Leslie Dorn Photography
I picked up a camera at a very early age - back in the 1950’s. I was hooked on photography even then, and now it is my passion. I live in the Pacific Northwest, surrounded by the beauty of the San Juan Islands where I love to photograph. I also enjoy travel photography, especially visiting and photographing small towns of the west coast. While many photographers concentrate on one area of expertise, I enjoy the spontaneity and versatility of capturing images that are often not planned or composed in advance. I believe that a great image is one that draws the viewer in and evokes an emotion or response (of any kind) - these are the images I strive for. I have been a member of the Skagit Valley Camera Club for 10 years, currently serving as Secretary. My website: www.lesliedornphotography. zenfolio.com
Thank you Leslie for letting us use your unique image of a Community Gathering Place.
Capital Facilities Ryan Walters Anacortes City Council Member Anacortes has faced a number of infrastructure challenges in the last 18 months—how to finance maintenance of our decaying streets and our threemillion gallon water reservoir, when to fix water and sewer lines (hopefully before they break), and whether to retrofit or replace our seismically vulnerable city hall. In each case, the City Council has been surprised by the poor condition of our infrastructure and the costs of managing it. Cities should never find themselves in this position, because the state Growth Management Act (“GMA”) requires that we integrate planning for infrastructure and other public services in our local Comprehensive Plans. The state calls that “capital facilities planning”— planning for streets (including lighting, signals, and sidewalks), water systems, storm and sewer systems, parks, fire protection and law enforcement, and other government services. GMA requires the Comprehensive Plan include: • an inventory of our existing capital facilities; • a forecast of future needs for those facilities, including the proposed locations and capacities of expanded or new facilities; and • at least a six-year financing plan for those facilities that clearly identifies reasonably certain sources of funding.
We also need to set levels of service— numeric measures that answer questions like: What delays are acceptable at intersections? What level of pavement deterioration is too much? What response times do we demand for fire service? How many acres of park per capita do we need? If we determine through this process that we can’t afford to provide the levels of service we’ve identified, we can’t just ignore the deficiencies—we must adjust either the level of service or our land use plan, or both, until they are consistent. Doing so ensures that we’re consciously and publicly deciding how to provide for infrastructure and public services and that we’re held accountable for the outcomes. To that end, it’s critically important that this information is presented in a way that’s accessible and understandable by decision-makers and the public—not buried in separate technical documents that no one reads. If we choose to underfund maintenance on roads or our sewer system, the cost of that deferred maintenance needs to be readily apparent. If we choose to authorize a new service or build a new park, the long-term operations and maintenance costs need to be disclosed up front. We owe it to both current residents and future generations to be the best stewards of our infrastructure we can be! Ryan Walters, a land use attorney, was elected to the Ward 1 seat on the Anacortes City Council in 2011.
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