city. Joseph P. Riley Jr., mayor of Charleston, SC, and next in line to become president of the U.S. Conference of Mayors, spoke at the opening session on the importance of salvaging revenue sharing before it expires in 1986. "We must not let it die," Riley said, adding that "burden sharing" would be a more suitable name. "We are at a critical midpassage for cities," he said. "In the 1960s, we saw the hearts of our cities die." Although many have made strides in rebuilding, we are a far cry and long road from where we need to be," Riley stated. Riley said that cities provide facilities and services that determine the quality of life. They provide parks, art and cultural facilities, playgrounds, festivals and amenities that improve life, he said. He cited revenue sharing as one program cities cannot afford to lose. Workshops A diversified group of workshop ses- sions were offered at the 1985 Annual Conference. Sessions on issues that will be In the forefront of the 1986 General Assembly were particularly of interest. An overview of these issues was presented in a session on 1986 Legislative Topics which included remarks by Delegate Ralph L. Axselle Jr. on the Coalition on Government Competition with Business. Sessions on the full funding of education, the Tort Claims Act, the Virginia Water Study Commission, highway funding and deinstitutionalization covered state-local issues in greater detail. This year increasing attention has focused on Washington. Reflecting local concern about federal issues, workshops on the Fair Labor Standards Act, hazardous wastes, federal budget cuts and tax reform were well received. Local issues received their fair share of attention at the conference as well. Sessions on local government liability and the VML group Insurance programs attracted officials facing lawsuits, premium cancellations and skyrocketing insurance costs. Sessions on the policy/ administration distinction, meal and lodging taxes, downtown development, productivity analysis, asbestos removal and radon detection, and customer relations gave delegates an opportunity to be brought up to date on a broad array of subjects. Workshops for City, Town and Urban Sections during the conference gave members a chance to elect section leaders and discuss issues of concern. Urban Section members took a closer look at highway funding. Gary P. Allen, senior research scientist, Virginia Transportation Research Council, reviewed methods of highway funding in other states, and Delegate Vivian E. Watts of Fairfax County spoke on legislative prospects for alternative methods in Virginia. James K. Skeens, state urban engineer, reviewed maintenance payments under Virginia's new funding formula. Sidney M. Oman, Chesapeake council member, and Meyera E. Oberndorf, Virginia Beach council member, were re-elected Urban Section chair and vice chair respectively. Organizing downtown development was discussed at the City Section Workshop. John Marlles, Department of Housing and Community Development; Wayne G. Reed, Franklin city manager; Brian Wishneff, Roanoke director of economic development; and Wendell L. S e l d o n , W i n c h e s t e r city m a n a g e r , formed a panel which presented aspects of downtown development. Sub- H O Q Z < •z. o DC > �jects included the Main Street Program and initiating a revitalization program. M. Stewart Koethcke, Clifton Forge council member, was re-elected chair of the City Section, and L. D. Oakes, Martinsville council member, was re-elected vice chair. VML Deputy Director Clay L. Wirt led the Town Section Workshop in a discussion of federal and state legislative issues of concern. The Fair Labor Standards Act, tax reform and alteirnatives to revenue sharing and other federal budget cuts were topics. Privatization, the Tort Claims Act and water use were also discussed. Mayor William R. Hartz of Waverly was re-elected Town Section chair, and Carl A. Taylor, Marion town manager, was elected vice chair. Past President Charlie Robinson, Roanoke Mayor Noel Taylor and President-Elect Sam Adams share a moment at the conference. Host Night > The city of Roanoke treated VML Conference delegates and guests to an entertainment-packed evening in the heart of downtown Roanoke on Host Locality Night. The evening began with a reception in Center in the Square, a five-story building containing a variety of museums, galleries and shops. Entertainment centers on each floor of the building offered a variety of refreshments and hors d'oeuvres. The rooftop of the building, used as a parking lot during operating hours, afforded a magnificent view of the city, and a combo orchestra added to the enjoyment. Dinner was served in Market Square. Banquet tables set with tablecloths and fruit and flower a r r a n g e m e n t s surrounded the stage where two bands entertained until 11 p.m. At tables along the parameter various restaurants offered their dining specialities from rolls to lobster salad, roast beef and tacos to bread pudding, ice cream and popcorn. Bottles of Virginia wine were available at each table. The bands enlivened the evening and delegates and guests danced literally until the last song was played. Legislative Chair Joan MacCallum is interviewed by the press. H O Q o (3 DC > Gubernatorial session. candidate Wyatt Durrette spoke at the opening �Exhibits Thirty-two companies exhibited at the 1985 VML Conference in Roanoke. Consider these supporters of league activities when making your next purchasing decision. B & B Consultants Browning-Ferris Industries Carpenter Decorating C o . Draper-Aden Associates, Inc. Duncan Industries First Continental Financial Corporation General Code Publishing Corp. Hartford Variable Annuity Life Insurance C o . The Howard Harrill C o . ICMA Retirement Corporation Insituform East, Inc. John Deere Company Korman Signs Metcalf & Eddy, Inc. Municipal Advisors Incorporated Municipal Code Corporation City of Norfolk Patton, Harris Rust and Associates Petersen Industrial Machines, Inc. Radix Corporation The Renaissance Concept Company Rogers, Golden & Halpern Specialized Data Systems, Inc. Structured Financial Services, Inc. Truxmore, Inc. Virginia Innovation Group Virginia Municipal Group Self Insurance Association Virginia Power Virginia Supplemental Retirement System Virginia Waste Industries Association Ralph Whitehead & Associates Yeager and Company, Inc. Thank You! Candidate for governor Jerry Balile • waves to a friend after leaving the podium. ��Virginia Municipal Group lelf Insurance Association A program designed to control your Workers' Compensation Costs. $4.6 million in dividends returned For iiKire information contact: Mari;;aret A . Nichols, Administrator Virginia Municipal Group Self Insurance Association P.O. Box 12203 Richmond, Virginia 23241 (804) 649-8471 Hanover County Leesburg Alexandria Harrisonburg Ashland Luray Henrico County Augusta County Lynchburg Herndon Bedford Manassas Hopewell Bedford County Manassas Park Berryville James City County Martinsville Blacksburg Lawrenceville Bluefield Botetourt County Bristol Buena Vista Chase City Chesapeake Chesterfield County Chilhowie Clifton Forge Colonial Beach _ P.O. Box 2235 Covington T A L L A H A S S E E , FLORIDA 32316 Culpeper County Telephone 1-800-262-CODE Danville Dinwiddle County Emporia Essex County Fairfax County Fauquier County Franklin Franklin County Greensville County Grundy • Law Editorial Staff • Modern Computer Technology Hampton Serving over 1,800 municipalities and counties in 47 States, including Virginia O R D I N A N C E CODIFICATION Looseleaf Supplement Service M U N I C I P A L CODE CORPORATION Newport News Norfolk Petersburg Poquoson Portsmouth Prince George County Prince William County Pulaski Purcellville Radford Richmond Roanoke Roanoke County Rockingham County Salem Smithfield South Boston Stafford County Staunton Strasburg Suffolk Vienna Vinton Virginia Beach Washington County Waynesboro White Stone Williamsburg Wise County York County O Q < o DC > 11 �VML's New Officers President Samuel W. Adams III Council Member, Emporia First Vice President Robert T. Williams City Manager, Newport News Second Vice President Martha V. Pennino Vice Chair, Board of Supervisors Fairfax County Third Vice President Noel C . Taylor Mayor, Roanoke Fourth Vice President J . Willard Lineweaver Mayor, Warrenton Member at Large Jack D. Edwards Chair, Board of Supervisors J a m e s City County Member at Large Dolores P. Lescure Council Member, Staunton Member at Large Frances Parsons Council Member, Blacksburg City Section Chair M. Stewart Koethcke Council Member, Clifton Forge Town Section Chair William R. Hartz Mayor, Waverly Urban Section Chair Sidney M. Oman Council Member, Chesapeake Meet the President Adams Eager to Serve League This man is active. So much so that he once had to switch his refereeing activities to the North Carolina Athletic Officials Association in order to be closer to home. Now he only coaches soccer and T-ball, referees high school basketball, attends council meetings, comes to Richmond once or twice a week, manages five branches of Central Fidelity Bank and serves a s president of the Virginia Municipal League. If that isn't enough, in his spare time he collects baseball c a r d s , about 3 0 , 0 0 0 , autographs of famous people, Paul Newman and Ronald Reagan included, and political buttons, an 1896 McKinley, two Teddy Roosevelts, a Harry Truman and a Thomas Dewey. Reserved, modest and soft spoken, this man also knows how to sit back and observe. This man is S a m Adams. Surprised by his own election to E m poria City Council in 1974 at the age of 24, he w a s willing to take his uncle's advice to "sit back and keep your mouth shut." Which he did for about his first six months on council. He w a s by his own admission innocent. But not anymore. S a m Adams has now served three consecutive terms on council - 12 years. In 12 y e a r s he h a s s e e n m a n y changes. In the beginning there were n u m e r o u s c o n f r o n t a t i o n s with the county. Now there are not so many. Most areas of disagreement have been worked out, and written contracts with the delivery of services well delineated now take their place. Confrontations on education left Emporia a s the only city in Virginia that under court order cannot have its own school system. Instead, the city and county have a consolidated school system. Merger and a n n e x a t i o n , i s s u e s throughout Adams' 12 years, may soon be resolved. City and county worked out an annexation agreement two years ago, and a citizens' committee has developed a consolidation agreement which will soon be put to a vote in both localities. If the agreement is not passed by a majority in both the city and county, then the communities revert back to the annexation agreement. Another c h a n g e possibly soon to come may result from a suit by the American Civil Liberties Union. T h e A C L U is suing several small Virginia localities alleging that at-large elections are discriminatory. The suit may result in some changes to the nine-member E m poria City Council up for election in May 1986. Emporia does not have the funds to fight the suit, so a compromise is likely. Another change taking place in E m poria revolves around a nearby dam which the city purchased from Vepco several years ago. T h e dam has now been sold to a private company that is retrofitting it to produce electricity. Not only did the city benefit from the sale of the dam, but it will continue to benefit through property taxes and a profit sharing agreement. A d a m s h a s been attending V M L �meetings since his first election. He has served on VIVIL's legislative committee and various policy committees. He also chaired the VML Building Committee. Elected vice chair of the City Section in 1978, he served two terms under Jane Hough and was then elected to chair the section. In 1982 he became fourth vice president of the league. The following year with two vacancies on the executive committee, Adams was elected second vice president. Born in Morristown, TN, Adams will quickly tell you he lived there only three months before moving to Martinsville where he grew up. His father, a physician, still actively practices medicine in Martinsville and says he will continue to do so until he is 70. Adams' mother, a native of Emporia, died at the age of 42 when Adams was 15. His father remarried subsequently creating a large family. Adams has two brothers, one is a doctor in Lumberton, NC, and the other sells commercial real estate in Richmond, and a sister who is an attorney in New York. He also has two half-brothers and a half-sister. As a child, Adams visited his grandmother and uncle in Emporia, and for two summers he worked on his uncle's tobacco farm. It was through these summer visits that Adams met Barbara, his wife, and it was at the suggestion of his uncle that Adams first ran for city council. After graduating from Randolph Macon with a degree in political science, Adams returned to Emporia having secured a summer job as a teller for the Central Fidelity Bank. That summer job extended 13 years, and Adams is now the bank's vice president and area manager. Adams describes the uncle that influenced him as a supporter of Harry Byrd, and Adams is himself politically conservative. He was 23 when he followed his uncle's advice and announced his candidacy for city council. Adams campaigned by going door to door to every house in Emporia and came in second in the election. He was caught so surprised by his election, he says, that he hadn't even planned a victory party, so he went to the other candidates' parties that first election night. He has been through two more elections since then, going door to door each time. This past time there was one difference: he took his son with him. Next year, he will take both his sons, Boyce, 6, and Will, 4. Active, observant and experienced, Sam Adams stands ready to serve the league. Change of Address The Virginia Municipal League continues to receive mail at its old address. If your organization sends newsletters, magazines, press releases or correspondence to the Virginia Municipal League, please check to make sure the address has been changed to VML, P.O. Box 12203, R i c h m o n d , VA 23241. G aODBESS OF PUBLijHER. t[ LAW AND ORDINANCE CODIFICATION SERVICES Research - Revision - Publication Loose-leaf Supplement Service O Q RAL ISHERS < 72 H I N C H E Y R O A D ROCHESTER, 716/328-1810 NEW YORK 14624 o DC > 13 �Legislative Report VMVs Priorities 1. Full funding of the state's share of the actual cost of public education. 2. Support of a statewide bond issue for transportation related construction. 3. Support of state-local cooperation to offset increasing fiscal responsibilities. V M L ' s legislative g o a l s f o r t h e 1 9 8 6 s e s s i o n of t h e V i r g i n i a G e n e r a l A s s e m b l y w e r e d e v e l o p e d b y t h e legislative c o m mittee a n d adopted by the m e m b e r s h i p at t h e a n n u a l c o n f e r e n c e . T h e y a r e a s follows. M e a l T a x e s . Enabling legislation to g r a n t all localities a u t h o r i t y t o u s e m e a l taxes with provisions guarding against double taxation. T o w n S a l e s T a x e s . Identifying t o w n s a s a p o i n t of c o l l e c t i o n o n s a l e s t a x collection forms to provide data to evalu a t e d i s t r i b u t i o n of local o p t i o n s a l e s t a x revenues. M o t o r V e h i c l e L i c e n s i n g . Requiring all m o t o r v e h i c l e s , t r a i l e r s a n d s e m i trailers r e g i s t e r e d a n d l i c e n s e d in Virg i n i a t o c o m p l y w i t h local m o t o r v e h i c l e l i c e n s i n g if n o t s p e c i f i c a l l y e x e m p t e d . A l s o local l i c e n s i n g of military p e r s o n n e l s t a t i o n e d in V i r g i n i a . o Q < o o > 14 Prorating Personal Property T a x e s . Legislation allowing localities t h e o p t i o n of p r o r a t i n g p e r s o n a l p r o p e r t y tax collections. L o c a l O p t i o n G a s o l i n e T a x . Local option authority to impose a 2 percent retail t a x o n g a s o l i n e w i t h r e v e n u e u s e d for public transportation a n d street maintenance and construction. Interest o n Roll B a c k T a x e s . Legislation allowing localities to charge a l o w e r interest rate o n roll b a c k t a x e s t h a n that a s s e s s e d o n d e l i n q u e n t t a x e s . Railroad Assessment Methods. Relief f o r localities a d v e r s e l y a f f e c t e d b y t h e r e c e n t c h a n g e in T a x D e p a r t m e n t railroad a s s e s s m e n t m e t h o d s . E d u c a t i o n F u n d i n g . Full f u n d i n g of t h e s t a t e ' s s h a r e of t h e a c t u a l c o s t s of t h e S t a n d a r d s of Q u a l i t y a n d of t h e c a t e gorical education mandates a c c o m plished by an additional 1 percent state- w i d e s a l e s t a x r e t u r n e d t o localities a n d without reduction to other related funding c o m p o n e n t s . Incentives for Consolidating S c h o o l D i s t r i c t s . Continuing incent i v e s f o r localities t h r o u g h t h e b a s i c aid f o r m u l a to e n c o u r a g e c o n s o l i d a t e d s c h o o l districts. Transportation Funding. f o r t h e c o n c e p t of a s t a t e w i d e sue for highway construction d e b t s e r v i c e d b y a n i n c r e a s e in related revenues. Support b o n d iswith the highway H i g h w a y M a i n t e n a n c e . I n s e r t i o n of " p r e v e n t i v e m a i n t e n a n c e " in t h e d e f i n i t i o n u s e d f o r a l l o c a t i o n of m a i n t e nance payments. B r i d g e F u n d . C r e a t i o n of a s e p a r a t e bridge fund. R a i l r o a d C r o s s i n g s . Direct state a s sistance through grants or fees on ind u s t r i e s b e n e f i t i n g f r o m i n c r e a s e d rail traffic t o a s s i s t in f u n d i n g r a i l r o a d i m provements. C o m m u t e r R a i l . E s t a b l i s h m e n t of a n e x p e r i m e n t a l c o m m u t e r rail b e t w e e n Washington and Fredericksburg and Manassas. R e d u c e d Federal F u n d i n g . Aid to localities e i t h e r d i r e c t l y t h r o u g h f i n a n c i a l a s s i s t a n c e o r indirectly t h r o u g h p e r m i s s i v e legislation a l l o w i n g localities t o u s e a d d i t i o n a l s o u r c e s of r e v e n u e in t h e e v e n t of r e d u c e d f e d e r a l r e v e n u e s t o localities. Metropolitan Washington Airport. I m p l e m e n t a t i o n of t h e M e t r o p o l i t a n Washington Airport Authority. Overtime for Public Safety Employe e s / F L S A . State funding to cover overt i m e c o s t s of p u b l i c s a f e t y e m p l o y e e s resulting f r o m t h e Garcia v. San Antonio c o u r t d e c i s i o n a n d a p p l i c a t i o n of t h e Fair L a b o r S t a n d a r d s A c t t o local g o v e r n ment. R e s o u r c e s A u t h o r i t y Grants. Funding to t h e a u t h o r i t y f o r d i r e c t g r a n t s to V i r g i n i a localities. Hazardous Waste Facilities Siting. I n c r e a s e d f u n d i n g of t h e T e c h n i c a l A s s i s t a n c e F u n d t o p r o v i d e local g o v e r n ments the protection the law intends. R e g i o n a l T r a i n i n g A c a d e m i e s . Full f u n d i n g of all m a n d a t e d c r i m i n a l j u s t i c e training. C o r r e c t i o n Facilities. Equal sharing of s t a t e a n d local facilities t o e a s e o v e r c r o w d i n g , full f u n d i n g of t h e n e w r e i m bursement formulas and continued e m p h a s i s o n t h e s t a t e f u n d i n g its s h a r e of t h e c o s t s of u p g r a d i n g e x i s t i n g facilities a n d d e v e l o p i n g n e w facilities. Service Charges o n State a n d Fede r a l P r o p e r t y . P a y m e n t s in lieu of t a x e s on tax e x e m p t state a n d federal property. D e i n s t i t u t i o n a l i z a t i o n . Deinstitut i o n a l i z a t i o n o n a c a s e by c a s e b a s i s coordinating the individual's needs with the c o m m u n i t y ' s resources a n d with f u n d s f o l l o w i n g t h e patient f r o m t h e instit u t i o n to t h e c o m m u n i t y . A g i n g . S t a t e f u n d i n g of l o n g - t e r m c a r e m a n d a t e s a n d c o s t s i n c u r r e d in gathering information required by the Long Term Care Council. Proposed Contraband Forfeiture A c t . A d o p t i o n of a C o n t r a b a n d Forfeiture Act allowing the confiscated fin a n c i a l r e s o u r c e s of c r i m i n a l s t o b e ret u r n e d t o t h e locality for l a w e n f o r c e ment purposes. State a n d Locally O w n e d Health F a c i l i t i e s . Funds addressing disc r e p a n c i e s b e t w e e n f u n d i n g for s t a t e a n d local facilities. �Jailing Juveniles. A fiscal impact study of legislation allowing juvenile court judges to use short-term community based sentencing. Dillon Rule. Appropriate legislation applying to cities, towns and counties based on the Virginia Commission on Constitutional Revision recommendation that the Dillon's Rule be reversed. Sovereign Immunity. Strengthening sovereign immunity protection for local government officials. Shiared Cost by Subdivision Developers. Authority to require developers to pay a pro rata share of the cost of reasonable and necessary adjacent roads. Antitrust Exemption. Exemption of local governments from state antitrust law and legislation providing immunity from federal antitrust laws. Special Service Districts. Enabling legislation allowing towns under 30,000 to establish special service districts and legislation enabling localities to provide any additional services the citizens are willing to fund. Unappropriated Reserves. VML urges the General Assembly not to prohibit or limit carry-over reserves or surpluses in local budgets. State Compliance with Local Comprehensive Plans. Legislation to require state agencies to comply with local comprehensive plans subject to override authority by the governor. Duration of Franchises. Amendment to the Virginia Constitution increasing the duration of municipal franchises for use of public property to 99 years. Repeal of the 60-year provision for air rights franchises. Newspaper Publication of Tax Increases. Authority to deliver advertisements of tax increases by hand or by first class mail in lieu of newspaper publication. Salaries of Council Members. Greater flexibility for city councils in setting council salaries, benefits and expense limits. Appointment of School Board Members. Local government authority to directly appoint school board members with the term of office at the pleasure of the local governing body. Legislation Affecting Towns and Counties. Avoidance of legislation causing conflict between counties and towns, and promotion of harmonious, cooperative and mutually beneficial relationships between towns and counties. Establishment of a state office of town relations and continued study of policy issues affecting towns. Commission on Town/County Relations. A General Assembly study commission on town/county relations giving attention to distribution of local option sales tax revenues, differentiated taxing districts for towns not receiving full county services, town zoning and planning authority for parcels straddling boundaries, and increasing authority of towns to equal that of counties and cities. C o u n c i l A p p o i n t m e n t . Exempt towns under 3,500 population from provisions of the code that prohibit appointment of a former council member to a council filled position for a period of one year after the council member leaves office. Landfill Charges. Legislation embracing the concept that town residents pay no more than county residents for use of county landfills. Attorney General Opinions. Amendment of the state statute to allow town attorneys and attorneys from cities of the second class to request opinions from the attorney general. Testing of Water Samples. Legislation clarifying that public water system owners are not responsible for any liability for failure to report test results to the state Health Department once the owner has transmitted samples to a licensed laboratory. Payment for Water Samples. An amendment to make each public water utility pay for testing of water samples at the state laboratory. Weight Limit for Garbage Trucks. An amendment to allow municipal garbage trucks or garbage trucks under contract to municipalities to travel on state roads as long as their weight limits do not exceed those established by the state for coal and cement trucks. Virginia Tort Claims Act. Opposition to legislation extending to local governments the Tort Claims Act. Rates for Utility Services. Opposition to legislation permitting the State Corporation Commission to further regulate rates for utility services furnished to local governments. Uranium Mining. A permanent moratorium on the mining and milling of uranium in Virginia. Group Self Insurance. Legislation to expand current group self insurance association statutes to other lines of coverage. Annexation Procedure. Opposition to any substantial changes in the annexation statutory procedures. Housing Study. Study additional actions the state could take to address housing needs for low and moderate income families, the elderly and handicapped. Medicaid. Opposition to any attempt to transfer the current federal-state responsibilities for IVIedicaid to localities. Misdemeanors—Probable Cause. Legislation authorizing police officers to make arrests for certain misdemeanors not committed in their presence based on probable cause and reasonable complaint including assault and battery. larceny and destruction of property. Allocation of Water Resources. Assessment of existing and potential surface and ground water and development of a water conservation and supply plan. If justified, by the study, legislation to authorize the interbasin transfer of surface water and interjurisdictional transfer of ground water when cooperative intergovernmental agreements are unattainable. The state's role should be to protect the interest of water users in the source basin or source acquifer and to provide compensation for damages caused by water transfers. Study of Preventive Services. A study commission to examine the use and results of existing preventive programs and the need for additional programs in areas such as alcohol and drug abuse, adult illiteracy, school dropouts, and spouse and child abuse. Neighborhood Assistance Act. Extension of tax credits authorized by the Neighborhood Assistance Act. Supplemental Retirement System. Review the purchase of insurance for VSRS members from Life of Virginia to determine if better rates are available. Legislation to allow employees whose share of VSRS is paid by the local government employer to withdraw their share upon leaving employment. E m p l o y e e - M a n a g e m e n t Relations. Legislation to prohibit dues check-off and collective bargaining for all public employees. League Publishes New Bulletin The Virginia Municipal League Is publishing a new bulletin in addition to the Legislative Bulletin published annually while the Virginia General Assembly is in session. The Interim Legislative Bulletin takes over where the Legislative Bulletin leaves off. It will be published on the third Thursday of eacfi month while the assembly is not in session. Its purpose is to keep members up to date on offsession legislative activities and to give indepth analyses of legislative issues. The publication will be mailed to all VML mayors, managers and board chairs as well as VML legislative liaisons. The first issue was mailed in October. �VML Offers Studx; The Virginia Municipal League Is seeking applicants for the Wallerstein Scholarship. The scholarship was established by a gift from Ruth C. and Morton L. Wallerstein to the University of Virginia to foster interest and research In Virginia state and local government. Morton L. Wallerstein was the first executive director of the league. The scholarship is jointly a d m i n istered by the Virginia Municipal League and the Institute of Government, University of Virginia. Eligibility An applicant must be; 1. An employee or official of a Virginia municipality who would like to spend a year at the University of Virginia engaged in research and study with the Institute of Government; or 2. A person, preferably an employee or official of a Virginia municipality, seeking to undertake graduate work at the University of Virginia in a field related to state and local government. It is hoped, but not required, that the recipient intends to enter or re-enter Virginia government service upon completion of the graduate work. Opportunify Selection Criteria While an applicant must show promise of benefiting substantially from a year at the university and a degree applicant must meet admission standards, the selection committee will place heavy emphasis upon the individual's potential for public service in Virginia. Duration of the Award The award is made for a 12-month period beginning between June 1, 1986 and Sept. 1, 1986. The award may be continued a second year depending on the recipient's need and first year record. Amount of the Award The amount is $5,000. Application Procedure Applicants for the scholarship may obtain the necessary forms by writing to the institute. Applicants seeking a graduate degree must fulfill all the requirements for admission to the graduate school of the university. Inquiries regarding graduate school requirements should be addressed to the Dean of the Graduate School of Arts and Sciences, 438 Cabell Hall, University of Virginia, Charlottesville, 22903. Dates for Selection Applications must be submitted no later than February 15, 1986. An applicant may be invited to attend a personal interview held either at the institute or at the Virginia Municipal League offices in Richmond. The recipient will be notified no later than April 15, 1986. For further information, write Dr. Timothy G. O'Rourke, Institute of Government, University of Virginia, 207 Minor Hall, Charlottesville, Virginia 22903. Some former Wallerstein scholars include Denise Butterfield Fisher, now working for Newport News as a mana g e m e n t r e s e a r c h a n a l y s t , Sigrid T o m p k i n s , Donna Hawthorne, Jack Davenport, Elizabeth Walker, now working as assistant to the city manager for Hampton, George Urquharl, and John Poarch, working for the Virginia Housing and Development Authority. Is your municipality \ BETWEEN A ROCK AND A HARD PLACE because you figure reconstruction of deteriorated pipelines by excavation and the laying of new pipes will be too costly, take too m u c h time and disrupt the community? ! You can' IGNORE THE ROCK AND AVOID THE HARD PLACE t O Q with Insituform E a s t ' s cost-effective, fast, nondisruptive, excavation-less, state-of-the-art "I-Technology." T h e Insituform Process is a politically sound choice and good public relations, too! iniinjpSRiii A Proven, Practical, Non-Disruptive Mettiod Oid Pipeiines to Better-Than-New EA5L^ for Reconstruction Condition of For m o r e information a b o u t the A d v a n t a g e o u s "l-Solution" for your p i p e l i n e reconstruction p r o b l e m s , write or c a l l ; in5iLUPmm EA5LC 3421 Pennsy Drive • Landover, MD 20785 • Phone: (301) 386-4100 16 When you contact Insituform East, mention this ad in Va. Town & Citv �League Continues Legislative Process 57TH ANNUAL SCHOOL & CONFERENCE VIRGINIA BUILDING OFFICIALS ASSOCIATION DECEMBER 1-3, 1985 OMNI HOTEL-NORFOLK During the months of November and D e c e m b e r the V i r g i n i a M u n i c i p a l League holds its annual regional meetings, the final preparations for the opening of the 1986 session of the Virginia General Assembly. The league's year-long legislative process began in the spring with the appointment of representatives to the policy committees and continued through the summer months as the committees met and developed policy guidelines and legislative goals. These guidelines and goals were adopted by vote of the membership at the league conference in September. With the regional meetings the league takes its policies and goals to its grassroots, allowing regional constituents to introduce these goals to their representatives. Regional meeting dates are as follows: Nov. 19 Harrisonburg Nov. 21 Chincoteague Nov. 21 Fairfax Nov. 25 Marion Nov. 26 Roanoke Dec. 2 Hampton 2 Richmond Dec. 4 Farmville Dec. To register to attend one of these meetings, write or call the Virginia Municipal League, P.O. Box 12203, Richmond, VA 23241; 804/649-8471. SUNDAY, DECEMBER 1 Registration Board of Directors Meeting President's Reception MONDAY, DECEMBER 2 8:00 a.m. Registration 8:30 a.m. Opening Session 9:45 a.m. BUILDING CODES AND L. P. GAS 12:00 noon Group Luncfieon 1:15 p.m. CODES AND TECHNICAL SERVICES-UL LISTED GAS EQUIPMENT 2:00 p.m. FLEXIBLE DUCTS AND CONNECTIONS 3:00 p.m. THE KEROSENE HEATER INDUSTRY AN OVERVIEW 3:45 p.m. AMUSEMENT RIDES AND RELATED CODES 6:30 p.m. Harbor Cruise TUESDAY, DECEMBER 3 8:00 a.m. Registration 8:30 a.m. DIRECT APPLIED PROTECTION FOR FIRE RATED ASSEMBLIES 9:30 a.m. ALARM SYSTEMS 10:45 a.m. Concurrent Sessions 12:00 noon Luncli on your own 1:15 p.m. LUMBER CONSTRUCTION 2:30 p.m. Annual Business Session 3:00 p.m. MASONRY FIRE WALLS 6:00 p.m. Social Hour 7:00 p.m. Annual Banquet For further information and registration contact Joni Terry, Executive Director, P.O. Box 12203, Riclimond, VA 23241, 804/649-8471. 1:00 p.m-2:45 p.m. 3:00 p.m. 6:00 p.m WHY ARE VA TOWNS AND CITIES CHOOSING D M D I FOR THEIR AUTOMATION SOLUTIONS? A. The need for state approved software B. Reliable hardware C. Responsive support from an EXPERIENCED (D) designed to meet YOUR needs with COST-EFFECTIVE growth potential customer service team All of the above THE COMPLETE AUTOMATION SPECIALISTS o Q < For Information, call David Darsch at (703) 435-1600 Ask about our GIFTS'"^ offering too! Data Management D e s i g n Inc. m o CD DC > 17 �Five to Revive Downtowns Bedford, Franklin, Fredericksburg, Petersburg and Winciiester have been selected to participate in the Virginia Main Street program. The program is designed to promote revitalization of downtowns in smaller municipalities and to encourage new development in aging downtown commercial areas. The five communities selected will receive expert technical assistance from the National Main Street Center, an affiliate of the National Trust for Historic Preservation, and from the Virginia Department of Housing and Community Development. Culpeper Receives Grant for Park The state Department of Conservation and Historic Resources has approved an $84,500 matching grant for the town of Culpeper's first park. The town will receive 94 percent of the money this fiscal year with the additional 6 percent to come in the next fiscal year. Work on the Yowell Meadow Park is expected to begin in the spring. Located on the western edge of the town's business district, the park includes a meandering stream which paths and bridges will be built around. Also planned for the park are soccer and softball fields, a basketball court, exercise trail and comfort station. A citizen's group working with the town and chaired by citizen Waverly Lee has secured pledges of both funds and in kind donations to match the grant. Charlottesville Begins New Health Program An employee health program aimed at reducing the city's nearly $1 million annual medical costs is underway in Charlottesville. At a cost of about $30,000, the city is giving employees mandatory health tests administered by a local hospital. Based on the test results, the city will offer employees a variety of free seminars on health related subjects. In addition, at a cost of $15 a month per employee the city will pick up the tab for an employee's membership in a local fitness club. The new emphasis on fitness is expected to reduce insurance claims and sick leave and improve productivity. Virginia Beach Aids Blind Voters Virginia Beach helped its visually impaired citizens to vote this year by making voter information brochures available in Braille and on tapes. The voter registration information in Braille was produced by Marie Bashaw, a volunteer, and Linda Midgett, a blind staff member of the department of public libraries' special services division located at Bayside Public Library. The division is the regional library for the blind and physically handicapped and serves about 1,200 visually impaired or blind individuals in Eastern Virginia. The division was praised for its efforts by Nelson Malbone, president, Virginia Association of the Blind, and Midgett pointed out that "blind people like to do as much as they can on their own." City council agendas and hurricane and emergency information are also available from the division in Braille or on tape. The materials can be picked up or mailed out and permanent tapes will be made for anyone who brings a blank tape to the library. We^e ServiiigPublic ServiceEmployeesWidi O Q 5 o Health Benefits. your municipality, regardless of its size. Instead of paying higher costs for health benefits or reducing coverage for employees, Call your local office of Blue Cross and Blue more municipalities are calling Blue Cross and Sliield of Virginia. For die Blue Cross, Blue Shield of Virginia. healthofyour employees. w'' BlueShieldWe've implemented some of the most cost- A n d your municipality. \ effective programs in the country. A n d we can put these programs to work for BlueCross&BlueShieldQfVii l U l l l of Virginia Richmond (Headquarters)/RoanokcVBristol/Martinsi'ille/Danmlle/Lyrichbiiro/Norjolk Neufort News/Manassas/Petersburo/Staunton/Winchester/Charlottesmlle �r Magazine Cites Fairfax County Among the best in the nation is Fairfax County's Fire and Rescue Department, according to Firehouse Magazine. A group of experts studied more than 25,000 fire departments, and Fairfax County Fire and Rescue repeatedly came out among the top 25 departments. Trends were examined in five areas: decreases in fire loss, decreases in firefighter injury, financial responsibility, increases in performance standards and increases in amount and type of services offered. With new physical fitness requirements, officer training and certification, participation in National Fire Academy programs and a foreign exchange program, the Fairfax County department excelled in the area of increased performance standards. in the category of changes in services o f f e r e d , the county excelled with stepped-up fire prevention activities, EMS (emergency medical service) improvements and advancement in hazardous materials response. All 25 top departments were cited in Firehouse Magazine for demonstrating a willingness to try new things and new methods, seeking public involvement, earning community support and doing everything possible to develop and use talents within their organizations. Hopewell S e e k s Charter Change Hopewell City Council has voted to ask the General Assembly to amend the city charter to allow council to issue general obligation bonds for capital improvements without voter approval. Hopewell is one of only a few Virginia cities that cannot issue bonds without a referendum, and voters have failed to pass several attempted bond issues including one in 1984 for construction of a $4.3 million public safety building. est rate in August, 2.4 percent, according to the commission. The two areas have typically vied for this top slot usually with no more than a tenth of a percent difference between them. Hanover's unemployment rate has been declining, but the labor marketing expert for VEC says it's too early to call this is a trend. The state's unemployment rate was 5.3 percent in August, representing 154,300 jobless people. Chair of the Hanover County Board of Supervisors Robert 8. Cosby attributes the county's low rate to its industrial diversity. Hanover is a "bedroom community" with most residents working elsewhere. Many small businesses operate in Hanover and more than 200 industries operate at the Hanover Industrial Air Park and along the Interstate 95 industrial corridor. Dickenson County at 20 percent and Buchanan County at 17.4 percent held the state's highest unemployment rates for August. Site Registration O p e n For Congress On site registrations will be accepted at the National League of Cities' 1985 Congress of Cities and Exposition, Dec. 7 - 1 1 in Seattle, WA. With the theme "Changing Times, Challenging Roles," the conference promises information and inspiration. W o r k s h o p s will be offered in three tracks: Finding Resources, Forging Partnerships; Better Leaders, Bigger Jobs; and Enhancing Communities, Enriching Lives. The exposition is expected to be one of the largest ever, with exhibits filling 250 booths. Registration is $270 for officials of NLC direct member cities, $320 for nonmembers and indirect members, and $340 for private sector individuals. For information, call (202) 626-3200. Marketplace Director C o m m u n i t y Development & Engineering Danville, V A — D i r e c t s , supervises staff of 29, budget of $4.2 million for engineering, building inspection, planning, community development divisions. Reports to city manager as one of eight departments. Applicants must be familiar with m u n i , eng., urban p l a n n i n g , code enforcement; exp. administering CDBG and UDAG desirable. IVIin. 5 yrs. exp. in m u n i , d e s i g n , eng., p l a n n i n g , c o m m u n i t y development grants. Salary: $36,331 - $54,497 DOE. S u b m i t resume by Dec. 31 t o Personnel Department, City of Danville, P.O. Box 3300, Danville, VA 24543. EOE. Assistant City Manager C h a r l o t t e s v i l l e , VA ( p o p . 41,000). New s e n i o r m a n a g e m e n t p o s i t i o n . Coordinates, directs h o u s i n g , social service, employment training programs, other human service propage 22 Public Power Financing . . Experience Innovation Commitment > Employment Good In Hanover County Hanover County has the state's lowest unemployment rate, according to the Virginia Employment Commission's August statistics. That rate was 2.3 percent. Manassas Park had the second low- O Q First Boston THE FIRST B O S T O N CORPORATION Park Avenue Plaza New York, N.Y 10055 Kevin J. Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 O H < O cc > 19 �Professional Directory HAYES, SEAY, MATTERN AND MATTERN Architects • Serving Engineers local • Southern EnQineennQ Planners governments PLANNING • LAND!,CAHK ARCHITHCTURK > K N f . l N F L R I N G C O M M U N I T Y DEVhXOPMENT CONSULTING 4 0 0 I-asi M;tiii Slrccl Richmond. Vii-i>inia 23219 Southern E n g i n e e n n q C o m p a n y of Virginia 1800 Peachtree Street, N W Atlanta, Georgia 3 0 3 6 7 - 8 3 0 1 (404) 3 5 2 - 9 2 0 0 O F F I C E S IN Roanoke N Virginia Tidewater P.O. B o x 13446 R o a n o k e , V A 24034 (703) 3 4 3 - 6 9 7 1 HARLAND BARTHOLOMEW & ASSOCIATES, INC. 1 ' H O N I - ; H 0 4 tA'-)-Hb2'^ SCS ENGINEERS R U B A C K A S S O C I A T E S . INC. MEDFIELD PROFESSIONAL BUILDING b NORTH MEADOW ROAD MEDFIELD, MASSACHUSETTS 0 2 0 S 2 TELEPHONE ( 6 1 7 ) 3 5 9 - 5 4 1 0 Rales Ranning System Studies FeasiBtlitv Studies Design Municipal Services SOLID tngmee'sA Consonants BALDWIN CIVIL • MiirmwattT ManaKfirifni •W;,itT andWas...wa(erSysr..M. MALDOyVI NGINEERS • Water Treattnent & Supply • Wastewater • Solid/Hazardous Wastes 301 H I D E N NEWPORT MUNICIPAL FACILITIES • ENVIRONMENTAL STUDIES WATER & SEWER S Y S T E M S • TRANSPORTATION Solid Waste Highways Storm Drainage Planning & CJ'J^fara, Inc. ROAD PHOrjE= (703) 385-9300 Surveyors PARSONS BKiNCfCE^HOFF Since 8200 Soils & F o u n d a l i o n s McLeart. L a n d D e v e l o p m c n i Site Plans 703-442-7700 Rcsidcniial, Commercial & Indiislrial .-Xirporls Engin9»rs construction Managers 1885 W a i c r , W a s i c u a i L T . S o l i d \ asK-s. Suhdi\isioiis, Road, Dams, Water Systems Grccnhornc 11211 WAPLES M I L L BLVD 1933 Fort A v e . L y n c h b u r g , V A 24501 {804)847-7796 Wastewater Systems - P^ N E W S VA C O R P O R A T J O N • WATERFRONT FACILITIES ARCHITECTS 599-5511 Engineers • P l a n n e r s • \ A T E R TREATMENT SYSTEMS • ENVIRONMENTAL ENGINEERS. SCIENTISTS & PLANNERS 804 ARCHITECTS + ENGINEERS * PLANNERS Fairfax Professional Building Suite 7 3545 Chain Bridge Road Fairfax. VA 22030 (703) 385-0200 SURVEYORS Hurt & Proffitt, Inc. PROFESSIONAL FAIRFAX RO Box 13048 Norfolk. VA 23506 (604) 461-0155 4\ AND HANSEN PLANNING JO-4800W HUNDRED RD • CHESTER. VA •£ Sorfuik • Riclnnoiu/ • Wiis/iinfiioii. D.C ENGINEERS Since 1914 WASTE WORKS ENGINEERS AND PLANNERS NORFOLK MECHANICAL - S U R V E Y I N G . .N[).s">iA, tAc.L.'is PROCESS OeSlG^ • "iGHrta-S - vva'EO • I n d u s l n a l Park Planning; • Highway and A i r i x i n DrMgn • (iranr A p p l i i a l u m MaiiagfiiuTi • Chicago Philadelphia WATER • N e w York Phoenix WASTEWATER Indianapolis SOLID WASTES • Richmond • Tampa Camp Springs, M D 804 285-9009 Three Chopt & Parham Roads, Richmond 23229 • HAZARDOUS Connett Fleming Austin Bfockenbfough Qr>d Associates Consulting Engineers ELECTRICAL - PUBLIC N O R T H E R N V A . (703) 560-8866 1800 Parkway Drive SALT- (301) 796-8850 Hanover. Maryland 21076 TELEX 87-487 ENGINEERS • SURVEYORS • PLANNERS A WASTE PUBLIC UTILITY Relaying Metering © 'fAHNS CONRAD AND SCHMIDT wsullmg Engineeis Inc BROWNING-FERRIS INDUSTRIES Greensboro VA One Penn New York. Drive 22102 11 Koger Norfolk, Executive Center VA 23502 804-466-1732 Plaza NY 10119 212-613-5000 37 offices worldwide BoDiE, T A Y L O R A N D PuRYEAR, INC. CONSULTING ENGINEERS bl I Research Road P.O. Box 2901 R. STUART ROYER & ASSOCIATES. INC. Richmond, Virginia 23235 2500 Waco Street • Richmond. Virginia 23229 804-282-7657 804-794-6823 BUCK, S E I F E R T & JOST, INCORPORATED Consulting Engineers Water Supply • Sewage • Industrial Waste Treatment • Treatability Studies . 30 Park Place, P.O. Box 6 4 7 (201) 967-5622 Paramus, New Jersey 0 7 6 5 3 - 0 6 4 7 • 4 0 5 S o P a r l i a m e n t D r i v e , S u i t e 101 V i r g i n i a B e a c h , Va 2 3 4 6 2 8 0 4 - 4 9 9 - 8 5 0 8 Ct^HIll, INC. COMPLETE ENGINEERING SERVICES Municipal and Industrial Waste Treatment, Power Systems, Structures, Solid Wastes, Water Resources, Water S u p p l y a n d Treatment, Transportation, Hazardous Waste Management 1941 R o l a n d C l a r k e P l a c e , R e s t o n . V A 2 2 0 9 1 703/620-5200 Black s v e a c c n Engln«*ri-Archit«cts • SOLID • WATER AND HAZARDOUS RESOURCE • WASTEWATER • INDUSTRIAL WASTE MANAGEMENT DEVetOPMENT TReATMBNT WASTE MAftAOEMENT 7 3 I S W l a c o n t l n Ave., Belheada. Maryland 2 0 8 1 4 . 301/986-8980 �w RALPH WHITEHEAD & A S S O C I A T E S Consulting C o n s u l t i n g Engineers OLVER BRIDGES • HIGHWAYS • RAILROADS • RAIL A BUS TRANSIT • AIRPORTS Industrial and Municipal ENGINEERS, INC. 1531 N o r t t i Mam Street Syracuse, NY (315) 451-4700 B l a c k s b u r g . Virginia Water S u p p l y a n d P o l l u t i o n C o n t r o l S o l i d a n d H a z a r d o u s Waste M a n a g e m e n t E n v i r o n m e n t a l Impact Studies Water Resources M a n a g e m e n t Energy S t u d i e s Nine regional offices sen/ing tfie (703)552-5548 Norttieast, S o u t h , Mid-Atlantic and Midwest- Finkbeiner, Pettis & Strout, Limited VIRGINIA MANAGEMENT ENGINEERING MANAGEMENT CONSULTANTS SERVICES Consulting Engineers • COST CONTAINMENT PROGRAM Soils a n d F o u n d a t i o n E n g i n e e r i n g Bethesda. Maryland 20814 (301) 6 6 2 2 2 1 5 2301 West M e a d o w v i e w Road Greensboro. Norttl Carolina 27407 (919) 292-2271 Also Offices I n : Toledo. Altron & Cleveland. Ohio • P R O D U C T I V I T Y IMPROVEMENT - EXECUTIVE SEARCH • TEMPORARY SERVICES P. O . BOX 809 • W A Y N E S B O R O , V A 22980 • 703/943-6600 Ww^^JJ ^ M t j H Metcatf&Eddy Enciineerinci 24060 (804) 2 6 2 - 6 5 4 8 |404) 4 5 2 - 0 7 9 7 (803) 2 5 6 - 3 5 9 0 Dames & Moore - Laboratories INCORCOHATED BRANCH OFFICES 6 9 2 4 Lakeside Ave.. R c h m o n d . VA 2 3 2 2 8 3 3 0 0 NE E x p r e s s w a y . Atlanta. G A 30341 1314 Lincoln Street C o l u m b i a . S C 29201 7101 Wisconsin Avenue • BniENOGERE Engineers Environmental 1936 East Seventh Street P. O. Box 35624 C h a r l o t t e , N o r t h C a r o l i n a 28235 704-372-1885 CariDoratlon •Water • Wastewater * Resource • offering a full range of professional services for governmental and private clients WHITMAN, REQUARDT AND ASSOCIATES Recovery 'nginoers Transportation 2315 SAINT PAUL STREET 3901 National Dr. Suite 200 BALTIMORE, MARYLAND 21218 Burtonsville, IVID 20866 (301) 235-3450 COMPLETE PUBUC WORKS ENGINEER1^G, SURVEYING AND PIJ\NNING SERVICES BCM B E N G T S O N , DeBELL, ELKIN & TITUS CONSULTING ENGINEERS. SURVEYORS. PLANNERS & LANDSCAPE ARCHITECTS Centreville. VA 703-631-9630 Engineers, Planners a n d Scientists Leesburg. V A 703-777-1258 Sliver Spring. M D 301-681-8515 Woodbridge. VA 70367064(K) ( ' ( i n s u l t i n g Engineers ;i22i)\Val(rlKk Knad. l.ynitibuiT;. ( :ilili- IHIM Vienna. VA (703) 281-2400 Mobile, AL (205) 4 3 3 - 3 9 8 1 Plymoutti (VIeeting, PA (215) 8 2 5 - 3 8 0 0 • FREDERICK (i.(;RIKFIN,I>.(' V,\ GUY B & B Consultants, Inc. Engineers - Surveyors - L a b o r a t o r y A n a l y s t s S-\^ti-mv« \l;irm Svstems • KItTlriciil l)r--i>jn • I t-(kr:d ( iimriuinii-nliiiris ("iimmissiiin linri l'ri-|);ii-:ilinji • I-Aiwrl li-^liriinri.v and Witrn^vs ^•''GERAGHTY M I L L E R , INC. ^ Ground- Water Consultanls 8 4 4 West Street Annapolis, MD 21401 (301) 2 6 8 - 7 7 3 0 Wiley & Wilson AIKEN, SC BATON ROUGE DENVER HACKENSACK, NJ HOUSTON MILWAUKEE NEWTOWN, PA OAK RIDGE, TN PALM BEACH GARDENS SYOSSET, NY TAMPA WASHINGTON. PA Architects Engineers P.O. Road Box 8 7 7 Lynchburg. Virginia 24505-0877 (804) 528-1901 103 Oronoco Street Alexandria. VA 223I4-2096 (703) 683-3400 11 Koger Executive Center Norfolk, VA 23502-4103 ( 8 0 4 ) 461-6351 Offices Nationwide A Patton. Harris. Rust & Assoc, a professional corporation Engineers Surveyors Planners C o m p l e t e professional Services lor m u n t c i p a h t i e s and public agencies Virginia O f f i c e s ; 10523 M a m Street. Fairfax services to local, regional, a n d stale g o v e r n m e n t s since 1933 Road © T H E MAGUIRE (703) 734-8970 GROUP Virginia 2 2 0 3 0 (703) 2 7 3 - 8 7 0 0 100 Soutli M a m Street. B n d g e w a l e r , Virginia 2 2 8 1 2 (703) 828-2616 109 W e s t Kinq Street Providing m a n a g e m e n t assistance a n d consultant IVIcLean. Virginia 22101 Planners 2310 Langhorne Public Administration Service 1497 Cham Bridge HDR 679 North Mim Si. Chjit C.tv, Vi 239:4 (804) 37J.il01 \|ipli(-;i- ENGINEERS WATER SUPPLY WASTEWATER T O X I C AMD HAZARDOUS M A T E R I A L S Engineers Architects Planners v:i7-2(l44 IVIi->iM..ii • rv linu(k-asl • I'ublic Siifct.v Ccinv itiuiii(;Lli(in- & DAVIS CONSULTING L e o s b u r q Virginia 2207!) [ 7 0 3 | 777-3616 Architects • Engineers • Planners C E Maguire, Inc. 5203 L e e s b u r g Pike, Falls C h u r c t i , VA 22041 (703) 998-0100 H O Q 207 B u s i n e s s Park Dr., V i r g i n i a B e a c h , V A 23462 (804) 497-6304 Regional olfices Providence. Rl: Boston. MA: Clearvrater. FL: Fl. Charlotte. NC: Dallas. TX: Falls Church. VA: Florence. SC: Honolulu. HI: BloomfleliJ. NJ: New Britain. CT: Pittsbutah. PA: Phoenix. AZ: Spartanburg. SC Uirgi lia Beach. «A: Waltham. MA. o I- Consultants — Put your message here before 4,300 readers each month. Call (804) 649-8471 to find out how! < •z. o > 21 �Marketplace JMM from 19 ROOF • Water, Wastewater, and Drainage Systems grams. Provides gen. admin, assist, to manager. Requires m a s t e r ' s In bus., pub. admin, or human service field & considerable mgmt. exp. preferably in human s e r v i c e s or local gov't. Starting s a l a r y : m i d - $ 4 0 s , competitive benefits. Send detailed resume by Dec. 15 to Director of Personnel, P.O. Box 911, Charlottesville, VA 22902. 8 0 4 / 9 7 1 - 3 4 9 0 . E O E / affirmative action. CONSULTANT SERVICE ROOFING ENGINEERS • Multiple Engineering • Utility Management and Finance INVESTIGATION-DESIGN-INSPECTIONBUDGET & LEGAL ASSISTANCE • Environmental Laboratories • Construction Management R t . l , Box 2 6 5 Dublin,Va. 2 4 0 8 4 703-674-5303 • Operation and Maintenance JAMES M. MONTGOMERY CONSULTING ENGINEERS, INC. 9 3 2 3 Midlothian Tpke Ricliniond.Va. 2 3 2 3 5 OFFICES THROUGHOUT THE U.S. AND OVERSEAS Director of Finance Charlottesville, VA (pop. 41,000). Senior level administrator with ext e n s i v e p u b . finance, mgmt. e x p . Plans, organizes, directs financial activities of city with $63 million budget; plays integral role in policy, long-range fiscal planning. Makes recommendations to manager, council. City has AAA rating, G F O A certificate 5 yrs., fiscally sound. Master's in bus., pub. admin., accounting or economics desirable. C P A not required. Starting s a l a r y : mid-$40s DOQ. Excellent benefits. Send detailed resume by Nov. 25 to Director of Personnel, P.O. Box 911, Charlottesville, VA 22902. 804/971-3490. EOE/affirmative action. W O L F E & A S S O C I A T E S , INC. Manapemi'iu . . ^ Q Q 2 P g I< 2 (5 DC > 22 . S E M I N A R S / TRAININCi ORGANIZATION ANALYSIS CONTACT: J A M E S L . M E R C E R REGIONAL VICE PRESIDENT P.O. B O X 8 8 8 6 5 6 A T L A N T A , G E O R G I A 3 0 3 5 6 (404) 3 9 6 9 0 6 0 R . W . BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS Utility P l a n n i n g • D e s i g n Power Supply • Load Management Cogeneration • Resource Recovery Rates • A p p r a i s a l s C o n t r a c t Negotiations CAMP D R E S S E R & M c K E E 40 Grove Street Wellesley, M A 02181 (617) 237-^870 1510 E. Colonial Drive Orlando, FL 32803 (305) 8 9 6 4 9 1 1 V 099969 U 0 9 S 8 8 S U C 7630 Little River Turnpike, Suite 500 Annandale, Virginia 22003 703 642-5500 environmental planners, City Manager Fredericksburg, VA. A fast-growing historic city midway between WashIngton and Richmond (pop. 18,500). Budget-$28 million; 230 employees. Bachelor's from accredited college with major work in p u b . a d m i n . , closely related field or equiv. exp. in admin, muni, affairs. 3 + y r s . fulltime muni, admin, exp. required. Muni. mgmt. exp. desired in finance, personnel, civil eng., planning. Appointment by mayor and 10-member c o u n c i l e l e c t e d at large on n o n partisan b a s i s . S a l a r y negotiable with fringe benefits DOQ. Submit resume, salary requirements by Dec. 31 to Mayor Lawrence A. Davies, P.O. Box 7447, Fredericksburg, VA 22404. Cnnsiillanls PRODUCTIVITY I M P R O V E M E N T MANAGEMENT SYSTEMS . ^ Assistant Director Engineering and Public Works Leesburg, VA. Civil eng. to manage public works operations. Includes traffic/transportation eng., force account design, street & storm drainage maint. and improvements. Five yrs. eng. and pub. works exp. with min. 2 yrs. supv. exp. Civil or transportation/traffic e n g . degree preferred with P . E . Salary to $34,000 DOQ. Paid moving expenses, health, life insurance & retirement. Send resume to Personnel Office, Town of L e e s b u r g , P.O. Box 88, L e e s b u r g , VA. E O E . EXECUTIVE SEARCH engini & managem^ F I N A N C I A L AND; MANAGEMENT j CONSULTANTS ' YARGER AND A S S O C I A T E S , INC. • Advisor on Financial and Markeling Matters Relating to I s s u a n c e of Municipal B o n d s • Position Classilicalion and P a y Studies • Executive S e a r c h a n d Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED I'll B H \. \\I -Nt I I , \\K Kll-1 422-1 711 Position Ciussificalion and Pay Plans Managenieni and Financial Snidies Tfsl dtnsit nclinn—Fire and Police Suidics Over 700 Surveys Our Mini Year 2830 Mary Street Falls Church, Va. 22042 703/560-6900 �By Jeffery Grady and Melanie Gillies Fiscal Austerify and Urban Practices A recent report from the Joint Legislative Audit and Review Commission concluded that Virginia local governments are in trouble. Many are experiencing fiscal stress. Stagnant growth in revenue capacity, increasing tax effort and the need to take budgetary action to control expenditures continue to plague Virginia localities. To probe the effects of fiscal stress, the Institute of Government at the University of Virginia asked officials in Virginia's largest local governments about financial practices in their localities. This survey w a s part of a larger study being conducted by researchers in all 50 U.S. states and several European countries. The Virginia study surveyed city and town council members, members of boards of supervisors and chief administrative officers in 20 jurisdictions. T h e s e jurisdictions included all cities (14) with populations in 1980 of more than 35,000, the five counties with populations more than 100,000 and the town of B l a c k s b u r g . R e s p o n s e s were received from the chief administrative officer in 19 of the 20 localities and from 103 of the 161 elected officials included In the survey. The survey sought answers to these questions: — What have been the important problems for local government finances in Virginia? — What fiscal management strategies have been used by Virginia's largest local governments? — What are the relative roles of elected officials and professional staffs in setting spending levels, allocating funds among departments and developing strategies for fiscal management? — How do elected officials think the majority of voters feel about spending on various urban services in their localities? A number of reasons for the fiscal stress felt by local governments have been offered. City managers and county administrators in the jurisdictions surveyed were asked to rank financial problems according to their importance in their localities. Following are the results. Number of localities citing Mandated costs from federal and state government 14 Loss of state revenue 12 Inflation 11 Rising service demands from citizens 11 Loss of federal revenue 9 Pressures from taxpayers to reduce taxes and spending 9 High interest rates 9 Infrastructure replacement and maintenance 8 Pressure from employees 7 Declining tax base 5 Unemployment 4 State tax, revenue or expenditure limits 2 Failure of bond referenda 2 Intergovernmental developments led the list. "Mandated costs from federal and state governments" w a s cited a s one of the most important problems or as a very important problem by 14 of the 19 administrators responding. Loss of state revenue and loss of federal revenue also were cited a s important by 12 localities and nine localities respectively. The results were surprising given today's emphasis on economic development. Unemployment and a declining tax base were not seen a s major problems. No locality said unemployment was one of its most important problems, and only one locality said a declining tax base was very important. Also a s part of the survey, managers and administrators were given a list of 32 fiscal management strategies and were asked which ones they had used. Their responses suggested that a wide variety of programs and strategies had been used to help local governments solve fiscal problems. Sixteen different strategies were ranked as "one of the most important" by at least one locality. Five localities mentioned seeking additional intergovernmental revenues, four localities mentioned increasing taxes, another four mentioned improving productivity through better management and three mentioned across the board spending cuts. Many of these strategies were based on raising additional revenues or making local government more efficient. Eighteen localities increased user fees and charges. Most local governments tried to squeeze additional services out of their dollars or at least to spend less while providing the same level of service. Seventeen localities found "improving productivity through better management" a useful strategy. " R e duction in the workforce through attrition" w a s used by 14 localities and 11 localities imposed a hiring freeze. No locality reported reducing services or eliminating programs a s one of its most important strategies. Council members and supervisors reported that both elected officials and professional staff set spending levels. Only 19.2 percent of respondents said elected officials "set" or "largely set" overall spending levels, while 51.8 percent felt that professional staff "largely set" or "suggest the approximate level" of local government spending. Of the respondents, 27.7 percent thought professional staff and elected officials had about equal voice in setting spending levels. Council and board members reported that most of the time professional staff allocate funds among local government departments. Many, 89.2 percent, said professional staff "largely set" or "set approximate" allocations among departments. Fiscal stress has caused local governments to develop new fiscal management strategies. According to the elected officials, developing new strategies has been a joint effort of professional staff and elected officials, and 45.7 percent of respondents reported professional staff and elected officials had "about equal input" in developing new strategies. On overall spending, council and board members believe citizens would like local government to spend a little less. Citizens are perceived to want a reduction in spending for social welfare, low-income housing and salaries of local government employees. Police and fire protection, primary and secondary education, and streets and parking are areas where elected officials think an increase is desired. About the Authors Jeffery Grady is a researctier for Econometric Research Inc. in Washington, DC. Melanie Gillies is a graduate research assistant at the Institute of Government, University of Virginia. > O Q < § o o DC > 23 �NEW VIRGINIA The LONGEST J Slims of all VIRGINIA SLIMS, i " VIRGINIA SLIMS/-; -f! 1 f Slim, light \d extra long Also available in thelOOmm length. 120's: 14mg "tar," 1.0 rrg nicotine av. per cigarette by FTC mettiod. Ligtits 100's: 8 mg "tar," 0.6 mg nicotine av. per cigarette, FTC Report Feb.'85 SURGEON GENERAL'S WARNING: Quitting Smoking Now Greatly Reduces Serious Risks to Your Health. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 20, Number 11 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource November 1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198511 https://www.virginiaroom.org/digital/files/original/69/6481/198512.pdf 3f47d41ef6d9414e49b2cbed2253ee19 PDF Text Text Volume 20 Number 12 ■ o ,;' 0 • . C.'"l c_ 0 o ';--:' 0 ...j < ..... ~ •- ...,, u' ~ <".J ·- • -- t.l 0 . o:i ·: •- ,- :..::. 0 µ (,') ·c- ~ c ~ ---:, N •: µ ..::. a , _... 0 O .__ cl' ..... '< I I December 1985 ■ �Specify a Protection Package That Guarantees Machine Performance The next time you let equipment bids, ask for more than just prices. Specify a package that protects your agency against downtime and its associated expenses . . . in writing. P L U S 3 is a free package offered when you purchase any one of 27 Cat machines commonly used in governmental applications. It provides you with three-way protection which includes; Parts Availability. We guarantee you'll have any Cat part you order to keep your machine running within 48 hours, or you get that part free. Machine Availability. We have your machine ready to work within 48 hours after we start repairs. If not, you get a leaner machine, or a credit for rental charge of an equivalent machine. Extended power train warranty. Power train components are guaranteed for three years or 5,000 service hours, whichever occurs first. And should failure occur due to manufacturer's defects in _ workmanship or ma- • • terials, we'll repair it free of charge. By specifying P L U S 3 in your bidding p r o c e s s , you assure yourself of the best tection possible, and a better to serve your taxpayers and operation running smoothly PLUS 3... T h e Right K i n d of A n s w e r f r o m C a t C A R T E R M A C H I N E R Y C O . , INC. Salem • Norton • Oakwood • Warrenton • F i s h e r s v i l l e • Richmond • C h e s a p e a k e , VA • Bluefield • Lewisburg • Pineville, WV Caterpillar, Cat and [H are Trademarks of Caterpillar Tractor Co, �Virginia Editor Christine A. Everson Assistant Editor & Advertising IVIanager Mary Ann Cornell Circulation Manager Kathy Mclntyre VML President Samuel W. Adams III Officers Robert T . Williams IVIartlia V. Pennino Noel C . Taylor J . Wlllard Lineweaver Executive Committee J a c k D. Edwards Dolores P. Lescure Frances Parsons M. Stewart Koethcke William R. Hartz Sidney M. Oman Lawrence A. Davies Executive Director R. Michael Amyx *City December 1985 Volume 20 Number 12 4 People 6 How the League Lobbies and What You Can Do to Help By Christy Everson If you would like to be Involved In the 1986 Legislative this guide will tell you how. Session, 9 VML's Product & Services Guide Keep this guide to companies offering products and services Virginia local governments close at hand during 1986. to On the Cover The Capitol in Richmond serves a s the meeting place of the oldest lawmaking body in the w e s t e r n hemisphere. In this issue of Virginia Town and City you c a n l e a r n about the league's legislative priorities and how you can help in the upcoming 1986 s e s sion of the General Assembly. Photo by Christy Everson. Legislative Report 14 A Discussion of VML's Legislative Priorities 16 Marketplace 18 Professional Directory VIRGINIA TOWN & CITY (ISSN00426784) is the only official magazine of the Virginia Municipal League. It is published monthly at 13 East Franklin Street, P.O. Box 12203, Richmond, Virginia 23241. All contents, copyright 1985 by the Virginia fi/Junicipal League. Any reproduction or use of contents must have prior approval of the Virginia Municipal League and if granted must be accompanied by credit to VIRGINIA TOWN & CITY and the Virginia Municipal League. Second-class postage paid at Richmond, Virginia. Subscription rates: $8 per year, $1.50 per copy. Postmaster: Send address changes to VT&C, P.O. Box 12203, Richmond 23241. Legal Guidelines 21 AIDS and the Public Health By Howard W. Dobbins > O Q CD DC > �People Robb Appoints Pennino to B o a r d Gov. Charles S. Robb has appointed M a r t h a V. P e n n i n o to the George Mason University Board of Visitors. Pennino is vice chair of the Fairfax C o u n t y B o a r d of S u p e r v i s o r s and s e r v e s as t h e V i r g i n i a M u n i c i p a l League's second vice president. Her appointment to the board of visitors is for a four-year term. Members of the board are charged with ensuring that Virginia's institutions of higher education function efficiently and effectively. They are responsible for establishing policies for operation and for overseeing the implementation and evaluation of those policies. In addition, board members represent the public's interest in decisions about institutional planning, budgeting and similar matters. Huggins Elected To National Post Fairfax County Sheriff M. Wayne Hugg i n s is the new chairman of the board of the Commission on Accreditation for Corrections. He is also the first sheriff ever elected to the post. Huggins was elected at the commission's recent meeting in New York. The commission is the only private organization in this country and Canada that promulgates standards for the operation of all types of correctional facilities. To date, approximately 450 correctional facilities have been accredited and an additional 400 are in the accreditation process. D e e s e Announces Plans to Resign Richmond City Manager Manuel A. Deese announced his resignation last month to be effective Dec. 3 1 . The 11 -year veteran of the city will become senior vice president of government business development for The Computer Co., a Richmond-based data processing firm. Deese's resignation ends a 22-year career in local government. "The day I walked out of college, I walked into local government," Deese said. A native of Georgia, Deese grew up in Pittsburgh. He holds a master's in public administration from American University in Washington. His first public service job was in the mayor's office in Pittsburgh. From there he went to work as a policy analyst for the National League of Cities in Washington. He served as an assistant to the city m a n a g e r in A l e x a n d r i a before coming to Richmond in 1974. He became Richmond city manager in 1979. Mayor Roy A. West praised Deese saying, "Mr. Deese is a premier city manager, respected across the country." Lawrence Moves Up In Prince William Barry R. Lawrence has become assistant to the county executive in Prince William County. Lawrence has been the county's legislative liaison since 1983. He has previously served as town manager in Purcellville, research assistant at the University of Virginia's Institute of Government, juvenile programs coordinator with the city of Portsmouth and admin- WHY ARE VA TOWNS AND CITIES CHOOSING D M D I FOR THEIR AUTOMATION SOLUTIONS? A. The need for state approved software B. Reliable hardware with COST-EFFECTIVE C. Responsive support from an EXPERIENCED (D) O Q designed to meet YOUR needs growth potential customer service team All of the above THE COMPLETE AUTOMATION SPECIALISTS < o For Information, call David Darscli at (703) 435-1600 o DC > 4 k Ask about our GIFTS^^ offering too.' Data Management D e s i g n Inc. m �istrative analyst with the city of Suffolk. Lawrence is a graduate of the University of Virginia and holds a master's in public administration. He was recently named an Outstanding Young Man of America for 1985. Chesterfield's Zook Directs Planning J a m e s P. Z o o k became director of planning in Chesterfield County Nov. 1. Zook has been with the county since 1974 and was named acting director in June. He has served Chesterfield as director of community planning, chief of comprehensive and community planning and assistant to the county administrator. Zook replaced Stanley R. Balderson who became director of economic development. Bennett Receives National Honor Richmond Police Capt. C h a r l e s W. Bennett received an honorable mention award for Police Officer of the Year at the International Association of Chiefs of Police Conference in Houston. The a w a r d is c o - s p o n s o r e d by Parade magazine and the International Association of Chiefs of Police. Capt. Bennett received the award for preventing a 2-year-old girl from being thrown into a burning kitchen by an abductor. As Bennett passed the child to safety he was shot in the abdomen. Bennett has recovered from his wound and is back to regular duty as a precinct commander. Hamner Resigns State Position H. Douglas Hamner Jr., director of the state Department of General Services and a veteran state official, retired the first of this month. Hamner, 58, has been appointed to high office by every Virginia governor since 1966. He was first appointed to head the new Division of Engineering and Buildings by Gov. Mills E. Godwin. He served in that capacity until 1978 under Govs. Linwood Holton and Godwin In his second term. Gov. John N. Dallon Jr. tapped him to direct the new general services agency in 1978, and Gov. Robb reappointed him in 1982. Prior to serving the state Hamner served as city manager in Front Royal and in Hopewell. A native of Amelia County, Hamner resides in Hopewell. Hancock Becomes Mayor of Pulaski G a r y H a n c o c k has been appointed mayor of Pulaski following the death of Raymond F. Ratcliffe. Hancock is a member of the town's planning commission. Chief Retires M. J . Robertson has retired as chief of police in Front Royal. Robertson had been with the department since November 1975. He also served as a member of the VML Public Safety Policy Committee. Deputy Chief L. W. Daniel has been appointed acting chief. Virginia Mimicipal Group Self Insurance Association A pr(),^ram designed to control your Workers' ("ompensarion C'o.sr.s. $4*6 million in dividends returned > H O Q For more information contact: Mar<;;arct A . Nichols, Administrator Virj^inia Municipal Cjroiip Self Insurance Association P . O . Box 12203 R i c h m o n d , Viri^inia 2 5241 (804) 649-8471 5 o o > �How the League Lobbies and What You Can Do To Help By Christy > O Q < DC > At about this time every year, the atmosphere around the Virginia IVlunicipal League office becomes a little more charged. It's the energy and anticipation of the staff planning and preparing for the opening of the Virginia General Assembly. The General Assembly session, which convenes Jan. 8 this year. Is really the climax of the league's policymaking cycle. With the 1986 Legislative Program Intact, staff skillfully and purposefully make plans while they wait for the drama to unfold. Each legislative proposal In VML's 1986 Legislative Program must be analyzed and a decision must be made as to the best way to achieve the desired results. To take on this task, the league follows a team approach, meeting and planning strategies together throughout the session with each staff member as- Everson signed responsibility for different legislative proposals. Staff frequently are responsible for legislation in areas they have covered In the past, thus they have a better understanding of the Issues Involved as well as knowledge of any recent action. Most have continued to attend committee meetings during the Interim and have become comfortable with speaking to members of committees. In addition, the staff have come to be recognized as representatives of the Virginia Municipal League who speak on behalf of VML's member localities. In most cases, each legislative proposal in the program requires that new legislation be introduced, that existing legislation be amended or that potentially harmful legislation be warded off. In the case of Introducing new legislation or amendments, sponsors must be found. The staff will try to match the Introduction of legislation with the legislator who can most effectively promote the bill. Many subtleties play In this legislative process. Perhaps the legislation desired directly affects a legislator's constituents, or perhaps a legislator Is looking for a certain cause to champion. A staff member through previous contact may be aware that a certain legislator feels strongly on a particular Issue, or perhaps the legislator is planning to Introduce other legislation which may occupy the majority of his time. Ideally, one looks for a legislator who serves on the committee where the bill Is likely to be considered and who has the clout to quickly move the bill forward. While the staff is busy running hither and yon at the General Assembly, you may ask yourself what can I do to help? As a VML member, there are any number of ways you can assist in the �lobbying process, from writing letters, to making a speech at a General Assembly committee meeting, to personally visiting your representatives. But first, you must understand the legislative process and you must be familiar with VML's legislative program. VML's legislative proposals are not just picked out of the blue. They are developed through VML's policymaking process and represent the consensus of the league's membership. Each year, VML's seven policy committees and the legislative committee start with the policy statements and legislative program adopted the previous year. Working from this base, VML's policies and legislative program are rewritten, deleting those items already accomplished or no longer applicable, keeping those that continue to be pertinent and writing new policies and proposals where new issues have come to the forefront. Most items in the legislative program arise from recommendations by the policy committees. VML's committees are the true grassroots of the organization. Committee members are nominated by their localities and appointed by the league president from the list of nominees. The members of VML's policy and legislative committees represent VML's member localities. Committee members come to the meetings knowing the issues in their localities. Usually what affects one member may affect another in the same way, if not presently then at some time in the future. At other times, committee members may agree on the overall aspect of an issue but differ on the details, or they may disagree altogether. At these times, a consensus must be reached. The policy and legislative committees are formed in the sphng and meet during the summer. By the time of the September annual VML Conference, the policies have been written, the specific legislative proposals made and this preliminary policy statement and legislative program mailed to the membership. If is this preliminary program that is put to the vote of the entire membership at the VML Conference. Following any last minute amendments at the conference, VML's Legislative Program is printed and mailed to the membership. It is from this document supplemented by the policy statements that VML staff work. (The legislative proposals were summarized in the November issue of Virginia T o w n & City.) No matter how active you want to be during the session, you should sit down and read this document. You may wish VML Deputy Director Clay L . Wirt (R) coordinates VML's Activities at the General Assembly. Wirt has worked with Governorelect Gerald L . Baliles (L) throughout his term as attorney general on several issues including antitrust, conflict of interest and public procurement. to pick one or two issues that directly affect your locality to work on, or you may wish to just get an overall feel for the issues the staff will be working on during the session. If you are interested in working on particular issues, contact VML to let the staff know of your interest. Also, if you have an established rapport with a legislator which gives you access or influence, again advise the VML staff. If the VML staff knows of your interest, you may be called upon to testify in committee hearings or to assist in other ways. "One of the most important things to keep in mind when working with the General Assembly," says VML's Deputy Director Clay Wirt, "is that time is of the essence. "You must understand that the General Assembly operates on deadlines. There are deadlines for introduction of legislation in each house, deadlines for committees to consider issues and deadlines for each house to consider the other's legislation." Setting this deadline schedule is one of the first tasks of the General Assembly. Once this schedule is set, VML will publish it both in the League Letter and the Legislative Bulletin. You may find it helpful to note these dates on your personal calendar. "Furthermore," Wirt says, "critical issues frequently surface at the last minute, and because of this it is most important that you keep informed." VML takes the initiative on helping to keep you informed in several ways. First, duhng the session the league publishes the Legislative Bulletin two or three times every week. The bulletin is > O Q O H < o gc > �r mailed to the member locality's designated key official and to one other person the locality designates. Subscriptions are also available from the league office. The Legislative Bulletin will keep you well Informed on issues of interest to the league, however, sometimes things move even faster. In these instances the league will use "Action Calls." T h e Action Call is an urgent notice used to inform you of issues that need immediate attention. They ask that you take a specific action on an issue. In addition, Wirt recommends the Richmond Times-Dispatch for its daily account of General Assembly activities. If you wish to become actively involved by writing, calling or visiting your representative, Wirt again reminds us of the value of time. "Keep in mind that legislators have minimal time to spend on any one issue. Tips to o Q Z < o o eg > Remember 1. A bill is not dead until it dies. Worse yet, dead bills sometimes come back to life. 2. Not every decision at the General Assembly is based on pure logic. 3. A s a rule of thumb, the General A s s e m b l y will p a s s i n c r e m e n t a l legislation, not sweeping changes. 4. Not all legislators are equal. Know where the power lies. 5. Get personally acquainted with your senator and delegate. T a k e a sincere interest in them and get to know their political philosophies and personal interests. Try to understand their outlook and objectives. 6. Write when your legislator does something of which you approve. L e g i s l a t o r s hear frequently from those who are critical. A note of appreciation will make your legislator remember you favorably the next time you write. 7. Your letter, call or visit does count. Most people never contact their legislators and many think their opinion won't make any difference. T h e y c o u l d n ' t be more w r o n g . Thoughtful and persuasive contacts can change legislators' minds and cause them to review their judgment. 8. Don't lose your temper. An "enemy" on one issue may be a "friend" on another. Be absolutely honest in all your dealings with your legislator and concentrate on building your credibility. 9. Do not expect to be able to walk into your legislator's office and sit down for a visit. Make an appointment first. If, however, you s e e your legislator in the halls of the General Assembly Building or on the street. except possibly for legislation they introduce or legislation they are responsible for in committee. "If you are to make a difference, you must be able to get your point across in a short period of time," s a y s Wirt. "You must know your subject and be well-informed when visiting, writing or calling your legislator." First of all, Wirt advises, you should know a bill's number. Bill numbers will be given for legislation written up in the Legislative Bulletin, however, if you are unable to find a bill's number, you can obtain this information by calling the General Assembly information number: 804/786-6530. You can also find out by calling this number which committee a bill h a s been referred to, frequently which subcommittee a bill has been referred to, where the committees meet and the exact status of legislation. Before talking with your legislator, do not hesitate to step fonward and briefly ask for support or opposition to a critical issue. Then indicate you will convey more information in writing to the legislator's office. 10. Don't forget to coordinate your efforts with the league. In Writing 1. A d d r e s s the e n v e l o p e : T h e Honorable S e n . (Delegate) Robert E . Lee, T h e Senate of Virginia (House of Delegates), G e n e r a l A s s e m b l y Building, Richmond, VA 23219. T h e greeting: Dear Senator (Delegate) Lee. 2. Identify the bill you are writing about. Give the bill number, the bill's sponsor, the committee the bill has been referred to and a brief description of the subject matter. A legislator cannot be expected to recall every bill by its number and a vague description. 3. Be original. Use your own words, express your own views. Make your arguments personal. 4. Be specific and graphic. Tell how a bill would affect your locality. Use facts and illustrations. 5. B e brief. Make your letter no longer than two pages. 6. Write legibly or type. Use your own stationery, or if you are writing as the spokesperson for your local government use your municipal letterhead. 7. Don't begin on the righteous note " A s a citizen and a taxpayer." Almost everybody is. 8. Don't apologize, for your opinion or for taking up a legislator's time. Wirt advises that you put your thoughts in writing. In your own words write out a one-page position paper listing the best three or four reasons for your position. Wirt suggests writing the reasons in one sentence, then writing a supporting paragraph for each reason. " B e a s specific and graphic a s you can about how the issue affects your locality," Wirt says. " U s e facts, percentages and e x a m p l e s wherever possible." Wirt also suggests talking through your paper with your staff or associates. T h e y can provide a good sounding board and may bring new insights into your material. In addition, if you have specific questions about your position, VML staff can assist you. Above all, be sure of your facts. When you call your legislator it is advisable to have your position paper in hand. Much of the time you will not be able to reach your legislator and your call will be directed to an aide. If a legislative decision is still a few days off, then tell the aide the nature of your call, i.e. support for House Bill 000 regarding animal control currently pending before the H o u s e Agriculture C o m m i t t e e . Identify yourself a s a constituent and let the aide know you are putting a letter in the mail that day outlining your support or opposition for the legislation. Ask the aide when would be the best time to call the legislator back after he/ she has reviewed your letter. The aide may say that the legislator will call you back. If you do not hear anything in four or five days, call again. If on your second call, you cannot review the letter with the legislator, go over it with the assistant, briefly explaining why you support or oppose the legislation. "Make every effort not to spend more than five minutes on the phone with a legislator unless the legislator is raising questions," says Wirt. "Legislators have busy agendas and you want them to be willing to take future calls from you." A letter to your legislator can parallel your position paper and should be no more than two pages long. Telegrams can also be an effective tool if an item is to be decided on in the next day or two. In a telegram ask the legislator to vote for or against a specific bill or amendment and give your strongest reason why in one or two sentences. If an item is coming up the same day, don't overlook the value of calling the legislative aide. Indicate that the item is expected to be voted on later in the day and ask that a message be given to the legislator that you support or oppose the bill. Again, give your strongest reasons for your position in about 30 seconds. The aide will usually write out your position and reasons and relay them to the continued page 16 �VML Product & Services Guide For your convenience, the Virginia Municipal League presents its second annual list of companies offering products and services to Virginia local governments. Keep this guide handy for use throughout the coming year. Accountants & Auditors David M. Griffith & Associates, Ltd. 8154 Forest Hill Avenue Suite 4 Richmond, VA 23235 (804) 323-1184 Contact: Chris M. Zitzow Cost accounting services to state and local governments, housing authorities, utility companies and universities including: central service cost allocation plans, full cost plans, agency indirect cost proposals, overhead rate development for street maintenance functions (HR 1269), internal service and enterprise fund billing rates, vehicle maintenance rates, user fee analysis, audit disallowance defense and any other cost accounting related sen/ice. Aerial Lift Devices Utility Line Equipment, Inc. P.O. Box 5497 Roanoke, VA 24012 (703) 982-8340 Contact: Gary H. Waldron Aerial devices, digger/derricks, knuckle cranes; rental and sales, new and used: transfer/rebuild, safety Inspections, dielectric testing; service bodies, merchanical/ hydraulic winches; after market-parts, hoses, pumps, P.T.O.'s valves, etc. Architects & Engineers Baldwin & Gregg, Ltd. Engineers-Surveyors-Planners P.O. Box 2198 Norfolk, VA 23501 (804) 623-7300 8001 Franklin Farms Drive Suite 200 Richmond, VA 23229 (804) 282-5222 Contact: H. Leigh Fenigsohn Established 1908 in Virginia. Complete civil engineering services for local governments. Specialize in water and wastewater systems, stormwater management, highway design, traffic engineering and signalization, industrial/commerical park development and grant applications/management. Bengtson, DeBell, Elkin & Titus, P.C. 13924 Braddock Road Centreville, VA 22020 (703) 631-9630 (703) 369-5700 Contact: Paul E. Bengtson Full service consulting firm providing planning, zoning, feasibility studies; land devel- opment, structural, transportation engineering; parks and recreation facilities; drainage and storm water management; water and wastewater facilities design; construction management including soils and concrete testing; boundary, topographical, stake-out and as-built surveys; residential, commercial inspections; landscape architecture. Offices in Centreville, Leesburg, Woodbridge and Norfolk, VA and Silver Spring, MD. Buchart-Horn, Inc. Engineers, Architects, Planners & Surveyors Busch Corporate Center 203 Packets Court Williamsburg, VA 23185 (804) 229-3359 Contact: Douglas L. Haller, P.E. TOTAL professional sen/ices for municipal governments including water, wastewater, solid waste, management, parks and recreational facilities, stormwater management, utility rate studies, surveying and mapping, highways and bridges, traffic signals, airports, dams, landscape architecture and governmental buildings. Burns & McDonnell Engineers-Architects-Consultants P.O. Box 173 4800 East 63rd Street Kansas City, MO 64141-0173 (816) 333-4375 Contact: Dave G. Rut, Jr., P.E., President Sen/ices: Feasibility studies; utility rate studies and appraisals; engineering and architectural design; construction management; general consultations and expert testimony; emissions testing; environmental impact assessment. Project Specialities: Water and wastewater; solid/hazardous waste management; roads and bridges; storm drainage/flood control; power transmission/distribution; airports and support facilities; public buildings; parks/ recreation facilities; fire protection; energy conservation; air pollution control systems. CH2M HILL 1941 Roland Clarke Place Reston, VA 22091 (703) 620-5200 Suite 701 B 739 Thimble Shoals Blvd. Newport News, VA 23606 (804) 873-2166 Contact: Glenn W. Rehberger Complete engineering services including: municipal and industrial waste treatment, structures, solid wastes, water resources, water supply and treatment, and hazardous waste management. Draper Aden Associates 2206 South Main Street P.O. Box 927 Blacksburg, VA 24060 (703) 552-0444 8501 Patterson Avenue Richmond, VA 23229 (804) 741-8047 Contact: William A. Aden, P.E. Engineering services: Solid waste management engineering and operations assistance, waste management alternatives, site selection and evaluation, transfer station and landfill design, landfill operations, landfill gas control and recovery, resource recovery (wasteto-energy), groundwater monitoring and remedial design and hazardous waste management. Industrial site selection and planning, water treatment, distribution and leak detection, wastewater collection and treatment, drainage studies. Greenhorne & O'Mara, Inc. 11211 Waples Mill Road Fairfax, VA 22030 (703) 385-9800 Contact: Jim Payne Services include surveying, land development, architecture, environmental engineering, planning and landscape architecture, structural engineering, traffic engineering and transportation planning, construction services and computer-aided design and automated information systems. G & O has recently expanded its services to Culpeper and plans to open a third Virginia office in Manassas in early 1986. MMM Design Group 229 W. Bute St. Norfolk, VA 23510 (804) 623-1641 1750 New York Ave., NW Washington, DC 20006 (202) 783-8060 Contact: Jack M. Hill, President MMM Design Group is an integrated and full-service architectural engineering and planning firm. Services include: architecture, renovations, civil, highway, structural, sanitary, hydrology, electrical and mechanical engineering; airports, community and regional planning and urban renewal, port facilities, communications projects, housing, industrial and commercial buildings, schools, municipal facilities, reports and feasibility studies, energy analysis and EMCS, supervision of construction, construction management. LBC&W/IVIaguire Two Sykline Place, Suite 800 5203 Leesburg Pike Falls Church, VA 22041 (703)998-0100 Contact: Richard E. Hollis Vice President Complete professional services for building design including programming, space planning, architectural design, interior design, mechanical/electrical engineering, structural and civil engineering, facilities audits and management. Experience in the design of O Q < O o DC > �public administration/office facilities, training centers, judicial and correctional facilities, equipment maintenance facilities, recreational facilities and health care facilities. James M. Montgomery, Consulting Engineer, Inc. 11800 Sunrise Valley Drive Suite 1130 Reston, VA 22091 (703) 860-2400 Contact: John D. Knoll, Jr. Vice President James M. Montgomery, Consulting Engineers, Inc. is recognized internationally for expertise and capabilities in water and wastewater related engineering and for innovative contributions in advancing water and wastewater related technology. The firm offers a complete range of services, including master planning, feasibility studies, detailed design, value engineering, construction management, facilities startup, operation and maintenance and surveying. William C. Overman Associates, P.C. 380 Cleveland Place Virginia Beach, VA 23462 (804) 499-4887 Contact: Donna H. Smith IVlarketing Coordinator William C. Overman Associates offer broad In-depth range of such engineering and planning categories as sewage and wastewater treatment; water supply and treatment; marine terminals and harbor facilities; mapping; residential, commercial and industrial site development; comprehensive urban and regional planning; and administrative, financial and fiscal planning for local governments and the private sector. Patton, Harris, Rust and Associates, P.C. 10523 Main Street Fairfax, VA 22030 (703) 352-4120 Contact: David A. Minter Full service civil engineering firm specializing in land development, transportation engineering, environmental engineering, surveying, planning, landscape architecture and inspections. Offices located in Fairfax, Leesburg and Bridgewater, VA. Virginia IManagement Services see "Management Engineers" Communications Consultants o Q < Z o I- < z (D cc > 10 Davis & Associates, Inc. 802 Lingco Drive Richardson, TX 75081 (214) 234-5422 Contact: Jim Butts Telecommunications consulting engineers providing assistance to municipalities in communications systems (two-way radio, point-to-point microwave, trunked, PBX, data links, 911, etc.). We can assist in: requirements definitions, system planning and engineering, specification writing, vendor response evaluation, implementation, installation, acceptance testing, maintenance and operation training. Power & Telephone Supply Company, Inc. see "Utility Equipment" Communications Equipment Jon/Beau, Inc. P.O. Box 335 Weymouth, MA 02188 (617) 335-0372 Contact: Jacquelyn M. Belliveau, President Manufacturer of U.S. Patented JOHNCO Consoles. Vehicular, hump mounted, tamper-proof communication and control consoles which correlate radio, siren and scanning equipment for law enforcement and public safety agencies. Included in product line are new "Kovert Konsoles" for unmarked-surveillance vehicles. GSA contracts for JOHNCO Consoles. Sole agent GSA contracts for: Mag-Lites, Cobra Gunskin and Assault Systems. ronmental analysis, utility systems, industrial power, water resources, railroad alignment and alternatives analysis. Contractors Eastern Utilities Specialists, Inc. see "Infiltration/Inflow Abatement" Data Processing Automation Counselors, Inc. see "Computers" David M. Griffith & Associates, Ltd. see "Accountants & Auditors" Power & Telephone Supply Company, Inc. see "Utility Equipment" Electrical Transmission Services Computers & Software Ward Transformer Co. see "Utility Equipment" Automation Counselors, Inc. 5728 Industry Lane P.O. Box 511 Frederick, MD 21701 (301)663-3700 Contact: John Markowski, CPA municiPAL® Software for local governments. Runs on IBM System/34, 36 and 38 hardware. A full range of integrated applications allows us to design a system to meet your requirements. First class support and over 15 years experience with government combine to assure the success of your installation. Hadron System Products Group see "Law Enforcement/Public Safety Software" Municipal Leasing Corporation see "Municipal Lease/Purchase" Network Computing Corporation 5301 77 Center Drive Charlotte, NO 28210 (704) 525-8810 Contact: Alan C. Bryenton With 15 years of experience in providing advanced information processing services to single and multi-service utilities, NCC can offer a solution to the small, medium or large utility that bests suits their needs. Choose from remote computing, turnkey systems — we represent IBM as a qualified VAR — or a software licensing agreement using MSS, NCC's new advanced data base management package. Consulting Engineers Parsons Brinckerhoff Quade & Douglas, Inc. 8200 Greensboro Drive McLean, VA 22102 (703) 442-7700 Contact: William H. Allen 11 Koger Executive Center Norfolk, VA 23502 (804) 466-1732 Contact: Arnold Rosenburg Engineering, planning and construction management services in the areas of transportation systems, highways, bridges, tunnels, marine and industrial facilities, urban planning, building design and systems, envi- Employee Assistance Pinnacle Employee Programs P.O. Box 35449 Richmond, VA 23235 (804) 323-1044 Contact: Bruce C. Prevatt Complete employee assistance and organizational development services. Experienced staff available to design workshops and employee assistance programs aimed at reducing personal and organizational difficulties while improving productivity. Programs tailored to the needs of the individual organization. Complete services including program development, supervisor training, employee orientation, short-term counseling, assessment and referral, 24-hour crisis coverage, and program evaluation. Employee Benefits Pinnacle Employee Programs see "Employee Assistance" Engineers & Planners Metcalf & Eddy, Inc. 3901 National Drive Suite 200 Burtonsville, MD 20866 (301) 622-6600 Contact: David F. Rice, Jr. Metcalf & Eddy is a worldwide leader in providing engineering, construction management, O&M services, privatization, and program management to municipalities, industries, and government in the fields of water, wastewater, transportation, industrial/ military facilities, planning, solid waste and chemical waste management. Environmental Engineers Buchart-Horn, Inc. see "Architects & Engineers" �Camp Dresser & McKee 7630 Little River Turnpike Suite 500 Annandale, VA 22003 (703) 642-5500 Contact: Sue T. Kilgore Environmental engineering consultants with expertise in: wastewater treatment and disposal; water transmission, treatment and distribution; stormwater, flooding and water quality management; computer modeling for water and sewer systems management; solid and hazardous waste management. Engineering services include design, preparation of plans and specifications, engineering services during construction. Draper Aden Associates see "Architects & Engineers" Geraghty & Miller, Inc. 844 West St. Annapolis, MD 21401 (301)268-7730 Contact: Jeffrey P. Sgambat Services address all aspects of ground water, including supply development, resource management, contamination investigations, monitoring programs, closure plans, contamination clean-up/containment, permits and expert testimony. Ground-water sampling services are provided. Additionally, G&M is available to perform statistical analyses as required under RCRA, interpret results and prepare reports for submission to state and federal agencies. Greeley and Hansen 1773 Parham Road Suite 200 Richmond, VA 23229 (804) 285-9009 Contact: Roger J. Cronin Greeley and Hansen provides quality engineering in the fields of water, wastewater and solid waste. Services include long-range planning, need assessments and feasibility studies, quality design, value engineering, construction services, wastewater management assistance including cost analyses, and startup and preparation of operation and maintenance manuals. Olver Incorporated 1116 South Main Street Blacksburg, VA 24060 (703) 552-5548 Contact: Robert M. Roberts, P.E. Consulting engineers and environmental laboratory experienced in municipal utility design and renovation, solid waste management, and project planning and administration. State certified laboratory provides routine analysis and sampling, and waste treatability investigations. SCS Engineers see "Solid & Hazardous Waste Management" Executive Search Virginia Management Services see "Management Engineers" Facility Management Planning Fire Apparatus/Equipment SCS Engineers 11260 Roger Bacon Drive Reston, VA 22090 (703)471-6150 Contact: John D. Wright, P.E. Services offered by the firm include performance of comprehensive facility assessments to determine current physical condition and requirements for repair, maintenance and renovations; development of maintenance planning standards and criteria; development of facility maintenance plans and programs for both structures and equipment; and development and presentation of training courses and workshops for facility management personnel, maintenance engineers and inspectors. Chesterfield Insurers, Inc. see "Insurance" Finance United Virginia Bank Public Finance Department 919 E. Main Street Richmond, VA 23219 (804) 782-5586 Contact: Jack Stevenson Financing of local government projects through bond anticipation notes, grant anticipation notes, bonds, etc. Other services to local governments offered by other areas of the bank such as investment of funds, paying agent/registrar, cash management, etc. Financial Advisors Maguire Management Services Corp. see "Management Consultants" Scott & Stringfellow, Inc. 725 Church Street Lynchburg, VA 24504 (804) 846-3944 1-800-572-2217 Contact: E. T. Pettigrew, Jr. Vice President Home Office: 909 E. Main St. Richmond, VA 23219 (804) 780-3226 1-800-552-7757 Contact: L. MacCarthy Downs, III Vice President Undenwriters and financial advisors for local government Note, Bond and LeasePurchase issues. We will make an analysis of your financial structure regarding proposed financing and, on the basis of information developed, devise a plan of financing, including alternatives; we will assist in structuring a bond issue which will provide maximum flexibility in debt management considering present and future needs. Sovran Bank, N.A. Public Finance Department P.O. Box 27025 Richmond, VA 23261 (804) 788-2069 (804) 788-3728 Contact: A. Lynn Ivey, III Peter M. Ramsey We provide a full range of Investment Banking services, including structuring and selling tax-exempt notes and bonds, low floaters, put bonds and long term fixed rate issues. Fire Works Manufacture and Display Zambelli Fireworks Manufacturing Co., Inc. Corporate Office: P.O. Box 1463 New Castle, PA 16103 (412) 658-6611 1-800-245-0397 Contact: George R. Zambelli President We are an exclusive manufacturer and exhibitor of fireworks displays. We also choreograph programs to music and in addition, we are presently host to many major displays throughout your state. We are a leader and excel as being the "best" in manufacturing and exhibiting fireworks. We provide insurance, technician to fire or you may buy the product direct and we will send you firing instructions for your own firing. Hazardous Materials Clean Up Draper Aden Associates see "Architects & Engineers" Infiltration/Inflow Abatement Eastern Utilities Specialists, Inc. P.O. Box 2797 Manassas, VA 22110-0888 (703) 368-3191 P.O. Box 1027 Fairmont, WV 26555-1027 (304) 366-9822 Contact: Charles A. LeFon, P.E. Complete infiltration/inflow abatement programs including analysis, evaluation and rehabilitation phases; storm and sanitary sewer cleaning, testing, television inspection, leak detection and repair, and water main leak detection and location. Using state of the art equipment, EUS inspects, cleans, tests, evaluates and corrects problems in sewer and water systems. Difficult access areas are our speciality. Insurance Chesterfield Insurers, Inc. P.O. Box 34220 Richmond, VA 23234 (collect) (804) 271-9426 Contact: Fred E. Weymouth, II P.O. Box 160 Gloucester Point, VA 23062 (collect) (804) 642-3050 Contact: Fred E. Weymouth, Sr. Serving 500 Virginia volunteer fire companies and rescue squads with a specialized insurance package including appreciated value coverage for vehicle "total loss" replacement and lifetime disability benefits. Liability coverages include excess limit "umbrellas," errors & omissions and malpractice. O O z < z o o DC > �All risks protection for buildings and portable equipment are otfier features of this complete specialty program. Virginia l\/lunicipai Group Self Insurance Association P.O. Box 12203 Richmond, VA 23241 (804) 649-8471 Contact: Margaret A. Nichols Group self insurance association providing workers' compensation coverage to Virginia political subdivisions at a cost savings. Nearly $5 million annual dividends returned to members. Membership exceeds 200 cities, towns, counties, school boards and other political subdivisions. Yeager and Company, Inc. P.O. Box K-11 8100 Three Chopt Road, Suite 220 Richmond, VA 23288 (804) 285-8000 1-800-552-2007 Contact: David C. Landin, Senior Vice President Insurance — Providing complete support services (administrative, loss control, claims and reinsurance) for insured, self-insured captive or fronted programs involving workers' compensation, property, liability, group health and long term disability. Interior, Space Planning ASPS-Architectural Support and Planning Service see "Planners" Laboratory Analysis Olver Incorporated see "Environmental Engineers" Landscaping Bengtson, DeBell, Elkin & Titus, P.C. see "Architects & Engineers" >o Watkins Nurseries, Inc. 15001 Midlothian Turnpike Midlothian, VA 23113 (804) 379-8733 Contact: John C. Watkins, Vice President Landscape contracting and wholesale production of Virginia grown landscape and specimen size plant material. Seven hundred acres of commercial and wholesale stock are just part of our landscaping capabilities for any magnitude or specification. z o > 12 IVIanagement Consultants David M. Griffith & Associates, Ltd. see "Accountants & Auditors" IVIaguire IVIanagement Services Corp. 207 Business Park Drive Virginia Beach, VA 23462 (804) 497-6304 Contact: John E. Kemper President Provides to public and private clients a full range of economic, financial and management services including rate studies, property valuation and depreciation, financial analysis and planning, management studies, cost manuals, office automation studies, records management studies and data processing assistance. Pinnacle Employee Programs see "Employee Assistance" Virginia IManagement Services see "Management Engineers" IVIanagement Engineers Virginia Management Services P.O. Box 809 Waynesboro, VA 22980 (703) 943-6600 Contact: John C. Lindsay Management engineering services including cost containment and productivity improvement programs and surveys. Industrial and commercial information/environmental surveys tailored to your needs. Temporary services personnel including engineering, environmental, financial, data processing and clerical to meet peak loads. Permanent placements for managerial and engineering assignments. We work closely with your search committee to obtain the best personnel. Management Information Systems Hadron System Products Group see "Law Enforcement/Public Safety Software" Municipal Consultants Q < by non-technical personnel. POSSE, automated record and information management reporting system. CASS, a crime analysis and case management system. IMIS, an investigative management system. RESPONSE, a computer-aided dispatch system for police and fire departments. GMS-50 digital communication system for public safety and commercial use. Law Enforcement/Public Safety Software Hadron System Products Group 9990 Lee Highway Fairfax, VA 22030 (703) 359-6100 Contact: Marketing Director Automated law enforcement/public safety computer software systems designed for use ASPS-Architectural Support and Planning Service see "Planners" Buchart-Horn, Inc. see "Architects & Engineers" David M. Griffith & Associates, Ltd. see "Accountants & Auditors" Municipal Lease/Purchase Municipal Leasing Corporation 150 Wind Chime Court Raleigh, NO 27609 (919)847-7405 8260 Greensboro Drive Suite 225 McLean, VA 22102 (703) 893-2460 Contact: Patrick J. Norton, Jr. Municipal Leasing provides third party financing for capital equipment expenditures for computers, telecommunications, vehicles, highway equipment, building complexes and hospital equipment. MLC provides buy/sell capabilities in the IBM computer marketplace. MLC is a Virginia corporation. Scott & Stringfellow, Inc. see "Financial Advisors" Office/Warehouse Self-Storage Units Potomac Mini-Storage 7150 Fullerton Road Springfield, VA 22150 (703)250-1014 P.O. Box 626 Springfield, VA 22150 (703) 250-1014 Contact: Frank A. Sherman, Project Manager Self-storage warehouses and office-front warehouses. Excellent security; surveillance cameras, gatekeeper lives within fenced-in project. Easy access, reasonable rates. Close to military bases. Location convenient to interstate and downtown. Over 2,000 units of varying sfzes to fit your every need at five locations throughout Fairfax County. Ordinance Codification General Code Publishers Corp. 72 Hinchey Road Rochester, NY 14624 (716) 328-1810 Contact: Lyie A. Kitt Law and ordinance codification. Services include research of the legislative records, manuscript preparation, revisions and updates to modernize legislation, editorial conferences, sample law drafts, indexing, publication of codes and loose-leaf supplements to keep codes up-to-date. Serving over 1,100 municipalities. Planners ASPS-Architectural Support and Planning Services P.O. Box 13124 Richmond, VA 23225-0124 (804) 276-4234 Contact: Stephen Kadar, Jr. ASPS knows that many local governments cannot afford a full-time planning staff or large consulting firms for specific projects. WE can perform a wide range of planning services (land use, adaptive reuse, demographics, etc.), design services (cost estimates, space planning, etc.) and studies at a reduced cost with no reduction in quality. �r Bengtson, DeBell, Elkin & Titus, P.C. see "Architects & Engineers" Buchart-Horn, Inc. see "Architects & Engineers" Draper Aden Associates see "Architects & Engineers" Wiiliam C. Overman Associates, P.C. see "Architects & Engineers" Precast Concrete SIMITH-IUIIDLAND Corporation P.O. Box 300 Midland, VA 22728 (703) 439-3266 Contact: John G. Dallain Utility vaults, junction boxes, catch basins, grease and oil separators, utility buildings, generator housings, pump stations, hazardous materials storage buildings, highway safety barriers, noise attenuation sound walls, retaining walls, high-energy or conventional fireplaces, architectural building panels, transformer pad mounts, cattleguards, horizontal silo, manure storage systems, water troughs, feed bunks, fencing, washracks, large or small specialty or custom work. Pubiic Finance United Virginia Banl< see "Finance" Refuse Collection Browning-Ferris Industries 1800 Parkway Drive Hanover, MD 21076 (301)796-8850 Contact: Bonnie Wilson, Market Development Browning-Ferris Industries provides a full service of waste collection, processing and disposal. BFI serves municipalities throughout the nation with residential trash pick-up and street sweeping. The company also operates city and county landfills on a contract basis. BFI is currently developing several large waste-to-energy projects. Draper Aden Associates see "Architects & Engineers" Roads & Bridges Burns & McDonnell see "Architects & Engineers" Sewer/Pipeline Reconstruction Draper Aden Associates see "Architects & Engineers" Eastern Utilities Specialists, Inc. see "Infiltration/Inflow Abatement" Insituform East, Inc. 3421 Pennsy Drive Landover, MD 20785 (301)386-4100 Contact: Mark Tise Pipeline reconstruction to better than new condition using the non-disruptive, excavation-less Insituform Process — a fully proven technology being used extensively by Virginia municipalities to reconstruct deteriorating sanitary sewers, stormwater pipes and highway underdrains. Insituform does the job cost-effectively without digging. Related services, including closed circuit TV inspection, pipeline cleaning and videotaping of completed project, also are available from Insituform East. Olver Incorporated see "Environmental Engineers" Solid & Hazardous Waste Management Buchart-Horn, Inc. see "Architects & Engineers" Ward Transformer Co. P.O. Box 30009 Raleigh, NO 27622 1-800-334-9600 Contact: Skip Corll Electrical transformers: oil cooled and dry type, single and three phase, station type, padmount, polemount, motor starting auto, motor test, low, medium and high voltage dry type. Repair/rewind services, emergencies and short lead times. Sixty years of service to the electrical industry. Vehicles & Equipment HDR Infrastructure see "Water & Wastewater" Shelton-Witt Equipment Corp. P.O. Box 828 1361 E. Main St. Salem, VA 24153 1-800-542-5833 Contact: Calvin Overstreet Sales, rentals and service of rubber tired loaders, articulated haulers, backhoes, air compressors, compactors, pumps, breakers and other related items for street maintenance, public works, landfills and other departments. Branches located throughout Virginia. Olver Incorporated see "Environmental Engineers" Water & Wastewater Burns & McDonnell see "Architects & Engineers" Camp Dresser & McKee see "Environmental Engineers" Draper Aden Associates see "Architects & Engineers" SCS Engineers 11260 Roger Bacon Drive Reston, VA 22090 (703) 471-6150 Contact: Michael W. McLaughlin Services offered by the firm include design of land disposal facilities, storage and treatment facilities, waste transfer stations and resource recovery facilities. The firm is nationally-recognized for its work in landfill gas control, treatment and utilization. SCS provides computer software, management planning and engineering analysis for solid and hazardous waste systems. SCS is a Virginia Professional Corporation. Surveyors Bengtson, DeBell, Elkin & Titus, P.C. see "Architects & Engineers" Surveys & Research Buchart-Horn, Inc. see "Architects & Engineers" Draper Aden Associates see "Architects & Engineers" Virginia Management Services see "Management Engineers" Utility Equipment Power & Telephone Supply Company, Inc. 2107 Old Greensboro Road, N. P.O. Box 1856 Lexington, NO 27292 (704) 249-0256 Contact: Bob Hunt We stock a complete line of material for inside communication systems and for overhead and underground construction of outside power and communications systems. Baldwin & Gregg, Ltd. see "Architects & Engineers" Bengtson, DeBell, Elkin & Titus, P.C. see "Architects & Engineers" Buchart-Horn, Inc. see "Architects & Engineers" Burns & McDonnell see "Architects & Engineers" Camp Dresser & McKee see "Environmental Engineers" Draper Aden Associates see "Architects & Engineers" Eastern Utilities Specialists, Inc. see "Infiltration/Inflow Abatement HDR Infrastructure 11 Koger Executive Center Norfolk, VA 23502 (804) 461-6351 Contact: Bob Sciacchitano, P.E. Complete engineering services in water resources, wastewater, industrial water and wastewater, hazardous waste, bridges, transportation and geographic-based information systems. Services include planning, design, and construction management. Founded in 1917, HDR employs 1,300 in offices nationwide. > t O Q Olver Incorporated see "Environmental Engineers" o Watershed & Drainage Studies Draper Aden Associates see "Architects & Engineers" o > 13 �Legislative Report A Discussion of VML's Legislative Priorities 1. Full funding of the state's share of the actual cost of public education. 2. Support of a statewide bond issue for transportation related construction. 3. Support of state-local cooperation to offset increasing fiscal responsibilities. 1. Public Education o Q < O o > 14 T h e Virginia Municipal League's first priority for tlie 1986 legislative session is full funding of the state's share of the cost of public education. Last year, the General Assembly significantly increased the state's share of funding for public education. While these additional funds were a great help to many financially pressed localities, the state has yet to live up to its obligation to pay its full share of the cost of educating Virginia's children. In 1971, Virginia citizens adopted a constitutional amendment that pledged the state to seek high quality education. In order to implement this goal, the General Assembly created the Standards of Quality which set certain educational requirements for local school divisions and govern the distribution of the majority of state funds appropriated for primary and secondary public education. Since the inception of the Standards of Quality ( S O Q s ) , the state has been significantly deficient in funding its share of the cost of meeting these standards. In fact, during the lifetime of the formula Virginia localities have been forced to pay hundreds of millions of dollars above and beyond their share of the cost of implementing the S O Q s because the stale has consistently failed to meet its constitutional commitment. Last year, the Governor's Commission on Virginia's Future cited the state's failure in its concluding report. T h e report said, "Despite urgings from a succession of public officials, commissions and citizens, Virginia has not honored its constitutional commitment to education." Furthermore, the report concluded, "Virginia's spending on primary and secondary education is inadequate," and "Virginia ranks among the bottom third of American states in its spending for primary and secondary education. At the same time, Virginia's ability to pay has improved. It now ranks above average." The state Department of Education estimated that the state needs $517 million in additional funding to fully pay its share of the S O Q s in 1986-1988. It appears, however, that major efforts are underway to reduce this amount by changing the components of the funding fomula. For years the state has funded 100 percent of the cost of fringe benefits for teachers up to certain teacher levels and salary limits. This is a significant amount of money and has been a great benefit to local governments. S o m e members of the Senate Finance Committee have suggested that these fringe benefit payments be included in S O Q funding. The immediate effect would be the appearance of a significant increase in funding with an actual reduction in the amount of state funds going to localities. A second suggestion has been to include federal impact aid funds received by localities in the education funding formula. Again, the effect would be an apparent increase but an actual decrease. Virginia's localities, Virginia's citizens and Virginia's newly-elected governor clearly want more from our public education system. Governor-elect Gerald L. Baliles campaigned promising full funding for public education, and the results of four major citizen surveys taken during the past several years strongly demonstrate the commitment by Virginians to high quality public education. Our citizens deserve more than a budgeting sleight of hand which involves "tinkering with the formula" and "fiddling with the figures" in the public education budget. The Virginia Muncipal League and the Virginia Association of Counties urge the state to meet its longstanding commitment to Virginia's citizens by fully funding its share of the actual costs of the Standards of Quality. 2. Highway Funding The league's second priority for the session is highway funding. According to the Governor's Commission of Virg i n i a ' s F u t u r e , the c o m m o n w e a l t h needs to spend $18 billion on new and reconstructed highways, bridges and transit facilities during the next 15 years. At today's spending rates, the commission reports that it would take 30 years to complete these needed projects. Total highway revenues for Virginia in 1985-1986 are estimated at approximately $1.3 billion. Of this, approximately 53 percent is allocated to administration and maintenance. T h e remaining 4 7 percent, amounting to $612 million, is for construction. Of this $612 million for construction, the primary, �secondary and urban highway systems receive only what Is left over after other priority construction needs are met. For 1985-1986, only $92 million will be available for the primary system and $69 million each for the secondary and urban systems. Even so, highway construction money does not go very far. For example, a conservative estimated cost of turning a 3.7 mile stretch of Braddock Road in Northern Virginia into a *'A crisis confronts Virginia in terms of future available revenue for highway funding." divided four-lane highway is $10 million or $2.7 million per mile. Looking at the future the picture is even more dismal. Revenue collections are not expected to grow as rapidly as in the past, but inflation will continue to increase the costs of highway construction and maintenance. Assuming an inflation rate of 6 percent on both construction and maintenance and expressing 1991 dollars in terms of 1986 values, the $612 million available in 1986 will be reduced by $353 million or 57.6 percent by 1991, leaving an aggregate sum of $259 million to meet all statewide construction needs. The breakdown among the three systems would result in total 1991 statewide construction funding of $26 million for the secondary system and $20 for the urban system. A crisis confronts Virginia in terms of future available revenue for highway funding. How can the commonwealth raise the revenue necessary to maintain its 53,370 miles of highway as well as to construct new roads? Traditionally, Virginia has relied on the gasoline tax as the primary source of highway revenue with supplemental revenue coming from a variety of other sources including the federal highway trust fund, excise taxes and motor vehicle sales taxes. As long as highway revenues increased, maintenance and construction costs remained constant and the state grew only minimally, enough money was available for highway needs. However, none of these factors are true today. Revenue growth has not kept pace with the increase in the cost of construction and maintenance, and construction needs have skyrocketed in the state's growing areas. The traditional approach of periodic gas tax increases and "pay as you go" financing will not come close to addressing the highway construction funding crisis. By 1991, the existing 11 cents per gallon gas tax would have to more than double to nearly 23 cents per gallon just to maintain the current level of construction. The General Asembly leadership is considering legislation to increase existing revenue by $100 million to address highway needs. Should this $100 million be added to the top of the current highway distribution formula, the "trickle down" effect would result in only a $7 million increase for the primary system and a $5 million increase each for the secondary and urban systems — amounts that would have no significant impact on the statewide construction program. One viable alternative to the traditional "pay as you go" approach is bond financing. Bond financing produces major capital resources up front thus reducing the effect of inflation. Bond financing is not a new approach for the commonwealth. Virginia has successfully used this financing method for funding capital projects in the past. A hypothetical $100 million increase in revenue during the 1986 session set aside each year to retire bonds could finance approximately a $750 million dollar bond issue. In addition, this approach would reduce the cost to Virginia taxpayers by alleviating the compounding effect of inflation. Some advocates of "pay as you go" point to the failure of a bond issue 62 years ago in 1923 as adequate justification for continuing the existing method of funding highway needs. Many things have changed in the commonwealth during the past 62 years. Sixty-two years ago inflation was not the problem it is today. Sixty-two years ago there was no concentrated emphasis on economic development requiring a safe and modern highway system. And, sixty-two years ago there was no comparable skyrocketing growth in Virginia's urban areas. This is a new era, and Virginia's leaders need to look to the future not the past. The Governor's Commission on Virginia's Future states, "With declining federal assistance, the state's levels of capital spending will not cover these and other capital needs. While these needs can only be met over a period of years, it is clear that the state cannot finance such investments solely out of current revenues. The careful use of debt financing is essential." The commission recommends that "the state increase capital investment, using its bonding power to amortize the cost of capital projects over their useful lives." In keeping with this, VML and VAGo support the concept of a statewide bond issue for highway construction with the debt to be serviced by an increase in highway related revenues. 3. State-Local Cooperation Finally, as the 1986 session approaches, VML and VACo would like the state to be aware of the many outside influences which have a great potential for negatively affecting Virginia's local governments. Local governments want to take the responsibility to overcome these negative effects to the extent possible but are constrained by a lack of legislative authority to find solutions to problems and by the limitations of local revenue sources. VML and VACo hope that the General Assembly will continue its commitment to the vitality of local government by expanding the state/ local partnership already in place. Of immediate concern is the current state of the insurance market. Virginia's localities have faced significant increases in premiums, reduced limits of coverage, non-renewal of policies and midterm cancellations. Some coverages vital to the existence of local ''Greatly reduced federal funding is another major threat to local governments." governments, such as pollution liability, are not available at any price. Experts agree that the insurance market for local governments is not going to improve until after 1987. Virginia localities cannot abandon their activities until the market turns. VML has drafted legislation to self insure as a group for all lines of coverage essential to the operation of Virginia's political subdivisions. VACo is considering both this approach and an expansion of the authority of the state's Division of Risk Management to include local government. Legislation addressing insurance problems will be introduced during the 1986 General Assembly, and VML and VACo will seek its support. Greatly reduced federal funding is another major threat to local governments. President Reagan's proposed deficit reduction package includes significant reductions in financial assistance to localities. Of the $36 billion in proposed domestic cuts, $20 billion is slated to be shouldered by state and local government. This translated roughly to a $212 million cut for Virginia's localities. The repeal of revenue sharing alone in 1986 will mean a loss of $100 million >O Q < z o o > 15 �to Virginia localities. Replacing this money would require real estate tax rate increases of 5 cents to 24 cents per $100 of a s s e s s e d valuation. Otfier key local programs facing potential federal budget cuts include the Community Development Block Grant Program, funding for roads and mass transit, and grants for sewers. It should not be surprising that Virginia local governments are very uneasy about proposals to further reduce federal funding. Federal funding for programs to localities has been reduced by as much a s 80 percent since 1979. Public Power Financing ,.. Experience Innovation Commitment Other Issues First Boston THE FIRST BOSTON CORPORATION Park Avenue Plaza New York, N.Y. 10055 Kevin J . Collins, Managing Director (212)909-2921 Edward P. Meyers, Vice President (212)909-2878 Other federal legislative action which could potentially affect Virginia local governments includes the following: — the proposed elimination of state and local tax deductibility which the National League of Cities estimates would cost Virginia localities $111.4 million, — the president's proposed repeal of tax exemption status for nearly 80 percent of municipal bonds which would affect the ability of Virginia localities to issue $1.7 billion dollars worth of municipal bonds, — the proposed cut in federal sewer grant monies which would reduce fund- LAW AND O R D I N A N C E CODIFICATION SERVICES ing to Virginia localities by $7.2 million dollars, and — costly permitting requirements tied to reauthorization of the C l e a n Water Act could cost the nation's urban areas $23 million. Finally, uncertainty continues to surround the fiscal impact that the Fair Labor Standards Act will have on local governments a s its provisions become effective in April 1986. In light of the reduced revenues and increased costs to local governments a s a result of federal legislative action and other negative influences, VML urges the state to recognize its responsibility to aid stressed localities either directly through state financial assistance or indirectly through the passage of permissive legislation allowing localities to use additional sources of local revenue. Lobbying from page 8 legislator. A s you can s e e , it can be helpful to know your legislator's aides. Another must if you wish to be active in the session this year is to attend VML Legislative Day Feb. 20. T h e General Assembly is well into its session by this date and many key issues will be in the forefront. Legislative Day serves not only to provide you a chance to be updated and briefed in depth on legislative issues, but it also gives you a chance to meet face to face with your legislators and it gives VML a chance to show that it has the grassroot support of its members. About the Author Christy Everson is director of communications for ttie Virginia t\/!unicipal League and editor of Virginia Town & City and League Letter. Research - Revision - Publication Loose-Leaf Supplement Service O Q Z < z I ENERAL ODE BLISHERS RP. 72 H I N C H E Y ROAD ROCHESTER, 716/.S28-1810 > 16 INEW Y O R K 14621 Marketplace Public Facilities Director Montgomery County, VA. Salary negotiable plus benefits. Min. qual. include bachelor's in civil eng. or related with 3 - 5 y r s . professional and supervisory exp. D e s i r e m e c h a n i c a l e n g i n e e r i n g backg r o u n d . R e s p o n s i b l e for o v e r s e e i n g b u i l d i n g s a n d g r o u n d s , public w o r k s (landfill, refuse collection, garage operations), county engineering, utility construction and operations, enforcement of county o r d i n a n c e s . S e n d resume with salary requirements to County Administrator, County of Montgomery, P.O. Box 806, C h r i s t i a n s b u r g , VA 24073. Applications accepted until Dec. 3 1 . E O E . continued page 20 �Flooding: Lessons Learned "The recent floods In Virginia were devastating to public works," says Ken Anderson of Anderson & Associates Inc., a consulting engineering firm. "Roads, bridges, water and sewer lines, sewage pumping stations and sewage treatment plants in western a r e a s of the state s u f f e r e d major damage. "We were involved in some of the damage assessment and will be continuing to work with clients in reporting damage and returning facilities to operation." Anderson passed on some lessons learned or relearned from the recent natural disaster. Storm Drainage • Drainage plans should provide a route for the major storm (100-year + ) as well as the standard 10-year storm event. • The timing relationship between peak flows in minor and major stormwater channels should be understood. Detention may actually increase flooding in some situations. • Stormwater facilities should be designed to be self-cleaning if possible. The enormous amount of debris in floodwater blocks entrances to culverts and causes increased flooding and floodwater velocities. Water Systems • Water storage is invaluable in a disaster. Build as much as you can into your system without creating stagnation problems. • interconnect systems as much as possible. A simple but effective goal is to be able to feed any point in your system from at least two directions. • If possible have two independent sources of water or at least have significant storage capability. • Water lines wash out with road embankments and where stream crossings are eroded. Analyze your system to see where these vulnerable areas are and attempt to develop alternate routing. Wastewater • State regulations require all sewerage facilities to be designed to function in 25-year storms and not suffer severe damage during 100-year storms. Review your existing contingency plan or develop one for floods in excess of these intervals. • Inflow into a sewer system will be significant during a flood, causing backflow into low-lying basements. Consider inflatable plugs for buildings es- pecially susceptible to sewer backflow. • Above ground pumps and motors are much easier to work with than those below ground. Submersible pumps and motors can sustain submersion above the anticipated flood level. • During major floods expect stream channels to widen, deepen or change location. Consider extending protective measures beyond the existing channel. General • Good mapping of all facilities including water, storm and sewer lines is important during a disaster. Maps should be available at several sites including at least one not likely to be damaged during a natural disaster. Are Your Sites Safe Two problems frequently arise when the flood hazard potential of a site-specific development proposal is being investigated, says James M. Wright, floodplain manager for the Tennessee Valley Authority. First, detailed flood hazard data are not always available for every site. Decision-makers may need to investigate several sources before obtaining the best data available or in establishing that no data are available. Second, in light of increasing flood damages occurring outside the traditionally designated 100-year floodplain, it may be appropriate to consider using higher flood standards in siting. The Federal Insurance Administration has published data for more than 17,000 communities through the National Flood Insurance Program. The availability of a flood boundary-floodway map published with the insurance study should be investigated first. In addition, FIA has published approximate flood hazard data and maps for another 7,000 communities. However, because of budget, program policy and program benefit considerations, maps prepared by the FIA may not show the entire flood hazard potential in a community, and those investigating flood hazard potential should not be satisfied with the data shown solely on FIA maps. Other sources of floodplain data include federal agencies such as the U.S. Army Corps of Engineers, the Soil Conservation Service, the U.S. Geological Survey and the Tennessee Valley Authority (for areas within the Tennessee River watershed). Several information sources are listed below. Floodplain Management Services U.S. Army Engineering District, Wilmington P.O. Box 1890 Wilmington, NC 28402-1890 (919) 343-4720 Floodplain Management Services U.S. Army Engineering District, Huntington 502 Eighth St. Huntington, West Virginia 24701-2070 (304) 529-5644 or 529-5687 Floodplain Management Services U.S. Army Engineering District, Norfolk 803 Front St. Norfolk, VA 23510-1096 (804) 441 -3779 Floodplain Management Services U.S. Army Engineering District, Baltimore P.O. Box 1715 Baltimore, MD 21203-1715 (301) 962-2650 Tennessee Valley Authority Forrest J. Crayford, Jr. Floodplain Management Tennessee Valley Authority Westgate Professional Building 2617 W. Andrew Johnson Highway Morristown, TN 37814 (615) 587-5600 U.S. Geological Survey District Chief U.S. Geological Survey 208 Carroll Building 8600 La Salle Road Towson, MD 21204 (301) 828-1535 U.S. Soil Conservation Service State Conservationist, SCS Federal Building, Room 9201 400 N. Eighth St. Richmond, VA 23240 (804) 771-2455 Although the 100-year flood is generally used as the regulatory standard by communities participating in the National Flood Insurance Program, investigations of actual flood experiences and recent studies of flood insurance claims have revealed that significant damage is occurring to structures located in the 500-year floodplain and often in areas shown on FIA maps as being areas of minimal flooding (zone C). Decision-makers should ensure that proposed developments subject to significant adverse effects are not planned without considering the effects of floods higher than the 100-year flood. O Q < o DC 17 �Professional Directory HSMM HAYES, SEAY, MATTERN AND MATTERN Architects • Engineers • i l A K L A N D BARTHOLOIVIEW & ASSOCIATES, INC. Southern Planners PLANNING • L A N D S C A P E A R C H I T R C T U R E • Serving local governments O F F I C E S IN Roanoke N. V i r g i n i a Tidewater P.O. B o x 13446 Roanol^e, VA 24034 (703) 3 4 3 - 6 9 7 1 R U B A C K A S S O C I A T E S . INC. MEDFIELD P R O F E S S I O N A L BUILDING 5 NORTH MEADOW ROAD M E D F I E L D , M A S S A C H U S E T T S 02052 T E L E P H O N E (617) 359-5410 Rates Rauining System Studies COMMUNITY DEVELOPMENT S o u t h e r n E n g i n e e n n g C o m p a n y of V i r g i n i a 1 8 0 0 P e a c h t i e e Street, N W Atjanta, Georgia 3 0 3 6 7 - 8 3 0 1 1404) 3 S 2 9 2 0 0 400 E a s t M a i n Street Richmond. Virginia 23219 PHONF8()4 IAD AND SCHMIDT BROWNING-FERRIS INDUSTRIES Municipal S e r v i c e s SOLID WASTE PUBLICUTILITY Relaying Metering Engineers & Consullanis © • 'IVa R' K n g i n w r i n g Signiili/^ition m w a t e r Management • VVal T and V V a s " ' v . a i e r S N S ' " ' ' - ' - . industrial Park Planning H i g h w a y and Airport Design ( i r a n i Application. Managenien Surfolk • Richmond • Washiiifitoii. D.C. Chicago • Philadelphia WATER WASTEWATER N e w York • Phoenix SOLID WASTES Richmond • Indianapolis 804 285-9009 " Camp Springs, MD T h r e e Chopt & P a r h a m R o a d s . Rictimond 2 3 2 2 9 HANSEN PROFESSIONAL CORPORATION ARCHITECTS + ENGINEERS + PLANNERS WASTEWATER TREATMENT SYSTEMS MUNICIPAL F A C I L I T I E S • • ENVIRONMENTAL STUDIES WATERFRONT WATER & SEWER SYSTEMS - FACILITIES TRANSPORTATION Water Systems Solid Waste Wastewater Systems Highways Storm Drainage Planning WASTE WORKS E N G I N E E R S AND P L A N N E R S CIVIL • MECHANICAL ELECTRICAL • PLANNING S U R V E Y I N G . INDLPSTHIA. FACILITIES AND BBOCESS DESIGN - HIGHWA-S - WA t £ 0 0 SEWERAGE SYSTEMS • OnAINAGE • SUBVEviN(, N O R F O L K FAIRFAX P.O. Box 13048 Norfolk. VA 23506 (604) 461-0155 Fairfax Professional Building Suite 7 3545 Chain Bridge Road Fairfax. VA 22030 (703) 385-0200 PO BOX4800-4800W HUNDRED RD • CHESTER,VA-804 748-8746 MAUOOL PIRNIE :RS • ARCHITECTS SURVEYORS • • PLANNERS • SCIENTISTS PHOTOGRAMf^ETRISTS 'INC. I E N V I R O N M E N T A L E N G I N E E R S . S C I E N T I S T S & P L A N N E R S • Water Treatment & Supply • Wastewater • Solid/Hazardous Wastes Grccnhorna 11211 WAPLES MILL & O'^tara, ROAD FAIRFAX. Inc. VIRGINIA 22030 301 H I D E N B L V D N E W P O R T N E W S VA 804'599-5511 MMMIB A HAZARDOUS Gannett Fleming Austin Dfockenbrough and Associotes Consulting Engineeis AND ENGINEERS S i n c e 1914 - PUBLIC N O R T H E R N VA. (703) 5 6 0 - 8 8 6 6 1800 P a r k w a y D n v e B A L I . (301) 7 9 6 - 8 8 5 0 Hanover, Maryland 2 1 0 7 6 T E L E X 87-487 BALDWIN ENGINEERS • SUKVEYORS • PLANNERS b49-8f)27 S C S ENGINEERS Wmte Systems Feasibility Studies Design ENGINRF.RING CONSULTING PHONE: ( 7 0 3 ) 3 S 5 - 9 B 0 0 Hurt & Proffitt, Inc. Engineers • P l a n n e r s • Surveyors Water, Wastewater, Solid Wastes. Soils & Foundations L a n d Development Site Plans Residenlial. Commercial & Industrial Subdivisions, R o a d . Dams. .Airporls 1933 Fort Ave. Lynctlburg, VA 24501 (804)847-7796 Engineers PARSONS Bf^iNC9(Ef^HOFF construction Managers - S/nce 1885 8200 Greensboro McLean, VA Drive 11 Koger 22102 Norfolk, 703-442-7700 One Penn New York, Executive VA Center 23502 804-466-1732 Plaza NY 10119 212-613-5000 37 offices worldwide BODIE, TAYLOR AND PuRYEAR, INC. CONSULTING ENGINEERS 611 R e s e a r c h R o a d R. STUART ROYER & ASSOCL\TES, INC. P.O. 804-282-7657 _ nWJBmW Box 2901 Richmond, Virginia 2J235 2500 Waco Street • Richmond, Virginia 23229 804-794-6823 BUCK, SEIFERT & JOST, INCORPORATED Consulting Engineers Water Supply • S e w a g e • Industria Waste Treatment • Treatability Studies . 3 0 P a r k P l a c e . P.O. Box 647 (201) 9 6 7 - 5 6 2 2 P a r a m u s . New J e r s e y 0 7 6 5 3 - 0 6 4 7 • 4 0 5 S o P a r l i a m e n t D r i v e , S u i t e 101 Virginia B e a c h , Va 23462 804-499-8508 CHMHIU. Black COMPLETE ENGINEERING SERVICES • SOLID Municipal and Industrial Waste Treatment, Power Systems, Structures, Solid Wastes, Water Resources, Water Supply and Treatment, Transportation, Hazardous Waste Management • WATER 1941 R o l a n d C l a r k e P l a c e , R e s t o n , V A 22091 G v e a t c n Engln*«rs-Archit«ct* 703/620-5200 AND HAZARDOUS RESOURCE • WASTEWATER • INDUSTRIAL WASTE MAMASEMENT DEVetOPMENT TRSATMBNT WASTE mmOEMENT ind 2 0 8 1 4 , 3 0 1 / 9 8 6 - 8 9 8 0 �w RALPH WHITEHEAD & ASSOCIATES Consulting Engineers Environmental 1936 East Seventh Street P. O. Box 35624 Charlotte, North Carolina 28235 704-372-1885 BRIDQES • HKaHWAYS • RAILROADS • RAIL A BUS TRANSIT • AIRPORTS BRANCH OFFICES 6924 Lakeside Ave., R i c h m o n d , VA 2 3 2 2 8 3 3 0 0 N E E x p r e s s w a y . Atlanta. G A 30341 1314 Lincoln Street. C o l u m b i a . S C 29201 (804) 2 6 2 - 6 5 4 8 (404) 4 5 2 - 0 7 9 7 (803) 2 5 6 - 3 5 9 0 Dames & Moore Water Supply and P o l l u t i o n C o n t r o l S o l i d a n d H a z a r d o u s Waste M a n a g e m e n t E n v i r o n m e n t a l Impact Studies Water Resources M a n a g e m e n t Energy S t u d i e s • Bethesda, M a r y l a n d 20814 (301) 652-2215 Encilnserinci Laboratories E N G I N E E R S , INC. Industrial and Municipal OLVER Syracuse, NY C315) 451-4700 1531 Nortti Main Street B l a c k s b u r g , Virginia 2 4 0 6 0 (703)552-5548 Nine regional offices s e r v i n g t h e N o r t h e a s t , S o u t h , Mid-Atlantic INCORPORATED a n d Midwest. Finkbeiner, Pettis & Strout, Limited VIRGINIA Corporation 2301 West Meadowview Road Greensboro, Norlh Carolina 27407 (919) 292-2271 ^ M f ^ H j M ^ ^ ^ ^ Metcalf&Eddy offering a full range of professbnal services for governmental and private clients MANAGEMENT ENGINEERING MANAGEMENT CONSULTANTS SERVICES Consulting Engineers Soils a n d F o u n d a t i o n E n g i n e e r i n g 7101 Wisconsin Avenue OBRIENCGERE Consulting Engineers Also Offices I n : Toledo, Akron & Cleveland. Ohio •Water • Wastewater * Resource Recovery • Transportation • COST CONTAINMENT PROGRAM • PRODUCTIVITV IMPROVEMENT • EXECUTIVE SEARCH • TEMPORARY SERVICES P. O. BOX 809 • WAYNESBORO, VA 22980 • 703/943.6600 WHITMAN, R E Q U A R D T AND A S S O C I A T E S a . moers 2315 SAINT PAUL STREET 3901 National Dr. Suite 200 BALTIMORE, MARYLAND 21218 Burtonsville, MD 20866 (301) 235-3450 COMPLETE PUBUC WORKS ENGINEERING. SURVEYING AND PLANNING SERVICES BCM B E N G T S O N , DeBELL, E L K I N & TITUS CONSULTING ENGINEERS, SURVEYORS. PLANNERS & LANDSCAPE ARCHITECTS Cetitreville, V A 703-631-%30 Leesburg. V A 703-777 1258 Silver Spring. M D 301-681-8515 Woodbridge, V A 703-670-6400 G U Y & DAVIS CONSULTING E n g i n e e r s , P l a n n e r s a n d Scientists V i e n n a , VA (703) 281-2400 Mobile, AL (205) 433-3981 P l y m o u t h M e e t i n g , PA ( 2 1 5 ) 8 2 5 - 3 8 0 0 B & B Consultants, Inc. F R P : I ) E R R K G .G R I F F I N , P.C. O i n s u l l i n s Engineers Engineers - Surveyors - L a b o r a l o r y A n a l y s t s :!22!) Walfrlitk Road, Lynchburg, V.\' >i»''GERAGHTY '(5? M I L L E R , INC. 'Ground-Waler Consulianis 844 West Street Annapolis, M D 2 1 4 0 1 (301)268-7730 HDR Engineers Arctiltects Planners (804 237-20441 (able IVk'Visi.in • T\ liniiidca.s( • Public- .Siifc-lj ('(immunicatiiins S>sU'ms • Alarm SysU-ms • Kk'clrical l)<-siKn • Kcdcnil ('(mimiinii-atiuiis Ciimmissinn Applit'atiim iVi-piiraliiiri • l-AjK-n IVsliltl'jri_\d Wilncs-i orih Miin S I . :ity,Vi;3954 1 372-5 101 Wiley & Wilson AIKEN, SC BATON ROUGE DENVER HACKENSACK. NJ HOUSTON MILWAUKEE NEWTOWN, PA OAK RIDGE, TN PALM BEACH GARDENS SYQSSET, NY TAMPA WASHINGTON, PA Architects Engineers Planners 2310 Langhorne Road P.O. Box 877 Lynchburg, Virginia 24505-0877 (804) 528-1901 ENGINEERS WATER SUPPLY WASTEWATER TOXIC AND HAZARDOUS MATERIALS 103 Oronoco Street Alexandria, VA 22314-2096 (703) 6 8 3 - 3 4 0 0 11 Koger Executive Center Norfolk, VA 23502-4103 (804) 461-6351 Offices Nationwide A Ration, Harris, Rust & Assoc. a protesstonat corporation Engineers , Surveyors Planners Complete professional services l o i m u n i c i p a l i t i e s and public agencies Virginia Offices: 10523 M a m Street, Fairfax, Virginia 2 2 0 3 0 (703) 2 7 3 - 8 7 0 0 100 South M a m Street. Bridgewater, Virginia 2 2 8 1 2 (703) 828-2616 109 West King Street, L e e s b u r g . Virginia 2 2 0 7 5 (7031 7 7 7 - 3 6 1 6 Architects • Engineers • Planners ^ CE Maguire, Inc. Public Administration Service 5203 L e e t b u r g Pike, Falls C h u r c h , VA 22041 (703) 998-0100 207 Business Park Dr., Virginia B e a c h , VA 23462 (804) 497-6304 Providing management assistance and consultant services to local, regional, and state governments since 1933 T H E MAGUIRE GROUP 1497 Chain Bridge Road IvIcLean, Virginia 22101 (703) 734-8970 Regional ollices Providence. Rl: Boslon, MA: Clearaialer. FL: Ft. Charlolte. NC: Dallas. TX: Falls Church. VA: Florence, SC: Honolulu. HI: Bloomfjeld. NJ: New Britain, CT: Pillsburgh, PA: Phoenii. AZ: Spananhurg, SC Virgi lia Beach, VA: Wallham. MA. Consultants — Put your message here before 4,300 readers each month. Call (804) 649-8471 to find out how! �Downtown Development Manager Winchester, VA. Full-time professional to direct and implement Downtown Development Program. Coordinate with board, plan, r e s e a r c h , a c q u i r e i n c e n t i v e s for renovation, development, new business. Coordinate downtown revitalization, r e c e i v e t e c h n i c a l a s s i s t a n c e through state and National Main St. Centers. Exp. preferred in preservation, economic development, retailing, design, community organization. Must p o s s e s s l<nowledge of bus. management, personnel, financial admin, developmental strategy, ability to effectively deal with public. E d . and exp. equiv. to bachelor's in bus. or related with considerable exp. in management. Salary range: $18,000 to mid S20s. Send resume to Personnel Department, City of Winchester, Joint Judicial Center, 5 N. Kent St., Winchester, VA 22601; 703/667-1815 ext. 404. Town Manager C a p e C h a r l e s , VA. C h e s a p e a k e Bay community on Virginia's Eastern Shore near Chesapeake Bay Bridge & Tunnel. $1.05 million budget, 20 employees, pop. 1,550. Full service town operating water, wastewater s y s t e m s , sanitation service, public works, police, library, b e a c h e s , docks, harbors and wharves and s c h o o l s . Volunteer fire and r e s c u e services. Req u i r e s knowledge, skills to effectively manage municipal operations, plan and implement downtown revitalization and h i s t o r i c p r e s e r v a t i o n efforts. S a l a r y c o m m e n s u r a t e with qual. & exp. Appointed by mayor and six-member council elected at large every two years. Send resume and salary requirements to Mayor H. M. Brown, Municipal Building, P.O. Box 391, Cape Charles, VA 23310-0391 by J a n . 2, 1986. City Manager F r e d e r i c k s b u r g , VA. Fast-growing historic city midway between Washington, DC and Richmond, VA. Pop. 18,500. Salary negotiable with fringe benefits DOQ. Budget $28 million; 230 employees. Requires bachelor's with major work in pub. admin., closely related field or equiv. exp. in admin, of muni, affairs. Three or more yrs. full-time muni, admin, exp. required. Municipal management exp. desired in finance, personnel, civil engineering and p l a n n i n g . A p p o i n t e d by m a y o r a n d 10-member council elected at large on non-partisan basis. Submit resume and salary requirements by Dec. 31 to Mayor Lawrence A. Davies, P.O. Box 7447, Fredericksburg, VA 22404. E O E . o Q Z < < 2 O cc > 20 Director Community Development & Engineering Danville, VA. Direct and supervise dept. of 29, operating budget of $4.2 million for engineering, building inspection, planning and community development divisions. Report to city manager a s one of eight depts. Applicants must be familiar with muni, eng., urban planning, code enf o r c e m e n t ; exp. in a d m i n . C D B G and UDAG desirable. Min. 5 y r s . exp. in muni, design, engineering, planning, community d e v e l o p m e n t g r a n t s . S a l a r y : $36,331-$54,497 D O E . Submit resume by Dec. 31 to Personnel Department, City of Danville, P.O. Box 3300, Danville, VA 24543. E O E . ROOF Water, Wastewater, and Drainage Systems CONSULTANT SERVICE ROOFING ENGINEERS Multiple Engineerinj^ Utility Manajfement and Finance INVESTIGATION-DESIGN-INSPECTIONBUDGET& LEGAL ASSISTANCE Environmental Laboratories Construction Management Rt.l,Box 265 Dublin, Va. 2 4 0 8 4 703-674-5303 Operation and Maintenance JAMES M. MONTGOMERY CONSULTING ENGINEERS, INC. 9 3 2 3 Midlothian Tpke Richmond , V a . 2 3 2 3 5 Reaton International Center. Suite 1130 l i a o o SunHse Valley Orlvs, Reston. VA 22091 OFFICES THROUGHOUT THE U.S. AND OVERSEAS W O L F E S A S S O C I A T E S , INC. Manacjemcnf . EXECUTIVE SEARCH . MANAGEMENT SYSTEMS . ORGANIZATION ANALYSIS Consulfanis PRODUCTIVITY I M P R O V E M E N T . S E M I N A R S / TRAINING C O N T A C T : J A M E S L. M E R C E R REGIONAL VICE PRESIDENT P.O. BOX 8 8 8 6 5 6 ATLANTA, G E O R G I A 3 0 3 5 6 (404) 3 9 6 - 9 0 6 0 R. W. BECK AND ASSOCIATES ENGINEERS AND CONSULTANTS 40 Grove Street Wellesley, M A 02181 (617) 2 3 7 ^ 8 7 0 Utility Planning • Design Power Supply • Load Management Cogeneration • Resource Recovery Rates • Appraisals Contract Negotiations Pinnacle Employee Programs P.O. Box 35449 Richmond, VA 23235 (804) 323-1044 ® PINNACLE EMPLOYEE PROGRAMS • ORfJANIZATlONAl DEVELOPMENT KINANCIAL AND; MANAGEMENT V CONSULTANTS i • Advisor on Financial and Marketing Matters Relating to I s s u a n c e ot Municipal B o n d s • Position Classification and P a y Studies • Executive S e a r c h and Selection • Management and Organization Studies • Utility and Public Works Management Studies • Governmental Status Studies MUNICIPAL ADVISORS INCORPORATED ^ ) . B O X 4^^ \A Bl A t H , \ m)4 422-1711 1510 E. Colonial Drive Orlando, FL 32803 (305) 8 9 6 4 9 1 1 CAMP D R E S S E R & M c K E E INC. 7611 Little River Turnpike, Suite 104 Annandale, Virginia 22003 CDM environmental engineers, planners. & management scientists, consultants YARGER AND A S S O C I A T E S , INC. Position Classifi\ .UunuRcment ar Test Consiniciioti— 9egit09S8CSll09S8l OvLT: Our 2830 M Falls Chur 703/ 1 �Legal Guidelines AIDS and the Public From time to time during the recorded history of civilization there have been periods when plagues and epidemics have devastated whole communities and even entire nations. Although dise a s e s such a s leprosy and the black plague for the most part have been relegated to medical textbooks, some can recall the epidemic proportions of influenza that swept across this nation earlier in the 20th century. Many have more vivid recollections of the panic that enveloped regions of this country less than four decades ago when polio with its fatal and crippling effects struck America. Today in this country and around much of the world, medical science is being presented with another enormous challenge, that of acquired immune deficiency syndrome better known by its acronym AIDS. Not since the polio epidemic have the citizens of this country been so frightened by a disease T h e enormous fear that A I D S has generated, whether real or only perceived, undoubtedly stems from the paucity of knowledge about the disease and the manner in which it is transmitted. A s society learns more about the infectious nature of A I D S and how one may be protected from the virus, fear will subside. Until such time, government must give consideration to the development of the most appropriate means to protect the public. In Virginia, the power and obligation to protect the health and welfare of citizens rests initially upon the state. (See Grosso V. Commonwealth of Virginia, 180 Va. 21, S.E. 2d 728 (1942).) However, that power has been delegated by the General Assembly in many c a s e s to local governments. (As to municipalities, see Etherldge v. City of Norfolk, 148 Va. 795, 135 S.E. 508 (1927); counties see Code of Virginia, § 15.1-510.) Undoubtedly, a local governing body enjoys broad discretionary powers to protect the public health and general welfare of its citizens. Such powers may be exercised either in reasonable anticipation of a crisis or after a crisis has arisen. (Mcl^ahon v. City of Virginia Beach, 221 Va. 102, 267 S.E. 2d 130, cert, den'd., 449 U.S. 954, 101 S. Ct. 361, 66 L. Ed. 219 (1980).) T h e burning q u e s t i o n that local governing bodies currently f a c e is whether the problem, being statewide. By Howard W. Dobbins, VML General Counsel Health should be addressed by the commonwealth or whether local authorities should take independent actions. Virginia's statutes do not fully answer this vexing issue. In the distressing event where school children are stricken by A I D S or similar contagious diseases, the attorney general of Virginia, William G . Broaddus, has recently opined that local school authorities, not state officials, are responsible for determining when a child should be excluded from public school. Broaddus relies on Virginia Code § 22.1-272 which provides that a person suffering from a contagious and infectious disease shall be excluded from public schools while in that condition. T h e attorney general's opinion implies that a local school board may exercise discretion to exclude a child from public school when a determination is made that the child is suffering from a contagious and infectious d i s e a s e . From the language of the statute the exclusion appears to be mandatory and not discretionary with the school board. In the event of an identified outbreak, potential epidemic or epidemic of a vaccine-preventable d i s e a s e in any public or private school, the state health commissioner is authorized by Code § 2.1-47 to require the exclusion of all children not immunized against that dise a s e from such school. Of course, there is a s yet no known vaccine for AIDS, and the exclusion of children from school is a limited protection for the general public against an AIDSIike disease. More instructive are the provisions of Code §32.1-39 whereby the state board of health is directed to provide surveillance of and investigation into all preventable disease and epidemics in the commonwealth and into the means for their prevention. When any outbreak or unusual occurrence of a preventable disease shall be identified, the state health commissioner is required to investigate the disease in cooperation with the local health director or directors in the area of the disease. If in the judgment of the commissioner the resources of a locality are insufficient to provide for adequate investigation, he may assume direct responsibility and exclusive control of the investigation applying such resources a s he may have at his disposal. In addition, the state Board of Health may issue emergency regulations and orders to accomplish the investigation. To assist the state health authority in its efforts to investigate and prevent the spread of disease, every practitioner of the healing arts and every person in charge of any medical facility is required to permit the commissioner or his designee to examine any medical records, reserving the anonymity of each patient and physician whose records are examined. This includes any records in his possession or that he has access to in the course of all studies of diseases or deaths of public health importance. (See Virginia Code § 32.1-41.) Notwithstanding the state's efforts, counties, cities and towns are not preempted from adopting ordinances or regulations dealing with public health so long a s they are not less stringent in the protection of public health than applicable state law or any applicable state regulations of the board of health (Va. Code § 32.1-34). That such actions are permissable seems to support the note that the primary responsibility is with the state to require isolation or quarantine and when and if developed to require vaccination or treatment to prevent the spread of A I D S . Presumably such regulations may include mandatory testing of individuals engaged in certain occupations or professions and perhaps even restrictions which relate only to certain societal subclasses which may be more suspect a s either infected or capable of communicating the disease. Local governments, however, may not escape responsibility of protecting the health and welfare of their citizens by complete reliance on the state or even the federal government. Cities, towns and counties are cautioned not to rush into over-reactive and precipitous action. Any local ordinances and regulations which are adopted to combat the A I D S problem must be enacted only after mature consideration and a balancing of the rights of the general public against those of any group of citizens whose individual rights and liberties may be restricted or abridged. All such legal action a s well a s state and federal statutes and regulations must be able to bear the judicial scrutiny required by the constitutional requirement of equal protection. No s u c h enactment can be predicated on pure prejudice no matter how deepseated and must be supported by legitimate governmental considerations. (See City of Cleburne v. Cleburne Living Center, U.S. Supreme Court, July 1, 1985, 53 LW, 5022.) o Q Z < 5 o o > 21 �INDEX TO VOLUME 20, JANUARY-DECEMBER 1985 COMMUNITY DEVELOPMENT Urban Revitalization and City Residents Toward a New Dominion Lewinsville Center Residence: A New Horizon for tlie Elderly Robb Recognizes Leisure Services — Creative Funding for Parks and Recreation Highlighting Virginia's Parks Be A Winner with Therapeutic Recreation Consent of the Governed Portsmouth's Enterprise Zone The Governmental Complex Serves Three Levels Life Is Good in the Star City Roanoke's Parks — Today and Tomorrow Destination: Roanoke Roanoke Regional Airport Makes A Comeback Historic Preservation in Roanoke Handling Development Pressure Citizen Participation in the Planning Process Jan., pg. 2 Jan., pg. 5 Apr., pg. 9 Jul., pg. 4 Jul., Jul., pg. 5 pg. 10 Jul., pg. 13 Sept. pg. 10 Sept., pg. 28 Sept., pg. 42 Sept., pg. 48 Sept., pg. 52 Sept. pg. 56 Sept., pg. 60 Sept., pg. 64 Oct., pg. 6 Oct., pg. 23. ECONOMIC DEVELOPMENT Urban Revitalization and City Residents Toward a New Dominion New Rules for IDBs Portsmouth's Enterprise Zone Destination: Roanoke Roanoke Regional Airport Makes A Comeback The Economic Barometer is Rising Jan., pg. Jan., pg. Feb., pg. Sept., pg. Sept., pg. 2 5 9 28 56 Sept., pg. 60 Sept., pg. 62 ENVIRONMENT Virginia Resources Authority Issues Bond Privatization Resource Recovery: An Issue for Virginia Resource Recovery in Virginia Meeting Water Quality Needs in Virginia Managing Virginia's Water Norfolk: Reclaiming Ocean View Beach Flooding: Lessons Learned Mar., pg. 5 Mar., pg. 8 Jun., pg. 5 Jun., pg. 7 Jun., pg. 15 Jun., pg. 22 Sept., pg. 27 D e c . p g . 17 FINANCE >t ^ ^ < 2 5 O ^ p — ^ > „^ Gov. Robb Discusses State Revenues New Rules for IDBs The Season of Budgets Virginia Resources Authority Issues Bond Privatization Auditor's Report Reveals Potential Harm of Federal Budgets Cuts Reagan Budget Slashes Aid Apartheid A Local Response Tax-Exempt Property in Virginia Highway Funding Equity Report from Washington: Davies Briefs Congressmen Anti-trust LiabilityAn Update Jan., pg. 17 Feb., pg. 9 Feb., pg. 12 Mar., pg. 5 Mar., pg. 8 Mar., pg. 16 Apr., pg. 4 Apr., pg. 13 Apr., pg. 22 May, pg. 8 May, pg. 12 May, pg. 14 Resource Recovery: An Issue for Virginia Resource Recovery in Virginia Financing Resource Recovery Creative Funding for Parks and Recreation The Municipal Insurance Market: Highs and Lows Energy Management Systems For Our Schools Richmond's Productivity Analysis Unit Blacksburg's Pay-For-Performance Plan JLARC's Update on Fiscal Stress Fiscal Austerity and Urban Practices. A Discussion of VML's Legislative Priorities Jun., pg. 5 Jun., pg. 7 Jun., pg. 8 Jul., pg. 5 Aug., pg. 11 Aug., pg. 12 Sept.,pg. 14 Sept.,pg. 15 Oct., pg. 16 Nov.,pg. 23 Dec.,pg. 14 HUMAN DEVELOPMENT Urban Revitalization and City Residents. Jan., pg. 2 Richmond's Diagnostic and Prescriptive Center Aug. pg. 5 LEGAL Sovereign Immunity: Alive in Virginia... Supreme Court Reverses NLC Landmark Case Interpreting the Statutes Anti-trust LiabilityAn Update The Tort Liability of Local Governments Feb., pg. 19 Apr., pg. 16 May, pg. 5 May, pg. 14 Aug. pg. 19 LEGISLATION VML's Top Legislative Priorities House Committees Senate Committees Gov. Robb Discusses State Revenues Using Computers in the General Assembly Legislative Report Highway Funding Equity Report from Washington: Davies Briefs Congressmen Meeting Water Quality Needs in Virginia Amyx Addresses Budget Problems — The Candidates and the Issues JLARC's Update on Fiscal Stress Legislative Report: VML Priorities A Discussion of VML's Legislative Priorities Jan., pg. 11 Jan., pg. 15 Jan., pg. 16 Jan., pg. 17 Feb., pg. 5 Mar., Insert May, pg. 8 May, pg. 12 Jun., pg. Jun., pg. Oct., pg. Oct., pg. Nov.,pg. 15 18 9 16 14 D e c , pg. 14 LOCAL NEWS Fredericksburg Publishes New Brochure Luray Annexes Two Square Miles Swedish Delegation Tours Fairfax County Cooperatives Lewinsville Center Residence: A New Horizon for the Elderly Salem Wins Utility Award Arlington County Police Receive Accreditation Main Street Program Set Fairfax County Rates 'AAA' Vienna Police Reorganize Jan., pg. 10 Jan., pg. 18 Jan., pg. 23 Apr., pg. 9 Apr., pg. 12 Apr., pg. 12 Apr., pg. 12 Apr., pg. 12 Apr., pg. 12 �Apartheid A Local Response Arlington County Loves Its Leaves Volunteers Aid Police Department Resource Recovery in Virginia Highlighting Virginia's Parks Richmond's Diagnostic and Prescriptive Center Five to Revive Downtowns Gulpeper Receives Grant for Park . . . Charlottesville Begins New Health Program Virginia Beach Aids Blind Voters Magazine Cites Fairfax County Hopewell Seeks Charter Change . . . . Employment Good in Hanover County MANAGEMENT Using Computers in the General Assembly The Season of Budgets Managing Change or The Art of Chinese Baseball Be a Winner with Therapeutic Recreation Direct Democracy in Local Government Consent of the Governed Richmond's Productivity Analysis Unit Fiscal Austerity and Urban Practices. MISCELLANEOUS Toward a New Dominion Finding Your Way Through the Session Apartheid A Local Response Tax-Exempt Property in Virginia Virginia Municipal League 1985-86 Calendar Direct Democracy in Local Government The VML The Candidates and the Issues Citizen Participation in the Planning Process VML Product & Services Guide PERSONNEL Supreme Court Reverses NLC Landmark Case Blacksburg's Pay-for-Performance Plan PROFESSIONAL DEVELOPMENT Finding Your Way Through the Session The Season of Budgets Managing Change or The Art of Chinese Baseball Ethics and the Public Official CEO Training Set for July Herndon's Police Officer Training How the League Lobbies and What You Can Do to Help PUBLIC SERVICES Virginia Resources Authority Issues Bond Apr., May, May, Jun., Jul., pg. pg. pg. pg. pg. 13 13 15 7 10 Aug., pg. 4 Nov.,pg. 18 Nov., pg. 18 Nov.,pg. Nov.,pg. Nov.,pg. Nov., pg. 18 18 19 19 Nov.,pg. 19 Feb., pg. 5 Feb., pg. 12 Feb., pg. 14 Jul., pg. 13 Jul., pg. 23 Sept. pg. 10 Sept.,pg. 14 Nov.,pg. 23 Jan., pg. 5. Jan., pg. 14 Apr. pg. 13 Apr., pg. 22 Jul., Insert Jul., pg. 23 Sept., pg. 66 Oct., pg. 9 Oct. pg. 23 D e c , pg. 9 Apr., pg. 16 Sept., pg. 15 Jan., pg. 14 Feb., pg. 12 Feb., pg. 14 Mar., pg. 23 Apr. pg. 12 Sept., pg. 25 Dec.,pg. 6 Mar., pg. 5 Privatization Lewinsville Center Residence: A New Horizon for the Elderly Resource Recovery: An Issue for Virginia Resource Recovery in Virginia Financing Resource Recovery Meeting Water Quality Needs in Virginia Robb Recognizes Leisure Services — Creative Funding for Parks and Recreation Highlighting Virginia's Parks Richmond's Diagnostic and Prescriptive Center Energy Management Systems For Our Schools Hampton's Work Experience Program Charlottesville's Sobriety Checkpoint Program Herndon's Police Officer Training Life Is Good in the Star City Roanoke's Parks — Today and Tomorrow ASPORTATION Highway Funding Equity Prince William County's Commuteride Roanoke Regional Airport Makes a Comeback ACTIVITIES Mar., pg. 8 Apr., pg. 9 Jun., pg. 5 Jun., pg. 7 Jun., pg. 8 Jun., pg. 15 Jul., pg. 4 Jul., Jul., pg. 5 pg. 10 Aug., pg. 4 Aug., pg. 12 Sept.,pg. 19 Sept., pg. 22 Sept., pg. 25 Sept., pg. 48 Sept., pg. 52 May, pg. 8 Sept.,pg. 18 Sept., pg. 60 Building Officials Elect Officers Jan., pg. 10 VML'sTop Legislative Priorities Jan., pg. 11 VML 1985 Calendar Jan., pg. 23 Call for Entries . . . VML's 1985 Achievement Award Program Feb., pg. 7 Thirteen East Franklin Mar., pg. 13 VML's New Home Mar., pg. 14 Strategic Planning Sun/ey Will Direct League Mar., pg. 18 Report from Washington: Davies Briefs Congressmen May, pg. 12 Power Conference Set for June May, pg. 13 Chiefs of Police Leave League May, pg. 13 VML Completes Strategic Plans Jun., pg. 17 Amyx Addresses Budget Problems — Jun., pg. 18 VML to Foster Network June.,pg. 18 Yancy, Henry, Teig Judge Competition. Jul., pg. 19 VML's Policy Committees Aug., pg. 8 The Municipal Insurance Market: Highs and Lows Aug., pg. 11 The President's Annual Report Sept. pg. 32 The Financial Statement Sept.,pg. 34 The VML Executive Committee Sept., pg. 38 VML Insurance Programs Grow Sept., pg. 39 Heffner Wins Wallerstein Scholarship .. Oct., pg. 21 The 1985 VML Conference Nov.,pg. 7 Meet the President: Adams Eager to Serve League Nov.,pg. 12 Legislative Report: VML P r i o r i t i e s — Nov.,pg. 14 League Publishes New Bulletin Nov.,pg. 15 VML Offers Study Opportunity Nov.,pg. 16 League Continues Legislative Process Nov.,pg. 17 Site Registration Open for Congress . Nov., pg. 19 A Discussion of VML's Legislative Priorities D e c , pg. 14 How the League Lobbies and What You Can Do to Help Dec.,pg. 6 ^ H O Q ^ ^ ^ o H < ? O ^ �A SideBy Side Comparison Can Make\bu A Permanent BelieverbiMobileHomes. Mobile Home* Site-Built Home** At the Virginia Manufactured Housing Design Item 1 room not less than ISO sq. ft. Same Association, we've found that the restrictive Room Sizes Two One ordinances many localities place on mobile Required Exit Doors 15 psf/20 psf/40 psf Same homes are based on outdated stereotypes. Minimum Live Loads Wind/Roof/Fioor Design Temperatures: 70°/75° 72°/78° The fact is, today's mobile homes com- Indoor Heating/Cooling pare favorably in virtually every way with Building Materials Nationally accepted standards Nationally accepted standards (used materials not allowed) (bldg. official may allow some site-built housing. (All mobile homes built used materials and equipment.* since 1976, for example, meet stringent * Federal Manufactured Home Constnjction Standards • B O C A Basic Glides HUD codes.) As further proof, we've compiled a comparison of 50 key code requirements, the most important of which are highlighted in the chart at right. But quality isn't the only argument in our favor. In those Virginia localities that tax mobile homes as real property, assessments—and tax revenues—have risen steadily. For more information about how today's mobile homes can help fill the needs of your locality, contact VAMHA at 8505 Mayland Drive, Richmond, Virginia 23229. Virginia Manufactured Housing Associatioa The Virginia Manufactured Housing Association, 8505 Mayland Drive, Richmond, Virginia 23229, Phone (804) 747-0810. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Description An account of the resource Virginia Town & City is published 9 times per year by the Virginia Municipal League as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. This collection consists of issues ranging from January 1978 through December 1985. 1981 issues are missing as are some individual issues from various years. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource 1978-1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Virginia Town & City Volume 20, Number 12 Description An account of the resource Virginia Town & City is published 9 times per year by the league as a service to its members. The magazine’s mission is to serve as a medium of information and ideas for Virginia’s local governments, as well as to inform the league’s membership of the activities of the organization. The publication focuses on providing timely information on issues affecting VML’s members such as finance, economic development, technology, education, public safety and environmental concerns. Creator An entity primarily responsible for making the resource Virginia Municipal League Publisher An entity responsible for making the resource available Roanoke Public Libraries Date A point or period of time associated with an event in the lifecycle of the resource December 1985 Format The file format, physical medium, or dimensions of the resource Periodical Type The nature or genre of the resource Text Identifier An unambiguous reference to the resource within a given context 198512